印度數(shù)字服務(wù)聯(lián)盟戰(zhàn)略規(guī)劃（2022-02025）-22正式版

DIGITALSERVICESCOALITIONTheDigitalServicesCoalitionexiststosupport,educate,represent,andpositivelyinfluenceboththegovernmentandthedigitalservicemarketintheirjointeffortstoimprovetechnologysolutions.

2022-2025STRATEGICPLANMESSAGEFROMTHEEXECUTIVEDIRECTORIampleasedtopresentthefirststrategicplanoftheDigitalServicesCoalition.Thisorganizationwasformedfromthecollaborativespiritofindustryexpertsbroughttogetherbyashareddesiretoserveandimprovegovernmentasitmakesitsjourneythroughdigitaltransformation.GovernmenthascomealongwayinembracingdigitalserviceswhichisevidentintherecentExecutiveOrderonTransformingFederalCustomerExperienceAndServiceDeliverytoRebuildTrustreleasedinDecemberof2021.Throughupdatedpolicies,orders,laws,andprocesseswewillhopefullybeabletoseeamarkedimprovementtoaccessinggovernmentservicesatanylevel.However,internalchangesalonewillnotbeenough,andgovernmentwillneedtohavethoughtleadershipandguidancefromindustrytoadoptandadapttotherapidpaceofshiftingtechnologyinthe21stCentury.Governmentmustbeheldaccountablefordesigninganddeliveringserviceswithafocusontheactualexperienceofthepeoplewhomitismeanttoserve.ExecutiveOrder#14058onCustomerThroughtheachievementofgoalsinthisstrategicplanoverthenextseveralyears,theDSCwillbeabletoprovidetheeducation,support,andpartnershipcriticaltoimprovinggovernment’sdigitalmaturity.Ourcoalitionhasseveraladvantagesaswefocusontheprioritiesandopportunitiesneededtoprovidethisdigitalservicestewardshipincluding:Criticalsubjectmatterexpertiseinagilemethodologies,accessibility,human-centereddesign,security,development&operations(DevSecOps),andstrategicmarketing;Stronginternalvalueswithineachmemberorganizationthatupholdsacultureofhighperformancedeliveryandcustomerexperiences;andAdeepcultureofstorytelling,sharedinterests,andcollaboration.LOOKINGFORWARDOurobjectivesinthisplanareintendedtoincreaseourvisibilityinthedigitaltransformationmarket,providemeaningfuldialogueanddeterminationsaroundthebestpracticestouphold,createeducationalcontentandotherprogramingcontributionstothedigitalserviceecosystem,andsupportdiverseandinclusivehiringmethodstoprovideopportunitiesforthoseinterestedinworkinginthefieldofgovernmenttechnology.Webelievethatthemillionsofpeoplewhointeractwithgovernmentshouldnotbehamperedbyinefficientexperiencesandprocesseswhenthesolutionsandtechnologiesexisttohelpthem.WorkingtodecreasethebarrierstofasterdeliveryisthebondweattheDSCshare.AlongwiththeBoardofDirectors,Iwouldliketothankallofthemembercompaniesandthevolunteersthathelpedpullthisplantogetherandwhowillcontinuetohelpasweexecuteonourvision.TogetherwehavebuiltapathforwardforourorganizationthatIamexcitedtosetintomotion.TraciWalkerExecutiveDirector,DigitalServicesCoalitionThispageislefblankintentionallyTABLEOFCONTENTSTheDigitalServicesCoalitionexiststosupport,educate,represent,andpositivelyinfluenceboththegovernmentandthedigitalservicemarketintheirjointeffortstoimprovetechnologysolutions.Ourprimaryeffortsinthisendeavorfocusonthesupportandempowermentofourmembercompanies.Arobustandactionablestrategicplanfortheorganizationallowsustomeasureandincreasethevalueweprovidetoourmembercompaniesandthegovernmentdigitalservicescommunityatlarge.06OURCOMMUNITY07OURHISTORY09&MISSIONOURPURPOSE,VISION,10OURCOREVALUES

11OURMANIFESTO13OURINITIATIVES&PROGRAMS15OURSTRATEGICPLANS&GOALSWhatfollowsisadescriptionofourthree-yearstrategicplan.Wehavealsoincludedanoverviewofourplanningprocess,ourhistory,andourvaluestoprovideinsightintothedriversthatledtothefoundingoftheorganization,wherewearetoday,andourgoals.ANSWERINGTHECALLBYBUILDINGACOMMUNITYOURHISTORYTheDigitalServicesCoalition(DSC)isa501c(6)tradeassociationcreatedtobringtogetherlike-mindedfederalcontractorsworkinginthedigitalservicesmarket.ItsfoundationwasbasedontheAgileContractingCommunityofpracticeformedin2017totalkaboutbestpractices,commonexperiences,andhowimprovementscanbemadeinthegovernment’sadoptionofdigitalservices.Forthisreasontheideawasconceivedoftransformingthecommunityofpracticeintoanon-profittradeassociation,withacalltoactiontogobeyondself-interestandprofittoserveabetterpurpose:betteroutcomesforcitizens.

BUSINESSBACKGROUNDTheDSCwasincorporatedin2019asaninitial16foundingcompaniescametogethertotakeactiontowardschangingthewaythegovernmentlookedattheacquisitionanddeliveryoftechnology.AcommonsetofvaluesandprincipleswerecreatedtoexemplifytheuniquecharacteristicsofthekindsofcompaniesthatparticipateintheDSCwhicharefocusedonhighqualitydelivery,enduserexperiences,andbusinesspracticesthathighlightthestewardshipoftaxpayerdollarsentrustedtothemassignatoriesongovernmentcontracts.7 StrategicPlan|2022-2025PRESENTDAYOver2020and2021,despitepandemic-relatedchallengesthatallorganizationsfaced,theDSCfurthereditsmissionbyhiringitsfirstExecutiveDirector,TraciWalker,andconductingmultipleroundsofnewmembershipdrives.Ms.WalkercamefromtheUnitedStatesDigitalServicewhereshewastheDirectorofDigitalServiceProcurement.Shebringsanetworkoffellowdisruptors,champions,andlike-mindedindividualsfromindustry,themultiplelevelsofgovernment,legislative,andnon-profitsectorsthatcanhelpnavigatethecomplicatedbureaucraciestoprovideopportunitiesfortheDSCtosucceed.Now,in2022,theDSC’smembershipconsistsof28companieswhichrepresentmultiplesizeandsocio-economiccategories.TheDSCbroughtinmanyeducationalopportunitiesforitsmembersthroughavarietyofguestspeakersfrombothgovernmentandindustry,heldin-personandvirtualnetworkingsessions,andmaintainsanactiveSlackchanneltosharenews,wins,frustrations,andcommunitybuilding.Additionally,theDSCparticipatedinjointeffortsandcommunicationswithorganizationsliketheAllianceforDigitalInnovation,theUSDigitalServiceandothers.Attheendof2021,theCoalitionconducteditsfirststrategicplanningprocesstodefinethegoalsthatwilldrivetheorganizationasitcontinuestogrow.Theresultisthis3-yearStrategicPlanthatwillbeusedtoiterateandtestnewinitiatives,programs,education,andcommunitybasedactivitiesgearedtowardsimprovingtheimpactofdigitalservicetransformationinthegovernmentandthedigitalservicemarketasawhole.StrategicPlan|2022-2025 8PURPOSEOVERPROFITChangeishard.Systematicchangeisevenharder.That’swhywehaveteameduptobringtheinnovationandagilitythat’sbecomethebackboneofcommercialdigitalservicestothegovernment.OURPURPOSEWeenvisionasocietywheregovernmentimprovesthelivesofthepeopleitservesandtheirhumanexperienceisvalued.OURMISSIONOurmissionistobetrustedpartnersofthegovernmentbyprovidingthetechnicalknowledgeandthoughtleadershipnecessarytocontinuouslymaturethedeliveryofdigitalservicesthatareaccessible,functional,andworkseamlesslytosupportthefullrangeofcustomerexperiences.OURVISIONByelevatingcompaniesbroughttogetherbysharedvalues,theDSCstrivestoguidethegovernmentandthedigitalservicemarketthroughdigitaltransformationstofundamentallyimprovethetechnologies,data,processes,andorganizationalchangesnecessarytosuccessfullydeliverworld-classoutcomes.9 StrategicPlan|2022-2025OURCOREVALUESCOREVALUESCOMMUNITYEstablishacollaborativecommunityofinnovativevendorstoinfluencedigitalservicesinthegovernmentEDUCATIONEducatethecivictechecosystem,includinggovernmentagencies,othervendors,andusers,onbestpracticesindigitalservicesADVOCACYPromotepoliciesthatremovebarrierstoinnovationingovernmentwhileincreasingadoptionofbestpractices,methodologies,andprocesses,suchashuman-centereddesignandagiledeliveryPARTNERSHIPCultivateenduringrelationshipswithinourcommunityofvendorsandgovernmentpartnerstomaintainlong-termsuccessindigitalservicedeliveryIMPACTMakeameaningfuldifferenceinthedailylivesofusersthroughimprovedinteractionswithgovernment,prioritizingequitabledeliverytothosewhohavetraditionallybeenunderservedStrategicPlan|2022-2025 10OURMANIFESTOCOMMUNITYPURPOSEUSERSOVEROVEROVERCREDITPROFITSTAKEHOLDERSEachwinmovesusallcloserWe’remission-driven,notIfwedon’tmeetuserneeds,todigitaltransformationmoney-drivenbusinessgoalswillnevertrulybemetINNOVATIONDELIVERYOUTCOMESOVEROVEROVERRISKMANAGEMENTDELIBERATIONACTIVITIESChangecomesfromPerfectiononlyexistsonceusersSuccessiswhatyouaccomplish,takingchancestellyouit’sperfectnothowmuchyoudidtogetthere11 StrategicPlan|2022-2025THEDIGITALSERVICESCOALITIONISMATURING.INITIATIVES&PROGRAMS

TheDSCismaturingfromastart-upintoanorganizationwithdirectinfluenceandimpactonthegovernment’stoughestdigitaltransformationproblems.Thesearethetopfivegoalstomoveusforwardintheyearahead.StrategicPlan|2022-2025 12INITIATIVES&PROGRAMSMEMBERSHIPWeplantocontinuallybringincompaniesasmembersthatarealignedwithourvaluesbyhavingatransparentapplicationandmembershipprocess.Toachievethisgoal,wewillincreaseourrecruitment&networkingefforts,updateprocessesandpolicies,conductuserresearchandretrospectivestogatherdataanditerativelyimprove.Ourorganizationisdedicatedtoupholdingpracticesthatgobeyondtheideaofworkingonlyforprofit.ItisimportantthatnewmembersendorsetheseidealsandlooktotheDSCasmorethanabusinessdevelopmentorganization.

EDUCATIONWeplantocraftthesharedlanguagefordigitalservicesanddigitaltransformationamongserviceprovidersandthepublicsectorwhichhighlightswhatthebestpractices,commonexpectationsforhighqualitydelivery,andcustomerexperiencesforgovernmentdigitaltransformationshouldlooklike.Oneofthechallengesthatplaguestheacquisitionprocessandtechnologyimplementationisanunclearunderstandingofwhatsubjectmatterexpertiselookslike,howtodefineandhireforit,andhowitresultsinworldclasssolutions.COMMUNICATIONSWeplantocreateandimplementacommunicationandstorytellingstrategywhichwillincreasetheawarenessoftheDSC,itsmembers,anditsactivitieswithkeygovernmentrepresentatives.WebelievemuchoftheworkdonebymembersoftheDSCshouldbeself-evidentintheimprovedoutcomes,itisimportanttotellhowwegotthereandwhowehelpedinourjointeffortswiththegovernment.13 StrategicPlan|2022-2025FUNDRAISINGWeplantocreatesustainablefundingsourcesthatalignwithourmissionandvaluestocontinuetofinancetheoperationsandstaff.Inordertonothavetorelysolelyonmembershipfeesasthesourceoffunding,alternativesourceswillberesearchedandevaluatedaspotentialrevenuestreamstosupporton-goingservices.StrategicPlan|2022-2025

COMMUNITYMANAGEMENTWeplantoestablishandenforcecommunitystandardswhichwillholdmemberstoconsistentlypracticingandexemplifyingthevaluesoftheDSC.This,inpartnershipwiththeMembershipprocess,willensurethecommunityandcultureoftheDSCremainstruetothemissionandvision.14STRATEGICPRIORITIES&GOALS(‘22-25]ThefollowingisthefulllistofobjectivesidentifiedbystrategicthemefortheDSCtooperationalize.Theseweredevelopedtoputclearandactionablegoalstomaintainthecurrentmissionandachievethevisionwesetforourselves.Eachyear,wewillreviewwhathasbeenaccomplishedandwhereweneedtoimprove,reprioritize,orisdeterminedtobesuccessfullyincorporatedintoourorganization.1 MEMBERSHIPContinuallybringingincompaniesthatarealignedwithourmission/visionandvaluesbyhavingacontinuousimprovementandtransparentprocess,includingretrospectivesandotherfeedback.ImproveandrefinethesponsorshipprocesstobothkeepmembershipaccountablefortheacceptedmembersandavoidsburdeningthemembercompaniesEstablishdiversityofmembershipgoalstoimprovethedepthandbreadthofthecoalition.Thisincludessocio-economicbusinesses,acceleratorsorincubators,associatemembers,educationalinstitutions,orgovernmententities15 StrategicPlan|2022-20252EducationUsherinasharedlanguagefordigitalservicesanddigitaltransformationamongdigitalserviceprovidersandpublicsectoragencies(Federal,State,andLocalagencies)DevelopEducationalContentandProgramstomentorandenhancethecapabilitiesofDSCMembersandourconstituentsCreateamentorshipeducationframeworktoattractthebestworkforcetoDSCcompaniesandpublicsectoragencies3COMMUNICATIONSDevelopandmaintainastrategyassociatedwithcommunicationtargetsandgoalsIncreasevisibilityandawarenessofDSCandmembercompanieswithkeyleadersinagenciesIncreasevisibilityofDSCworkwithmembercompaniesandemployeesofmembercompaniesStrategicPlan|2022-2025 1645

TECHNICALSUPPORTMakethewebsiteamoreusableandeditableplatformthatfacilitatestherapidupdatingofcontentEffectivelyintroduceandusetoolsandtechnologiesthatsupporttheDSCcommunityEnhancethestoretobemoreadaptableandpricecompetitivetoavarietyofordertypesrangingfromDSCcompaniesinterestedone-offitemstobulkswagitemsneededforeventsandconferencesGOVERNMENTINTERACTIONSEstablishavision/roadmapfordigitaltransformationthatthegovernmentcanapplyacrossstate,county,andfederalActasstewardsonbehalfofthebestinterestofthepublicbyexemplifyingthestandardsfordigitalservicetransformationandholdinggovernmentandourselvesaccountabletothemCreateaportfolioofDSCservicesweoffertosupportgovernmentadoptionofdigitaltransformation:itincludesmarketintelligence,education,conferences,shadowing,re-skilling17 StrategicPlan|2022-2025BUSINESSDEVELOPMENTSUPPORT6ImprovestrategicrelationshipsamongDSCmembersforthepurposeofimprovingandincreasingBDformembercompaniesCreate/opennewdigitaltransformationmarkets,whileacceleratingthetractionofexistingcustomersandtheiragenciesEnsurethegovernmentisofferingfairandequitableopportunitiesforDSfirmsofallcompositions7FUNDRAISINGCreatesustainablefundingsourcesthatalignwithourmissionandvaluetocontinuetofinanceouroperationsandstaffOrganizetheDSCmembershiptoparticipateinfundraisingactivitiesandsupportingtheDSCfinanciallybeyondmembershipduesIdentifyscalablemethodsandchannelsoffundraisingefforts,rangingfromannualgalas,foundationsanddonors,andothersmaller