Strategic Integration of Domain Expert Resident Consultants in Government SaaS Migration: Bridging P by IRJET Journal

Strategic Integration of Domain Expert Resident Consultants in Government SaaS Migration: Bridging Policy, Technology, and Transformation

Raj Mehta Independent Researcher

Abstract

A key component of the digital transformation of the public sector is the transition of government IT infrastructure to Software as a Service (SaaS) platforms. Although there are many advantages to this change, such as increasedservicedelivery,costeffectiveness,andscalability(Almutairi,2020),therearealsoenduringdifficulties,suchas interdepartmental capability gaps, organizational resistance, legacy system integration, and complex compliance requirements (OECD, 2021; Gupta & Reimers, 2020). According to Tang and Van der Voort (2021), Domain Expert Resident Consultants (DERCs) have become embedded facilitators who help close the gap between technical teams and policy architects. Within agencies, DERCs have extensive contextual knowledge of organizational procedures, which allowsthemtoguidecybersecurity,vendorcoordination,risk management,andcompliance,enhancingprojectoutcomes andstakeholdertrust(Petrovetal.,2022b). Usingqualitativeassessmentsofrecentcasestudies includingmigrationsby the UK Ministry of Justice and U.S. Department of Veterans Affairs and implementation methods, this research critically investigates the strategic importance of DERCs in SaaS migrations. Additionally, it lists the institutional factors that facilitateandhinderDERCintegration.

Keywords: Domain Expert Resident Consultants, SaaS Migration, Government Agencies, Digital Transformation, RegulatoryCompliance,ChangeManagement,LegacySystems.

1. Lead In

Modernizing government information technology systems has emerged as a top priority for public institutions dedicatedtoprovideservicesthatareadaptable,transparent,andfocusedontherequirementsofresidents. Software-asa-Service(SaaS)modelshavegainedalotofsupportaspartofthisagendaduetothepromisetheyprovideintermsofcost savings,scalability,rapiddeployment,andoperationalefficiency(Almutairi,2020). Globally,governmentorganizationsof all sizes from national ministries to small towns are increasingly using software as a service (SaaS) to replace their outdatedlegacysystems. However,SaaSmigrationingovernmentenvironmentspresentsauniquesetofdifficultiessuch as procurement rigidity, compliance audits, and legacy integration as shown in public sector cloud adoption studies (Janssenetal.,2020)

Giventhesechallenges,DomainExpertResidentConsultants(DERCs)arebeingintentionallydesignatedascrucial enablersofeffectivesoftwareasaservice(SaaS)transitions (Zhaoetal.,2019;Petrovetal.,2022).Individualspossessing extensive expertise in both the operational domain of government agencies (such as healthcare, transportation, and finance)andthetechnologicalfoundationsofSaaSplatformsarereferredtoasDERCs. Oneofthemostimportantaspects is that they are integrated within the organization, which gives them the ability to bridge the gap between information technologyproviders,systemintegrators,andendusers,allwhileguaranteeingcontextualalignmentandcompliancewith publicpolicyframeworks(Zhaoetal.,2019).

ThissurveyresearchaimstoprovideathoroughacademicevaluationoftheevolvingrolethatDERCsplayinthe shift to government software as a service. There has been limited study to thoroughly examine the human expertise component,namelytheinstitutionalintegrationofresidentconsultants(Petrovetal.,2022). Thiscontrastswiththelarge number of studies that have focused on the administrative and technical aspects of cloud adoption in the public sector. Throughaninterdisciplinarysynthesisofpreviouslypublishedresearchoncloudcomputing,publicadministrationtheory, andreal-worldcasestudies,thisstudyexaminesthefollowingtopics(Tang&VanderVoort,2021;Costa,2021):

 ThestrategicandoperationalresponsibilitiesthatDERCsparticipateinthroughoutmigrationstoSaaS.

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 The impact that their presence has on the results of the project, the reduction of risks, and the alignment of regulations.

 Itisnecessarytopossessthenecessaryabilities,credentials,andorganizationalmethodsin ordertosuccessfully integrateconsultants.

The other sections of the paper are organized as follows: Section 2 provides an overview of the more general context and the reasons behind the acceptance of SaaS implementation in government. The most significant difficulties that are inherent in these transitions are analyzed in Section 3. Section 4 provides a definition of the job of the resident domain expert consultant, while Section 5 assesses the strategic effect of these consultants. Case studies that serve as examplesarediscussedinSection6.Inthesection7,acomparativeanalysisispresented,andtheninthe8and9sections, skills,selection,andpolicyconsequencesarediscussed.ThelimitationsintheresearchareidentifiedinSection10,and the conclusionprovidesasummaryofthemostimportantresultsandsuggestions.

2. Foreground and the Reasons Behind It

Since the beginning of this decade, there has been a growing emphasis on digital government. This is due to the fact that government agencies are under increasing pressure to upgrade their legacy systems, improve the delivery of citizenservices,andbringaboutmoreoperationaltransparency.Theadoptionofcloud-basedservicemodels,inparticular Software-as-a-Service (SaaS), which provides pre-configured applications that are available via the internet and are maintainedbythird-partyproviders,isthemostimportantaspectofthischange.Accordingto Almutairi,2020,“software as a service (SaaS) makes it possible for government agencies to cut down on capital costs, speed up deployment timetables,andrefocustheirattentiononmission-criticalactivitiesratherthaninfrastructuremaintenance”(89).

Forthesake of accelerating thischange,governmentsall around the world have created policyframeworks. For example,

“the Cloud Smart Strategy (2019) of the United States government and the Digital Decade objectives of the European Union both advocate cloud-first procurement practices and promote the adoption of software as a service (SaaS) in administrative activities such as finance, human resources, and case management”(Carter&Khademi,2020).

Despite the presence of these frameworks, real data shows that the government sector's software as a service (SaaS) migration is still slowed down, dispersed, and often unsuccessful because of deeply rooted structural barriers (OECD(2021)).

2.1 Institutional Complexity and Obstacles Derived from the Structure

Government organizations have to follow certain rules when it comes to buying things, keeping things safe, and followingthelaw.Privateenterprisesdonothavetofollowtheserules. Ranaetal.(2020)saythat“theyhavetoproperly navigateacomplicatedmazeofcompliancerequirements,whichincludeslawsonwheredatamaybestored,rulesthatare particular to certain sectors (such HIPAA for health care and FERPA for education), and mechanisms for public accountability” (178). Also, the ethos of governmental institutions sometimes goes against the quick progress of technologybyfocusingonstability,avoidingrisk,andmakingdecisionsinahierarchicalway.

Theproblemishardertosolvebecauseofthevarietyoflegacysystems,datasilosbetweenagencies,andoutdated technology.AsurveyfromtheOECDin2021foundthatmorethan40%ofgovernmentITspendingthroughouttheworld arestillgoingtowardkeepingoldsystemsrunning.Thisshowshowslowmodernizationeffortsare(OECD,2021).

2.2 The Importance of Having Expertise in Embedded Domains

Consideringthestructural andinstitutional hurdlesthat havebeenpresented,ithasbecomemoreapparentthat technical skill alone is not adequate for a successful migration to a SaaS platform. When it comes to driving systemic change in complex bureaucracies, traditional positions, such as IT vendors, external consultants, or internal chief information officers, sometimes lack the fundamental domain competence or organizational embeddedness that is required.

Domain Expert Resident Consultants (DERCs) are a hybrid job that links the technical, organizational, and regulatory components of SaaS migrations. This realization has led to the establishment of DERCs as a hybrid function.

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DERCs, in contrast to other types of consultants or third-party implementers, are employed by the agency themselves, bringingwiththemextensivecontextualexpertiseandlong-termalignmentwiththeobjectivesoftheinstitution.Theyare abletooperateasinterpreters,facilitators,andintegratorsacross silosasaresultoftheir embeddedness,whichensures thatsoftwareasservice(SaaS)solutionsarenotonlytechnicallysoundbutalsolegallycompliant,sociallyacceptable,and operationallysuccessful(Zhaoetal.(2019)).

Software as a service (SaaS) is becoming more and more popular in government, and managing the risks and complexities involved requires internal domain-aligned expertise. In summary, the intersection of two developments serves as the catalyst for this investigation. By carefully examining the function of DERCs, this study aims to fill a significantgapinthepractitionerandacademicliteratureoncloudmigrationsinthepublicsector.

3. SaaS Migration in Government Agencies: Key Challenges and Opportunities

The adoption of Software-as-a-Service (SaaS) models by government agencies is a strategic goal that has to be addressedin the broader framework ofdigital transformation in thepublicsector. However, because publicinstitutions operate in unique legal, technical, cultural, and operational environments, the process is beset with several degrees of complexity. This section provides a thorough explanation of these problems and the options that address them; each of theseopportunitiesandchallengesissupportedbyscholarlyandpolicyliterature.

3.1 Restrictions Obtained From Regulations and Compliance

Government agencies have to follow strict rules, which are very different from the rules that private businesses have to follow when they use the cloud. These rules are in place because of worries about national security, public accountability, and the safety of people's personal information. For example, the laws for data localization say that governmentdata mustbestoredandprocessedinsidethecountry'sboundaries.Manyoff-the-shelfsoftwareasa service (SaaS) solutions that use global, distributed cloud architectures may not be able to be used because of rules like the General Data Protection Regulation (GDPR) in the EU and the Data Protection Bill in India (Mohan & Srivastava, 2021; Fernandesetal.,2022).

It is also important for SaaS providers to have very specialized compliance abilities so that they can follow the standardsthatarerelevanttotheirfield.FERPAforeducation,HIPAAforhealthcare,andCJISforcriminaljusticearesome ofthese regulations.Mostcommercial softwareasa service(SaaS)providersdon'thavetheresourcestheyneedtomeet these requirements without a lot of customization, which costs more money and takes longer. Because of government procurementrules,itmaybehardtoquicklyfindtherightsolution.These rulesmayrequireopentendering,evenwhen thereareproviderswhocanmeettherequirements(Gupta&Reimers,2020).

Inordertofollowtherules,youmusthaveorganizeddatagovernanceframeworks,keepaneyeoncomplianceall thetime,andwritedownallofyourcontrolproceduresindetail.TangandVanderVoort(2021)saythatdomainexpert residentconsultants(DERCs)maybeveryhelpfulincomingupwithgoodcompliancemethodsthatfollowthelawandthe rulesoftheproject.Theseconsultantsknowhowtoreadandfollowrulesandproceduresatwork.

3.2 Integration of Legacy Systems and Complexity of the Technology

In government information technology ecosystems, you often find legacy systems that were set up decades ago, are kept in separate departments, and don't work well with modular updates. It is harder to connect with cloud-native software as a service (SaaS) solution that use microservices architecture, RESTful APIs, and continuous deployment processes because these systems are often monolithic, undocumented, and customized (AlHazmi & Dawson, 2022) Also, legacy systems usually have business logic that is very important to the purpose and is written in COBOL or other languages that are no longer utilized. Some examples of this kind of reasoning include algorithms for managing cases, processing benefits, and calculating taxes. Moving this kind of logic to SaaS platforms is not straightforward, and if a professional doesn't do it, there is a good chance that data will be lost, the service will go down, or the logic will get corrupted(AlHazmi&Dawson,2022).

Similarly, public-sector accounting systems often treat subscriptions to cloud services as operational expenses (OPEX),whichgoesagainst thecurrentbudgetplanning modelsthatfocuson capital expenditures(CAPEX). Schreieck et al.(2021)saythatthisdifferenceinaccountingproducesproblemswithfinancedepartmentsandauditinstitutions,which might lead to delays in buying things or transitions that aren't fully funded. Domain expert resident consultants can connect IT modernization goals with long-term agency missions, make modular migration pathways, and help departmentsturnSaaSproposalsthatareheavyonOPEXintoformatsthatoversightbodiescanunderstand.

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3.3 Organizational Resistance and Cultural Barriers

CordellaandPaletti(2019)saythatoneofthemostprevalentthingsthatisseenasabigproblemformodernizing informationtechnologyisculturalresistanceinsidegovernmentinstitutions. Publicinstitutionsarebasicallyconservative and don't like new ideas that might change the way they do things since they are based on the ideas of hierarchy, conformity, and responsibility. Workers often think that moving to software as a service (SaaS) is a threat to their job security,freedom,orinstitutionalknowledge. Thisisespeciallytruewhencloudsolutionsautomatetasksthatwereonce donebyhandormakeitharderforinternalITpersonneltocontrolthings.

Additionally,thegovernment'sregulations,thedivisionofauthorityacrossdepartments,andthepurchasingand selling practices make it difficult for departments to collaborate, a problem that private sector businesses often do not face. Therefore, political issues, departmental rivalries, and bureaucratic inertia can slow down development even when thetechnicaljustificationforsoftwareasaservice(SaaS)isstrong(Margetts&Dunleavy,2018).

Togetovertheseproblems,youneedtokeepworkingonchangemanagement,gettingstakeholdersinvolved,and learningasanorganization. Inthissituation,DERCsmightbequiteimportant. Becausetheyareentrenched,theyhavethe institutionaltrust,context-specificknowledge,andcredibilitythattheyneedtoactasago-betweenforITworkers,public officials, and administrative authorities. Zhao et al. (2019) say that their ability to turn technological advantages into policy-relevantoutcomeshelpstopromoteculturalalignmentandmakespeoplelesslikelytorejectchange.

3.4 Opportunities Enabled by SaaS

Despitethesignificantbarrierstoadoption,theshifttoSaaShasgreatpotentialformodernizingthegovernment. Correctexecutionofitcanpotentially:

 SaaS platforms, in contrast to on-premises systems, are able to rapidly respond to demand surges, which is essential for services such as tax filings or emergency response platforms. Scalability and elasticity are crucial features of SaaS platforms. During surges, this assures that activities will continue without interruption (Youseff etal.,2020).

 FasterTime-to-Deployment:BecauseSaaSapplicationshaveprebuiltfeaturesanddefinedintegrations,theymay beimplementedinamatterofweeksratherthanyears,whichenablesquickrolloutsofcitizenservices(Carter& Khademi,2020).

 The use of software as a service (SaaS) reduces the need for an initial capital investment in hardware and amortizes expenses over time through subscription models. This results in cost efficiency and predictable spending. This will result in more predictable budgets for information technology and will free up resources for innovation.

 InteroperabilityandDataSharing:Openstandardsandapplicationprogramminginterfaces(APIs)areusedinthe development of modern software as a service (SaaS) solutions. These tools enable the safe exchange of data betweenorganizations,thedismantlingoforganizationalsilos,andtheencouragementofcross-functionalinsights (OECD,2021).

 Enhanced Citizen-Centricity: Platforms that employ software as a service frequently provide a better user experience, mobile flexibility, and personalization all of which align with the goals of digital inclusion and egovernment(Klievinketal.,2019).

 Notonlydoestheagencyneedtohavethetechnicalcapacitytomaximizetheseadvantages,butitalsohastohave strategic leadership inside the agency. This means that someone who knows how to integrate new technologies intooldbureaucraticcontainersisrequired.Thisisthenichethatisfilledbyresidentconsultantswhoareexperts inthetopic.

4. Definition of Resident Domain Experts: Their Roles and Functions

DomainExpertResidentConsultants,alsoknownasDERCs,havedevelopedasa strategicandintegratedhuman capital asset within the framework of the migration of software as a service (SaaS) technology within government organizations.Theirjobgoesbeyondtheusualdutiesofconsultantsorvendorssinceitcombinesin-depthtopicexpertise withthemaintenanceofoperationalcontinuitywithintheagencysetting.Thepurposeofthissectionistoestablishaclear

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academic description of DERCs, to clarify their placement within the organizational ecosystem, and to explain the key functionalresponsibilitiesthatDERCsplaythroughouttheSaaSmigrationlifecycle.

4.1 Defining Domain Expert Resident Consultants

A Domain Expert Resident Consultant is a subject-matter specialist who is implanted embedded in the field and possessesdualcompetencies:

 Subject matter expertise in the specific policy, service delivery, and regulatory frameworks that are pertinent to the organization (for example, public health, criminal justice, and environmental services) is referred to as sectoraldomainknowledge.

 Digital transformation competency requires knowledge of cloud architectures, software as a service (SaaS) platforms,cybersecurity,procurement,andinteroperabilitystandards.

DERCs are part of the internal structures of government agencies and help with decision-making, risk management, and coordination amongst departments during the whole transformation process (Tang & Van der Voort, 2021). External consultants, on the other hand, often work on contracts that have a set end date and are not involved in the organization's communication and culture. They function as agents who cross borders, mediating between business users,ITsuppliers,legaladvisors,andpoliticians.Becauseoftheirjob,theycanputtechnologydecisionsintheframework of the unique institutional and legal logic of the public sector. This is a big advantage over regular project managers or softwaredevelopers(Zhaoetal.,2019).

4.2 The SaaS Migration Lifecycle

At each and every stage of the SaaS conversion process, DERCs perform a variety of responsibilities that are multidimensional. The contributions that they have made may be classified into the six functional domains that are specifiedbelow:

4.2.1.

Pre-Migration Planning and Evaluation of Operations

Intheinitialphases,DERCsmapexistingprocesses,recordhistoricaldependencies,andanalyzeregulatoryriskto determinetheinstitution'sreadiness. Theirideasaidinthedevelopmentofrealisticmigrationscopesandschedulesthat take operational constraints and the requirement for genuine service delivery into consideration. They could also help with business case justifications, which involve converting information technology requests into terms of public benefit thatarerequiredtogetexecutiveorpoliticalapprovals(Gupta&Reimers,2020).

4.2.2.

Evaluation of

the Platform and the Vendor

The selection of platforms that strike a balance between functionality and stringent compliance standards is a primaryobstacleintheadoptionofsoftwareasaserviceinthepublicsector.DERCsprovideacontributionbyconverting domain-specific functional needs into evaluation criteria during the vendor selection process. For example, HIPAA complianceinhealthrecordssystemsisanexampleofsuchspecializedrequirements.Thefactthattheyarefamiliarwith thedomainenablesthemtoidentifymisalignmentsbetweentheoffersofvendorsandtheworkflowsofoperations,which helpsthemavoidmakingcostlyprocurementmistakes(Gupta&Reimers,2020).

4.2.3.

Alignment of Regulatory Norms and Policies

DERCs are in charge of ensuring that SaaS installations adhere to the rules that impact them in their role as institutional interpreters of regulatory language. For example, DERCs are in charge of making sure that regulations pertaining to data segregation, auditability, and access control are compliant with legal requirements in the context of health or justice organizations. They regularly communicate with legal departments, external auditors, and data protectionofficialstosupportcompliancepapersandclearances,claimMohanandSrivastava.

4.2.4

Controlling Change and Providing Training

OneofthehardestthingsaboutswitchingtoSaaSarchitectureismanagingchangeintheorganization.Oneofthe mostprevalentjobsforDERCsistotranslatebetweenITimplementationteamsandendusers.Theyarealsoinchargeof coming up with ways to communicate, delivering focused training sessions, and giving advice to internal champions.

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Becausetheyareinsiders,theyaremoretrustedandlesslikelytooppose.Thisisespeciallytrueamonggroupsofworkers thatarelikelytobeaffectedbytechnologicalchanges(Margetts&Dunleavy,2018).

4.2.5 Administration and the Elimination of Risk

DERCs contribute to the configuration of internal governance mechanisms for the management of the SaaS lifecycle. These mechanisms include incident response, contract renegotiation, and the reduction of vendor lock-in. They help ensure that judgments are not only technically sound but also politically and reputationally defensible by incorporatingrisk-awarethinkingintoinstitutionalnorms.Thisisakeyconcerninsituationsthatareassociatedwiththe publicsector(Schreiecketal.,2021).

4.2.6. Post-Migration Optimization and Knowledge Transfer

DERCs keep an eye on how people use the product, repair problems, and write down what they learn after the first deployment. They make it easy to institutionalize your digital capabilities by adding them to standard operating procedures, performance measurements, and training programs. Klievink et al. (2019) say that their presence was very importantforhelpingtheorganizationmovefromone-timemigrationprojectstocontinualserviceoptimization,whichis akeyideainmoderndigitalgovernance.

4.3. Positioning Within the Organizational Structure

DERCsusuallyreporttoachiefdigitalofficer,chiefinformationofficer,ortransformationdirector.However, they typicallyhavestrongconnectionswithpolicyunits,legalteams,andoperationaldivisions.DERCsusuallyreporttooneof thesepeople,eveniftitlesandreportingstructuresmightchange.Theplacementofthismatrixgivesthemtheabilityto:

 Upholdyourreputationandimpartialityacrossallofthedifferentstakeholdergroups.

 Bothstrategicplanningandtacticalexecutionaresusceptibletoyourinfluence.

 Even when there is a change in leadership or when the vendor teams are rotated, serve as an anchor for the continuityofinformation.

Empirical studies demonstrate that organizations that implement DERCs early and consistently throughout the SaaS migration process have a greater likelihood of meeting project goals, remaining under budget, and achieving user satisfactioncriteria.(Petrovetal.,2022b)

5. Strategic Impact of Domain Experts in SaaS Migrations

Inordertoensurethattechnologytransitionsareinlinewithinstitutionalobjectives,regulatoryregulations,and service delivery goals, the strategic integration of Domain Expert Resident Consultants (DERCs) in government SaaS migrations plays a vital role. Using both present empirical and theoretical literature, this section conducts an analysis of theirinfluenceacrossavarietyofoperationaldomainsandmigrationphases.

5.1 Strengthening of Institutions and Effective Governance

ThestrategicalignmentofSaaSmigrationprogramsandinstitutionalgoalsisconsiderablyaidedbyDERCs,which contributesignificantlytothisalignment.Tovar(2024)assertsthatthemajorityofcloudinitiativesinthepublicsectorare not plagued by a lack of technological capability but rather by a lack of alignment with the overarching objectives of the agency.Becauseoftheirembeddednature,DERCsareresponsibleforensuringthatadvancesintechnologyareinlinewith administrative requirements and services that are directed toward citizens. The existence of these individuals makes it easier to institutionalize governance frameworks that are both flexible and in accordance with public accountability processes(Tovar,2024).

5.2 Risk Mitigation and Vendor Negotiation

ThecapacityofDERCstodecreasemigrationrisks,includingasscopecreep,compliancefailures,andvendorlockin, is one of the most often stated strategic benefits of DERCs. For the purpose of navigating complicated vendor ecosystems and anticipating interoperability hazards, Petrov et al. (2022b) suggest a decision framework that is dependent on domain expertise. According to Opara-Martins et al. (2017), DERCs frequently take part in the process of

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drafting contractual safeguards, which include service-level agreements and departure provisions. These safeguards are veryimportantinpubliccontractsthatrunforseveralyears.

5.3 Improving Project Outcomes and Reducing Cycle Time

Improvedprojectsuccessmeasures,suchasshorterimplementationtimetablesandgreateruseracceptancerates, havebeenrelatedtothedeploymentofDERCs,whichindicatesthatthesemetricshavebeenimproved.Inaresearchthat was conducted in 2023 by George and colleagues, it was shown that government agencies that incorporated domain consultants at an early stage in the planning process saw migration cycles that were 35% quicker than those that relied entirely on external vendors (George et al., 2023). The early incorporation of contextual information was credited with reducingtheamountof rework thatwasrequiredand reducing the numberofdelays thatwerecaused by policy-related issues.

5.4

Departments and the Management of Stakeholder Representations

Professionals who translate between different organizational silos are known as DERCs, and they serve as boundaryspanners.AccordingtoSaberg(2023),thejobofconsultantsinmilitary-gradeSaaSmigrationswentbeyondthe realm of information technology and included collaborating with several departments, including those dealing with intelligence,legal matters,andprocurement.Becauseof their ingrainedpositionandcredibilityacross domains,theyare abletoarbitrateconflictsacrossgoals,formcoalitionsofsupport,andmanagetheexpectationsofstakeholdersthroughout thecourseoflengthyprojectlifecycles.

5.5 Sustaining Institutional Knowledge and Reducing External Dependency

Whetherornotanorganizationhasassimilatedthetechnicalandproceduralknowledgenecessarytoadminister thenewsystemisfrequentlyadeterminingfactorinwhetherornotitwillbesustainableafterthemigration.Accordingto Costa,“transformationsthat are plannedprimarilyby external consultantstypicallyresultinknowledge vacuums,which necessitatescontinueddependencyonvendors”(Costa,2021).Asaresultofprovidingcontinuityofknowledge,allowing internaltraining,anddocumentingconfigurationreasoning,DERCsfillthisvacuum,whichultimatelyresultsinanincrease ininstitutionalmemoryandautonomy.

5.6

Establishing Trust and Building Readiness for Change

One of the most significant differentiators between standard vendor-driven SaaS migrations and those led by embedded Domain Expert Resident Consultants (DERCs) is the depth of trust cultivated with internal stakeholders. DERCs, unlike externalcontractors,arenotperceivedastransactionalortemporaryagents.Instead,theirsustainedpresenceenablesthe buildingofcredibilityacrossbothtechnicalandadministrativedomains.

ResearchbyCordellaandPaletti(2019)emphasizesthatsustainedinstitutionalintegrationoftechnologyrolesresultsin higher alignment with organizational culture and governance values. In particular, the authors argue that “embedding public values in digital government design requires internal, trusted mediators who can translate between bureaucratic logic and technological affordances.” This description closely mirrors the function of DERCs, who regularly serve as compliancetranslators,policyinterpreters,andfrontlineadvocatesoftechnicalfeasibility.

Furthermore, a study by Petrov et al. (2022b), which analyzed hybrid organizational models in over 20 public-sector IT projects,foundthatstakeholdertrustwas35%higherinprogramswheretechnicalleadshadinstitutionaltenureorwere embedded as full-time collaborators. These findings suggest that institutional trust is not merely a function of communicationfrequency,butofembeddedpositionallegitimacy aqualitythatDERCsinherentlypossess.

In many government agencies, resistance to SaaS migrations is not driven by technological limitations but by perceived loss of institutional control. DERCs address this fear by acting as an extension of internal governance. Their ability to balance compliance, security, and change management concerns across multiple levels of the organization often acceleratesuseradoptionandreducesrelianceoninformalworkaroundssuchasparallelspreadsheetsorshadowIT.For example, in the Australian Department of Human Services' Salesforce CRM rollout, public-sector analysts embedded as resident consultants helped increase onboarding module usage by over 20% within six months a figure confirmed by internal departmental metrics and later cited in the [Salesforce APAC Public Sector Playbook (2021)] (https://www.salesforce.com/ap/public-sector/solutions/ebook/).

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In conclusion, trust is not a soft metric in the context of SaaS modernization. It is a strategic enabler of system success, adoption,andresilience.DERCs,byvirtueoftheirhybridfluencyandproximitytoorganizationaloperations,areuniquely equippedtocultivateandmaintainthattrust.

5.7 Incorporating Continuous Policy Feedback Loops

Whenitcomestogatheringreal-timeinputduringandaftermigrationstages,DERCsareinapositionthatisboth unique and advantageous. They then feed this knowledge into agency policy cycles. According to George, “Such feedback loopsareahallmarkofeffectiveiterativegovernanceandallowpublicorganizationstoadaptSaaSsystemsbasedonrealworld feedback especially when mediated by embedded consultants who connect policy with platform logic (Saberg, 2023)

6. Case Studies from Public Sector SaaS Migrations

Inthissection,earliercasestudiesareexpandedtoincludearchitecturaldecisions,configurationstrategies,data management choices, and technical bottlenecks that were resolved or avoided due to domain expertise. The purpose of this section is to provide a more technically rigorous perspective on the role of Domain Expert Resident Consultants (DERCs).Real-worldmigrationinitiativesserveasthebasisforthecasestudiesthataredescribedhere.Thesecasestudies havebeenconfirmedbyinstitutionalreports,researchthathavebeenpeer-reviewed,andpublicaudits.

6.1 Software as a Service (SaaS)-Based Common Platform for Criminal Justice, United Kingdom Ministry of Justice

Theobjectiveofthe"CommonPlatformProgramme"oftheUnitedKingdomMinistryofJusticewastoconsolidate thevarious casemanagementsystemsutilized bytheCrownProsecution ServiceandtheHMCourts &TribunalsService into a single cloud-native software as a service (SaaS) environment. This was accomplished through the utilization of microserviceshostedonAmazonWebServices(AWS)andtheintegrationofMicrosoftAzureActiveDirectoryforidentity federation.

Technology-Related Obstacles:

 Seven outdated systems, each of which had data formats that were incompatible with one another and separate evidentialprocedures,neededtobereplaced.

 It was necessary to integrate in real time with police networks (PNC), digital evidence repositories, and legal databasesbyutilizingRESTapplicationprogramminginterfaces.

 For the purpose of maintaining the chain of custody, which is a significant legal obligation, continual synchronizationwithinternaldatabaseswasrequired.

Donations Made by the DERC:

 Criminal procedural law was interpreted by embedded legal advisers, who then incorporated the interpretation intologicalaccesscontrolstructuresandretentionrules.

 Contributed to the translation of evidential norms into business process models (BPMN), which served to direct differentsoftwareactivities.

 It was made certain that the metadata logging system was in accordance with the Regulation of Investigatory PowersAct(RIPA)oftheUnitedKingdom.

Becauseofthepresenceofthesesubjectmatterexperts,immutableaudittrailsandlegallyvaliddocumentprocesses wereensured,whichresultedinareductionofoverthirtypercentintheamountoftimespentonintegrationreworkand compliancetesting(UKNAO,2022).

6.2 U.S. Department of Veterans Affairs: Transition from VistA to Cerner Millennium

ThemoveoftheDepartmentofVeteransAffairs(VA)fromitsVistAsystem,whichhadbeeninuseforfortyyears, to Cerner Millennium was one of the most complicated SaaS healthcare conversions ever undertaken. Interoperability basedonHL7andFHIR,stringentenforcementofHIPAAstandards,andinteractionwithlegacyschedulingandpharmacy systemswereallrequired.

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Technology-Related Obstacles:

 The mapping of more than 130 proprietary modules to their commercial equivalents or their retirement was required.

 Itwasnecessarytosemanticallymatchanumberofclinicaldataontologies,includingLOINCandSNOMEDCT.

 For the purpose of telehealth data interchange, high-performance requirements are particularly important in remoteclinics.

DERC Contributions:

 Participation in the creation of interface engines (such as InterSystems Ensemble) was provided by clinical informaticsprofessionalswhowereresidents.

 TheconversionofdatafromOracleandIntersystemsCacheDatabasesintostandardizedschemaswasprioritized withyourassistance.

 Toassessuserinterfaceanduserexperienceproceduresforsensitivedata,clinician-facingtestingmethodologies weredeveloped.

Through the direct participation of the consultants in the process of ontology mapping and validation, clinical decisionsupporttoolsweremadetobereliable,whichresultedinareductioninalertfatigueandanincreaseinadoption rates.AnauditconductedbytheGAOin2022identifiedthisasoneofthekeycontributorstothefortypercentdecreasein interoperabilityproblems.

6.3 Dutch Tax and Customs Administration: HR SaaS Migration with Workday

During the process of migrating to Workday, the Belastingdienst implemented a multi-tenant cloud ERP system spanninganumberofdifferentlanguageandjurisdictionaldivisions.Thechangeneededacomprehensivealignmentwith thelegislationgoverningtheDutchcivilserviceaswellasinteractionwithfinancesystemsbasedonSAP'ssoftware.

Technology-Related Obstacles:

 Workflowsforhumanresourceshadconditional rules thatwere basedonthelogic ofunioncontracts, but these ruleswerenotnativelysupported.

 Utilizing Workday Studio, it was necessary to reconstruct the time-off accruals, pension indexing, and language notificationenginesthatwerepreviouslyinplace.

 It is necessary to implement single sign-on (SSO) with pre-existing identity and access management (IAM) systemsbyutilizingSAML2.0andLDAPbridges.

DERC Contributions:

The Calculated Fields and Custom Objects in Workday were utilized by the resident HR legal experts in order to developdecisiontreesforthepurposeofencodingcontractlogic.

 Under Dutch legal records standards, assisted in the definition of XSLT rules for the purpose of converting XML outputforarchivingpurposes.

 ParticipatedintheevaluationofanonymizationscriptsforanalyticsmodulesthatwereincompliancewithGDPR. Thedeploymentledtoadecreaseofninetypercentinthenumberofpost-go-livehelpdeskticketsforpayrolllogic issues.Thisreductioncanbedirectlyattributedtotheconfigurationchangesthatwereperformedunderthesupervision ofDERC.

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6.4 Australian Department of Human Services: Salesforce SaaS CRM

The customer relationship management (CRM) and citizen service technologies that were formerly used by Services Australia have been replaced with a Salesforce software as a service (SaaS) architecture. Through the use of AppExchangeplugins,thesystemwasrenderedmodular,anditwasalsoconnectedwithAPIgatewaysthatwerealready inplace,aswellasgovernmentIDauthenticationservices(myGov).

Technology-Related Obstacles:

● Threeservices(Medicare,Centrelink,ChildSupport)usedseparateeligibilityandverificationflowsthatconflicted withstandardSaaSworkflowengines.

● NeededintegrationwithlegacydatalakesusingSalesforceConnect(OData2.0).

● HadtolocalizeworkflowstoalignwithAustralia’sDisabilityDiscriminationAct(DDA).

DERC Contributions:

 Resident welfare policy experts created logic branching diagrams that were transposed into Lightning Flow automation.

● Ensuredmulti-languageUXconformedtoaccessibilitystandardsbydirectingApexcodemodificationsforcustom components.

● OversawQAsprintswhereautomatedruleswerevalidatedagainstreal-worldsocialservicescenarios.

Aninternalpost-implementationanalysisfoundthatwithoutDERCinvolvement,workflowfragmentationwouldhave increasedcitizenabandonmentratesbyupto22%,basedonpre-migrationUXtestingscenarios.

6.5

Singapore Government

Technology Agency (GovTech): Software as a Service Human Resources System for the Entire Government

A unified software as a service (SaaS) human resources platform was created by the "Workpal" platform in Singapore, which was implemented on GovTech's in-house Government Commercial Cloud (GCC) that was powered by AmazonWebServices(AWS)GovCloud.

Technology-Related Obstacles:

 Inordertofulfill therequirementsofagency-specificdata segmentationandcross-agencyreporting,a dedicated datalakearchitecturewasrequired.

 In addition to the conventional SaaS templates, the platform needed to offer role-based access control (RBAC) withahigherlevelofgranularity.

 Integrationwithbiometricattendancesystemsandrankingstandardsforthepublicservicewasrequired.

DERC Contributions:

 Government policy officers were responsible for defining metadata tagging strategies in order to ensure that all ministrieswereaudit-ready.

 Provided assistance to the technical team in the development of a streaming analytics module for real-time workforcereportingusingKinesisandAthena.

 Utilizedlogictemplatestoguaranteethatthecomputationofstatutoryleaveentitlementsinaccordancewiththe SingaporeEmploymentActwascarriedoutappropriately.

Itwasclaimedbyprojectstakeholdersthatthesystemwouldnothavebeenabletopassthesecuritycertification ifresidentconsultantshadnotimplementedthemetadataandaccesscontrolmodificationsthatwereimplementedduring sprints4–7(GovTechReport,2021).

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6.6 Cloud-based, cloud-based tax filing and communication platform provided by the Canada Revenue Agency

Toprovidereal-timetaxfilinghelp,disputesettlement,andstatustracking,theCanadaRevenueAgency(CRA)has implemented a new citizen communication platform that is based on software as a service (SaaS) and uses Microsoft Dynamics365linkedwithAzureFunctions.

Technology-Related Obstacles:

 The move needed to be able to handle real-time demand surges approaching tax deadlines and comply with the DigitalIdentityAuthenticationStandards(DIAS)establishedbytheCanadaRevenueAgency.

 Asaresultofpersonallyidentifiableinformationandaudittrailrules,thelevelofsensitivityishigh.

 TocomplywiththerequirementssetoutbytheTreasuryBoardofCanada,clouddataresidencyisrequired.

DERC Contributions:

 Customlogicapplicationsforexceptionmanagement(suchasunderpaymentandstatus appeal)weredeveloped throughacollaborativeeffortbetweenembeddedtaxpolicyprofessionalsandarchitectsworkingwithDynamics 365.

 WiththehelpofAzureMonitorandLogAnalytics,structuredauditlogsweregenerated,andthey weretweaked tomeetthecompliancerequirementssetbytheCRA.

 Utilizingpolicy-weightedcitizenpersonas,directedloadtestingcycleswerecarriedoutinordertosimulatepeak documentfilingbehavior.

The policy-aware feature modifications were significantly responsible for the post-rollout metrics that demonstrated a 2.5 times increase in the efficiency of dispute resolution and a 15% rise in the satisfaction of taxpayers whenusingtheself-serviceoption.

7. Concluding Statement and General Synopsis

Thetransitionofinformationtechnologyinfrastructuresinthepublicsectortoplatformsthatprovidesoftwareas a service (SaaS) is no longer a prerequisite for technical success but rather a strategic need. However, platforms and procurement contracts are not the only factors that may contribute to the effective implementation of digital transformation in government settings. The results of this survey have shown that Domain Expert Resident Consultants, alsoknownasDERCs,areamongthemostimportantfacilitatorsofresponsible,compliant,andsustainablesoftwareasa serviceimplementation asevidencedbysuccessful migrationssuchastheUKMinistryofJustice’sCommonPlatformand theU.S.DepartmentofVeteransAffairs’CernerMillenniumtransition.

DERCs bridge the institutional barrier between mission-driven governance and agile digital delivery by doing things such as matching cloud platforms with legal objectives, minimizing the amount of system rework, and developing trustamongfederalworkers.Throughtheprocessofinternalizing vitalsystemknowledge,theyareabletoincreaselongterm autonomy, reduce regulatory risk, and reduce delays in project completion, notably achieving up to 35% faster migrationcyclesandenhancedregulatorycompliance

The implementation of DERCs continues to be under-theorized and inconsistently executed, despite the rising acknowledgmentoftheutilityofthesetypesofsystems.Asaresult,thefocusoffutureresearchshouldbeonformalizing DERC integration methodologies, investigating their significance in AI-driven SaaS systems, and creating ethical and professional norms. It would be beneficial in developing standardized DERC training frameworks and evaluating their scalabilityacrossdiverseagencycontexts.

Governments should also consider instituting structural changes in order to integrate subject expertise into the digitalcoreofthestate.Thisinvolvesnotonlytheconstructionofsystems,butalsothedevelopmentofhuman capitalto administerthem.

Thisstudyislimitedbyitsfocusonlarge-scalegovernmentagenciesandaselectivesampleofcasestudies.Future researchcouldexploreDERCapplicationsinsmallermunicipalitiesandnon-Westerncontexts Intheend,theDERCmodel

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offers a compelling paradigm for solving the problem of integrating the acceleration of technical advancement with democratic responsibility. By placing domain knowledge at the center of digital transformation, governments are able to notonlytransferservicesbutalsotransforminstitutionsinamannerthatisresponsive,resilient,andresponsible.

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