Digital Workplace

Comprehensive System Care

Trilogy Federal’s Nuvolo Operations & Maintenance (O&M) contract with VHA’s Healthcare Technology Management (HTM) Office provides comprehensive, hands-on management for the Nuvolo Clinical Enterprise Asset Management (EAM) platform, a software system that drives management of all critical medical equipment and facility assets at Veterans Affairs Medical Centers (VAMCs). Team Trilogy provides day-to-day technical support for complex system upgrades, ensuring the software runs smoothly in both testing and live production environments, and provides the “behind-the-scenes” support required to keep the platform stable, secure, and ready for use 24/7.

Continuous Improvement and Customization

Beyond simple troubleshooting, this agreement focuses on enhancing the user experience through active software evolution. The support team handles everything from updating user roles and creating custom dashboards to refining automated workflows and notification systems. By providing dedicated “break/fix” support and routine software patches, the contract ensures that any technical glitches are resolved quickly, while also delivering the necessary training and email support to help VA personnel use the application to reach its full potential.

Futureproofing and Integration

A core priority of this contract is maintaining the seamless connection between Nuvolo and its underlying ServiceNow platform. As both technologies release new updates, the support team manages the planning, testing, and implementation process to prevent service disruptions. This proactive approach ensures that the application maintains and continuously improves its current performance levels, integrating new features and interface updates that support VAMCs operational efficiencies in the long term.

The National Cemetery Administration (NCA) strives to ensure a dignified final resting place for those who are eligible for Veteran’s Affairs (VA) burial and memorial benefits. NCA is committed to providing these services to next of kin with respect and dignity; delivering important information that is easily accessed; arranging for selected burial and memorial benefits promptly; and ensuring that the appearance and accuracy of the benefits are acceptable.

Tribility, Trilogy’s Joint Venture, is under contract to administer a suite of four NCA satisfaction surveys that will be used to assess family members’ experiences at a national, state, tribal, or territorial Veterans cemetery or with a Memorial Product order.

The data from these surveys helps NCA to plan for the future, to improve the quality of services offered, and to assess its compliance with the Agency’s mission to honor eligible Veterans, active-duty Service Members, and eligible family members with final resting places in national shrines and with lasting tributes that commemorate their service and sacrifice to our Nation.

Full initiation of the survey suite occurs between October 3 and continues through mid-April.

Overview

The Claims Modernization Support project aims to improve the Veterans Benefits Administration’s (VBA) planning and execution processes for complex, mission-critical business automation.  This work focuses on strengthening efficiency, consistency, and transparency by supporting practical, sustainable improvements within existing operational environments.

Approach

Trilogy provides structured project execution and coordination support grounded in proven project management and business analysis practices. Support includes project planning, requirements clarification, schedule coordination, stakeholder engagement, and governance support. Trilogy also supports collaboration platforms such as SharePoint to improve document organization, version control, and information sharing across teams. The approach emphasizes disciplined execution, clear communication, and solutions that can be effectively governed and sustained over time.

Results

Through this support, VBA gains improved visibility into project activities, stronger alignment across stakeholders, and more consistent execution of work. These practices help reduce rework, improve follow-through, and support timely delivery of outcomes while contributing to a more organized and transparent operating environment.

Overview
As trusted advisors with expertise in the national TeleCC solution, Trilogy plays a leading role in creating, centralizing, and communicating guidance to field-level Biomedical Engineering personnel, managing the technological and contractual elements of the TeleCC lifecycle, developing technical requirements, and managing projects at each stage of development from site preparation to implementation, maintenance, and technology refreshes. Our team helps VHA HTM ensure the preservation of medical technology inventory data integrity and prepares technical document standards to transform systems.

Approach
Through technical implementation and sustainment guides, strategic technological development, and exceptional project management, our team has provided multi-faceted support for HTM throughout the TeleCC lifecycle.

Results
The technical implementation and sustainment guides that Trilogy developed have streamlined installs and provided the necessary guidance for maintenance management throughout VHA. Our team also increased the effectiveness and efficiency of TeleCC technology deployments by developing a dedicated SharePoint site to support the field vis-à-vis system implementation (in-room and mobile), equipment sustainment (e.g., Philips eCareManager, Audio/Video endpoints, interfaces), schedules (e.g., Go-live, expansion, and equipment refresh), training and education videos, FAQs, and more.

Overview

Trilogy provided expert oversight and business program support to the VHA Digital Health Office (DHO) Office of Connected Care (OCC) for the My HealtheVet (MHV) website, a mission-critical Personal Health Record serving over 4.7 million Veterans and their families. Trilogy led key business activities including requirements development, user research, advanced analytics, and comprehensive training to ensure business processes were closely aligned with agile development efforts. We played a pivotal role in driving the transition of MHV to the unified VA.gov platform, significantly enhancing access, navigation, and user experience. Our work accelerated the adoption of essential features such as prescription refills, appointments, secure messaging, video visits, and FHIR-enabled patient-generated health data while supporting federal EHR modernization and the vision of a single-access gateway for Veteran health care.

Approach

Trilogy drove efficiency and measurable impact by integrating advanced analytics, machine learning, and AI into business operations. Our team managed agile lifecycle activities across 17 product lines, prioritizing enhancements to align with VHA strategic objectives and leading cross-functional collaboration to ensure the seamless transition of MHV to VA.gov. We coordinated business needs into actionable requirements and user stories, enforcing robust compliance and security standards in line with Executive Orders.  Trilogy enhanced Veteran experience through the development of simplified access of streamlined sign-in solutions (Login.gov, ID.me), targeted end user training for MHV users and VA staff, and accessible job aids. Our efforts supported the VA’s mission to connect Veterans to timely, high-quality care, while advancing key initiatives for whole health, suicide prevention, and organizational reliability.

Results

Trilogy’s impact was evident in the support of tangible, measurable outcomes that directly addressed administration priorities for efficiency, customer service, and technology enablement. The team drove a 163% increase in active My HealtheVet registrations year over year, significantly boosting the utilization of core portal features like prescription refills, appointment scheduling, health records access, and secure messaging, thereby improving access to care and advancing value-based care encounters.

Most notably, Trilogy was instrumental in the successful transition of My HealtheVet to VA.gov, enabling Veterans to benefit from a modernized, single-access digital gateway and consolidating multiple essential services into one secure, accessible platform. Process optimization, automation, and analytics initiatives eliminated many manual tasks, delivering substantial time savings and empowering data-driven decision-making across the program.

Through rigorous accountability reporting, strategic planning, and agile delivery, Trilogy enabled continuous improvement, transparency, and alignment of objectives to program goals. These collective efforts supported the transformation of Veteran healthcare, ensuring secure, innovative, and efficient delivery of digital health services in accordance with federal mandates and the evolving needs of America’s Veterans.

Overview 

Trilogy provides program and project management, communications, change management, business process re-engineering, data analytics (e.g., PowerBI), IT solutions (PowerApps, SharePoint, and Salesforce), and VA Healthcare Systems understanding support for the VHA’s Office of Integrated Veteran Care (IVC), Innovation and Technology (ITD) division. The objective of this contract is to help the I&T division integrate internal processes and standards to support the efficient deployment of innovative processes and technical solutions for the VHA and IVC. 

Approach 

Trilogy employs industry best practices based on PMI’s PMBOK to manage various large and complex I&T division functional and technical projects. This also encompasses various IT solutions to identify, collect, and manage requirements, risks, resourcing, and communications. Trilogy also supports DevOps teams in planning and executing Program Increment (PI) planning activities to ensure alignment across workstreams, improved prioritization, and predictable delivery of outcomes. In addition, the team designed and developed a prototype chatbot to support the Division, demonstrating innovative approaches to improving access to information and internal support capabilities. We also use agile concepts and practices to help the I&T deploy specific IT solutions (e.g., SharePoint and Salesforce) throughout the VA and IVC domains. 

Results 

Trilogy helped the ITD division develop and streamline internal processes and set specific communication standards resulting in clearer internal/external communications, reduction of work product rework by automating their Intake Process in Salesforce, and clearer access to key information on designated ITD project and portfolio SharePoint sites. Our team also helped redesign the ITD division and subordinate portfolio SharePoint sites that provided standard and consistent design, cleaner viewing of key information, and a better understanding of the products and services the ITD division supports and provides. Furthermore, our team of experienced certified PMPs helped the ITD division deploy a national IT solution on-time and receive a FedHealthIT Innovation award for helping improve Veterans access to care. Trilogy also developed and deployed multiple Power BI dashboards that help IVC and ITD leadership see real time trends related to Veteran patient care at the national and local VISN levels. 

Overview
The Veterans Health Administration (VHA) delivers health care to millions of Veterans. A key component of that health care delivery is use of community care such as when services are not available within the VA network of facilities or when geographic distances or wait times negatively impact access to care. Trilogy has supported the VHA Office of Integrated Veteran Care (formerly the VHA Office of Community Care) since 2017, providing a wide variety of support including program and project management, strategic communications and change management, policy, data analysis, and automation.

Approach
Trilogy leverages formal project management processes as defined in the Project Management Body of Knowledge to support projects across the IVC portfolio. Trilogy specializes in providing expert project management support to initiatives that vary widely in both scope and complexity. In addition to our project management support, our team has provided critical strategic communications and change management support for key organizational transformations, supported development of a data governance concept of operations, performed ad hoc and recurring data analysis including geospatial analysis, and provided comprehensive policy support for the implementation of sweeping legislative changes such as the MISSION Act of 2018 and the COMPACT Act.

Results
Trilogy’s support has been a critical factor in IVC’s successful implementation of a multitude of projects over the past five years, including support for more than 25 projects in the first year of our current contract with IVC alone. The cumulative effect of our work has been to drive standardization and efficiency, enable the effective use of tools and reporting, improve programmatic outcomes, and prevent lost opportunities for IVC.

Overview
Trilogy supported Compensation Service critical programs and projects, responsible for assessing Veterans’ recognition of the effects of disabilities incurred or aggravated during active military service. Trilogy’s project management and strategic planning experts have helped CS Public Policy sector develop rules, policies, regulations, requirements and conduct field training and advisory reviews to ensure timely and accurate execution of the benefit program. Specifically, our team has provided support to the Office of the Director, Policy, Procedures and Interagency MilPay, Military Exposures Team, and Veteran Affairs Schedule for Rating Disabilities (VASRD) PMO Staffs.

Approach
Trilogy’s VBA CS PMO applied tailored project management and strategic planning best practices to manage and facilitate program and project initiation, planning, executing, modifying, and sustaining business documentation and updates for VBA trainings, policies, and regulations. Products include standardized project documentation for ongoing programs and projects, implementation assistance with development of agency-wide policies and guidance, and management of internal and external correspondence and actions.

Results
Trilogy’s support resulted in the successful implementation of two public laws: the Blue Water Navy Veterans Act 2019 and the Honoring our PACT Act 2022. Across its portfolio, Trilogy standardized project documentation and performance metric reporting, ensuring effective implementation of these landmark initiatives.

Overview
Trilogy supported Compensation Service (CS) critical programs and projects, responsible for assessing Veterans’ recognition of the effects of disabilities incurred or aggravated during active military service. Trilogy has helped CS Operations staff provide VA employees with the software, systems, training, and quality assurance resources needed to be successful in the field and fulfill the VA mission of serving Veterans and their dependents.  Specifically, our team has provided support to the Training, Quality Assurance, and Systems Support & Operational Review divisions.

Approach
Trilogy’s team of skilled process improvement, project management, instructional design experts applied proven best practices in each area of support to implement systems, training, and quality updates. Products include facilitation and development of project management artifacts, dashboards, and high-level briefing materials to support quality management, systems updates, CS Infrastructure, training curriculum management, Warrior Training Advancement Course (WARTAC), as well as operational functions of large-scale implementations such as the Promise to Address Comprehensive Toxics (PACT) Act and the Blue Water Navy (BWN) Veterans Act.

Results
Trilogy support resulted in successful and efficient migration to SharePoint Online, operational readiness for BWN and PACT Act implementations, as well as multiple VBA-wide process improvement and automation efforts.

Overview

Trilogy supported AOC’s newly launched Program Analysis and Evaluation (PA&E) Division, under the Office of the Chief Financial Officer (CFO), with strategic and agency performance planning.  AOC shifted ownership and responsibilities of these plans to the PA&E Division to better align the processes and results of agency financial planning and budgeting with OMB Circular A-11 requirements.

Approach

Trilogy facilitated working sessions with executive leaders across AOC to validate strategic goals and objectives, and to define high level tasks, milestones, and key performance indicators (KPI) for each leader’s responsibility area and AOC’s organizational transformation. We conducted executive interviews and synthesized materials to develop a comprehensive strategic plan, an agency performance plan, and SharePoint lists for updating monthly metrics to a Tableau dashboard, all in compliance with AOC’s fiscal priorities and OMB Circular A-11.

Results

Trilogy provided AOC with a well-structured plan to achieve its organizational transformation with an approach and best practices to follow for future strategic planning efforts. The AOC can now hold its leaders accountable for achieving strategic objectives of the organization aligned with fiscal priorities.

Overview

The Veterans Health Administration (VHA), Discovery, Education and Affiliate Networks (DEAN), Office of Health Innovation’s (OHIL) Center for Care and Payment Innovation (CCPI) is exploring a pilot program to redesign care management and coordination for Veterans who have been diagnosed with or are at risk for Type II Diabetes with comorbidities. Pilot objectives include improving care delivery efficiency, enhancing Veteran experience, and improving clinical outcomes.

Approach

The Diabetes Care Management Pilot model will combine and build on two existing VA diabetes-focused pilots that innovate the standard of care and are proven to be safe and effective at improving glycemic control and reducing disease-related distress. By improving care team coordination and expanding on the current standard of diabetes care, this pilot aims to improve healthcare access, patient & care team satisfaction, care delivery efficiency, and health equity to better serve Veterans affected by diabetes.

Results

Trilogy helped CCPI refine its vision for diabetes care in the VA, utilizing best practices from a survey of external- and internal-to-VA diabetes care programs to develop a pilot design that aims to improve diabetes outcomes. The pilot draws on Trilogy-led interviews with VA subject matter experts and front-line staff to identify and alleviate pain points in care delivery. In addition, Trilogy developed pilot key performance indicators and an approach for pilot assessment to facilitate CCPI’s mission of testing and propagating value-based care initiatives.

Overview

Trilogy administered the Veteran’s Health Administration (VHA) Chief Strategy Office (CSO) Survey of Veteran Enrollees’ Health and Use of Health Care (Survey of Enrollees), which collects data annually on enrolled Veterans’ health status, insurance coverage, use of VA and non-VA health services and programs, and other factors that influence use of health care. Survey of Enrollees data is used to inform VHA projections of enrollment, utilization, and expenditures, as well as a variety of high level VHA budget and policy-related analyses.

Approach

Trilogy applied the highest research standards to develop, design, implement, and summarize the multi-modal, representative Survey of Enrollees. This included sample design and allocation; preparing, printing, and mailing survey correspondences to identified samples; staffing, training, and managing the Survey of Enrollee Help Center; data collection and statistical analysis, including weighting adjustments; and developing reports, dashboards, and analyses that provide VHA with statistically valid, policy-ready data.

Results

Amidst declining survey response rates, Trilogy successfully administered the Survey of Enrollees for four years, surpassing the overarching survey goal of collecting 42,000 responses, as well as all market- and strata- specific targets, on schedule every year. Our work provided VHA with meaningful data, representative of the target population, so VHA CSO, VISN strategic planners, and program office directors can better anticipate the health care needs of all enrolled Veterans and provide improved programs and services to those who need them.

Overview

From 2021 to 2025, Trilogy managed a high performing team to help the Veterans Health Administration’s (VHA) Workforce Management and Consulting (WMC) implement priority projects and process efficiency initiatives as part of VHA HR modernization. This support helped streamline services to improve customer service and enable VHA’s more than 360,000 employees to deliver care and services to nine million Veterans. Projects encompassed a series of initiatives including policy changes, process improvement, and IT systems enhancement. Trilogy’s expert team enabled an agile response to the complex, competing, and evolving needs of the HR modernization initiative.

Approach

Team Trilogy worked with VHA’s WMC staff and other stakeholders to quickly understand the scope and impact of projects needing our support, and where those projects were in the project management lifecycle. We worked closely with project teams to build trust with our VHA stakeholders through the adoption of new standards, practices, and tools, grounded in Agile project management and Lean Six Sigma best practices. Through value-stream mapping, we identified and helped WMC implement changes that would provide the highest impact to VHA’s employees and the Veterans they serve.

Results

Trilogy successfully supported over 30 concurrent projects each year to deploy best practices, innovate business operations, remove wasteful activities, and optimize service delivery to 12 HR business lines serving 360,000 employees across the country. Highlights included revamping VHA’s HR Hub to improve VHA employee access to critical HR information through a customer-centric information platform, establishing service line profiles to improve timeliness of service delivery throughout the field, and restructuring the IT requirements process to better align with stakeholder metrics and standards.

Overview
Trilogy has provided business support services to assist VEO’s Customer Information Services (CIS) Division enhance enterprise customer data management capabilities and customer-facing solution management. This includes enterprise data quality practices, business rules, data governance, and data steward practices. Trilogy also provides data architecture support, enterprise contact center and digital experience data management support (mapping/ETL/testing) as well as analytics, reporting, and insights from contact center and digital data sources (CRM, Telephony, KM, Chat, VA.gov, Vsignals).

Approach
Trilogy’s experienced data quality team used Data Governance Council (DGC) guidance to perform data quality analyses across various systems within the VA (VADIR, ADR. CorpDB, VA Profile, VA MPI) and reported on the origins of and solutions to data anomalies. Trilogy has provided ongoing data quality monitoring reports and metrics to provide accurate data, data audit reports, exception queue reports, Data Quality Process training support, and recommendations for automated or intelligent tools to eliminate manual reviews/disposition of records.

Results
Trilogy’s analysis and business integration services have assisted CIS with the design, configuration, and OI&T delivery of a future state architecture, enabling CIS capabilities and coordination with various offices both within and outside the VA.

Overview

Under this contract, Trilogy supported both VBA’s Strategic Program Management Office (SPMO) and Office of Strategic Support Initiatives (OSSI), since the inception of both offices, to develop the organizational strategy, infrastructure, employee engagement, knowledge management, and operational framework to effectively deliver project management and customer experience solutions throughout VBA

Approach

Trilogy worked alongside SPMO and OSSI to define their organizational structure and strategic goals to implement several priority initiatives including the development of communities of practice, key data models and reporting frameworks, comprehensive knowledge management infrastructure, and training strategy and design throughout VBA. Trilogy also helped both organizations define and streamline core operational processes to help both organizations deliver impactful support services across VBA.

Results

As a result of Trilogy’s support, both SPMO and OSSI have seen increased efficacy, efficiency, and engagement with the delivery of their support of key priority initiatives to several VBA directorates. Both organizations’ employees now have more effective tools, processes, and training to help VA staff better deliver essential, earned benefits to the Veterans they serve.