Enterprise Data Management

The Office of Automated Benefits Delivery is a vital part of the VBA’s digital transformation strategy, which leverages automation to enhance efficiency and provide digital services that improve business capabilities and processes. Within this framework, the Office of Benefits Automation (OBA) aims to create innovative solutions that automate and streamline the processing of VA Benefits, thereby enabling VBA decision-makers to deliver quality, equitable, and timely benefits to Veterans and their families. OBA staff collaborate on a diverse portfolio of projects, varying in size and complexity, focused on automating labor-intensive processes through the use of automation, artificial intelligence (AI), and rules-based processing.

Trilogy provides comprehensive project and program management services, adhering to PMI’s PMBOK Guide and SEI CMMI standards. Trilogy provides professional support in program management, business analysis, strategic planning, project lifecycle and budget analysis, SharePoint configuration, stakeholder management, Microsoft Power App development, and document management. Additionally, Trilogy offers expert recommendations and implementation services to enhance program management practices, processes, and standards, supporting the delivery of automation projects.

Trilogy’s comprehensive project and program management services enhance efficiency and streamline operations. Our expertise in strategic planning, business analysis, and budget management optimizes resource allocation and financial oversight, leading to improved project delivery. Rigorous risk management and insightful reporting ensure projects stay on track, reducing delays and mitigating potential issues.

Overview
Trilogy supports the VA Financial Management Business Transformation (FMBT) program which is focused on modernizing the VA’s Financial Management systems and implementing an integrated solution called Integrated Financial and Acquisitions Management System (iFAMS), a custom implementation of Momentum Financials. All existing integration points will have their functionality either subsumed by iFAMS capabilities or will transition to integrate with iFAMS via web service API and/or data file extracts and transfers.

Approach
Through state-of-the-art, customized processes, Trilogy’s team of data experts swiftly extracted, transformed, and integrated legacy data into the new system. The legacy FMS data was extracted, transformed, and loaded to iFAMS through a series of SQL, PL/SQL, and Java based routines executed through Jenkins pipelines, utilizing a custom library of Groovy scripts. The pre-conversion data cleanse activities utilized Power BI reports and Alteryx ETL routines for transformation accuracy and corrective actions. Trilogy’s Agile and DevOps frameworks excel at delivering Continuous Integration and Continuous Deployment (CI/CD) solutions, allowing frequent assessments of the state of the software and converted data.

Results
As a result of Trilogy’s support, the FMBT program has successfully converted six separate data conversion waves into iFAMS. These waves include the NCA, VBA, and Staff Offices components of the overall VA landscape. Trilogy has increased overall capabilities for the ID&C program and streamlined overall technical operations into an efficient Agile Development workshop. Increased efficiencies continue to yield successful, on-time deployments in iFAMS.

Overview
Trilogy provides full-range program and project management, analytics, research, requirements management, and training support to the Veteran’s Health Administration (VHA) Office of Connected Care (OCC) Veterans/Consumers Health Informatics (V/CHIO) program office, the business unit that owns the My HealtheVet website. With over 4.7M users, MHV was designed for Veterans, active-duty Service members, and their dependents and caregivers, to provide a web‐based Personal Health Record (PHR) to self‐monitor care, access health records on‐demand, make informed health care decisions, and securely communicate with VA care teams.

Approach
Trilogy provides a wide array of research, reporting, and administrative support to MHV. We facilitate approximately 17 meetings per week and provide strategic planning white papers and best practice research reports for OCC and executive leadership. Trilogy provides agile development and requirements management support from initial concept to training and implementation following DevSecOps and Incremental Planning ceremonies. Our team developed and continues to maintain a PowerBI dashboard that aggregates data from multiple VA repositories into a comprehensive graphical display. The team also creates and delivers training sessions twice a month to VA staff nationwide and supports EHRM initiatives relative to the Patient Portal, working directly with sites preparing to go live and continuing post-launch to document any issues.

Results
Trilogy delivers over 24 training sessions per year and maintains over 20 job aids, including micro-videos. Trilogy helped redesign the entire agile (DevSecOps) development process, including the aggregation and review of business needs, and the development of those prioritized needs into Epics and User Stories. Trilogy research and reporting led to strategic decisions about the future of VA’s patient portal, utilizing Oracle/Cerner and MHV APIs on VA.gov to provide a seamless user experience instead of disparate portals for Oracle/Cerner and MHV. Trilogy Analytics support eliminated many manual VA processes by providing automated machine learning and intelligence, saving an estimated 80+ hours a month.

Overview
Trilogy has supported the Data Governance Council (DGC) as part of the EDMSS project in two essential task areas: Authoritative Data Source (ADS) Analysis and Data Quality Analysis. These analyses have addressed four key questions: where the data is coming from, what the data means, what the Authoritative Data Source (ADS) is, and how well the data in the ADS can be trusted. Trilogy resources developed the adopted methodology to answer these questions, played a vital role in DCG’s communication workstream, and also provided subject matter expertise in the pilot of the ADS Data Management Implementation Plan.

Approach
Trilogy’s experienced team of data analysts developed methodologies to be applied to DGC-approved subject areas which involved identification of systems and underlying data stores, verification and remediation of any gaps in the metadata of identified systems in the VA Enterprise Architecture Repository (VEAR), scoring for component completeness, data stewardship and monitoring, developing dashboards to communicate ADS Data Quality metrics to all Data Governance and ADS Stakeholders, and developing conceptual, logical, system interface, and physical data models for identified systems.

Results
The methodologies developed by Trilogy, combined with its expertise and data metrics communication support, have made a lasting impact on the ongoing quality of data analysis by DGC and already seen use on several high-priority VA initiatives including FMBT and Vet360.

Overview
Trilogy supported the implementation of SAP, Federal Financial Management Initiative (FMMI), at the U.S. Department of Agriculture (USDA) by providing multiple subject matter experts for the data migration from multiple instances of CGI Federal’s Federal Financial System (FFS) and multiple subsidiary systems. Trilogy’s expertise was essential to the design and development of end-to-end conversion processes, the execution of those processes in numerous testing, QA, and production environments, supporting system and user acceptance testing, and coordinating production cutover activities. Trilogy team members were called on to provide its data migration expertise to drive the critical path data conversion task to completion through each of its four deployments to 28 USDA agencies.

Approach
Trilogy Federal was integral in refining the overall data migration strategy to ensure accuracy and completeness of migrated data. This included identifying innovative alternatives to planned conversions that proved to be roadblocks to successful migration and on-time delivery, designing and developing end-to-end conversion processes extracting and transforming data from CGI Federal’s Federal Financial System (FFS) and other subsidiary systems and loading selected data to FMMI, developing and maintaining the master data crosswalk utility. Trilogy Federal was frequently relied upon to brief USDA leadership on data migration status and issues and played a key role in successful high-volume cutovers.

Results
Trilogy played a lead role in executing this large-scale data conversion initiative in a multiple-deployment/multiple-agency environment and achieved on-time go-lives for each deployment and 100 percent of FFS balances by Fund, Budget Year, and GL Account reconciled to FMMI to the penny for all 28 agencies migrated to FMMI.

Overview
Trilogy Federal has lead efforts for OEI to implement a Business Architecture (BA) with the short-term goal of supporting VA’s Modernization Effort, as well as the long-term goal of maturing VA’s Strategic Operating Model (SOM), which includes developing Business Architecture framework, content, and supporting analytics that will inform planning, programming, budgeting, and execution decision making processes. The architecture content areas developed and integrated into the BA include Strategic, Business, Programs/Budgets, IT Portfolio Investments and Systems, Risk, Performance, Statutory and Regulatory Requirements, Organizational, Process, and Resources.

Approach
Trilogy’s development of this Business Architecture has included developing a VA-wide Concept of Operations for Business Architecture and associated governance, developing logical, conceptual and physical data models for the Business Architecture, implementing the Business Architecture physical model, and developing analytics for SOM decision making processes that pull from the Business Architecture physical model. Trilogy has facilitated workshops with stakeholders from across VA to develop and refine an enterprise Business Reference Model that reflects the activities performed by all Administrations and staff offices. We also worked with stakeholders across the department to integrate enterprise content into the VA BA, including performance, risk, audit findings, organizations, budget programs, strategic priorities, billets, IT systems, and IT investments. Trilogy created architectural views and related data analytics that directly support resource prioritizations for OEI’s Mission Requirement and Mission Gap development during VA’s annual planning prioritization process, PA&E’s annual programming process, OI&Ts IT Enterprise Roadmap, and ITRM’s IT budget formulation and Multi-Year Planning processes for IT investments.

Results
The Business Architecture developed by Trilogy successfully provides analytics that enable VA to fully achieve the strategic goals and objectives defined in VA’s current and future strategic plans, including analytics associated with planning priorities, material and non-material programming requirements, and IT material requirements for Capital Planning and Investment Control (CPIC) that lead to streamlined technical solutions and elimination of redundant functions and processes that lead to more efficient and effective delivery of benefits and services to Veterans.

Overview
Trilogy has supported VHA OCFO since 2020 by assisting with project management, streamlining VHA’s central office, and other support needs while assisting with the complex tasks of modernizing its electronic health records and transforming its financial management system and supply chain.

Approach
Our team has used an approach incorporating business process reengineering (BPR), accounting classification structure (ACS), data cleansing and conversion, communications, organizational change management (OCM), project management, as well as supply chain systems analysis to provide comprehensive support in VHA OCFO’s financial system implementation. We have also assisted with VHA’s GAO High Risk List (GAO HRL) efforts, audit preparation, training, and financial policy review and utilized our technological and operational expertise to organize its processes and allow for easy reporting for management.

Results
As a result of Trilogy’s support, VHA has been able to continue its analysis and planning for its financial system implementation with the needed staff and support for an effort of this magnitude. Additionally, our team has helped VHA improve in its GAO HRL areas of concern and maintain its clean audit opinion.

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 innovated on the standard of care and have 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. Pilot launch is notionally planned for mid-2023.

Overview
The Veteran’s Health Administration (VHA) Chief Strategy Office (CSO) Survey of Veteran Enrollees’ Health and Use of Health Care (Survey of Enrollees) collects data annually on enrolled Veterans’ health status, insurance coverage, use of VA and non-VA health services, and current and planned future use of health care to support annual 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 sample; staffing, training, and managing the Survey of Enrollee Help Center; data collection and statistical analysis, including weighting adjustments; and producing reports, dashboards, and analyses.

Results
Amidst declining survey response rates in recent years, Trilogy successfully administered the Survey of Enrollees in 2022, surpassing the overarching goal of collecting 42,000 responses, appropriately stratified by 95 VA health care markets and eight enrollee priority groupings. Over the next two years, we will continue to ensure that the Survey of Enrollees results in unbiased estimates representative of the target population so VHA CSO can better anticipate the health care needs of all enrolled Veterans.

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
The federal government allocates over $10 billion a year to provide education benefits for service members and Veterans. This project studies the outcome measures of the VBA Education Service (EDU), which invests annually to support these benefit programs. Our team assists EDU in selecting the required data, assessing the data quality, merging, analyzing, curating, and loading the data into a ‘clean’ repository to generate metrics that help EDU assess VA return on investment (ROI).

Approach
In order to meet the challenges of this complex and impactful project, Trilogy has deployed a full spectrum of analytic services and tools. This includes conducting institutional research, analyzing existing data sources to identify target ROI data and any related data quality issues, developing methods to ensure these issues are remediated prior to loading, loading curated data into the ROI repository, creating analytic algorithms to analyze the ROI data, and providing detailed reporting of our findings. This has led to our deployment of DataOps for data integration and analytical output velocity without sacrificing quality, automating existing pipelines (API/RPA) for data calls/retrievals (using VS Code/Microsoft SQL Management Studio/Oracle SQL Developer) and utilizing GitHub for code configuration management, and performing offline development in open-source environments (such as Python and R Studio) for analytical scripts and advanced modeling (ML) for tasks such as parsing manually entered data that has been incorrectly entered to synthesize and align the data points for analytical reporting. Our team has also created procedures for the operation of the ETL and database, published an Operations Manual, and created a Configuration Tool Manual.

Outcomes
The tools and procedures Trilogy has developed give VA EDU complete transparency into the operational details of GI Bill Outcome Measures program while also providing clear and comprehensive decision-making support to advance the program. This support enables data-driven improvements to policies and claims procedures surrounding GI Bill benefits as well as develop targeted federal approaches for Veterans, service members, and their families to see the greatest value of their GI Bill benefits.

Overview
Trilogy operates as a system integrator for VA’s Financial Management and Business Transformation (FMBT) initiative, which is an effort to modernize VA’s financial and acquisition management systems with transformative business processes and capabilities that enable VA to meet financial management legislation objectives and directives.

Approach
Trilogy is supporting the VA migration to the Momentum cloud solution, configured for VA as Integrated Financial and Acquisition Management System (iFAMS). In this migration, Trilogy is supporting VA in leveraging the SAFe Agile model to deploy the new solution. As a result, VA has gained increased operational efficiency, productivity, agility, and flexibility from the new modern Enterprise Resource Planning (ERP) cloud solution. The new solution has also provided additional security, storage, and scalability for VA users.

Results
As a result of Trilogy’s support in the transition to a modern ERP cloud solution, VA administrations have already begun to see an increase in transparency, accuracy, timeliness, and reliability of financial information across several departments. Trilogy’s support has been acknowledged and greatly appreciated by VA in support of their transition from the legacy Financial Management System (FMS).