System Integration & Implementation

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 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 extract, transform, and integrate 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 nine separate data conversion waves into iFAMS. These waves include the NCA, VBA, VHA, Staff Offices, and Vendorization 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 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
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 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 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. Change to BLUF

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 successfully deployed VA’s new financial system, iFAMS, within the CFO’s office in June 2025 as a pilot before broader deployment across the rest of VHA. Additionally, our team has helped VHA improve in its GAO HRL areas of concern and maintain its clean audit opinion.

Overview

Trilogy partnered with the VHA’s Office of Healthcare Transformation (OHT) and enterprise stakeholders across VA to support high-impact healthcare transformation initiatives informing national-level decision-making. This work enabled senior leaders to evaluate complex policy, operational, and technology tradeoffs across efforts such as caregiver eligibility expansion, legislative implementation, healthcare finance modernization, connected care, workforce planning, and customer experience improvement.

Approach

Trilogy applied a structured, multidisciplinary approach that integrated policy analysis, operational design, change management, and technology implementation. Working through cross-organizational teams, Trilogy evaluated proposed solutions across legal and regulatory, financial, technological, and operational dimensions, translating complex requirements into clear options and implementation-ready recommendations. Digital tools such as analytics, dashboards, and enterprise repositories were leveraged to improve visibility, streamline analysis, and ensure solutions could scale and endure beyond initial delivery.

Results

As a result, VA leadership gained actionable, data-driven insights to support senior executive-level decision-making on enterprise healthcare priorities. Trilogy’s work improved efficiency, transparency, and governance by modernizing manual processes, strengthening institutional knowledge, and deploying sustainable digital solutions that enhance execution across program, ultimately positioning VA to implement complex initiatives more effectively and deliver better outcomes for Veterans and their families.

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

The federal government allocates more than $10 billion annually to provide education benefits for service members and Veterans. This project evaluated outcome measures for the VBA Education Service (EDU), which administers and invests these funds to support education benefit programs. The Trilogy team supported EDU by identifying required data, assessing data quality, and performing data integration, analysis, curation, and loading into a centralized, clean repository. These efforts enabled the generation of metrics used by EDU to assess the VA’s return on investment (ROI) in GI Bill education benefits.

Approach and Key Achievements

To address the scope and complexity of this high-impact initiative, Trilogy delivered an end-to-end analytics solution. The team conducted institutional research (IR), evaluated existing data sources to identify ROI-related data and associated data quality issues, and developed remediation strategies prior to data ingestion. Existing data pipelines were automated using APIs and RPA (Robotic Process Automation) for data retrieval and processing. The Trilogy team developed a machine learning model to predict the likelihood of beneficiary persistence in pursuing educational goals. This capability improved understanding of factors influencing academic persistence and enabled evidence-based guidance to help beneficiaries make informed academic program selections.

Results

The tools, models, and procedures developed by Trilogy provided VA EDU with increased transparency into the operational performance of the GI Bill Outcome Measures program and delivered clear, actionable decision support. These capabilities enabled data-driven improvements to policies and claims procedures and supported the development of targeted federal strategies that maximized the value of GI Bill benefits for Veterans, service members, and their families.

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.

Overview

Trilogy operated as a system integrator for VA’s Financial Management and Business Transformation (FMBT) initiative. The program is designed 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 through a solution called Integrated Financial and Acquisitions Management System (iFAMS), a custom implementation of Momentum Financials.

Approach

Trilogy supported the VA’s migration to the Momentum cloud solution, implemented as VA’s Integrated Financial and Management System (iFAMS). As part of this effort, Trilogy enabled the VA to leverage the Scaled Agile Framework (SAFe) to effectively deploy and operationalize the new solution. Trilogy provided comprehensive operations and maintenance (O&M), configuration management, requirements management, and organizational change management (OCM) services, ensuring disciplined execution and smooth adoption across the program.

Results

As a result of Trilogy’s support in transitioning to a modern, cloud-based ERP solution, VA administrations have already realized measurable improvements in transparency, accuracy, timeliness, and reliability of financial information across multiple departments with increased operational efficiency, productivity, agility, and flexibility .Trilogy has played a critical role in seven successful iFAMS implementations, enabling the phased transition of diverse VA user communities through carefully planned and executed deployment waves. These deployment waves have included the National Cemetery Administration (NCA), Veterans Benefits Administration (VBA), Veterans Health Administration (VHA), and VA Staff Offices. Trilogy’s contributions have been formally recognized and highly valued by VA as it continues its transition from the legacy Financial Management System (FMS) to iFAMS.

Overview
Both the SSVF and GPD offer communities and VA medical facilities ways to assist homeless Veterans with housing and services. Program designs are diverse, ranging from transitional housing projects and apartment-style transitional housing to service centers offering outreach and supportive services. Trilogy Federal provides critical support for both initiatives by performing financial and operational fitness audit (FOFA) reviews in coordination with the Office of Business Oversight (OBO) for over 75 grantee locations, ensuring that they’re run responsibly and sustainably for the program duration. Trilogy also identifies inconsistencies, develops robust risk assessment tools, and identifies areas of improvement to allow for more efficient financial management of each site.

Approach
Using proven and comprehensive project management procedures, Trilogy works through each FOFA methodically, from kickoff and trainings to onsite evaluations to follow-through on recommended action plans. Each step of the process is conducted with a goal of exceptional service and measurable results.

Results
To date, Trilogy has performed over 200 financial and operational fitness audits across the continental United States and assisted grantee locations in understanding and implementing report information to best serve Veterans, their families, and their communities.