Organizational & Process Transformation

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
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 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 Office of Clinical Services (CS11) in the implementation planning and execution of the Hannon Act Section 101 Strategic Plan (Part 1) and an analysis on expanded eligibility for VA healthcare for one year following separation (Strategic Plan Part 2) by providing current state analysis, reviewing current efforts to meet the Strategic Plan, and identifying opportunities for improvement and stakeholder experience.

Approach
Trilogy provides program and project management support for the overarching Integrated Project Team (IPT) and its six workstreams. The overarching IPT has a lead program manager with individual project managers leading each workstream. PM and VHA stakeholder interfaces occur regularly to develop an updated implementation plan. Trilogy is conducting an analysis of, and will provide a report on the legislative, policy, and regulatory actions required to provide health care services to any Veteran for one year following separation.

Results
As a result of Trilogy’s support, Clinical Services has catalogued all current initiatives and programs across agencies. Trilogy has developed several recommendations to best address the goals and objectives suggested in the strategic plan. Ultimately, Trilogy will provide communications tools to clearly outline the implementation of the Hannon Act 101, Part 1 and 2 to VHA stakeholders, Veterans, Veteran Community Groups, federal partners, VA leadership and staff.

Overview
Trilogy provides program and project management, communications, change management, business process re-engineering, data analytics (e.g., PowerBI), IT solutions (SharePoint and Salesforce), and VA Healthcare Systems understanding support for the VHA’s Office of Integrated Veteran Care (IVC), Innovation and Technology (I&T) 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. 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 I&T division develop and streamline internal processes and set specific communication standards resulting in clearer internal/external communications, reduction of work product rework, and clearer access to key information on designated I&T project and portfolio SharePoint sites. Our team also helped redesign the I&T 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 I&T division supports and provides. Furthermore, our team of experienced certified PMPs helped the I&T 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 PowerBI dashboards that help IVC and I&T 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 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.

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
Trilogy has worked alongside OHT and other VA and VHA stakeholders such as the Office of Patient Care Services (PCS), the Caregiver Support Program (CSP), and the Veterans Benefits Administration (VBA) to execute an integrated project team (IPT) to study the feasibility of a dozen proposed solutions to expand Veterans and Servicemembers’ eligibility for the Program of Comprehensive Assistance for Family Caregivers (PCAFC).

Approach
Each proposed solution was examined through a structured feasibility and advisability methodology including legal and regulatory, financial, technological, and operational elements. This effort included data collection from structured qualitative discussions, development of Requirements Traceability Matrices (RTMs), and data analysis across different functional process areas, which all culminated in an executive report, implementation roadmap, stakeholder engagement plan, a bevy of communications and change management products, as well as various briefings for the Under Secretary of health (USH) and the White House Domestic Policy Council.

Results
As a result of Trilogy’s support, CSP, PCAFC, and VA have data-driven, practical opportunities for improvement most likely to increase Veterans and Servicemembers’ eligibility.

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
Trilogy manages a high performing, fully functional PMO team to help Workforce Management and Consulting (WMC) implement the most significant transformation in the history of the Veterans Health Administration. HR functions and resources are being reorganized into shared services to improve customer service and enable VHA’s more than 360,000 employees to deliver care and services to nine million Veterans. This monumental HR Modernization process encompasses a series of current and to-be-defined initiatives including policy changes, process improvement, IT systems enhancement, and change management communications. Trilogy’s expert team enables an agile response to the complex, competing, and ever-evolving needs of the transformation process.

Approach
We work with WMC staff and other stakeholders to quickly understand the scope of projects needing our support and where those projects are in the project management lifecycle. We work closely with project teams to build trust with our VA stakeholders through the adoption of new standards, practices, and tools, grounded in Project Management Book of Knowledge and Prosci best practices.

Results
Trilogy successfully supported 26 different WMC projects in a year, including developing a high-performing integrated team, deploying best practices, innovating business operations, and helping WMC improve customer service to support the goal of hiring 52,000 new employees in FY 2023.

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

Approach
Trilogy has worked alongside SPMO and OSSI to define their strategic outlook and implement priority initiatives, including developing communities of practice, data models, reporting frameworks, and training strategy and design for project management and customer experience. Trilogy also designed and developed comprehensive SharePoint-driven knowledge management solutions and organizational processes to standardize operations across both organizations.

Results
As a result of Trilogy’s support, SPMO and OSSI have seen increased effectiveness and efficiency in their support of several VBA priority initiatives. Employees now have more effective tools and training to help VA staff deliver essential, earned benefits to the Veterans they serve.

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).

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.