Process & Resource Optimization

Overview

Trilogy Federal supports the Department of Veterans Affairs (VA), Veterans Health Administration (VHA), Office of Integrated Care (IVC), Integrated External Networks (IEN), Veteran and Family Member Programs (VFMP) by delivering Post-Payment Medical Claims Analytics services that strengthen financial stewardship and payment integrity. This effort supports five Congressionally mandated healthcare programs representing approximately $2 billion in annual healthcare spending, providing oversight and insight to identify improper payments, billing errors, coding discrepancies, and waste while ensuring compliance with policies and business rules.

Approach

Team Trilogy provides a multidisciplinary team of experienced Project Managers, Senior Program Analysts, and Senior Data Analysts who integrate seamlessly into VA’s Payment and Business Integrity (PBI) framework. Our approach combines advanced data analytics, industry-standard billing expertise (CPT, HCPCS, ICD, CMS/NCCI edits), and rigorous program management practices to aggregate, analyze, and interpret large-scale medical claims data. We leverage VA data systems and establish governance processes to conduct complex post-payment reviews, identify trends and risks, facilitate stakeholder coordination, and deliver clear, actionable insights to VA leadership while maintaining strict adherence to VA security, privacy, and quality standards.

Results

Through this engagement, Trilogy enhances VFMP’s ability to detect and prevent improper payments, improve claims accuracy, and optimize healthcare spending across all five programs. The team delivers executive-level reporting, process documentation, risk analysis, and ongoing program management support that increases transparency, strengthens oversight, and supports data-driven decision-making. As a result, VA leadership gains improved visibility into payment integrity risks, operational performance, and opportunities for cost avoidance—ultimately improving program efficiency and safeguarding healthcare resources for Veterans and their families.

Overview:

Trilogy Federal supports the Office of Patient Care Services’ Health Outcomes Military Exposure (HOME) team by providing critical project management and subject matter expertise to develop Health Care Provider Summaries (HCPS) in direct support of the PACT Act. Our team, 75% of whom are Veterans, translates highly technical environmental reports (POEMS) into concise summaries that equip VA clinicians and claims adjudicators with the exposure information needed to deliver timely, accurate care and benefit decisions. By condensing complex reports into clear, brief summaries, Trilogy helps the VA meet PACT Act requirements and ensures Veterans with documented military environmental exposures (MEEs) receive the benefits and healthcare they deserve.

Federal supports the Office of Patient Care Services’ Health Outcomes Military Exposure (HOME) team by providing critical project management and subject matter expertise to develop Health Care Provider Summaries (HCPS) in direct support of the PACT Act. [Our team, 75% of whom are Veterans, helps the VA meet PACT Act requirements by translating highly technical environmental reports (POEMS) into concise,  brief summaries that equip VA clinicians and claims adjudicators with the exposure information needed to deliver timely, accurate care and benefit decisions, ensuring Veterans with documented military environmental exposures (MEEs) receive the benefits and healthcare they deserve.]

Approach:

To accelerate the POEMS-to-HCPS workflow, Trilogy employs digital tools, such as SharePoint and Power Automate, to streamline what was previously a manual, time-intensive process, now completing tasks that once required days, in just minutes. Our agile-based review process aligns with industry best practices, reducing errors, and strengthening data integrity while enabling collaboration with Defense Health Agency (DHA) stakeholders and original POEMS authors. In addition, Trilogy’s work supports the VA’s long-term data strategy by summarizing foundational exposure data used by the Individual Longitudinal Exposure Record (ILER), a vital system for tracking Veterans’ exposure histories.

Results:

Trilogy significantly reduced the time required for VA healthcare providers to assess exposure information by condensing 25–40-page POEMS into concise 3–4-page summaries, enabling faster, more accurate clinical and claims decisions. By employing high-quality industrial hygiene practices and coordinating regularly with DHA stakeholders, our team ensured consistency of exposure data and delivered critical recommendations throughout production. Automation further enhanced operational efficiency, resulting in a 700% increase in output and doubling the number of summaries produced monthly, allowing detailed production data updates to be generated in just 10 minutes, replacing a 3–4-hour analog process, and ensuring timely, cost-effective delivery of all contract requirements.

Overview

The Veterans Health Administration (VHA) Office of Integrated Veteran Care (IVC) oversees the Veteran and Family Member Programs (VFMP), which administer five Congressionally mandated programs with a combined annual budget of approximately $2 billion. These programs provide critical healthcare services to more than 800,000 Veterans and beneficiaries, including medical and pharmacy claims reimbursement, care coordination, and assistance.

Through the VFMP Modernization and automation for Efficiencies contract, Trilogy supports VFMP’s  efforts to reduce inventory and improve future processing timeliness, in addition to implementations dedicated to improving beneficiary enrollment, enable prompt payment to beneficiaries and providers, and execute timely and accurate decision reviews, all while serving as a key liaison between the technical development, IT, and business project management teams.

Approach

Trilogy VFMP leadership and cross-functional stakeholder teams to deliver measurable improvements within a short timeframe. Applying extensive project management experience and deep federal health IT expertise, Trilogy implements scalable reporting frameworks, leads complex data migration activities, develops and validates business requirements, and supports UAT, end-to-end testing, and migration planning. By serving as a trusted integrator across technical, IT, and business teams, Trilogy continues to improve alignment, reduce delivery risk, and ensure solutions are implemented efficiently and in support of mission-critical outcomes for Veterans and their families.

Results

Trilogy’s support accelerated VFMP modernization efforts and delivered tangible operational improvements. Within two months, Team Trilogy established reporting mechanisms that enabled leadership to review claims adjudication inventory on a weekly basis, demonstrating the effectiveness of auto-adjudication initiatives. As a result, VFMP achieved faster enrollment determinations, increased beneficiary enrollment by 22%, and improved overall staff experience.

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

From 2023 to 2025, Trilogy provided comprehensive support to a wide variety of OSP’s inter-agency efforts, including the annual VA/DOD Conference on Suicide Prevention, the Interagency Task Force on Suicide Prevention (ITF), and the Joint Executive Committee (JEC) / Joint Suicide Prevention and Associate Mental Health (J-SPAMH), reporting  to senior leadership within VA and to the White House Domestic Policy Council (DPC). Originally focused on providing project management and administrative support, the contract expanded to include event management, graphic design, and a wide variety of communications products.

Approach

By leveraging our Program Transformation and Project Management expertise and working closely with our clients and stakeholders in every project workgroup, Team Trilogy enhanced OSP’s ability to manage and track the productivity of its interagency efforts while providing reliable and responsive customer support and strategic communications services.

Results

Trilogy supported OSP in hosting the largest VA/DOD Conference on Suicide Prevention to date, with over 2,000 attendees, presenters, and exhibitors in Portland, OR from July 16-18, 2024. Trilogy provided many key deliverables for this effort, including a conference planning schedule, a robust communications plan, a detailed conference agenda and run-of-show, conference logos, invitations, and more. For the ITF and JEC/J-SPAMH, Trilogy facilitated in-person all-day events for all stakeholders, workgroup presentations, and both high-level and detailed reporting to the White House DPC. Each effort successfully brought together top researchers, clinicians, caregivers, and experts in Veteran and Service Member suicide prevention from across the country to make progress in this vitally important field.

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 partners with the Office of Clinical Services (CS11) to drive the planning and execution of the Hannon Act Section 101 Strategic Plan. Our team supported both Part 1—implementation planning—and Part 2—analysis of expanded VA health care eligibility for Veterans during the first year following separation. Through comprehensive current-state assessments, evaluation of existing initiatives, and targeted opportunity analysis, Trilogy helped position CS11 to strengthen stakeholder engagement and improve the Veteran experience.

Approach

Trilogy delivers end-to-end program and project management for the overarching Integrated Project Team (IPT) and its six supporting workstreams. We provide centralized leadership through a lead program manager, complemented by dedicated project managers for each workstream. Working closely with VHA and program stakeholders, Trilogy facilitates regular collaboration to refine and advance an actionable implementation plan. In parallel, our team is conducting a detailed analysis of the legislative, policy, and regulatory actions required to enable VA health care access for any Veteran for one year following separation, culminating in comprehensive findings, and recommendations report.

Results

With Trilogy’s support, Clinical Services achieved a complete inventory of existing initiatives and programs across internal and external agencies. Trilogy translated these insights into actionable recommendations aligned with the Hannon Act’s strategic goals and objectives. To ensure clarity and transparency, Trilogy delivered communication tools that clearly articulated the implementation of Hannon Act Section 101, Parts 1 and 2, to VHA stakeholders, Veterans, Veteran Service Organizations, federal partners, and 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 (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 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 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

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

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

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

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.