Your Workforce
Your Terms
Your workforce strategy should be built around your organization — not around one staffing supplier, marketplace or technology ecosystem.
Trio is a healthcare-built VMS for U.S. contingent workforce management. Internal, permanent and contingent labor come together in one connected workforce model, with managed, hybrid and self-managed options that can evolve without a rebuild. The health system keeps control of the data, governance and decisions that shape how the program runs.
Where does control
actually sit today?
Four signals we look at in every workforce architecture review — before anyone talks about rates or features.
annual
savings
A 3,412-bed hospital system in the Upper Midwest was leaning on costly third-party travelers and manual, paper-based timecard and invoicing workflows. After partnering with Trio, they cut annual contingent spend by $13.3M in annual savings — with every supplier governed in one place.
Heavy reliance on expensive travelers, plus manual paper-based timecard and invoicing processes, drove up contingent spend and tied staff up in administrative work instead of patient care.
The program moved to Trio VMS and an expanded network, adding workflow automation and reverse invoicing to streamline hiring and fill roles below market rate.
$13.3M in annual savings, — a 60% cut in contingent workforce spend and a 50% drop in contingent head count. Travelers fell from 450 to 246, open contract roles dropped 81%, and timecard productivity data landed in 21 days instead of 70+.
Who owns the model
your workforce runs on?
Scale matters. Supply matters. Technology and managed services matter. But when one company provides the talent, the technology and the operating model, a more important question emerges:
How much control do you have over how your workforce runs?
The issue is bigger than features. It is about who owns the decisions, the data and the rules that shape your workforce — and whether you can change the model as your needs evolve.
The workforce is yours. The model should be too.
The Workforce
Architecture Assessment
Not a demo. Three steps: set five inputs, see where your model sits, and — if it is useful — book the full assessment. Three minutes end to end.
Four commitments
the model has to keep.
Not aspirations. These are the standards a health system should hold any workforce operating model to — including ours.
Own the Model.
The health system decides how the workforce runs, where decisions sit and how performance is governed. Not the supplier ecosystem around it.
Choice Without Compromise.
Change suppliers, technology or operating responsibility without rebuilding the program from the ground up.
A Model That Moves With You.
Internal, permanent and contingent labor planned and managed as parts of the same workforce strategy — as your team and capabilities change.
A More Transparent, Managed, Workforce Spend.
See how sourcing, utilization, rates and supplier decisions affect total workforce spend — not just agency rates.
A clear plan for making the switch.
The daunting part is usually the thought of starting over. With Trio, you don't have to. We map the move with your team and take it one step at a time: supplier continuity first, then integrations, then a phased rollout at a pace you set. The same governance, neutrality, flexibility, and visibility hold from day one — without disrupting the people who depend on your workforce today.
Built for the leaders who
carry the workforce decision.
The same architecture question, framed around the decisions each leader actually makes.
CFO
Look at the workforce as one economic system, not a stack of agency invoices.
“I know what agency labor costs. Do I know what the current workforce model is costing us overall and where we can improve?”
COO
Improve fill and speed by fixing how workforce decisions connect across the system.
“Where are handoffs, approvals or disconnected processes slowing the system down?”
CIO / CTO
Keep control of architecture, integration and data as the workforce model evolves.
“Can the workforce model evolve without being tied to one provider's ecosystem?”
Delivered capabilities, not roadmap promises.
Everest Group named Trio a Star Performer and Major Contender in its 2026 VMS and MSP PEAK Matrix® reports — independent recognition of the market impact and capabilities we're delivering today.
contingent labor spend
Nursing, allied and locums consolidated under one vendor-neutral model — with seamless provider transitions, no service gaps, and real-time spend and utilization visibility.
“Working with Trio has helped us streamline our staffing process, reduce costs, and ensure we have the right people in place to provide excellent patient care.”
Shannon Sloan
Chief Human Resources Officer, North Memorial Health
Nursing, allied health, locums, per diem, float pools and credentialing — modeled as clinical work, not generic contingent labor.
Program, supplier, rate and utilization data stays reportable and portable — governed by the health system, not rented back to it.
Switching models is a project, not a leap. Every engagement starts with a transition roadmap and a named owner on both sides.
10 Questions to Ask Before Your Next MSP Renewal
The questions that show who actually controls your program — supplier access, rate setting, vendor neutrality and exit terms — before you sign another term. Bring them to your next renewal conversation.
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Healthcare workforce management, answered plainly.
What is a healthcare VMS?
A vendor management system is the technology a hospital or health system uses to manage contingent labor end to end — requisitions, submissions, credentialing, scheduling, timecards, billing and supplier performance. A healthcare VMS models clinical realities such as licensure, privileging, unit-level scheduling and float pools rather than treating clinicians as generic contractors.
What does it mean for a VMS to be independent of supply?
It means the platform you use to compare, award and govern work is not owned by a company competing to fill that work. Every supplier — including internal resources — is measured against the same expectations, and the health system decides where volume goes.
Can we change suppliers without replacing the technology?
Yes. Supplier changes, added specialties and shifts in operating responsibility are configuration decisions inside Trio VMS — not a program rebuild. Managed, hybrid and self-managed operating models are settings, so responsibility can move without the model being torn down.
How do internal float pools fit a total workforce model?
Internal resource management sits alongside external supply in the same demand view, so open need is offered internally first and escalated outward on your rules. Permanent, internal and contingent labor are planned as one workforce strategy instead of three.
How long does a transition take?
It depends on program size, integrations and how many facilities go live at once. The assessment produces a transition roadmap with sequencing, owners and the risks worth planning around — before any commitment.
Do you work with California health systems?
Yes. Trio Workforce Solutions supports health systems nationally and is actively working with California organizations on nursing, allied health and locums programs — including California-specific rate, ratio and compliance considerations.
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