Samsara is very well placed to take TFM contracts as principle where this is most appropriate. In our experience this type of contractual arrangement is appropriate where the emphasis is to implement a large cultural change in the way the services are delivered.

Management control over the service delivery staff is critical if a change management process is to to be successful. This arrangement can also be useful in relation to TUPE as the transfer is to the principle party rather than to a number of sub parties.

There is a key strategic advantage when a client considering reducing its fixed costs approaches a Facilities Management Company who recognises and enables a true partnering opportunity. This advantage is understanding the true value of people.

For example, it is not uncommon to hear organisations today say 'our people are our greatest assets...’ If this was a comment based on belief, one wonders why, metaphorically speaking, with the arrival of outsourcing as a generic strategic tool, are employees removed from the fixed assets of an organisation's Balance Sheet!

It is difficult to think of any other assets least of all '...our greatest assets...' that are given away so easily. Indeed, in the minds of many analysts, this is a decrease in the value of the corporation.

The existing ideals of outsourcing are sound and fit comfortably with today's free market. The vision for the future is of a repositioning of outsourcing from operational advantage [including reduction of costs and enhanced quality] to that of a strategic nature. Any self-respecting organisation cannot genuinely believe that by divesting a significant element of its assets it will gain anything other than a short-term advantage. Short-term strategies are inimical to sustainable long-term development.

Current Thinking

Current thinking is that concentration on core business is vital for success. Peripheral activities with little or no direct impact on that core business should undoubtedly be undertaken by a Facilities Management company of which there are likely to be a handful of active players supplemented by the inevitable 'toe-dippers' - who are experienced in both organisational needs and have sufficient resources across a broad spectrum.

This spectrum has to include every ad-hoc activity likely to be needed by a client organisation - from Disaster Recovery to Project Management to an understanding of up-to-date legislation. The organisation should be innovative and proactive and, if you have currently outsourced some activities, you will be aware that the good providers are constantly delivering good ideas, which are enhancing the quality of your working environment.

This contractual relationship is most appropriate when there is a need to be highly flexible and where new strategies and business processes are the principle improvements that are needed.