Internal Audit Services to Be One Homes
A practical guide to understanding what the buyer really wants and how to build a winning response.
The real focus isn't just auditing
Be One Homes isn't just looking for someone to check their figures.
They're looking for a partner to help them navigate future challenges.
This tender is about much more than ticking boxes.
It's about providing assurance to their proposed group board and group audit committee.
The contract covers all areas of operation.
That means financial, operational, compliance and risk management.
Your role will be to ensure these remain efficient and effective, even when circumstances change.
Think about the board's perspective
The board and audit committee want assurance.
They're not just interested in what went wrong.
They want to know how you can help them prevent issues in the future.
That's the mindset you need to adopt.
I'd focus on how you can add strategic value.
Not just compliance checks.
But real insights that drive improvement.
Pay attention to what they say
Be One Homes is clear about what they want.
The internal auditor must "independently examine, evaluate and report on the effectiveness of the internal controls."
It's about efficiency and effectiveness.
And maintaining that as circumstances change.
They've split the work into three areas: audit, assurance and advisory.
Each is equally important.
Evidence always beats promises
One thing I noticed when I worked in the public sector was that almost every bidder claimed to deliver an excellent service.
Very few proved it.
If you have evidence, use it.
- Case studies showing tangible improvements
- Client testimonials highlighting your proactive approach
- Examples of cost savings achieved through your audits
- Data on improved compliance rates
Don't underestimate advisory
Advisory isn't just a nice-to-have.
It's a core part of what Be One Homes is looking for.
They're asking you to advise on how their controls can be improved.
Think strategically.
How will you help them adapt to changing circumstances?
That's what I'd build my submission around.
Show how you'll make life easier for Be One Homes
This is something I think suppliers often overlook.
Every contract creates work for the client.
The best contractors reduce that workload.
If I were writing this tender, I'd explain how my management processes make life easier for the board and committee.
Consistency is key over the whole term
Recruitment, performance reviews and regular inspections.
These are all vital to maintaining standards over the contract's life.
The board won't want surprises.
Show how you'll keep everything on track.
What happens if someone calls in sick?
How do you ensure quality doesn't dip during peak periods?
Remember who you're trying to convince
The board and audit committee.
They're the ones you'll be reporting to.
Not just finance officers.
Keep their priorities in mind.
Every point you make should speak to their concerns.
Common mistakes
Avoid submissions that:
- Focus solely on past achievements without future plans
- Lack evidence of strategic insight
- Overlook the advisory element
- Fail to demonstrate how you'll handle changing circumstances
- Ignore the importance of consistency over the contract term
- Provide generic solutions rather than tailored strategies
My Final Thoughts
Be One Homes is looking for more than an auditor.
They're looking for a partner.
Someone who can provide real value and assurance to their board and audit committee.
The contract, valued at £486,500, is significant.
This tells you that quality is crucial, and getting the written submission right is key.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.