BUILDING BRIDGES

PROFESSIONAL SERVICES:
COMMUNITY IMPACT REPORT
2015

BUILDING BRIDGES PROFESSIONAL SERVICES

Connecting Community with Opportunity.

COMPANY MISSION, VISION, & VALUES

MISSION: To create a transformational workplace where everyone belongs, develops, and
innovates
VISION: We envision enterprises creating flourishing communities
VALUES: Connecting Community with Opportunity

SERVICES OFFERED:
Full-Service Lawn Care
Property Maintenance
Snow Removal
Fall Leaf Removal
Landscape Design/Installation

Faucet Repair/Rebuild
Toilet Repair/Rebuild
Light Fixture Replacement
Door Repair/Replacement
Gutter-Cleaning

HISTORY:
YEARS ACTIVE: 2007 Present
FOUNDING PARTNERS: 17th District Court, Urban Family Ministries, Eastern Avenue Christian
Reformed Church
CURRENT OPERATIONAL PARTNERS: Grand Rapids Center for Community Transformation and
Tabernacle Community Church

Executive Summary
Building Bridges had
strong growth in 2015. 29
jobs were created
including 3 leadership
positions. As focus has
shifted from quantity of
jobs created to retaining
and development of the
team, a solid foundation
for growth has been
established.

Tree planting activities were added to

landscaping to help offset Building Bridges
carbon footprint. While the number of clients
increased, Building Bridges gasoline use
decreased showcasing a strong commitment
to resource efficiency and reducing negative
environmental impacts of the business.

Customer service and the experience with Building Bridges

Services continues to get better every year. While the
number of seniors served doubled in 2015, customer service
ratings were strong with an average score of 4 stars.

Building Bridges continues to plant seeds for spiritual

growth and transformation with team members by making
space for prayer and devotional time during daily and
monthly meetings. Additionally leaders are provided with
Christian community development learning tools to help
support a growth in understanding and connection to the
purpose of our social enterprise.

BUSINESS WITH A SOCIAL PURPOSE.

Building Bridges Professional Services strives to be much more

than a property maintenance business that provides high-quality
services. We are a SOCIAL ENTERPRISE a new organizational
form that defies the traditional categorizations of for-profit
business and social service agency. At Building Bridges, we
strive to create both a financially-successful business and a
vehicle for positive social impact and community revitalization.
This means that we measure success not just based on profit,
but on the QUADRUPLE BOTTOM LINE:

SOCIAL ENTERPRISES are

businesses whose primary purpose
is the common good. They use the
methods and disciplines of
business and the power of the
marketplace to advance their
social, environmental and human
justice agendas.
- Social Enterprise Alliance

QUADRUPLE BOTTOM LINE:

Measuring, valuing, and
assessing people, planet,
profit, and purpose.
- Social Enterprise Associates

1. Financial Impact: Financial Profitability (Traditional

Bottom-Line)
2. Social Impact: Job Creation, Long-Term Employment
3. Environmental Impact: Environmentally-Friendly
Processes, Pollution Reduction, Resource Efficiency,
Community Beautification
4. Spiritual Impact: Spiritual Growth, Church Partnerships

The following report examines key company metrics from 2015 using the QUADRUPLE bottom
line model. These findings will assist both company staff and community stakeholders in
assessing Building Bridges holistic impact on the Greater Grand Rapids community.

SOCIAL RETURN ON INVESTMENT

FINANCIAL IMPACT refers to the companys traditional
bottom line i.e. profitability. The following data represents
revenue and expenses for the calendar years 2015.
Building Bridges has created a strong platform for growth. In
2014 the business focus sharpened which resulted in a
reduction in revenue while leadership development and core
business activities strengthened. This groundwork proved
successful in 2015 when revenue grew by 65% from 2014 to
2015. With new commercial and residential services as well as
a caf, Building Bridges is poised for continued success in
2016.

Handyman Services developed out of growing requests for light indoor construction services as well as
small custom outdoor improvement projects. Making homes safer, more accessible and properties
more attractive, Hayman Services aligns closely with the community development lens.
Rising Grinds Caf emerged from a passion for coffee and realization that there were limited options in
the community to enjoy a cup. Despite starting at the end of 2015, revenue has continued to climb
alongside a growing expertise in the coffee industry. A large scale renovation is planned for an
abandoned building in close proximity to the Center for Community Transformation and Building
Bridges Headquarters. This new, outside location will provide a significant number of jobs, revenue
potential alongside strengthening the business diversity within the southeast side of Grand Rapids.
Customers Segments
Homeowners

Nonprofit
Agencies

Landlords

Senior
Residents

Commercial

SOCIAL RETURN ON INVESTMENT

The following Social Return on Investment (SROI) is designed to provide a concise look at Building
Bridges impact on the well-being of members of the community and overall community vitality (i.e.
the enterprises social impact). This is expressed in terms of dollars invested and the return value of
Building Bridges social impact, with inputs and outcomes broken down to produce a cumulative ratio
of dollars invested to dollars generated (in terms of social good).
Inputs

Outcomes

Bethany Christian
Services Paid
Employees
Commercial,
Nonprofit and
Residential
Contracts

Area Agency
on Aging
Senior Millage
Contract

Increased lifetime
earnings
Fewer criminal
convictions
Reduction in
Urban Blight

Fewer senior injuries

and ordinance
violations
Less welfare
dependence, more
tax contributions
Increased
employment
opportunities for
adults in community

Building Bridges conducted its first ever SROI in 2015. Based on the known values of inputs such as a
percentage of employee time paid by Bethany Christian Services and the value of various contracts,
around $300,000 represents the financial value of inputs into Building Bridges. The unique business
model that bridges individual and community development results in certain outcomes such as
increased lifetime earnings and less dependence on welfare. Based on a comprehensive research into
the estimated value of these outcomes an estimated $1 million in benefits will be created from
Building Bridges operations.i

Every $1
Invested

$3.76 in
benefits

SOCIAL IMPACT: PEOPLE FOCUS

SOCIAL IMPACT refers to how the company has impacted quality of life for people in the Grand
Rapids community. This is measured by examining key indicators related to quality of life,
economic vitality, and community revitalization.
EMPLOYMENT & JOB TRAINING
Building Bridges was originally founded to combat a trend of rising joblessness and violent
behavior among at-risk youth in Grand Rapids. As Building Bridges has grown, the company has
retained its focus on creating long-term, quality jobs for local residents and training young
people in professional service delivery.
Job creation continues to be an area of success with a total of 21 jobs created and 8 retained in
2015. Included in this job tally includes 3 new leadership positions. A deeper bench of
management focused on targeted business services (Landscaping, Property Maintenance and
Handyman Services) as well as a new internally-focused initiative (Employee Development).

SOCIAL IMPACT: PEOPLE FOCUS

Year to year Building Bridges grows employee wages for its employees balancing growing
individuals within the company alongside entry-level job opportunities. Moving forward the
Employee Development manager will focus on continuing to grow leaders within the company
alongside intensive first year support for entry-level positions, a particularly challenging time
for new employees.
Employee Wages

Professional Training & Certifications

Building Bridges continues to offer training to students leading to completion of the PreApprenticeship Certificate Training (PACT) certification, a professional credential
designed by the National Home Builders Institute with concentrations including
landscaping and facilities maintenance
OSHA/MiOSHA (Federal and state worksite safety certifications)
First Aid
Professional equipment operation: Commercial grade lawn mowers, leaf blowers, snow
plows, leaf vacuums, tablets for receiving and recording job information

Sharing the Wealth

Creating opportunities for all to share in the wealth created
from Building Bridges activities is a priority to the
organization. After an employee has worked at Building
Bridges for a year they are eligible to share in 10% of the
organizations profits. Additionally Building Bridges keeps a
ratio of 2:1 between the highest and lowest paid employee.
The vision is that retaining a low ratio in salary and wages
alongside profit sharing will provide a sustainable platform
to share wealth fairly throughout the organization.

SOCIAL IMPACT: PEOPLE FOCUS

SENIOR MILLAGE SERVICES
Since 2013, Building Bridges has contracted with the Area Agency on Aging of Western
Michigan (AAA) to deliver reduced-cost services to low income seniors through the Kent County
Senior Millage. Services are designed to help seniors continue to live independently in their
own homes. Building Bridges applied for an increase in Senior Millage funding for the 2015
contract year. The company was successful in more than doubling the contract size, from
$14,958.00 awarded in 2014 to $39,964.00 awarded in 2015. This enabled Building Bridges to
deliver reduced-cost services to 93 low income seniors, up from 64 seniors served in 2014.
Seniors Served & Contract Details
The most recent Building Bridges customer satisfaction survey indicated that our company
continues to deliver best in class service. 89% of respondents ranked services provided as a 4 or
5 on a 5-point scale in 2015, an increase from 86% in 2013. An average of 4 stars were given for
snow removal, property maintenance and handyman services. We hope to increase this score
every year as we learn how to provide the best communication and service for a valued and
vulnerable population in the community.
VACANT & FORECLOSED PROPERTIES
Vacant properties are both a symptom
and cause of neighborhood blight and
create a social drain on the health of
the community. Building Bridges helps
transform these blighted properties in
partnership with several local
organizations, including the Kent
County Land Bank Authority, Inner City
Christian Federation, and Habitat for
Humanity. In addition to rehabilitating
properties, this work also enables
agencies to convert vacant and
foreclosed properties into low income
housing or back to the private market
as affordable, livable homes. The
following table breaks down vacant properties Building Bridges maintained over past two years:
Vacant/Foreclosed Properties Maintained
Season/Service
2014
2015
Summer Lawn Maintenance
311
202
Winter Snow Removal
140*
143**
Fall Leaf Removal
0
0
*2013-2014 Season
**2014-2015 Season does not include properties serviced in 2015-2016 season

10

ENVIRONMENTAL IMPACT:
SUSTAINABILITY & RESOURCE CONSERVATION
Building Bridges cares deeply about sustainability and
seek continuous improvement on our ENVIRONMENTAL
IMPACT. In 2015 we maintained past sustainability
measures we gained ground in reducing our fuel
consumption as well as increasing our carbon offset
activities.

Sustainability & Environmentally-Friendly Practices

Building Bridges continued our commitment to
sustainability, resource conservation, and minimizing
waste by:

Lawn waste reduction by mulching leaves during

fall clean-up services, which allows leaves to be reused
for keeping client lawns healthy rather than being
discarded

Offered certified environmentally-safe services for

commercial pesticide application during the lawn maintenance season
Recycled all paper, plastic and recycling items at the companys administrative office

Fuel Consumption and Emissions

In 2015 Building Bridges used 7,730 gallons of gasoline emitted approximately 68.7 metric
tonnes of CO2. A continual goal for the organization is to reduce the total carbon footprint of
business activities and incorporate offset activities to reduce the overall environmental impact.

11

ENVIRONMENTAL IMPACT:
SUSTAINABILITY & RESOURCE CONSERVATION
Resource Efficiency
Another key measurement of Building Bridges efficient use of resources and environmental
impact is the use of fuel for company vehicles and equipment. While revenue increased the
total spent on fuel as well as fuel as a percentage of expenses decreased dramatically. This
improvement in efficiency is due to enacting a more comprehensive maintenance plan for
equipment and vehicles, improved route optimization and more frequent expense reports from
managers. All of these changes increased operational efficiency to decrease costs as well as the
impact on the planet.

Year
2013
2014
2015
% Change

Fuel Expenses, 2014 vs. 2013

(January September)
Total Expenses
Fuel as % of
Expenses
$10,793.54
8%
$19,940.35
11.8%
$13,068.13
5.7%
-34%
-51%

Avg GR Gas Prices*

$3.60
$2.89**
$2.18
-25%

2014-2015

* Source: Gasbuddy.com
** Average excludes December gas prices due to drastic fall in average price in December 2014 and
small amount of work performed that month
Growth + Offset
The addition of Landscaping services also opens the door for more concentrated efforts in sustainability.
Tree planting on city, commercial and residential properties offers opportunities to offset emissions. In
2015 Building Bridges kicked off these activities and was able to plant approximately 50 trees in Grand
Rapids which will offset approximately 1300 pounds of carbon. In 2016 the company has secured larger
contracts for tree planting for the city and expects to grow this work tremendously.

12

SPIRITUAL IMPACT:
FAITH OPPORTUNITIES & PARTNERSHIPS

SPIRITUAL IMPACT refers to deliberately creating a work environment in which people may
grow on a spiritual level. This goal is realized by integrating faith into the everyday reality of the
company, and seeking out partnerships with faith-based agencies in the local community.
Building Bridges values of social purpose, creating meaningful opportunities for underserved
populations, improving the community as a whole, and responsible environmental stewardship
are all informed by this spiritual commitment.
Building Bridges focus on spiritual impact has been realized in the following ways:
Daily meetings where staff have the option of participating in devotions, prayer and
discussing ways to integrate spirituality into their employment and everyday lives
Monthly meetings where staff members discuss more in-depth topics such as goals for
spiritual and personal growth
Connecting youth employees with services for their personal, social, and spiritual
growth at the Center for Community Transformation
Partnerships with local churches who provide the company with referrals for youth in
need of employment; donated space for meetings and events; and access to faith
communities with spiritual goals that align with those of Building Bridges:
o Tabernacle Community Church
o Urban Family Ministries
o Eastern Avenue Christian Reformed Church
o Madison Square Church

760 Hours Dedicated to Discernment, Reflection and Prayer

Moving forward a driving question for Building Bridges will be: what is the Holy Spirit doing in
the city and how can we partner with that?

13

CONCLUSION: MOVING FORWARD

Moving forward in 2016, Building Bridges will continue to pursue
opportunities for growth with a holistic view of success in a
financial, social, and environmental context. In the coming year,
the company is looking forward to accomplishing the following
goals:

Building Bridges will develop a new space for Rising Grinds,

an emerging initiative within the company. While the bulk
of planning and development will happen in 2016, official
launch is expected in spring of 2017.

The company will seek certification as a B-Corporation, a

nationally-recognized designation developed by the
nonprofit B-Lab for businesses that meet the qualifications to be considered a social
enterprise. More information on B-Corporations can be found at
https://www.bcorporation.net.

Work will continue to build and develop Building Bridges Advisory Board as well as a
specialized group to support Rising Grinds Caf. Community and business leaders,
market experts and development specialists are contribute critical elements to building
more robust and scalable businesses.

Building Bridges will partner with the Grand Rapids Center for Community
Transformation to provide job opportunities for at-risk youth in 2016. The Center will
connect over 100 youth with paid work experiences, with Building Bridges serving as a
worksite for youth interested in performing work outdoors.

Building Bridges is also seeking to double its revenue in 2015 by specifically going after
10 commercial contracts

With a just mission and innovative business model, Building Bridges is confident that it will see
continued success into 2015 and beyond.
We thank you for your partnership and support.

Justin S. Beene
Executive Director, Building Bridges Professional Services

14

CONCLUSION: MOVING FORWARD

i

SROI Calculations

Inputs

Inputs Value

$41,341
GR Center for Comm.
Transformation/Bethany
Christian Services:
Youth employment
experiences, staff support,
purchase of
handyman/facilities
services, annual amount
of indirect cost
rate/billable services for
accounting services

Tabernacle Community
Church: In-kind hours
from Advisory
Board/Pastor

$1,650

Private Residential
Customers

$127,350

Youth Employees

Labor (covered
under GR
CCT/Bethany)

Adult Employees
Labor (covered
under Private
Residential
Contracts)

Outcomes

Outcome
Measurement

Youth gaining
employment
experience

Average annual
increase in
earnings for
work experience
($9,800i) x 19
youth
Expected
increase in
annual earnings
due to skills
($785.40Error!
Bookmark not defined.
)
x 19 youth
Proportion of
annual cost of
youth in juvenile
justice system
($220,000i) x 9
youth with that
did not receive a
conviction in
2015
Average net
increase in
annual tax
payments
($1,680Error!
Bookmark not defined.
)
for employed
youth x 19 youth
Average weekly
unemployment
benefit ($284.59)
x average weeks
of
unemployment
claims (13
weeks)i x 10
adult employees

Youth gaining
transferable
skills for future
employment

Youth having
less criminal
convictions

Youth
contributing to
well-being of
society

Jobs created for

adults in
community

Outcome
Value
$186,200

$14,923

$594,000

$31,920

$36,997

15

CONCLUSION: MOVING FORWARD

Area Agency on Aging

Contract

$39,964.00

Senior Customer
Donations

$2,657.35

Seniors having
reduced
falls/workrelated injuries

Seniors
avoiding city
ordinance
violations

Contracts/One-time
services completed for
Kent County Land Bank,
Inner City Christian
Federation, Habitat for
Humanity of Kent County

$99,789

TOTALS

$312,751

Reduced urban
blight in Grand
Rapids

Proportion of
average cost of
fall-related
hospital stays
($3,500i) x 93
seniors served
(savings)
Average of $275
per violation x 2
estimated
violations per
year x 93 seniors
servedi (savings)

$185,535.00

$51,150.00

348
$74,820.00
vacant/foreclosed
properties
serviced in 2015
x estimated $215
net cost to
municipal
government per
propertyi
(savings)
$1,175,545

Belfield et. al. The Economic Value of Opportunity Youth. (2012). Corporation for National and Community
Service. http://www.serve.gov/new-images/council/pdf/econ_value_opportunity_youth.pdf. For transferable skills
outcome, assumed 50 working-years for youth, and divided estimated increase in lifetime income of $39,270 per
youth across 50-year span.
i

New York State Task Force on Transforming Juvenile Justice. Charting a New Course: A Blueprint for
Transforming Juvenile Justice in New York State. (2009).
http://www.vera.org/sites/default/files/resources/downloads/Charting-a-new-course-A-blueprint-fortransforming-juvenile-justice-in-New-York-State.pdf. Estimated annual cost was $220,000; proportion used was
30%, based on 30% increased likelihood that at-risk youth will engage in criminal activity (Office of the State
Comptroller of New York. (2011). Cost-Effective Investments in Children at Risk. Albany, NY: DiNapoli, T.P.)
i

U.S. Department of Labor, Employment & Training Administration. Employment & Wage Data Report for 2014
(Michigan). (2014). http://www.oui.doleta.gov/unemploy/hb394/hndbkrpt.asp
i

Stevens, et. al. The costs of fatal and nonfatal falls among older adults. (2006). Injury Prevention, 12:2905.
Average cost of hospital stay = $35,000. Number of seniors extrapolated from surveys returned from proportion of
senior clients.
i

Average city ordinance fine estimate based average range of $150-$400, mean of $275.

Apgar, et. al. The Municipal Cost of Foreclosures: A Chicago Case Study. (2005). Homeownership Preservation
Foundation & US Census Bureau, American FactFinder. 2014 American Community Survey, 5-Year Estimates.
(2014). Based on HUD study of net cost of auctioning off vacant/foreclosed properties in Chicago ($430),
discounted by half due to GR housing rates being approximately 50% of Chicago rates (US Census Bureau figures).