Bunifu Learning for Life
Strategic Plan 2023-2025
Bunifu Learning for Life Strategic Plan 2023-2025
Table of Contents
1 2 5 14
Introduction Company Overview
Organizational Structure Environmental Analysis Financial Analysis Strategic Goals
25 28 39 Monitoring & Evaluation Plan
This strategic plan captures the intentions and expectations of Bunifu over the next three years from 2023-2025, and helps the company respond to change while remaining anchored in its mission and vision. The plan offers insight into Bunifu’s current positioning and the health of the environment in which it operates. The process of strategic planning is, in many ways, just as valuable as the final strategy. Investing time in an intentional process of careful examination, assessment, and inquiry is an investment in Bunifu’s future. The following objectives guided the planning process:
Establish strategic priorities that align Bunifu’s overall vision, mission, and values with the current landscape of environmental factors
Step 1:
Create annual goals that work in relationship with and build upon each other over a three-year period to achieve Bunifu’s strategic priorities
Step 2:
Determine measures for ongoing monitoring and evaluation in order to effectively evaluate Bunifu’s progress
Step 3:
Introduction | page 1
ABOUT
Bunifu delivers eLearning experiences for school districts, government agencies, non-profit organizations, and corporate entities. Our customized digital learning solutions for clients are based on learners, content, budget, and goals. Bunifu also offers access to online, certificate-based courses through the Bunifu Learning Institute. In our Knowledge Center, we provide support through webinars, podcasts, blogs, and a member vault. The process of learning is power, we want to help organizations deliver the right knowledge so the organization can achieve success. MISSION Help people fundamentally grow and transform into lifelong learners with solutions that help them learn and relearn quickly VISION
Quality Education Reduced Inequality Industry, Innovation, and Infrastructure CORE VALUES
Company Overview | page 2
BUNIFU PRODUCTS & SERVICES
Online Learning Hub
Custom Products
Professional Services
Knowledge Hub
Digital & E-Learning Solutions
Training & Professional Development
Bunifu Knowledge Center
Bunifu Learning Institute
K-12 Institutional Framework
Corporate & Business Framework
Company Overview | page 3 Company Overview | page 3
Understand the domains that inform Bunifu's approach and define what high-quality learning products look like. APPROACH
Culturally Responsive & Sustaining
Multiple expressions of diversity are viewed as assets for learning Affirming environment for learning High expectations and rigorous instruction
Apprenticeship Learning
Relationship-based learning between expert and apprentice Novice gains hands-on knowledge Grow skills and act with independence
Just In Time Learning
Need-related training focused on "when" and "how" learners need it Pays attention to information that can be immediately implement Focus on knowledge or skills applicable for current challenge or skills gap
Company Overview | page 4
Since September 2017, Bunifu has been developing and managing customized eLearning courses and programs that cater to the needs of diverse groups of learners with varying learning requirements. Bunifu’s customized and industry-recognized eLearning solutions reflect and exceed client goals and expectations, and are proudly entrusted by educational institutions, government agencies, for- profit businesses and non-profit organizations seeking to maximize engagement for their students and professional teams. A SMALL TEAM WITH A MIGHTY NETWORK
Organizational Structure | page 5
Bunifu is co-owned by Jennifer Dunn and Maurice Dunn, Subject Matter Experts (SMEs) in education and technology.
Jennifer is a College Board Director, Chief Executive Officer, and Educational Technology Administrator with over 20 years of experience and a proven track-record of success in developing and executing strategic plans to drive organizational goals while cultivating environments of excellence. Maurice is a dynamic team leader with extensive international telecommunications experience in 6 foreign countries. Selected from the top 1% of the total Armed Forces for duty with the White House Situation Room in direct support of the President and Vice President, Maurice has extensive experience in network telecommunication systems, logistical support, customer service, personnel management, and administrative management.
Jennifer Dunn, Chief Executive Officer
Maurice Dunn, Chief Operating Officer
Organizational Structure | page 6
Jennifer and Maurice founded Bunifu as their contribution to ensure youth of color, particularly young men of color, have equal opportunities to excel in education and live meaningful lives. In 2012, Jennifer authored, Transforming the Educational Experience of Young Men of Color , which boldly proclaimed, “The dreams of young men of color are being lost in the current education system. Young men of color are overrepresented in special education, more likely to be in the streets and in prisons, and die at a young age. As parents of a young black son, we make it our mission to ensure these realities do not persist into the future. It is imperative that the educational system is inclusive and supportive of young men of color. We show our commitment through volunteering and creating learning modules with culturally relevant materials designed to transform livelihoods.” Since inception, Bunifu has remained financially solvent and is expanding. In five years, their team has grown significantly:
4 Full Time Staff
1 Part Time Staff
15 Subcontractors
Organizational Structure | page 7
Bunifu has a network of professionals who collaborate to produce customized digital learning solutions.
Project Manager
Instructional Designer
Curriculum Writer
Learning Architect
Voice Actor
Copy Editor
Animation & AI Designer
Video: Teamwork & Project Phases
Organizational Structure | page 8
Level I Understand the different levels of elearning that impact the experience, cost, and time needed to develop a customized digital learning solution. LEVELS OF ELEARNING
Passive Interactivity
Uses static images and texts Pre-existing multimedia Knowledge checks are multiple choice or true/ false
For every 1 hour of the final product delivered:
Simple level I content that utilizes rapid course development can take approximately 49 hours Typical development time for level I is about 79 hours , from front end analysis through production Complex level I projects may take up to 125 hours
Simple
Complex
Source: E-Learning Heroes and Chapman Alliance
Organizational Structure | page 9
Level II Understand the different levels of elearning that impact the experience, cost, and time needed to develop a customized digital learning solution. LEVELS OF ELEARNING
Limited Interactivity
Incorporates audio, video, basic animations & transitions Click and reveal interactions Knowledge checks incorporate drag & drop and matching
For every 1 hour of the final product delivered:
Simple level II content that uses templated interactions and low-
Simple
end multimedia can take approximately 127 hours
Typical development time for level II is about 184 hours , from front end analysis through production Complex level II projects may take up to 267 hours
Complex
Source: E-Learning Heroes and Chapman Alliance
Organizational Structure | page 10
Level III Understand the different levels of elearning that impact the experience, cost, and time needed to develop a customized digital learning solution. LEVELS OF ELEARNING
Complex Interactivity
Extensive audio, video, animations & transitions Utilizes branched, scenario-based questions Explores multiple paths and feedback levels
For every 1 hour of the final product delivered:
Simple level III content that uses rapid simulation development and templated interactions can take approximately 217 hours Typical development time for level III is about 490 hours , from front end analysis through production Complex level III projects may take up to 716 hours
Simple
Complex
Source: E-Learning Heroes and Chapman Alliance
Organizational Structure | page 11
Level IV Understand the different levels of elearning that impact the experience, cost, and time needed to develop a customized digital learning solution. LEVELS OF ELEARNING
Full Immersion
Incorporates 360 images, gamification, avatars, scenarios, or interactive videos Feedback and content are tailored to user choices Focus on rehearsing skills and making decisions
For every 1 hour of the final product delivered:
Simple
It takes an average of 2,000 hours to develop level IV advanced simulation, gamification, 3D modeling, animation, and other customization
Complex
Source: E-Learning Heroes and Chapman Alliance
Organizational Structure | page 12
BUNIFU AT-A-GLANCE Bunifu combines proven teaching methods, Diversity & Inclusion (D & I) and Accessibility to engage learners in educational and corporate settings.
Certifications & Affiliations
Areas of Expertise
Diversity & Inclusion
Minority Micro-Owned Business Enterprise
Accessibility
Instructional Design for Adult Learners Certificate
LMS Agnostic
Articulate certified designers
Bunifu Capabilities Statement
Organizational Structure | page 13
Services in the professional and management development training industry range from continuing education, conferences, professional development, quality assurance training, and management development training. The four most common platforms to deliver services include: instructor-led training (ILT), digital & e-learning, and blended learning. NEW WAYS OF LEARNING & WORKING
Instructor-Led Training (ILT)
Digital & E- Learning
Blended Learning
The pandemic brought rapid innovation that destroyed many old paradigms of how we learn and work. New and emerging technology has been developed to personalize learning experiences in schools and the workplace. New work-based technologies, The Great Resignation and The Great Reshuffling have contributed to a boon in work-based learning. National and regional politics and media bring a strong focus on accessibility, diversity, equity, and inclusion in both the workplace and schools.
Environmental Analysis | page 14
Despite a decline in business during the pandemic, innovative EdTech solutions developed at lightspeed pace. Now, in a post-pandemic landscape, the world conducts their operations differently and uses technology in new and expanded ways. In addition to changing systems, across all industries employees have experienced change within their existing role, or have transitioned into new jobs or even new careers. What someone used to need to know and do previously may no longer be applicable or necessary.
Accessibility, Diversity, Equity & Inclusion
New & Emerging Technologies
Work-Based Learning
A new era for EdTech is upon us. The federal government’s recommitment to accessibility, diversity, equity, and inclusion in their hiring and training of federal employees at a time; while at the same time, state-level governments are embroiled in battles over identity-based curriculum, books, and programming. Whether in the schools or the workplace, issues of accessibility, diversity, and inclusion are on everyone’s mind.
Environmental Analysis | page 15
More people are googling “edtech”, as evidenced by an increase in the frequency of its search between 2021 and 2022 according to Google Trends.
Motivated by personal AND professional growth
EdTech industry $605B by 2027
Essential tools for today's education
Global Newswire reports that the EdTech sector will reach over $605 billion by 2027; a remarkable 58% increase over a six year period. An economic recession, increased living costs, and inflation are just some of the contributing factors that call for the demand in work-based training, as they impact people’s personal and professional lives. Technology is quickly becoming an essential tool for education, with 83% of middle and high school students using Google tools weekly and 22 of the top 25 colleges in the country offering free, online courses. Technology facilitates the new skill sets and mindsets needed for modern learning spaces and workplaces. Three themes are central to the process of building this bridge: human-centered learning, upskilling/reskilling, and local economic development.
Environmental Analysis | page 16
Post-pandemic workplaces and classrooms are hybrid and flexible, calling for a combination of remote and in-person learning modalities. EdTech products should reflect this dynamic and provide the means to deliver key learning materials in a variety of formats, including self-paced, instructor-led, and blended learning opportunities. Utilizing digital tools in in- person learning and development showcase many benefits, underscoring the importance of both remote and in-person learning formats. The pandemic also forced companies and schools to view their communities as more than data and outcomes. EdTech products should include factors that support the wellbeing of learners, considering both how people learn and how they will interact with the learning product. Human-centered learning design is a fundamental approach for the future. Both the content and the user experience should focus on resilience, boost mindfulness, and be motivated by three key psychological needs: autonomy, belonging, and competence. HUMAN-CENTERED LEARNING DESIGN IS THE FUTURE
Autonomy
Belonging
Competence
Environmental Analysis | page 17
Personalized learning and user experience customize a learner’s journey according to their strengths, skill level, or interest pushing us to be more innovative in our customized elearning solutions and what new technologies are out there to support that work. Accessibility technology like speech-to-text software has exploded onto the mainstream market (hey Alexa!), reaching beyond its original intention to support people with disabilities. Because of advances in technology, learners of all types will anticipate a learning experience that includes personalized interaction through either Artificial intelligence (AI), gamification, or immersive technology.
Personalized learning paths
Decision making analytics
Multimodal engagement
Artificial Intelligence (AI)
Activities focus on “attunement” Chatbots, virtual tutors
Gamification
Activities focus on “play” Leaderboards, game design and mechanics Immersive Technology Activities focus on “experience” Virtual Reality (VR), scenario-based learning, 3-D modeling, and animation
Environmental Analysis | page 18
A rapidly changing work environment, employee talents must reach beyond the functional skills needed for the job they were hired to do. Professional success requires multi-skilled expertise in specialized fields. And as companies expand their business objectives, they also need to retain their top employees and provide opportunities to learn and keep up with critical skills for new technologies. For these on-the-job training experiences, accessible and easy-to-use training materials and effective skill mapping are essential. A 2021 Gallup poll showed that 57% of workers across the country want to update their skills, and 48% would even change their job in order to do so. Millennial and Gen Z workers are coming to expect this support from their workplace, with 29% indicating that they chose their current employer based on their learning and development opportunities. By 2025, over half of all employees will need reskilling and workforce planning trends forecast that 40% of this training can be completed in 6 months or less. BEYOND ONBOARDING: WORK-BASED UPSKILLING & RESKILLING
Environmental Analysis | page 19
Demand to update skills
An expectation to learn and develop
Focus on short- term learning
In particular, there is a demand for workplace learning about managerial skills. Managers face the dual pressures to meet employees’ growing needs and the company’s expectations for productivity and growth. In fact, 60% of employees work in hybrid environments identify their manager as their most direct connection to the workplace and its culture. Making work and school more accessible and more attuned to the needs of learners who represent a multitude of identities requires ongoing learning and dialogue. The transition to remote and hybrid working and learning has highlighted the continued need for DEI training. Connection is more important than ever. Leaders, team members, and learners must learn the skills and strategies for inclusion (both in words and in acts).
Environmental Analysis | page 20
Define focus through goals, strategies & policies
Personalized learning paths
Common language to describe & discuss
Implement and take action
Multimodal engagement
Measure, evaluate & refine efforts
Manager Support Focus on shift from contributor to manager Skills and strategies for teamwork and performance Accessibility Focus on universal and intentional design Understanding and evaluating needs and strengths
Diversity, Equity & Inclusion Focus on equity literacy Analyzing data, learning best practices
Environmental Analysis | page 21
THINK GLOBALLY, ACT LOCALLY
Washington DC is Bunifu’s hometown. Approximately one quarter of the city’s workforce are federal employees, and many have the opportunity to work remotely. DowntownDC BID reports in-person work rates to the downtown at 45%, and going up to as much as 54% on Wednesdays. So, despite more people living in the city, vacant office space ballooned to 20 million square feet by the end of 2022. This is a 10% increase since 2000.
Average weekly in-person work rates in Washington DC Source: Kastle Systems as provided by DowntownDC BID
22%
Jan 21 Jan 22 Jan 23
45%
7%
Online-only businesses are taking advantage of this unique opportunity. By fully integrating online, in- person, and hybrid offerings, businesses can expand and provide a seamless, consistent, and unified experience for clients.
Environmental Analysis | page 22
Washington DC is uniquely positioned for a business in the professional and management development training industry with this type of integrated format. One of the main goals of Washington’s comprehensive economic development plan is to create 35,000 new jobs in high-growth target sectors by 2028. To achieve this, the district plans to increase apprenticeship programs and fill gaps in training and credentialing. Expanding organizational operations to include physical space provides a pathway to meaningfully engage the Washington DC workforce and area institutions, agencies, and organizations in strong, lasting brand relationships. Additionally, new services and products can be marketed to local and regional B2B partners who do not have commercial space.
Virtual Training
Hybrid Training
In-Person Training
Environmental Analysis | page 23
Bunifu seeks to achieve financial stability by increasing profit margins incrementally over a 4 year period. In CY2022, the company brought in a revenue of approximately $789,588.94 with a 1% profit margin. In the first year of the period, Bunifu will seek to earn the same amount of revenue, but increase the profit margin to 8.25%. Each subsequent year, Bunifu will push its revenue goals and also grow profit margins each year by 7.25%. This culminates with a 30% profit margin and $1 million revenue in 2026. PLANNING FOR FINANCIAL STABILITY
Bunifu Revenue & Profit Goals: 2023-2026
Revenue $1,000,000 Profit $300,000
Revenue $916,500
Revenue $874,750
Revenue $833,333 Profit $68,750
Profit $208,504
Profit $135,586
Margin 8.25% Margin 15.5% Margin 22.75% Margin 30%
2023
2024
2025
2026
Financial Analysis | page 24
These goals will help Bunifu achieve financial stability and demonstrate the capacity to manage capital projects:
Increase Pricing
Decrease Expenses
Automate Processes
Evaluate Profitability for All Activities
Prioritize Profitable Activities
Build Partnerships
Financial Analysis | page 25
Strategic Priority #1
EXPAND PORTFOLIO OF PRODUCTS AND SERVICES
2023
2024
2025
Set the blueprint
Build strong networks Develop team of local DMV talent
Extend reach & depth Build regional & national credibility
Initiate development Bunifu Digital Learning Lab
Define & expand full inventory
Implement cohort & continuing ed models
Develop innovation plan
Strategic Goals | page 26
In the next 1-3 years, we envision operating out of a brick-and-mortar as a non-degree seeking entity, licensed by the DC Office of the State Superintendent of Education’s (OSSE) Higher Education Licensure Commission (HELC). In addition, we will seek IACET accreditation and become an accredited provider. This venture will allow us to offer continuing education units (CEUs) for successful completion of our technical, certification- based training and workforce development programs. Bunifu is raising capital to fund the project and aims to benefit marginalized populations. By 2025, Bunifu will provide a full portfolio of online, in- person, hybrid, and self-paced learning solutions grounded in Bunifu's mission and values. Expanding Bunifu’s portfolio of products and services over the period between 2023-2026 will ultimately contribute to an increase in revenue from $789,588.94 in CY2026 to $1 million. Bunifu will increase profit goal to 69K in CY23 to CY26 in 300K. EXPAND PORTFOLIO OF PRODUCTS AND SERVICES STRATEGIC PRIORITY 1 2023-2025
Strategic Goals | page 27
EXPAND PORTFOLIO OF PRODUCTS AND SERVICES STRATEGIC PRIORITY 1 2023-2025
Set the blueprint 2023
Goal 1.1 Bunifu will initiate the development of Bunifu’s Digital Learning Lab (BDLL), an in-person brick-and- mortar training center. BDLL provides the District of Columbia with high-skill, high-demand certification and apprenticeship programs related to emerging technologies. BDLL’s goal is to reimagine and advance training and development in education and corporate spaces. Goal 1.2 Clearly define, improve, and innovate a full inventory of products & services. This includes a range of formats within Bunifu’s customized eLearning solutions, the online Bunifu Learning Institute (BLI), and in-person programming and curriculum offerings for the newly formed Digital Learning lab (ie online, in-person, and hybrid learning solutions)
Strategic Goals | page 28
EXPAND PORTFOLIO OF PRODUCTS AND SERVICES STRATEGIC PRIORITY 1 2023-2025
Build strong networks 2024
Goal 1.3 Bunifu will continue to improve and build on the organizational structure of the online (BLI) and in- person (BDLL) and will pull together a team of local DMV talent that can create a blueprint and sustainable programming Goal 1.4 Bunifu will build upon and standardize its online (BLI) and in-person Digital Learning Lab programming. We will implement a cohort model and Continuing Education model to provide flexibility for its high-skill and high-demand certification adult and youth program internship/ apprenticeship
Strategic Goals | page 29
EXPAND PORTFOLIO OF PRODUCTS AND SERVICES STRATEGIC PRIORITY 1 2023-2025
Extend depth and reach 2025
Goal 1.5 Bunifu will build local, state, and national credibility by demonstrating compelling, transformative, gold-standard eLearning solutions that are
grounded in the learning style, cultural background, and actions of the learner.
Goal 1.6 Bunifu will develop an innovation plan to introduce new products and services that will impact and reimagine the future of training and development at the K-12 and corporate level.
Strategic Goals | page 30
Strategic Priority #2 ENHANCE INTERNAL EFFICIENCIES
2023
2024
2025
Set the blueprint
Extend reach & depth
Build strong networks
Define targeted profitability strategies
Hire professional to manage business operations
Revisit allocation of human and material resources Build lucrative partnerships
Enhance human resources
Build pipeline of BIPOC edTech professionals
Strategic Goals | page 31
ENHANCE INTERNAL EFFICIENCIES STRATEGIC PRIORITY 2 2023-2025
By 2025, Bunifu’s internal infrastructure will efficiently fortify business operations and facilitate growth.
It may take the first few years for a small business to be profitable, and several more to become successful. Reaching business maturity by surpassing the 5-year mark is a critical milestone for all small businesses, and especially for businesses owned by marginalized populations. Enhancing Bunifu’s internal efficiencies over the period between 2023-2026 will ultimately contribute to an increase in revenue from $789,588.94 in CY2026 to $1 million. Bunifu will increase profit goal to 69K in CY23 to CY26 in 300K.
Strategic Goals | page 32
STRATEGIC PRIORITY 2 ENHANCE INTERNAL EFFICIENCIES 2023-2025
Set the blueprint 2023
Goal 2.1 Bunifu will develop a more efficient sales funnel, financial system, clear financial metrics, business structure, and lucrative tax strategies to increase profitability from year to year. Goal 2.2 Enhance Human Resources as it relates to strengthening Talent Pool, contracting, performance improvement, and instituting policies/procedures that build and around our mission, vision, and values.
Strategic Goals | page 33
STRATEGIC PRIORITY 2 ENHANCE INTERNAL EFFICIENCIES 2023-2025
Build strong networks 2024
Goal 2.3 Bunifu will hire a professional to manage
Goal 2.4 Bunifu will build a pipeline of highly qualified BIPOC edtech professionals that are highly employable, antiracist, culturally competent, and grounded in Bunifu’s mission and values (quality education, reduced inequality, and Industry, Innovation, and Infrastructure) to enhance Bunifu’s product and services. financial metrics, lucrative tax strategies, and business structure to increase profitability from year to year despite setbacks in the market. operations that can support favorable contracts and terms, a more efficient financial system, clear
Strategic Goals | page 35
STRATEGIC PRIORITY 2 ENHANCE INTERNAL EFFICIENCIES 2023-2025
Extend depth and reach 2025
Goal 2.5 Bunifu will revisit the allocation of human and material resources, and organizational chart, and reimagine allocation that sustains and ensures the future prosperity of the company despite a recession.
Goal 2.6 Bunifu will build lucrative partnerships with Fortune 500 companies and educational institutions that serve 10,000+ students
Strategic Goals | page 36
To evaluate the progress of the 2023-2025 Strategic Plan, Bunifu will reflect on three questions: MEASURING INCREMENTAL GROWTH AND PROGRESS What did we do well? How can we improve upon what we did well? What did we learn about ourselves and the environment along the way? To monitor and track progress, Bunifu will utilize a project management platform, Monday.com and create a project board. This board will allow us to measure progress across the annual goals. It will also review progress year-over-year toward Bunifu’s strategic priorities from 2023-2025. At the end of each quarter, Bunifu will analyze the progress indicators documented on the project board and generate a quarterly report that evaluates the data and responds to the three evaluation questions.
Monitoring & Evaluation | page 37
Strategic Priority 1
2023-2025
EXPAND PORTFOLIO OF PRODUCTS AND SERVICES
Set the blueprint
Goal 1.1
How Will We Measure?
OSSE HELC - aligned work plan
Initiate development of Bunifu Digital Learning Lab
Goal 1.2
Inventory portfolio Enhancement checklist Compliance checklist How Will We Measure?
Define & expand full inventory
Build strong networks
Goal 1.3 Develop team of local DMV talent Implement cohort & continuing ed models Goal 1.4
Hiring plan 50% employment goal How Will We Measure? Accredidation How Will We Measure?
Extend depth and reach
Goal 1.5
Public Relations work plan How Will We Measure?
Build regional & national credibility
Goal 1.6
Innovation Plan How Will We Measure?
Develop innovation plan
Monitoring & Evaluation | page 38
Strategic Priority 2
ENHANCE INTERNAL EFFICIENCIES 2023-2025
Set the blueprint
Goal 2.1
Sales rate 18% 20 sales/ 114 qualified leads Decrease time- financial actions Action plan: decrease & manage taxes How Will We Measure?
Define targeted profitability strategies
SOP - Standard Operating Procedures How Will We Measure?
Goal 2.2
Enhance human resources
Build strong networks
Goal 2.3
Hiring plan & Job description Revenue to fund position How Will We Measure? Recruitment plan Teenpreneurs Recruitment plan: Incubator Program How Will We Measure?
Hire professional to manage operations
Goal 2.4
Build pipeline of BIPOC edTech professionals
Extend depth and reach
Goal 2.5
3rd party evaluation How Will We Measure?
Revisit allocation of human resources
Goal 2.6
5 solid partnerships yearly How Will We Measure?
Build lucrative partnerships with Fortune 500 companies and institutions with 10K+ students
Monitoring & Evaluation | page 39
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