The Task in which you are asked to complete a variety of marketing-related tasks, including creating marketing materials and responding to public relations concerns.

Imagine you are the director of the Green Hills Early Childhood Center, which is in its 4th year of operation. Recently, the board of directors met to discuss a number of issues related to the future success of Green Hills. You have been asked to develop a marketing plan that addresses the concerns of the board of directors. The board expects that your marketing plan will help increase enrollment and attract new families to Green Hills while forging strategic partnerships with outside organizations.

PART 1 LEVERAGING THE ENTHUSIASM OF YOUR COMMUNITY You are planning a training program for families and staff so that they can help promote Green Hills to people they meet. Develop a 2- to 3-minute oral presentation for families at your center that:

Explains the role of families and staff in positively promoting the center, including a rationale Shares talking points that point out the highlights of the early childhood program and explains how to use these to promote the program in conversations with other families in the community

PART 2 DEVELOPING MARKETING MATERIALS In order to increase enrollment at Green Hills, you will need to develop an advertisement and explain your marketing strategy for attracting new families to your program.

Step 1 Create a new advertisement. This advertisement may be 2 of the following:

● Brochure advertising the center ● One-page magazine advertisement ● Thirty-second radio ad (audio-recording) ● Thirty-second television commercial (audio and video recording)

Step 2 Write a 2- to 3-page explanation of your advertisement from Step 1 that addresses the following:

Explain why you anticipate the advertisement will be effective in attracting children and families to your center. Identify the medium you chose and provide a rationale for your choice. Describe at least two additional materials you would develop to supplement the advertisement as part of your overall marketing strategy.

PART 3 EMPLOYING PUBLIC RELATIONS STRATEGIES A local newspaper has published an article (Stoneriver Gazette Article) that is highly critical of the academic rigor of your curriculum.

Step 1

Respond by writing a 2- to 3-page press release that defends your center’s approach to pedagogy while maintaining a positive tone.

Step 2 In a 1- to 2-page response, describe at least two proactive strategies you would use to promote a positive image of your center in the community, and explain why the strategies are effective.

PART 4 ENLARGING YOUR NETWORK Imagine that Green Hills Early Childhood Center is located in your community. Consider how you might partner with local, state, and/or national agencies and/or organizations to help grow your network of early childhood resources and promote healthy child development and learning. Write a 2- to 3-page narrative that:

Identifies at least two local, state, and national organizations and/or agencies you would like to partner with to serve the children and families at your center (Note: Include at least one local organization and/or agency, and provide web links or other citations where appropriate.) Explains why the organizations and/or agencies are appropriate partners and how they will contribute to the healthy development and learning of children in your center

ABOUT US Green Hills Early Childhood Center Situated on top of a hill overlooking the downtown area, Green Hills Early Childhood Center has been providing high-quality childcare services for residents of Stoneriver City for the past 4 years. With enrollment of 60 children, ranging in age from 2–6 years, Green Hills strives to create an environment where the unique needs of every individual child can be nurtured so that they may develop a life-long love of learning. There are currently six classes within the center, with each group being led by a state-certified caregiver possessing a master’s degree in early childhood education. In addition to certified lead teachers, each classroom has two assistants for children 3 years of age or younger and one assistant per class of children 4 years or older. All assistants must be in the process of working toward acquiring their master’s degree in education while employed by Green Hills. The low teacher to student ratio is just one of the reasons why parents in the Stoneriver community continue to make the important decision of entrusting their child’s early education to Green Hills.

Serving the Stoneriver City Community Stoneriver City is a small industrial city of about 110,000 people. Traditionally a factory hub for processing raw materials from the timber and stone industries of the surrounding countryside, Stoneriver City has seen a marked decline in blue-collar jobs over the last 30 years as factory jobs have been outsourced to other states and abroad. The city was in dire financial straits until about 10 years ago when the mayor convinced the board of Transfix Insurance to move their corporate headquarters to Stoneriver. The result has been an influx of wealthier individuals employed by the Transfix Corporation moving into the Stoneriver community, with many of the old industrial buildings in the downtown area being converted into luxury apartments. Businesses around the downtown area have sprung up to provide services for this wealthier demographic. Take a quick stroll along Bank Street and you will

find new establishments, such as the Wild Root organic food market, Kirby’s independent bookstore, and the Linen Llama clothing boutique, lining the sidewalks. However, outside of the downtown area of Stoneriver City the story is much different. As the city cedes to rural countryside, the median family income drops to about 25% of those in the city center. The ongoing decline in factory jobs has caused high levels of unemployment throughout the city. As the job market has continued to stagnate, Stoneriver has seen an uptick in civic involvement. Organizations such as the local Rotary Club and faith-based groups have seen strong increases in participation as residents work to solve Stoneriver’s myriad of social issues. One particularly common problem has been a dramatic increase in rates of alcoholism as the unemployment rate has steadily risen. In response to this high prevalence of substance abuse, Green Hills caregivers are trained to identify signs of physical and emotional abuse.

Green Hills mission statement Green Hills was founded with the mission to serve all members of the Stoneriver community. We strive to promote the healthy growth and development of every child, with a focus on meeting the needs of the diverse children that comprise the social fabric of our great city.

GREEN HILL BOARD OF DIRECTORS MEETING MINUTES Attending Board Members: Ms. Isabel P. Murdoch
Dr. Mary Hsu
Mr. Dennis Renteria
Dr. Aaron L. Cannon
Ms. Beth W. Ritzman

Meeting Notes: • • Ms. Murdoch raised the issue that Green Hills spends a significant

amount of its annual budget on administrative and facility costs. Board should look for ways to defray expenses.

• o Dr. Cannon suggested expanding the number of classes in order to reduce the cost per child of administrative and facility expenses, noting that Green Hills has sufficient space to accommodate additional students.

• o Board voted unanimously to expand the number of classrooms from six to seven. Overall enrollment at Green Hills will increase from 60 children to 70, effective next year.

• • Ms. Ritzman relayed some recent conversations she had with families of Green Hills children. This will be the first year that Green Hills will “graduate” a number of children that were 2 years old when they started at the center. Ms. Ritzman feels that these families, who have been with Green Hills for the first 4 years, are great ambassadors for the center. Green Hills should engage these families in helping to better promote the school.

• • Dr. Hsu noted that, in order to increase enrollment, Green Hills will need to update its promotional materials to attract new families. The board noted that the center’s current materials have not been recently updated and fail to leverage the benefits of digital media.

• • The board discussed the negative impact of a recent article about Green Hills in the Stoneriver Gazette. Many of the board members felt the article contained instances where Green Hills was misrepresented.

• o Action Item: The board would like the director of Green Hills to write an official response to clear up some of the misconceptions created by the Gazette article.

• • Mr. Renteria noted that Green Hills has very few relationships with other organizations within the Stoneriver community. He suggested that the director look to identify strategic partnerships with businesses and local community groups.

Green Hills: Stoneriver’s Most Expensive Babysitting Service? By Lashanda Richards

Light spills in through a large window and pools on two students gleefully engaged in playing with blocks. To some residents, the Green Hills Early Childhood Center, which is perched atop an idyllic hillside overlooking downtown, represents the pinnacle of early education in Stoneriver City. During its first 4 years in operation, Green Hills has developed a reputation for cultivating an inclusive atmosphere by admitting students from each of Stoneriver’s economically-diverse neighborhoods.

But to those in the know, appearances can be deceiving. “Green Hills doesn’t teach children anything,” says Archie Burwell, whose daughter Christina spent 2 years at the center. “My daughter was woefully unprepared for kindergarten. She was way behind her fellow classmates in both reading and arithmetic to the point where her peers took notice.”

Part of the problem appears to be Green Hills’ approach to structuring the time of enrolled children—even half-day students can spend up to 2 hours engaged in free play activities.

Dr. Samuel Holzman, an expert in early childhood development at West Alma University, thinks so much unstructured time may be an issue. “Schools are more competitive today than they have ever been in the past. Families want their children to be prepared to compete for spots in the most selective schools, and that starts with kindergarten. Pre-K programs need to reassure families that they are providing their children with enough academic learning experiences to prepare students for success as they transition to elementary school.”

Michaela Campbell, who teaches 4- and 5-year-olds at Green Hills disagrees with the criticism. “Play is an important part of how children learn social and problem solving skills. Too much structured time may prevent children from exploring their interests and engaging in experimentation that stimulates cognition. And the materials and environment here are very intentionally designed to support children’s development in all areas. They are learning all the time.”

But Dr. Holzman feels Green Hills’s defense of their programs overstates the value of free play. “Research clearly shows that the benefit of unstructured free play is only temporary. Early education centers such as Green Hills must clearly demonstrate the ability of children to translate what they have learned to academic success, otherwise the advantages of Pre-K programs will wear off by the time the child has reached third grade. For many families, the monetary investment in Pre-K is too large for benefits that may last only a few years.”

For the Burwell family, there is not much of a tradeoff—they decided to place their son Sam in an early childhood program that is less prestigious, but also less expensive. “Sam responded really well to the new early childhood program. He’s in kindergarten this year and

is way ahead of where his sister was after attending Green Hills. We feel like he’s gotten a good

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