By Holly Riddle
This morning, a crowd of community changemakers gathered to kick off a new era of economic prosperity in Happy Valley. At The Penn Stater, the Chamber of Business & Industry in Centre County (CBICC) unveiled its much-anticipated, new Economic Development Strategic Plan, an ambitious, multi-faceted roadmap for enhancing the region’s economy through business retention and expansion, bringing in new industries and business to the area, workforce development and livability enhancements.
You can read the full plan here, but we also spoke with the CBICC’s Greg Scott, president and CEO, and Todd Dolbin, vice president of economic development, to learn more about the plan’s specifics. For example:
- Why now? Why is this the right time for Happy Valley to make a change?
- With such a robust entrepreneurial ecosystem, why are small businesses leaving Happy Valley faster than they’re being born?
- Is it really possible to bring new air traffic to Happy Valley? Or to solve the regional childcare crisis?
Find out their takes on this and more, below.
Tell me about the “aha” moment that spurred this plan’s creation. What made you think “we need this now and now is the time to do it”?
Greg Scott: We started thinking about this years ago. Some things had to come together before we launched into it, but coming out of the pandemic, there were a lot of headwinds that not only our community, but lots of communities had to deal with, in terms of, where do you go? We were experiencing a population decline, a little bit of workforce instability and certainly infrastructure challenges. When we look at Centre County and the region, there are so many good things happening here. We have an incredible opportunity right now to harness our unique strengths to continue to thrive as a community, become more competitive and reach our full economic potential.
“When we look at Centre County and the region, there are so many good things happening here. We have an incredible opportunity right now to harness our unique strengths to continue to thrive as a community, become more competitive and reach our full economic potential.”
Building off of that, we looked across the many different organizations that are doing good work in the realm of economic development in the county. However, there wasn’t a sense that they were all working toward the same purpose, or rowing the boat in the same direction. We saw a real opportunity to take a leadership role in economic development and do some strategic planning, something that hasn’t been done here in Centre County for more than 20 years. There hasn’t been this level of collaborative, community-wide planning that looks at what are we and what can we be, and what are the things that we can do specifically to move us toward the future.
That was the moment we said, “We need to provide a plan, something that’s future-looking that can be very clear and strategic in what we want to do.”
Hopefully, this plan — and we feel very optimistic about it — energizes the community to work together toward common goals and this common vision that we have created. We think it’s the right thing to do, and we’re excited about where we are today and what’s set up going forward.
Why do you think achieving the kinds of goals this plan sets forth has not been achievable in the past? What’s held Happy Valley back?
Greg Scott: I believe that there wasn’t this level of planning done for one reason: We are a very stable community. There’s this sense that things are good and people ask, “Why do we need to focus on this?” There wasn’t a great deal of pressure put on the community to look and say, “Oh, we’ve really got to take this to the next level.” I think we sit in this bubble where we’re okay. We have this great foundation from the university. We have great healthcare systems and we have some government entities that support our economy through jobs.
Two, I think when we think about all of these organizations that could be involved in an economic development or community development plan, there was a bit of siloing. People were just working in their lanes and doing good work, but not looking outside of that, because there wasn’t an entity that said, “Let’s broaden this view and see where there’s alignment among organizations doing this type of work.”
This strategic plan encompasses initiatives that stretch over multiple years. What is the most immediate noticeable change that the community can anticipate?
Greg Scott: The thing that I’m hopeful people will notice is this sense of team, this sense of partnership that has been developed in the community as we put this plan together.
“Then, as we think about how our action items and goals can be achieved, that will be done through partnership and collaboration. It’s not CBICC doing the actions and then reporting to the community. This is the community taking the action and moving it forward.”
Then, as we think about how our action items and goals can be achieved, that will be done through partnership and collaboration. It’s not CBICC doing the actions and then reporting to the community. This is the community taking the action and moving it forward.
I think the biggest thing that the community will see is this sense and spirit of collaboration and teamwork that has been developing and cultivated over the last year, as this plan has been put together. We’ve been out talking to the community businesses and organizations about this plan and what it means. People are getting energized about it and they want to be involved — and that’s what we want to see.
The plan refers to the area’s labor force stability challenge and mentions a planned talent attraction campaign; what will that look like and how do you plan to make the area more desirable to young talent?
Todd Dolbin: A big part of our plan lies within our emerging industries. One of the industries we’ve identified, the sensor technology sector, is one that we really hope to grow. With that comes opportunities for a lot of young talent trying to grow in an industry that has a very strong, emerging future. So, our plan for talent retention is working with the university, trying to retain some of the students, to work in these emerging industries.
Also, we’re already looking into possible resources like RoleCall and PeopleScout that other areas across the country use for talent attraction and talent retention.
Lastly, we’re establishing a brand narrative that we’re targeting young professionals by highlighting new business opportunities for these emerging industries and our high quality of life.
Beyond sensors, are there any other industries you specifically have an eye on? Any thoughts on the potential for Materials Science, chromatography or higher ed disruption companies?
Todd Dolbin: Yes. We have ultrasound, chromatography, analytical lab monitoring equipment — which could be considered a subset of sensor research — all the incredible work with materials science on campus, critical minerals, rare earth minerals, materials, semiconductors, chip research, ag tech… Those are all major, major advantages that we have.
With all that being said, we do have to prioritize. You have to start somewhere. We can’t tackle everything all at once, right from the beginning. That’s why we’re targeting sensors, because we already know a lot of companies have already expressed interest in trying to put together this industry cluster. That’s where we’re really starting as step one. Hopefully, looking down the road, yes, we’d love to expand that, but I think sensors and ultrasound chromatography will probably be first.
On top of that, the university has been really leaning into those industries as well, so having the strong businesses, the university’s research pairs very well with why we’ve chosen that.
Lastly, our goal is to align it with the state’s economic plan. In that plan, they’ve identified industry sectors in which they as a state want to grow — ag tech, robotics, healthcare, manufacturing… The sensor industry cuts across and is extremely valuable for all of those industries, so as the state’s trying to grow those industries, the sensor industry that we have right here in Centre County and Central Pennsylvania will be a very critical component to those industries’ growth.
The report noted that small businesses in the area are dying faster than they’re being born. With such a robust entrepreneurial ecosystem in Happy Valley, why is this the case and how will that be remedied?
Todd Dolbin: That was very surprising to a lot of us, but it was good to learn. One key finding in the beginning of the project was that Centre County has a low share of young businesses compared to similar regions with a major university anchor, and that we do have a higher rate of startups exiting the local market, then entering it. We’re trying to understand why that is, and we’ve been seeing that some of the issues may be that there’s a limited access to capital, and, as they’re needing to grow here locally, other small business and entrepreneurs can’t find startup services to help sustain them long-term.
“For things like business plan writing or financial support, [we have resources here], but having [those resources] coordinated and accessible for the startups is extremely important. I think we’ll really try to grow that level of technical assistance. We’ll aim to formalize this multi-organizational concierge service, so that regardless of how a startup or small business interacts with any of our resource partners, each one is a front door for all of our other organizations.”
For things like business plan writing or financial support, [we have resources here], but having [those resources] coordinated and accessible for the startups is extremely important. I think we’ll really try to grow that level of technical assistance. We’ll aim to formalize this multi-organizational concierge service, so that regardless of how a startup or small business interacts with any of our resource partners, each one is a front door for all of our other organizations.
Our partners at the Office of Entrepreneurship and Commercialization at the Penn State Innovation Hub have really taken a big step in pulling groups together, like the Chamber, Happy Valley LaunchBox, the Penn State SBDC, Ben Franklin Technology Partners, College Township and the Downtown State College Improvement District. We’re meeting very regularly to get a better understanding of exactly what all of our services are and how we can work together, and identify what gaps there are between all of our services. Then, we can start identifying what we can do to better service our local entrepreneurs.
There are two big livability and business issues that the plan recognized, and they’re two that I hear about often when talking to Happy Valley employees: lack of childcare and lack of flights. These are pretty big, seemingly difficult problems to solve. How specifically will these be addressed?
Todd Dolbin: Well, if there was an easy answer, they probably would’ve been solved by now, and it’s not just us here. The childcare issue is nationwide and many regional airports are having the same issues.
In terms of childcare, yes, that can be a huge barrier for talent attraction and also employee retention. A big part of what we’re doing in the business retention expansion effort is get the full information from some of our major employers. One key piece of that is understanding what their challenges are and hopefully identifying that, if childcare is in fact a major obstacle or challenge for them, what we can do to work closer with childcare providers or local state officials to identify more state federal programs, and really educate ourselves about what resources are available, and be creative in what we can do to support childcare needs.
I think that many people have expressed concerns about the lack of flight options in and out of State College. One action that we’re considering, and this is something in early stages, is really a plan to coordinate an initiative to attract new airline service through target marketing that promotes incentives. We’re also bringing together some of our partners locally so we can work with the airport to see what data they need, what our community’s travel needs are, what resources the airport needs, and what messaging we need to work on, so we can get our airport back on the radar for major airlines. How do we get noticed, so that when airlines are starting to grow and look to reestablish regional flights, we’re top of the list for some of those major carriers?
In establishing a new regional brand identity, what’s the vision? How do you want to newly position Centre County? Will this new brand identity only apply to Centre County, considering how many people live in a surrounding county and travel in for work?
Todd Dolbin: We are excited for the opportunities this plan presents for us to expand our brand regionally, especially since a lot of our workforce commutes in from outside our county border. This plan aims to develop our unified brand that targets different audiences and promotes our county’s values and identity.
“We have a brand. People know Centre County and Penn State and Happy Valley. What we’d like to do is really have a unified brand that targets different audiences.”
We have a brand. People know Centre County and Penn State and Happy Valley. What we’d like to do is really have a unified brand that targets different audiences. For example, have a really clear message for businesses, for attracting residents, job seekers, families, entrepreneurs. We’re really lucky to have a large Penn State alumni network that we can also reach out to, to show them that we have a lot of other great, quality of life amenities here… It’s really developing a common message. We know all of our strengths. It’s developing a strong brand identity so we can then attract high level talent.
Greg Scott: We’re not looking to establish a new brand. We have a brand to build on. It’s about how do we refine that message? What are we known for? We’re not looking for a new tagline or to get rid of Happy Valley or strip Penn State from what our brand is. All these things are good. It’s, how do we package it up? How do we promote who we are? We just don’t have something to give to companies or talent to say “This is who we are and this is why it’s great to be here in Happy Valley.” There are pieces of it, but it’s not consolidated. We want to be clear about who we are.
Out of all of the details covered in the plan, what would you say should be the biggest takeaway for (1) small business owners, (2) for large companies/organizations looking to relocate/establish a new location and (3) the average Centre Countian?
Greg Scott: I think the plan reinforces the foundation that we have here in Centre County. This is a great place for small businesses, for large businesses, for people to live, whether you’re a remote worker, a family… There are great characteristics and we have that to build on. I think the big takeaway is, in all of these various circles, we have an opportunity to partner and collaborate [in a way] that helps each of these circles.
“This is a great place for small businesses, for large businesses, for people to live, whether you’re a remote worker, a family… There are great characteristics and we have that to build on.”
If we have collaboration and partnerships where we’re able to create better opportunities for resources to be available, small businesses can be successful. Those entrepreneurs can survive the first two years of their business launch.
“We’re going to lean into attracting and retaining businesses of all sizes, breaking down our siloes and focusing on true collaboration across our community. A win in one area is a win for all of us in the county and the region.“
We’re going to lean into attracting and retaining businesses of all sizes, breaking down our siloes and focusing on true collaboration across our community. A win in one area is a win for all of us in the county and the region.
“Economic development is community development. There are many aspects of the work we do that are not just focused on creating jobs and creating additional tax revenue. It is about creating the opportunity for improved quality of life for everybody that lives in our county.”
Then, how does this impact the average person living in the county? Economic development is community development. There are many aspects of the work we do that are not just focused on creating jobs and creating additional tax revenue. It is about creating the opportunity for improved quality of life for everybody that lives in our county. Leveraging outdoor rec and having a safe place to live, having good healthcare facilities — all of that weaves itself into community development and economic development. I think that’s what we are trying to stimulate with this plan.
Looking at the possibilities that could come out of this plan, what are you personally most excited about?
Greg Scott: Centre County is a great place for businesses of all sizes, people of all ages and workers in all industries. What we have here is a community that has all the potential to work together and to think about all the different roles we will have in moving this plan along. I’m excited to see how that evolves and translates to results and action.
