Strategic Plan and Our Three Pillars
The 2025-2028 Burlington Chamber Strategic Plan is built on a simple but powerful vision: to be the hub for business in Burlington. This plan outlines our commitment to driving growth, fostering connections, and providing the essential resources businesses need to succeed.
Connecting Leaders
Active Advocacy
Creating Opportunity
Building a Stronger, More Connected Business Community
After successfully achieving the goals of our 2022-2024 Strategic Plan, we are proud to launch our 2025-2028 Strategic Plan, setting an even higher standard for business excellence in Burlington.
This plan is built on invaluable feedback from our members, reflecting the evolving needs of Burlington’s business community. As the central hub for business in Burlington, the Chamber remains dedicated to providing the resources, connections, and advocacy that help our members thrive. We are focused on excellence in every area and we will continue to raise the bar for what it means to be a successful business in Burlington.
Over the next three years, we will expand opportunities for collaboration, drive business growth, and reinforce Burlington as the best place in Canada to live, work, and play. Our initiatives are designed to create lasting local impact, ensuring Burlington remains a top choice for businesses and residents alike. By working together, we can shape a future where Burlington businesses succeed.
Mission
To encourage and promote a strong and diverse business community.
Vision
Our vision is to be the hub for business in Burlington. Our goals related to this are:
Be the go-to source for business discussions in the community.
Conduct highly attended and inclusive events and networking sessions.
Provide great resources and information for small businesses.
Be successful in creating a strong community of businesses & other agencies that support each other.
Our Priorities
Broaden Stakeholder Communications and Member Connections
Years 2 and 3
- Segment communications strategy
- Create business roundtables for meaningful member connections
- Understand different ways members can benefit from each other and implement (i.e. job posting boards, advocacy needs, etc.)
Elevate Membership Engagement and Retention
Year 1
- Focus on membership growth
- Improve member retention
- Formalize new member service and onboarding roadmap
Future Items
- Define what benchmark and engagement metrics are relevant
Enhance Member Value and Grow Sustainably
Year 1
- Evaluate membership pricing and alternative models to make more informed recommendations
- Define clear value propositions for each member segment
- Create additional streams of revenue in addition to membership and events
Champion Burlington as the Premier City in Canada
Year 1
- Community-focused events (with Burlington Economic Development + Tourism, Bay Area Economic Summit, etc.)
Years 2 and 3
- Advocacy (transportation, development, crime, traffic, etc.)
- Partner with City of Burlington and Region of Halton on city and business building initiatives
- Engagement with local, provincial, and national elected officials
Operational Capabilities and Employee Development
Years 2 and 3
- Ensure employee engagement including revised job descriptions and clarity with personal development and training
- Enhance internal communications improvements including fully using Teams platform for event details, phone systems, and meetings
- Review the Customer Relationship Management system and identify requirements. Choose the best for the next 10 years and begin implementation
- Expand relationship between staff and Board to create collision opportunities
