Greater Burlington Partnership
Burlington
West Burlington
West Burlington, Iowa

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Goals & Accomplishments

Click the headings below to learn more about the Greater Burlington Partnership's Goals and Accomplishments.

  • Work with the private sector to spur 750 new primary jobs
  • Assess and assemble an action plan for a future industrial park
  • Realize $125 million in private capital investment
  • Conduct 90 existing business visits per year
  • Increase tourism expenditures from $500 million to $650 million
  • Increase the county population to 42,000 by 2020
  • Enhance leadership capacity through the Young Professionals and Greater Burlington Leadership programs
  • Continue aggressive property redevelopment efforts in Downtown Burlington and across the community
  • Publish an annual State of the Economy report card in conjunction with the annual report
  • Launch an Enjoy It All in Greater Burlington! Campaign
    1. Utilizing primary research and publicly-available data, identify and explore outlying consumer markets with the best potential to spend money in our communities.
    2. After identifying the best markets, deploy various marketing and advertising strategies to change consumer commuting patterns for goods and services- including an innovative social media strategy.
    3. Increase the local messaging and public awareness of the value and community impact of buying within Des Moines County.
    4. Using new strategies, the Convention and Visitors Bureau will be doing more than ever to aggressively bolster tournament and team recruitment in the youth sports market.
  • Create a fresh look to the communication plan to engage new audiences, have fun with social media campaigns such as the wildly popular G.B. Petey holiday campaign, and utilize video to capture input and market share.
  • Continue the management agreement with the Community Foundation of Des Moines County as it transitions into a division of the Greater Burlington Partnership.
  • Continue to grow new memberships by utilizing new tools and resources, such as an enhanced member recruitment video showcasing why members belong and hearing their stories.
  • Offer Greater Burlington Young Professionals continued leadership development tools and market to new audiences to grow the membership base.

 

  • Strengthen regional economic development opportunities by broadening the reciprocal marketing agreement and pursuing opportunities with regional partners.
  • Complete implementation of the advanced lead generation program to identify and follow up on 100 new project leads in partnership with the ARMS Program.
  • Continue acquisition (by purchase or options) of marketable land in the organization’s targeted future industrial area and redevelop the long underutilized “Raider Pre-Cast” site.
  • Identify and implement a future workforce pipeline by fostering productive relationships between educators, administrators and business partners.
  • Prepare and implement a communication strategy to improve the local workforce mindset of advanced manufacturing and the career opportunities it provides.
  • Strengthen relationships and identify potential growth opportunities in all existing business sectors and with local employers of every size.
  • Aggressively market Greater Burlington as a sports tournament destination.
  • Work with area stakeholders to enhance the visitor experience during weekend sporting events.
  • Research sports tournament market saturation and housing bureau systems.
  • Maintain relationships with hoteliers to ensure the Destination Fee program is successful. Work towards inclusion of final Greater Burlington hotel properties.
  • Enhance the FY19 sports grant application by including more events and boosting the economic impact of those events.
  • Reform the Wayfinding Committee to work with local stakeholders in formulating an implementation timeline and identify funding sources.
  • Complete cleanup and repair efforts at 300 Washington and review efforts to sell the property for redevelopment
  • Assist in marketing spaces available for lease or sale, including creating and updating an inventory of listing sheets
  • Create a Public Art guide and assist in efforts to add new public art and/or enhance public spaces
  • Host the Main Street Iowa Model Community façade workshop in June
  • Revamp event and general promotion efforts and develop a branding concept to align with marketing strategies
  • Work with the City of Burlington and other stakeholders to support the redevelopment of the riverfront and other catalyst sites identified in the brownfields plan
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