Indiana Sheep Association (ISA) Long Range Plan

[2023 — 2028]


This strategic plan sets out the goals and strategies for the next five years of the organization. It confirms our vision, mission, and purpose. The plan will provide a pathway for the board to follow as it makes important decisions about ISA’s future and viability in today’s changing world and marketplace.

Our Vision

The Indiana Sheep Association is one of the oldest livestock organizations in Indiana. It was originally founded as the Indiana Wool Growers Association in 1876 to encourage local shepherds to come together to share ideas and expertise, to promote lamb and wool in the state, and to educate our communities about the value of sheep and the sheep industry.

Our Mission

The Indiana Sheep Association acts as the unifying and authoritative voice of the Indiana sheep industry at the local, state, regional and national levels. ISA accomplishes its mission by supporting, educating, and promoting Indiana producers, educating consumers about the value of sheep, wool, and the sheep industry in Indiana, and cooperating with Purdue University in its extension, research and teaching programs.

Our Purpose

Today, ISA serves the Indiana sheep industry and its members by:

Situation Assessment

The strategic plan acknowledges and addresses some situational challenges that the board has faced over the previous five years and sets forth some opportunities for the organization to take advantage of. Current ISA Budget mix is: Current ISA program mix is: Survey identified what ISA priorities shuld be as well as strengths and weaknesses:

Priorities Strengths

Promotion of Industry, Advocacy, Producer Education (all were identified as priorities in survey)


Mentoring, Youth Opportunities (none were identified as priorities in survey)

Vision for the Future

ISA will have a stable financial and membership base that supports the sheep industry and promotes consumer awareness of lamb and wool products through a viable program offering that fits the post-COVID lifestyles of its members and consumers alike.

Directive to Achieve Our Vision

Provide a well-managed association with engaged board members that supports programs and market opportunities in the most efficient way.

Key Metrics Target

By the end of 2028 maintain a minimum of 125 members, a bank balance of $20,000 and execute at least 5 well supported in person programs and 2 new virtual programs or events.



Appoint a new executive director and treasurer. Contract with an accounting firm or bookkeeping service to keep ISA’s financial records if necessary. Continue quarterly newsletter and yearly programs via an involved board membership.

Innovation & Outreach:

Optimize financial resources, focus on new avenues to reach existing and prospective members, and build strong relationships with core partners ISWC, Purdue, ASI and surrounding state or related agricultural commodity associations.

Programs and Services:

Identify core programs and services that are not duplicated by other organizations or entities. Execute those programs and services through virtual and/or digital means when viable and applicable but maintain opportunities for interpersonal interaction with members and consumers when appropriate.


  • Evaluate the current administrative assistant to determine that individual’s ability to assume the executive director duties.

  • Determine whether the current treasurer can secure financial management services for ISA via a modest contract with a similarly suited accounting service as the one he now operates.

  • Support these new individuals and entities through a one-year trial period to determine if additional management assistance is needed.

  • Continue to maintain ISA’s current level of service for membership, grant solicitation, quarterly newsletters and programs over the 5-year plan.

  • Jointly determine with IS&WC what role if any they should have in funding an executive director and/or treasurer or accounting service.

  • Determine how much ISA could realistically raise in sponsorship revenue and who/whom should be responsible for securing sponsorship funds.
  • Active membership totals, renewals and new member recruitment.
  • Accurate financial statements and records.
  • Timely grant submissions and awards.
  • Board engagement through volunteer committee and event assignments.
  • ASI interaction with ISA’s leadership team.
  • Additional revenue beyond grants, program fees, receipts and commissions.
Innovation & Outreach
  • Identify virtual and digital strategies that can reduce association costs and increase engagement for ISA members.

  • Focus on the ISA strengths identified in the 2022 producer survey (Promotion of Industry, Advocacy, Producer Education) and emphasize those strengths in new ways to engage members.

  • Connect with surrounding states and resources like Pipestone to do joint programming that can be shared virtually with ISA members.

  • Establish regular communication with Purdue Animal Sciences Small Ruminant successor to Mike Neary. Consider joint communication activities such as podcasts and webinars.

  • Determine how ISA can increase Indiana sheep numbers through Agrivoltaics opportunities that may present themselves in the coming decade.

  • Develop strategies to reach out to Amish producers and encourage them to become members.
  • New venues for member engagement.
  • Outreach contacts made, developed and new ideas implemented. I.e. - example would be monthly/quarterly mtgs w/Mich & Ohio state Assns. to brainstorm new ideas and strategies.
  • New technologies employed.
Programs and Services
  • ISA receives about 12K/yr in grants from the Indiana Sheep and Wool Council to conduct programs. That amount represents over 1/3rd of the revenue that IS&WC takes in each year. Engage the IS&WC to determine if that is the right mix …and whether it should be more or less.

  • Evaluate current programs to determine if all of them should be continued and enhance those with potential for expansion. Reduce or eliminate others that may have duplicate alternatives, declining value or increased expenses.

  • Leverage ASI, ALB, AWC and other national funding sources as much as possible to fund programs. Explore Indiana State Dept of Agriculture, Indiana Farm Bureau, Purdue and other in-state commodity and ag related groups to determine additional funding sources.

  • Explore funding opportunities related to industries involved in agrivoltaics.

  • Utilize virtual and digital programing to add out of state programing opportunities for ISA members.

  • Consider adding young entrepreneur programs focused on mentoring and other non-showring educational opportunities by targeting state 4-H and FFA events that allow ISA participation and interaction with their members.
  • Overall program participation numbers. Board member participation in program execution.
  • New funding sources added and continuation of existing funding sources and current or enhanced levels.
  • Stability and consistency in program offerings

Indiana Sheep Association

Bringing Indiana's Sheep Industry Together Since 1876