Strategic Plan

OPPORTUNITY 2027

2025-2027 STRATEGIC PLAN

Utilizing our four drivers of Creativity, Commercialization, Community and Connectivity, we will elevate the Indiana State Fairgrounds and Indiana State Fair to new heights. Our focus will be on creatively identifying new opportunities to grow revenue and improve operational efficiency. As we work toward our 'net zero' goal, we will optimize financial outcomes to sustain growth. By creating opportunities to engage and collaborate with our team, partners, rural and urban stakeholders, and guests, we aim to build strong relationships, exceed expectations, and deliver lasting value. Ultimately, our goal is to produce the best State Fair in the country, drive economic impact, and preserve and enhance the fairgrounds for all Hoosiers.

OUR BUSINESS

We are committed to being bold and innovative in our thinking and approach to preserve and enhance this institution for future generations.

STRATEGIC OBJECTIVES AND METHODS

1) Align with Governor’s priorities while supporting the goals of the Commerce Division.

• Working with the Secretary of Commerce and team, by Q4 2025 propose strategies and tactics to tell Indiana’s story and support the initiatives of the Commerce Division both during the Fair and year-round.

• Achieve positive net operating income by the end of 2026.
  • Develop a comprehensive financial roadmap and plan to achieve net zero by end of Q2 2025, utilizing feedback from the strategic taskforce groups.
  • Build a long-range financial plan to sustain net zero into future years by utilizing feedback from the strategic taskforce groups.
• Transition to successfully operating the Christmas Light Show in 2025 while continuing to enhance it and increase revenue moving forward.
• Create and launch three (3) strategic Taskforce Groups in Q1 2025 to support long-term growth and achieve financial outcomes. The Exec Team will develop the scope and goals for each group.
  • Growth Taskforce – focused on revenue
  • Efficiency Taskforce – focused on expense management
  • Team First Taskforce – focused on our people

• Identify three (3) new opportunities per year for generating revenue to support programming in Q1 2025 with plan for implementation.
• Implement three (3) major or significant programming elements for the Fair; one per year of this strategic plan.
• By the end of 2025, develop a comprehensive strategy to evaluate our food & beverage program with a goal of expanding and diversifying our food and beverage offerings to create value and drive revenue.

• Develop long-term strategy for the Foundation to include staffing, goals, scope, etc. by Q4 2025.
• Continue fundraising for Pioneer Village building project, securing state match in Q2 2025. Project goal is to raise all funds and begin construction in 2026.
• Begin fundraising efforts in Q1 2025 to support existing and future virtual fieldtrip experiences. Goal to raise $50K annually.

OUR CAMPUS

We are committed to maintaining and constantly improving our campus for our guests, our partners, and all Hoosiers.

STRATEGIC OBJECTIVES AND METHODS

1) Maximize investment in capital projects and campus improvements, prioritizing projects that demonstrate ROI or optimize operations to support overall goals.

• Evaluate, update, and prioritize Master Plan and R&R projects in Q2 2025, based on outcome of legislative session. Annual action plans will outline project details, funding and timing (including preparation for the next biennium budget).
• Finalize plans for renovation of Communications Building in Q2 of 2025, with plan for construction to begin following the 2025 State Fair.
• Finalize comprehensive storage plan in Q1 of 2025, including plans for new storage facility. Break ground on new facility following the 2025 State Fair.
• Continue work on Fall Creek Fence Line project with Gate 9 operational for the 2025 State Fair, and the full project completed for the 2026 State Fair.
• Enhance the fair and non-fair customer experience through intentional wayfinding strategies and plans. First phase of implementation in Q3 2025.
• Develop plan for reuse of the Administration Building once staff moves to Communications Building. Plan to be developed by the end of 2025 and implemented for the 2027 State Fair.
• Further develop Campgrounds feasibility study, to include site planning in 2025.Outcome of planning and legislative session will determine next steps.

• Align with new Governor’s administration in 2025 to determine best path forward and timing. Yearly action plans will be built around strategy identified with new administration.

OUR PEOPLE

We are committed to fostering an environment of employee engagement, empowerment, and pride.

• With input from newly created Team First Taskforce, create and implement platforms and programs that support the development of ALL members of our team by the end of 2025.

• Identify and develop three (3) training programs annually for staff.

3) Refocus team on Guest Experience framework

• With the newly created Team First Taskforce, review current training and implement new programs to engage our team and build the culture around Guest Experience.

OUR RESPONSIBILITY

We are committed to embracing our roles as ambassadors for this institution, serving as leaders in our community, and being good stewards of the environment.

STRATEGIC OBJECTIVES AND METHODS

1) Evaluate Mission, Vision and Core Values to ensure alignment with current priorities

• Establish a review committee in Q2 2025 to evaluate our mission, vision and core values with recommendations finalized in Q4.

• Implement the Protect the Heartland Strategy & Action Plan for 2025-2027 in the areas of Waste Reduction & Diversion, Energy & Water, Procurement, and Engagement & Education.

• Implement the programs and initiatives outlined in the Community Relations plan for 2025-2027 related to engagement, partnerships, events, training, etc.