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Strategic Plan

Mission: Build human capital that manages private enterprise and public organizations, makes economic decisions, and shapes public policy, through analytically rigorous quantitative and qualitative reasoning.

Vision: A diverse and learning community that prepares citizens to make informed decisions in a dynamic global economy, using sound business and economic analyses.


  • Excellence in all programs
  • Responsive to society
  • Committed to inclusive, ethical, and socially responsible leadership
  • Accountable to all stakeholders


Goal 1: Achieve academic excellence through engaged learning, integrated quantitative and qualitative reasoning, and analytical rigor.

  • Graduate engaged citizens who conduct themselves in ethical and socially responsible ways, who embrace diversity as a source of economic well-being, and who have the ability to address global challenges.
  • Nurture the ability to address environmental issues, including climate change.
  • Prepare students to shape public policy, manage financial and operational risk, engage in corporate governance and manage innovative and entrepreneurial enterprises.


Goal 2: Inform, through research and innovation, changing business structures and organizational environments in the state, the region, the nation and beyond.

  • Achieve Land Grant mission responsibilities related to agribusiness and food systems management and to natural resource sustainability.
  • Serve as a leading source of research-based information for peoples, places, and economies of the northern Great Plains.
  • Provide support for a dynamic and diverse, for-profit and non-profit, business base.


Goal 3: Build and sustain an inclusive learning community of students, alumni, and industry and agency partners.

  • Support student organizations, including the Economics Graduate Student Association, the Economics Club and Quiz Bowl, National Agri-Marketing Association (NAMA) Student Chapter, the Collegiate Entrepreneurs’ Organization (CEO), the Investment Club, and the Finance, Insurance and Real Estate (FIRE) Club, and others as formed.
  • Partner with external parties to support faculty development, research, and outreach: including, but not limited to, the Ness Endowment ($5 million); and the Dacotah Bank, Dykhouse, Farm Credit, Harms, Stahly, Wheat Growers funded Faculty Scholars ($120K – 240K/3 years).
  • Partner with external stakeholders to build and sustain the capability to support relevant and leading-edge training for graduates, such as the e-Trading Lab for which the First Dakota National Bank is funding the construction and a consortium including Co-Bank, CHS, Wheat Growers, and Farm Credit Services of America are funding a 3–5 year operating budget of $140K/year.
  • Partner with regional agribusiness and food industry stakeholders, SD Board of Regents sister institutions and other regional universities through structures such as the Center for Agribusiness and Food Systems Management.
  • Support entrepreneurship education through the Ness Center of Entrepreneurship and Innovation, the Nies Endowment ($2 million) in Entrepreneurship and Innovation, the Rickert Speaker series, and the Veenis Sophomore experience.


Goal 4: Ensure high performance by securing and transparently managing fiscal resources.

  • Ensure sustainable resources to attract and retain high quality faculty and talented students.
  • Ensure that students graduate with (measurable) confidence as well as competence in applying business and analytical skills.
  • Provide incentives for conducting basic and applied research to address a diverse society’s needs and to solve complex problems addressing the human condition.
  • Hold the Faculty collectively, and its members individually, accountable for achieving agreed-upon standards.