No. MAP is focused on long-term sustainability, rather than short-term cost-cutting. It’s a way to ensure our academic offerings are aligned with our mission, student needs and the state’s evolving priorities. That includes taking a thoughtful look at existing programs as well as evaluating whether and how to add new ones that add value for our students and communities.

No. Data is a tool to inform decisions, not a substitute for judgment. While financial and enrollment data help us understand trends and challenges, decisions will not be made based on numbers alone. Faculty expertise, student needs and the university’s mission will all play a central role in shaping any changes. Data will provide a clearer picture of where we are, so we can make thoughtful, strategic choices that align with our academic values.

MAP allows us to plan intentional cross-subsidies to support mission-critical programs that may not generate strong financial returns but are essential to the university’s academic mission and public service role. Some programs are costly to deliver but vital to meeting workforce needs in Utah and beyond. Similarly, certain programs have relatively low enrollment yet play essential roles in serving our state’s communities. A healthy university depends on this breadth—MAP helps ensure we sustain it responsibly.

Expanding high-demand academic programs is a shared priority across institutions, industries and communities and one we take seriously as we work to meet the state’s workforce needs. Growth in these areas requires more than raising enrollment caps. Some programs depend on factors like specialized faculty, accreditation requirements and access to hands-on training opportunities (e.g., clinical placements, lab space, specialized equipment, etc.). These resources are often limited and require close coordination among all partners.

MAP takes a thoughtful, data-informed approach to identify where and how we can grow responsibly. This ensures that expansion is not only possible, but sustainable—and that students in high-demand fields receive the high-quality education and preparation they need to succeed.

The Impact 2030 strategic plan defines our shared destination—what we’re collectively working toward across student success, research excellence and societal impact. Everything else flows from and supports that vision.

Each college’s strategic plan maps its own route toward that destination, grounded in the unit’s mission, strengths and disciplinary goals.

The AEP process is the annual operational planning tool—a way for colleges to identify how current resources (budget, people, space) are leveraged and where additional investments or changes are needed.

Mission-Aligned Planning (MAP) is the broader planning framework in Academic Affairs that ties it all together. MAP supports academic leaders with data, tools and processes to make real-time, informed, values-driven decisions—ensuring that day-to-day resource use aligns with unit priorities and the long-term goals of Impact 2030.

Stay connected through upcoming leadership meetings, departmental briefings, our blog and future MAP training sessions.