How well do the five high-level goals in the UITS strategic plan support the IT organization’s stated mission? How well do the goals address the needs of the various constituencies within the university? 2. UITS’s commitment to collaboration did not end when the UITS strategic plan was finalized. Michael Mundrane considers the plan to be a dynamic document and has pledged to actively solicit feedback from the university community every two years to reassess the plan and its relevance to the changing needs of the university. Do you think such a strong commitment to collaborative strategic planning is more or less important at a public institution, such as the University of Connecticut, versus a private company? Is it more or less difficult to implement? 3. Do you agree with Michael Mundrane’s statement that a strategic plan should be treated as a marketing document?