Functional Integration

Brand Guidelines Working Group

• Established cross-campus coordination to deliver unified logo packages to UT San Antonio schools, colleges and enterprise centers and institutes.
• Established a unified “Central Brand” team for both institutions to tap for support, guidance and training for brand use in digital and physical assets.

Research Communications Working Group

• Completed discovery and assessment of the current state of research communications.
• Identified initial coordination and intake processes on the academic campus to support higher visibility of research communications from academic colleges, academic enterprise centers and institutes, and the Office of Research and Innovation.

Executive Communications Working Group

• Completed initial executive review of recommendations for an interim process for cabinet email.
• Final recommendations made towards the development of an executive communications function to support scaled development.

Internal Communications Working Group

• Implemented a coordinated process to share content across newsletters on academic and health campuses.
• Refining processes with new staff leadership over the This Week newsletter on the health campus. Capturing data on newsletter performance.

Content Sharing Working Group

• Established a plan for sharing news content across academic and health campus main news channels UT San Antonio Today and UT Health San Antonio Newsroom.
• Engaged IT professionals in best practices for maximizing exposure and visibility of news.

Web Working Group

• Developed recommendations for interim unified digital project governance, including a unified intake and review process, leveraging existing governance structures in collaboration with Information Technology division.
• Supporting units that are in the process of integrating by streamlining and aligning web and digital project requests, including rebranding, migration, consolidation and new build requests.

Social Media Working Group

• Completed initial discovery and now finalizing recommendations, including items to support scaling up content creation and a unified content sharing strategy.

Organizational Structure Working Group

• Completed peer institution benchmarking and conducted executive listening sessions.
• Members of this working group participated in 1:1 functional modeling sessions to inform organizational structure recommendations.

• Strategic Research Initiatives Working Group – Advancing implementation of InfoReady for Limited Submissions Phase II. Assessing Faculty Research Development and Internal Funding Management programs to identify improvements for FY27 implementation. Assessing support to Organized Research Units (ORUs).

• Research Administration & Operations Working Group – Completed 88% of HOP/IHOP review and institutional policy inventory. Advancing Excellence in Award Management initiative through business process review and stakeholder engagement. Completed Research Administration IT System inventory and roadmap development.

• Innovation & Strategic Partnerships Working Group – Advancing implementation of IP management platform.  Strengthening infrastructure to support innovation and commercialization efforts.

• Finance continues to advance initial discovery work with its first four working groups (Supply Chain, Disbursements, Payroll and Asset Management) finalizing their charters and initial timelines. The next wave of working groups (Policy, Process and Training, Financial Analysis and Information Systems) are scheduled to launch in June. Change management efforts have been imbedded in monthly joint operation lead meetings to support the team and provide leaders with tools to guide their individual teams through the transition.
• Administration & Operations (A&O) remains focused on key priorities, including public safety and parking reciprocity. Within public safety, four discovery groups, which include accreditation, access & technology, contracts, and DPS dispatch, have developed their templates and begun capturing current state data. This work will inform current state presentations targeted for completion by the end of July. The parking reciprocity sprint also launched in May, with the goal of finalizing recommendations by the end of June to enable implementation ahead of the fall semester.
• Compliance initiated a risk assessment sprint and is in the process of drafting charters for two discovery groups focused on conflict of interest and HIPAA. Three additional working group charters are being developed for code of conduct, hotline, and policy initiatives.
• IT launched two discovery working groups focused on Information Security and Strategic Services and Project Portfolio Management & Delivery (PPMD).
• Facilities completed an environmental, health and safety compliance review on the academic campus and presented initial findings to executive sponsors and leaders. An all-hands meeting was held with team members from both the health and academic campuses. Introductory change management training was provided during the meeting to support the broader team through the transition.

• Finance launched eleven working groups with kickoff focused on leading change and discovery work.
• Administration & Operations (A&O) launched four public safety focused discovery groups and drafted a preliminary charter for a parking‑reciprocity sprint.
• A&O, Compliance, Facilities, and Strategic Planning partnered with the Integration Management Office (IMO) on change management planning to support teams and encourage staff engagement during transition.
• Compliance and Finance leaders continue integration readiness through guided reviews of current state organizational and budget information.

• Finance partnered with IMO on change management planning to support teams and encourage staff engagement during transition.
• Facilities and Strategic Planning leaders continue integration readiness through guided reviews of current state organizational and budget information.
• Operational leaders from A&O, Compliance, Facilities, Finance, and Strategic Planning partnered with the IMO team to establish initial integration plans and structure to support the work of capturing continuity priorities, opportunities, and quick wins.

• Operational leaders started the initial integration readiness phase of listening, learning, and building trust with teams to seek to understand current state before launching discovery validation and design efforts.