Functional Integration
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Functional Integration

Functional Integration is the thoughtful and methodical process that aligns and integrates the structures, roles, processes, and cultures of two or more merging organizations.

Functional Integration creates the institutional foundation needed to operate seamlessly across all campuses. It enables:

  • A unified operating model​
  • Consistent service delivery for faculty, staff, students and partners​
  • Clear roles and responsibilities across teams and leaders​
  • Aligned policies, systems, and workflows​
  • Stronger compliance, efficiency and collaboration​
  • A workforce model that evolves with needs

Building on this foundation, the following units and functional areas have begun active participation in the Functional Integration effort—working collaboratively to align operations, streamline workflows, and advance a consistent, institution-wide operating model.

Advancement
  • Updates
Business Affairs & Operations
  • Updates
Global Initiatives and International Services
  • Updates
Governmental Relations
  • Updates
Internal Audit
  • Updates
Legal Affairs
  • Updates
Marketing, Communications & Media
  • Updates
Office of the President
  • Updates
Research & Innovation
  • Updates

FIT Updates

Current updates from the active Functional Integration Divisions.

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Internal Audit – March 2026

  • Service Delivery Working Group – Integrated the fiscal year 2026 risk assessments and internal audit plans for the academic and health campus and submitted combined plan to UT System for approval. Established expectations for coordination with UT System Internal Audit, Institutional Compliance, Legal, Information Security and other assurance providers.
  • Standardization Working Group – Compared legacy audit methodologies, frameworks, and risk assessment models from academic and health campus. Completed analysis to identify process and procedure gaps, redundancies and opportunities for standardization. Developed a single audit methodology aligned with IIA standards, UT System expectations and risk tolerance including process flow for completing audits, templates for audit management software and follow-up process for open audit.
  • Roles & Culture Working Group – Established regular meetings to ensure clarity, alignment and provide updates and opportunities for questions and answers. Conducted assessments to improve teamwork and developed plan for growth and development of combined team.
  • Governance & Strategy Review Working Group – Established new integrated Audit Committee. Created an Internal Audit organizational structure that ensures consistency and alignment with the President’s Cabinet. Received approval for consolidated Internal Audit and Audit Committee charters from the academic and health campus and Internal Audit Strategic Objectives from the new Audit Committee. Harmonized the Internal Audit mission, vision and values. Established KPIs and department goals shared with the entire team.

Advancement – March 2026

  • Transitioned from integration design to execution, aligning teams, priorities, and operations to support campaign planning and readiness.
  • Advancement Systems & Data Strategy: Initiated CRM migration planning and systems alignment to support campaign planning and long-term operations.
  • Donor Experience: Aligned stewardship and engagement approaches, improving coordination and clarity across donor-facing functions.
  • Stakeholder Communications & Engagement: Established unified messaging and communication cadence, increasing transparency and consistency.
  • Established a clear operating model, strengthening collaboration, decision-making, and integration across Advancement and Alumni Engagement.
  • Entered campaign planning phase, engaging consultant BWF and aligning leadership around shared goals and accountability.

Internal Audit – November 2025

  • Functional Integration Team (FIT) launched, members include Kimberly Weber, Sam Babajide, Paul Tyler and Laura Buchhorn.
  • Four working groups have been established to focus on key priorities:
    • Service Delivery: articulate how internal audit services will be delivered and communicated across the integrated institution by identifying and evaluating processes, workflows, and protocols.
    • Roles & Culture: evaluate internal audit’s organizational structure by reviewing team roles, assessing skills and compensation, and recommending any realignments needed to support integration.
    • Standardization: develop a unified audit strategy by standardizing audit tools, systems, and templates for consistency.
    • Governance & Strategy Review: develop a unified audit strategy by identifying relevant policies, governance bodies, and regulatory requirements affecting Internal Audit, as well as defining metrics and reporting standards for the integrated audit function.

Advancement – November 2025

  • Functional Integration Team (FIT) has launched, members include Karl Miller-Lugo, Sonia Vasquez, Abigail Risley, Cheri Wiese, Rebecca Anderson, and Sabrina York.
  • Seven working groups completed discovery work that led to the formation of three new cross-functional groups focused on key priorities:
    • Advancement Systems & Data Strategy: assess and recommend paths for aligning systems, data, and reporting to support seamless operations and inform long-term planning, while ensuring continued functionality across both institutions.
    • Donor Experience: evaluate and propose interim approaches to provide consistent and high-quality donor experiences across both institutions, ensuring coordinated stewardship, reporting, and frontline engagement during the campaign wind-down and bridge to the future state.
    • Stakeholder Communications Engagement: develop and coordinate a unified internal and external communications and engagement strategy to ensure consistency of message, brand, and constituent experience across both institutions.

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