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

FIT Updates

Current updates from the active Functional Integration Divisions.

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April 2026

  • 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.

March 2026

  • 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.

February 2026

  • 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.

January 2026

• Andrea Marks brings together the integrated Business Affairs and operations division for the first time, hosting a virtual town hall to celebrate this milestone. Read more about the next phase. 

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.
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