Functional Integration

• 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.

• 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. 

• 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.