Functional Integration

• 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.

• Transactional Support Working Group: Integrated health campus personnel into UTSA email and Teams systems and implemented a centralized contract request process to improve communication and workload balance.
• Data Analytics Working Group: Launched Microsoft Forms to capture projects across the institution and streamlined intake processes to support Power BI reporting, assessed TPIA operations and confirmed current systems as cost-effective solutions.
• Dispute Resolution Working Group: Standardized data intake using Microsoft Forms and advanced efforts to align investigation tracking, litigation practices and records management.
• Seven Preliminary Working Groups: Established the foundation for FY26 integration by identifying gaps, developing recommendations and strengthening cross-functional collaboration.
• Completed space transition to the Main Campus.

• 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.

Vice Provost for Global Initiatives and Senior International Officer at UT San Antonio Lisa Montoya, PhD, has been named as the functional leader for Global Initiatives and International Services effective January 1.

• Functional Integration Team (FIT) launched, members include Claudia Delgado, Siobhan Fleming and Anthony Francis.
• Three working groups have been established to focus on key priorities:
  • Strategic Research Initiatives: identify and align research programs across both campuses. This effort is designed to strengthen collaboration.
  • Research Administration & Operations: assess, align, and integrate administrative and operational functions that support research activities across both campuses. This initiative aims to build cohesive and efficient service models, optimize the use of institutional resources, and ensure consistent delivery of high-quality support to faculty and research staff.
  • Innovation & Strategic Partnerships: enhance and unify efforts that advance research commercialization, industry collaboration, and strategic alliances across both campuses. This initiative focuses on fostering a cohesive innovation ecosystem that accelerates technology translation, expands partnership opportunities, and amplifies the economic and societal impact of institutional research. Through this effort, we will align programs, leverage shared resources, and strengthen the infrastructure that supports a dynamic and collaborative innovation enterprise.

• Functional Integration Team (FIT) launched, members include Chelsea Trotter, Reuben Amaro, Mary Anthony, Derrick Ozuna, Vanessa Lofton, Carol Lizcano, Georgina Martinez, Teresa Sandoval, Travis Brown, Emily Bettancourt, Kathryn Keeton, Matt Scott, Bob Neuhard and Kimberly Maldonado.
• Five working groups have been established to focus on key priorities:
  • Executive Support & Special Projects: evaluate current VIP services, donor & visitor concierge, and event support, clarifying roles and responsibilities, and recommending future service models.
  • Executive Communications: evaluate current executive-level communications in the Office of the President, including an assessment of roles and responsibilities to ensure aligned effort across divisions, while recommending structures, processes, and frameworks to strengthen and scale these efforts.
  • Administration & Operations: evaluate current administrative and operational support, clarifying roles and responsibilities, and recommending streamlined processes and systems.
  • Presidential Initiatives: evaluating current support for Presidential initiatives, communications, and strategic projects, clarifying roles and responsibilities, and recommending future processes for alignment and delivery.
  • SEVP Engagement & Support: evaluate how the Office of the SEVP for Health Affairs and Health Services coordinates with institutional leadership and future frameworks to strengthen collaboration, including an assessment of roles and responsibilities to ensure alignment with the Office of the President and the development of structures that enhance strategic coordination across the enterprise.