Functional Integration
UT San Antonio Integration
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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  • Government Relations Strategy – Completed aspirant peer data collection to inform benchmarking and strategic positioning.
  • Government Relations Operations – Established bi-monthly cabinet updates to ensure consistent alignment and communication.
  • Government Relations Integration – Developed a comprehensive work plan to unify academic and health campus Government Relations teams and coordinated closely with the Office of Research and Innovation to align federal relations efforts.
  • Community Engagement Transition – Partnered with the Office of Research and Innovation to successfully transition the Westside Community Center to a new reporting unit.
Governmental Relations
March 2026
  • Strategic Research Initiatives Working Group – Developed and advanced recommendations to establish a streamlined limited submission process.
  • Research Administration & Operations Working Group – Achieved 53% completion of HOP/IHOP alignment and finalized a comprehensive inventory of research administration information management system.
  • Innovation & Strategic Partnerships Working Group – Completed implementation of a project and workflow management system to enhance coordination and efficiency.
  • Communications & Marketing Working Group – Strengthened leadership capacity with the hiring of Wesley Elliot as director of communications.
Research & Innovation
March 2026
  • Internal Communications Working Group: Initial discovery phase of roles, responsibilities and services was conducted, and SWOT analysis of Internal Communications helped to identify opportunities and priorities. A content audit of the This Week internal newsletters on the academic and health campuses is completed, resulting in strategic alignment, recommendations and decisions for aligning employee newsletters.
  • Executive Communications Working Group: Initial discovery phase of the current state of executive communications on both campuses was conducted, and the initial discovery of cabinet-level email review and approval processes is completed. Planning for Interim solutions is underway for cabinet email process to streamline process and resources.
  • Social Media Working Group: Initial discovery of roles, responsibilities and services is completed, and SWOT analysis has been conducted to identify areas of opportunity. Top-level content sharing and urgent response processes have been completed, and immediate resource needs are identified to enable integration at scale.
  • Web Working Group: Initial discovery of roles, responsibilities and services is completed, and SWOT analysis was conducted to identify priorities.
Marketing, Communications & Media
March 2026
  • Administration & Operations Working Group – Formalized organization structure and refined roles and responsibilities. Developed new goals and evaluated key performance indicators. Implemented a team-based model for office support and coverage.
  • Presidential Communications Working Group – Formalized organizational structure and finalized team and department goals. Outlined and finalized roles and responsibilities for current team members.
  • Executive Support & Special Projects Working Group – Redefined “Presidential Engagements” and re-evaluated and reorganized internal structure. Added support for Patient Navigation. Ordered new branded Presidential podium.
  • Presidential Initiatives Working Group – Formalized organizational structure and finalized team and department goals. Outlined and finalized roles and responsibilities for current team members. Developed framework for UT San Antonio Strategic Plan.
Office of the President
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.
Internal Audit
March 2026
  • 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.
Legal Affairs
March 2026

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