Advancing the practice of AI oversight governance for boards, executives, and regulators.
The Center is an independent, educational institution. It defines what boards and executives in regulated industries must govern in AI, and who is accountable, so they can make informed decisions at the speed the technology demands. Governance, on this view, is not a brake on AI adoption. It is what makes confident adoption possible.
The Center's work is informed by former senior leaders who shaped the oversight and regulatory infrastructure governing AI adoption today.
As an educational institution, the Center produces frameworks, research, education, and convening on the board-level discipline of AI oversight governance. Its work serves boards, audit executives, risk leaders, regulators, and trade organizations in regulated industries.
A practical model for board-level AI oversight: 76 controls across 5 pillars and 14 domains, with diagnostics tied to the laws, regulations, and case law that define what boards are accountable for.
Explore the Program →Co-developed works with institutional partners, including the Private Director's Body of Knowledge and the Internal Audit assurance supplement, plus regulatory briefings and legal analysis.
See publications →NASBA-compliant education for directors, chief audit executives, and risk leaders, in online, virtual, and in-person formats. Governance competency for senior professionals, not technology tutorials.
Inquire about training →Keynotes, panels, board briefings, and roundtables that bring the Center's thinking to conferences, boardrooms, and regulator forums on AI oversight governance.
Invite the Center →Every form of the Center's work serves a single mission: advancing AI oversight governance as a board-level discipline in regulated industries. To engage with the Center's education, research, or convening, write to info@cfaio.org.
Governance is not a committee or a control on the technology. It is the program that allows boards and executives to make timely, trusted decisions about AI, finding the informed strategic balance of risk and reward. The AI Oversight Program is built on five pillars and fourteen domains, with each control mapped to the laws, regulations, case law, and standards that define the standard of care across jurisdictions and industries.
AI is being adopted faster than most organizations can govern it. The gap between the speed of AI adoption and the speed of AI governance is where fiduciary risk, regulatory exposure, and missed strategic opportunity all live. The AI Oversight Program is the institutional capability that closes it.
Read the essay →Forming an AI committee is not a governance program. Without a programmatic framework defining what must be governed and who is accountable, committees produce activity without accountability and leave the Governing Body exposed.
Read the essay →When a regulator, court, or auditor asks whether the organization made an informed decision about AI, the Program must demonstrate the answer in evidence. The Standard is satisfied when the Governing Body has what it needs, the Program is real rather than theatrical, and the chain from policy to practice to assurance is traceable.
Read the essay →Decision Velocity is the ability to make faster, risk-informed decisions backed by evidence, without sacrificing accountability. It is the strategic outcome the AI Oversight Program is built to deliver, and the reason oversight governance is an enabler of AI adoption rather than a constraint on it.
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