AI for Enterprise Steering Committee (AISC): Governance and Charter

AI for Enterprise Steering Committee, Charter 

University of Wisconsin–Madison Administrative Units 

Last update: November 13, 2025 

Contact: Todd Shechter, todd.shechter@wisc.edu 

Revision history: Rob approved charter on 11/13/25 

Purpose 

The AI for Enterprise Steering Committee (AISC) at UW–Madison is being established to provide coordinated, strategic leadership for the adoption, investment, assessment, and governance of AI-based, AI-related initiatives across university-level administrative units. Drawing on diverse expertise from key operational domains, the committee aims to foster an agile and forward-thinking platform approach to AI, ensuring alignment with institutional priorities, data stewardship obligations, and financial sustainability. 

Committee Scope & Responsibilities 

Advise on AI Strategy and Investments 

• Provide continuous guidance to the Vice Chancellor for Finance and Administration (VCFA) on AI-related administrative activities and investments. 
• Ensure AI initiatives align with UW–Madison’s mission, core values, and strategic priorities.
• Offer input on long-term AI planning and prioritization. 

Platform and Governance 

• Advocate for scalable, reusable, and interoperable AI platform solutions that serve multiple units while respecting unit-specific needs. 
• Provide governance guidance for AI platforms, tools, and data to ensure compliance with university-wide policies. 

Data Stewardship and Ethics 

• Advise on AI implementation mindful of diverse data classifications, privacy, and security requirements.
• Support efforts to share institutional data for AI purposes while promoting transparency and ethical considerations. 

Resource Optimization 

• Evaluate AI ideas and proposals for cost-effectiveness, shared investments, and economies of scale.
• Track and manage a portfolio of active and proposed AI projects, including status, outcomes, and lessons learned. 

Risk Assessment 

• Identify and mitigate legal, ethical, reputational, and operational risks associated with AI adoption. 

Proposal Review and Evaluation 

• Review and evaluate AI proposals from administrative units and Schools, Colleges, and Divisions exploring AI for HR, Finance (FI), Purchasing, Research Administration, and Budget area needs. 
• Apply prioritization criteria emphasizing business value, operational efficiency, enhanced decision-making, and improved service delivery. 

AI Literacy and Best Practices 

• Assess current AI literacy levels and recommend strategies for improvement across domains.
• Serve as a collaborative forum to share best practices, emerging trends, and implementation challenges. 

Partnerships and Coordination 

• Engage DAPIR and other key partners to ensure alignment with institutional priorities and data governance. 
• Coordinate with AI operations committees and other tech governance groups to maintain cohesive progress and policy alignment. 

Operational Responsibilities 

• Hold regular meetings to review progress, evaluate proposals, and update strategic priorities.
• Share relevant information, respond to inquiries, and recommend new policies as needed. 

Committee Structure 

• Rob Cramer, Vice Chancellor, Finance & Administration (Executive Sponsor) 
• Didier Contis, CIO (co-sponsor) 
• Allison La Tarte, Vice Provost DAPIR & CDAO (co-sponsor) 
• Alan McMillan, Professor of Clinical Health Sciences, School of Medicine and Public Health (co-chair)
• Adam Paulick, AVC WEST (co-chair) 
• Anand Vangipuram, Director Enterprise Business Systems (EBS) (co-chair) 

Committee Composition 

The committee will comprise representatives from the following administrative units, with flexibility to invite other stakeholders as needed: 

• Facilities Management and Planning 
  • Cindy Torstveit, AVC 
• Finance 
  • David Murphy, AVC 
• Office of Human Resources 
  • Patrick Sheehan, CHRO 
• Office of Business Engagement (OBE) 
  • John Garnetti 
• Workday and Enterprise Solutions Team (WEST) 
  • Adam Paulick 
• Office of the Vice Chancellor for Finance and Administration 
  • Paul Seitz 
• Data, Academic Planning & Institutional Research (DAPIR)
  • Lisa Johnston 
• Division of Information Technology 
  • J.J. Du Chateau, enterprise architect 
  • Todd Shechter, CTO 
• Additional units (by invitation or added as the landscape evolves) 
  • Department of Enrollment Management (DEM), Office of Legal Affairs (OLA), Housing 

Guiding values 

• Collaboration by fostering cross-unit cooperation to maximize value and minimize duplication.
• Engage all relevant voices, including student and faculty perspectives when appropriate.
• Maintain clear documentation and open communication regarding committee deliberations and decisions. 
• Prioritize ethical, compliant, and purposeful use of AI, with attention to data protection and privacy.
• Rigorously assess costs, ROI, and long-term sustainability of AI investments. 
• Remain responsive to changing technologies, regulations, and university needs.