Documented honestly, published openly.

The discipline of fitting frontier capability to the conditions, values, and aspirations of a community. Organizations are living systems; they grow in stages. Each stage has its own knowledge, insights, attitudes, qualities, skills, and abilities. Those are what make a more complex application of AI possible. The work is sequenced so each stage prepares the next.

The nonprofit that names the discipline, measures Coordinated Capacity, and publishes what is learned. It gathers insights from every center, produces the standards and frameworks, holds catalytic funding for work that benefits the whole network, facilitates advanced learning through university partners, and publishes openly, holding back no intellectual property. Training and field practice happen through doáb.

What the discipline builds: the ability of a community to receive AI well, and keep receiving it well.

The measurable operational layer of Translational Capacity, scored by the Coordinated Capacity Survey across six dimensions: knowledge, insights, attitudes, qualities, skills, abilities.

The instrument that measures Coordinated Capacity. Developed with university partners. Taken at the start and at each milestone.

Seventy-five examples of where a ministry of health can start with AI, sequenced across three developmental levels and five tiers of complexity. Also called the AI Translation Developmental Pathway and Use-Case Register.

The ability of local people and organizations to decide, deliver, maintain, and learn without permanent outside dependence.

Working alongside a center, its entrepreneurs, and its cohorts until local leadership can carry the work without outside help.

A stage is complete when the knowledge, insights, attitudes, qualities, skills, and abilities it exists to build have appeared, not when a date arrives. Those are what make the next application of AI possible.

A locally formed group of practitioners who work the four steps together: measure, form, cycle, return.

The locally owned entity, its own legal body in its country, launched by doáb and accompanied until it stands alone. A member of the cooperative. A hub that builds capacity in three directions: the health ecosystem, the entrepreneurs who serve it, and the people who come to learn.

A fellow who is committing time to continue to build capacity is identified. They get access to training as well as experience to build their own skills, abilities, and capabilities, and begin to gain leadership experience in facilitating groups.

They have gone beyond fellows in building and translating the discipline into an experience that can be shared. They are contributing to capturing the insights and to the knowledge being generated locally. They are leading events and meaningful discussions, and are highly engaged in the community as well as with stakeholders.

A practitioner who is gaining enough experience to feel comfortable accompanying fellows through a cycle completely. They have the skills and abilities around mentorship and accompaniment, as well as a breadth of experience understanding the practical applications of AI Translation.

An individual who is documenting, capturing, publishing, and collaborating with other academic organizations, the insights and learnings occurring within the field, and advancing the standards and qualities of AI Translation locally. They convene cohorts, lead seminars, and participate in training.

Someone forming a small, purpose-built, locally owned venture. The cooperative holds the shared services; the Builder holds the firm.

The body that centers belong to once launched. Members share services, learning, and infrastructure while keeping their autonomy and ownership. Returns are capped; the value stays where it is created.