Updated 8/8/2022: The following proposal was edited to include Steward feedback, including formatting and language changes. The proposal was also edited to include additional OKRs for Community Experience and Community Governance. Additionally, one KR was removed from the Support initiative.
During S15, DAO Operations will focus its initiatives on delivering results that support the following Essential Intents (EI) of the DAO:
- DAO Organization
- Financial Sustainability
- Protocol Adoption
- Program Success
Over the last 2 seasons, DAO Ops’ ambitions were focused on building a service-oriented team with the right expertise to advise and support our fellow workstreams. On the whole, those efforts are producing results, especially in the areas of cross stream strategic planning, budgeting and decision making. One notable example of this is CSDO’s adoption of the DAO’s Purpose and Essential Intents, a leadership and community process that was facilitated by DAO Ops.
In S15, we have scaled back some initiatives and teams (i.e., accounting, people operations, and support) in an effort to reduce costs, and focus our attention on the DAO’s most important core functions and pivot to a protocol future. We see our overarching priorities as twofold:
- Rebuild trust with workstreams by delivering results that are immediately helpful to them and the DAO as a whole, and
- Building a habit of accountability throughout DAO Ops that facilitates focused delivery of initiative goals.
Though this season’s budget cuts were taken out of necessity, we recognize this season as an opportunity to focus our attention on service excellence in a few areas.
DAO Ops will not request new funds from the DAO treasury to fund our workstream in S15. Instead, we will use the excess funds in our multisig to fund approximately $293K in total costs for the season. This total spend is 25% lower from the budget spent in S14, and 52% lower than the requested S14 budget. All surplus funds beyond our funding needs, representing roughly $270K USD, will be returned to the treasury.
Note: The GTC total will be adjusted based on the current market value at the time this proposal is moved to Tally. The vote will be to send the requested $USD amount in GTC at the lower of the current price or the 20 day moving average, whichever is lower.
Incomplete, will hit goal or priority change
Incomplete, will not hit goal
Canceled - out of workstream’s control
|Initiative/Dept||Objectives Past Season||Value Delivered|
|Accounting & Finance||Scale accounting operations ensure timely payments and treasury diversification within workstreams.||- Onboarded Moonshot and PGF to budget and payment tools to support DAO-wide spend reporting.|
|Ensured 15% of DAO Ops S14 budget was traded into stables to manage volatility; advised interested workstreams on strategies.|
|(New): Increased the number of exchanges that have GTC listed.|
|Community Experience||Streamline contributor onboarding process with clearer entry points, support CSDO, and set high standards for community management.||New bi-weekly CSDO strategy call and updated weekly tactical (or ‘action’) call is improving the DAO’s executive decision making.|
|Fractionalized Community Lead role was filled by two existing contributors, saving time and money while also offering a strong result.|
|Community Governance||Support steward participation via enhanced information flow.||Updated budget proposal process, standardized workstream deliverables and (hopefully) reduced cognitive load for stewards.|
|Re-engagement of pledges for stewardship in the governance forum are fostering increased engagement, communication and context.|
|Tooling||Improve community tooling, increase community adoption, service DAO infrastructure, and provide enhanced security.||Created guidance and facilitated training sessions for new and existing contributors.|
|Tooling has completed the asset transfer from Holdings to the DAO.|
|Created additional permissions and processes to secure Notion, Discord, and GSuites.|
|Contributor tooling support occurs within 24 hours.|
|People Ops||Improve the hiring experience, and provide clear, accessible People Ops guidance.||Launched the People Ops Hub as an easy-to-find resource for forkable talent guidance to workstreams.|
|Published parental leave guidance.|
|Contributor work agreements are ready to sign.|
|New partnership with WorkDAO for employee benefits is in the final negotiation stage.|
|People Ops||Scale the peer review and role documentation to support additional contributors.||New framework for role documentation ensures that contributors consistently practice accountability to team mates and role definition in alignment with DAO needs.|
|As of S14, nearly 100% of core and trusted contributors received peer feedback.|
|Support||Rebuild the user support team and improve its performance.||Hired Support Lead mid-season.|
|Launched training series to professionalize service.|
|Updated and created new knowledge base articles.|
Funds Spent to Date (current and projected)
During S14, DAO Ops spent an estimated $377K in S14. This estimate includes May and June actuals ($256K) and our projected spend for the month of July ($121K). We estimate roughly $750K USD is currently available to roll over into S15. This is in excess of our funding needed for the season.
Misses, Direction Changes, and Lessons Learned
In light of the broader market conditions, throughout S14, DAO Ops looked for ways to protect the DAO treasury from unnecessary spending. The result of those efforts was the addition of only one new hire instead of the three full-time hires projected at the beginning of the season. Some key learnings and changes in direction below:
Treasury Management Lead Hire: In S14, DAO Ops opted to prioritize treasury efforts currently in our control over hiring a new Treasury Lead.
Hiring & Onboarding Flow: We decided to put our onboarding efforts on hold while we evaluate and begin to define the impact we hope to make with the community onboarding experience (with other workstream partners). As a result, we did not onboard or track new community members through the existing onboarding flow. Our S15 community experience objectives are reflective of the time our team spent consulting our workstream partners to form a more inclusive and engaging community strategy.
Documented Accounting Guidance: Due in part to legal considerations and to not run afoul of money transmitter laws, published financial guidance will be put on hold until a time where the DAO has fulsome legal recommendation from counsel on the topic.
|Initiative||Essential Intent||Objectives||Key Results|
|Community Experience||DAO Organization, Protocol Adoption,Program Success||Increase engagement and satisfaction among DAO Citizens interested in our grants program or grants protocol.||KR1: Increase the average weekly percentage of engaged citizens on the DAO Citizens channels by 20%.|
|KR2: 50% reduction in requests to change Discord logic when compared to S14.|
|DAO Organization||Develop a strong “Why” for community management initiatives that aligns with the DAO’s Purpose.||KR1: Support the MMM community engagement strategy through weekly syncs, with insights from seasonal community management audits.|
|KR2: Identify and document the community and Discord needs of each workstream.|
|DAO Organization||Continuing to improve how we work at CSDO level.||KR1: Adopt a streamlined budget process ahead of S16.|
|KR2: Improve the quality of cross stream meeting processes, and the documentation of reviewed and adopted proposals.|
|Community Governance||DAO Organization||Improve community governance and steward engagement through simplified processes that streamline decision making for the largest GTC delegates.||KR1: Create a clearly understood onboarding and incentivization process.|
|KR2: Launch a Governance Documentation Hub for new and existing stewards.|
|KR3: 80% of stewards and workstream leads view steward meeting structure, pacing and content favorably.|
|KR4: 80% of top stewards vote on 100% of formal S15 proposals.|
|People Ops||DAO Organization||Ensure contributors are in the right roles, and embrace a DAO-native hiring approach that further develops well supported contributors.||KR1: 100% of core and trusted contributors have received a quarterly peer review.|
|People Ops||DAO Organization||Empower DAO contributors to grow and support our ImpactDAO and protocol development.||KR1: Four or more workstreams receive compensation leveling recommendations from People Ops.|
|KR2: Provide GPC contributors comprehensive support transitioning from holdings to the DAO.|
|Tooling||DAO Organization||Ensure a coordinated and transparent software tooling approach.||KR1: Deliver a recommendation for cost reductions based on a deep dive into all tools used by DAO.|
|KR2: Facilitate access to all control domain requests within 48 hours.|
|KR3: Ensure that all workstreams can use Notion as their primary tool for meeting notes and outward facing workstream description by end of season.|
|Support||Program Success, Protocol Adoption||Continue to implement processes that improve our grants rounds and supports our transition to a protocol-focused DAO.||KR1: During GR15, support tickets (Discord+Email) are resolved within 20 hours (on average).|
|KR2: Current state of the Grants program and protocol development is reflected on KB within 10 business days of changes.|
|KR3: Deliver easily used data to grants round workstream partner post-GR15.|
|Budget Category (or Initiative)||Description||Amount GTC||Amount USD|
|Contributor Compensation||Accounts for 3 months of compensation for core team who will be accountable for the success of DAO Ops and its initiatives. Includes 4 FT and 11 PT contributors.||83,877||$254,148|
|Professional Development||Budget for 10 core contributors at $2K per person.||6,600||$19,998|
|OpEx||Employment services through WorkDAO.||2,970||$9,000|
|The Ready||Facilitation and Organizational Management Support||3,300||$10,000|
|60-day Reserves*||Includes severance, parental leave and travel expenses totaling roughly $46K. The rest of reserves will be used for transition costs between seasons (i.e. delay in budget approval).||64,498||$195,431|
|Budget Request Subtotal||Before Rollover||161,246||$488,577|
|S14 Rollover||This is an estimation, based on current spot price.||-247,525||-$750,000|
|Total Returned to DAO Treasury||-86,279||-$261,423|
60-day reserves are calculated only against the contributor compensation and payroll related OpEx.
A denomination in dollar amount will be prioritized in budget proposals over GTC - if the spot price assumed at the time of posting ($3.03 on Aug. 8, 2022) this document on the forum changes between then and when the budget gets proposed on-chain, the GTC amount will be readjusted to reflect the USD amount above. GTC amounts are rounded values.
Workstream Leads - Kris and Jodi
Support Lead - Rohan
Community Lead and Hiring Coordinator - Saf
Community Governance Lead - Shawn
Tooling Lead - Puncar
People Ops Coordinator - Sandy
Discord Manager and Scribe - Kyle J.
Support Coordinator - Yuki
In addition to the names listed above, the Support team currently has 6 part time contributors who provide support during grants rounds.