Special thanks to @J9leger @Maxwell and the rest of PGF for helping to organize this draft.
Essential Intents
During S16, we will continue to prioritize the following EIs
- EI1: Protocol Adoption
- EI2: Financial Sustainability
- EI3: DAO Organization
- EI4: Grants Program Success
TL;DR
In S16, PGF will prioritize collaborating with other workstreams across the DAO to test an alpha round of our grants program on the protocol.
Based on what we learned in Season 15, we are shifting our priorities to the protocol to ensure success at launch and not risk being torn between prioritizing running a round on c-grants and transitioning partners to the protocol. We saw this happen in S15, where during and after the round we had no way to continue pushing the protocol forward because 150% of our attention was on holding together our round on c-grants, a platform that has been in maintenance mode for many rounds and has accrued a lot of tech and process debt. As a result, we want to take all our learnings from running grants to date and shift our focus to the protocol, this will include re-thinking the eligibility policy requirements, designing robust processes, operations, and services to easily scale protocol rounds all while testing and delivering alpha rounds on the protocol in S16 (namely 2-3 design partner rounds and a as an alternative to GR16 weāll be running an alpha test round on the protocol).
In S16 we will prioritize our teamās time around transitioning to the protocol and ensuring weāre attentive to our partners and grantees needs to guarantee a successful transition. To help operationalize this, we will also build out a services arm of PGF to further accommodate instances of the protocol. During S16 we will bring on a services lead full-time to help define, operationalize and execute this services arm. The abridged goal is to increase our internal capacity to meet the ongoing needs of design partners as we help serve their unique instances of the protocol. If successful in S16, PGF will run a few design partner rounds and an alpha Gitcoin test round for 2-3 focus areas on the protocol in January as a replacement of GR16.
Amount
PGF is requesting $868,750 for S16. This is a 30% increase from S15. Notably the increase is due to a developer relations budget (requested by GPC for us to take on) that will ensure protocol launch success, a new senior hire as a services lead, and a retreat for core Web3 ecosystem community leaders that have either been key supporters of Gitcoin or key figures in the community to rally around the Grants Protocol launch announcement during EthDenver.
When accounting for reserves, our total request will be $978,050, an 8% decrease from last season.
1) The amount of GTC requested and the value of the reserves will be adjusted based on the current market value at the time this proposal is moved to Tally using the lower of the current price or the 20 day moving average, whichever is lower.
2) The Treasury Request amount is an estimate using the price of $2.00 GTC to calculate the total of the reserves rolled over from Season 15.
Milestone Report for the past Season
Legend
Success
Incomplete, will hit goal or priority change
Incomplete, will not hit goal
Canceled - out of workstreamās control
Initiative/Project | Always-on [YES/NO] |
Key Results |
Value Delivered |
---|---|---|---|
Objective 1: Grow Net New S15 Matching Funds and Matching Partners by 25% |
No | Achieved fundraising goals by increasing the matching pool to $4.4m while not pulling funds from the multi-sig. Increased operational excellence by utilizing Hubspot for better tracking. Failed to launch pgDAO. |
Delivered value by increasing the matching pool and not draining the mutli-sig. Delivered value by utilizing Hubspot as a CRM, although will likely wind down Hubspot usage moving forward. Waiting for a restricting to a 2/20 fund that deploys management fees to public goods and majority of carry back to public goods over a 3 year period. This means we will have $50k to be donated each round with a total of $200k per year for 5 years, and a stream of up to $7m per year by 2024. New timeline for first close is January 7th, with consideration of counselās time. |
Objective 2: Define Service Levels & Model for the Protocol (based on continued learnings from the design partner program) |
YES | We agreed cross-functionally to de-prioritize this in order to focus on a reduced GR16 + to ensure the design partner program was defined successfully and given relevant owners. Weāve also worked cross-functionally to establish a plan for prioritizing initial design partners and we intend to start the process of executing on new partnerships with GPC in January (leaving Nov / Dec to prepare for reduced GR16). Additionally, we wrote up and shared a document team-wide that outlines our initial thinking on GTC utility. |
Largely delivered value here, although we are not as ahead on this objective as hoped due to time dedicated to running the round. However, weāre making significant progress in defining the services and have shared an initial outline across different workstreams. |
Objective 3: Leverage Grassroots Efforts to Increase Grantee Quality & Engagement |
NO | Effectively re-oriented grassroots to support grantees, iterated on a grantee engagement pilot plan with DEI and DeSci Cause Rounds centering non-monetary support via a community management platform called Heartbeat. We also built and integrated the grantee onboarding playbook. Stewarded cross-stream collaboration by integrating the Public Library and DAO Vibes. Rather than interviewing grantees and defining success metrics on our own (as PGF), we decided it was in the DAOs best interest for us to collaborate closely with GPC on defining this, and thus we integrated our questions into GPCās survey. |
Delivered value by effectively merging Grassroots efforts with other WS initatives and experimenting with providing more opportunities for meaningful engagement with grantees. |
Objective 4: Improve Grant Eligibility & Round Timeline Processes |
YES | Effectively decoupled the main round from side rounds. Hired the grant eligibility role. Partners appeared pleased, although we are still in the process of completing retros. Confirmed and announced rounds early, enabling grantees to apply before the soft deadline. |
Delivered value by improving grant eligibility through making a key hire, decoupling rounds, and confirming rounds in advance. |
Objective 5: Define Program & Protocol Structure in a Grants 2.0 World | YES | Effectively gathered context internally and formulated governance forum posts in collaboration with GPC to gather wider community feedback. | Delivered value by publishing early definitions and thoughts publicly on the forum and soliciting feedback. |
Objective 6: Scale PGF Team + Contributor Processes to Reach a Healthy Homeostasis | NO | Mapped out each contributorās responsibilities with S14 OKRs. Payments were sent out each month with minimal hiccups. Peer review effectively facilitated. |
Delivered value by ensuring PGF ran effectively, and we ensured our contributors in the right roles. |
S16 Objectives and Key Results
List of S16 OKRs
Initiative/Project | Metrics | Key Results / Likely Deliverables / Projects |
---|---|---|
Transition Partners successfully to the protocol (EI: 1+2+4) |
* Schedule at least 12 protocol rounds from previous ecosystem partners with a minimum round size of $50k by the end of S17 * Ensure we hit an informal partner NPS of 80% (positive vs. negative) comments about the transition |
* Define partner onboarding roadmap and support * Have 1-1 protocol education conversations with all key partners explaining protocol value and create a runbook so conversations can be easily replicated * Define initial services contracts with partners according to their needs / requirements for round success |
Launch Gitcoin Protocol Alpha Round Successfully (EI: 1+3+4) |
* Run at least 2 successful rounds including a combined OSS and an Eth infrastructure round and then a Web3 Climate Solutions round together in late January. * Have all scheduled alpha rounds total more than $6.5M for the next two seasons (would exceed our current round over round matching pool funds) * Ensure at least 80% of grantees achieve a similar level of success as in past rounds (assessed based on average funds raised) |
* Create the infrastructure and flow for partners to easily be onboarded with a clear runbook, and have clear processes in place for ongoing support * Create opportunities for grantees to easily ask questions and be onboarded carefully via a runbook |
Transition 90% of selected & willing grantees successfully for Alpha round to the protocol (EI: 1+2+3+4) |
* Adapt and create onboarding runbooks that best support grantee onboarding on their own * Grantees in the alpha round see the protocol as a better platform for the long term than their previous experience on c-grants based on qualitative feedback * Grantee support pod spun up to support grantees with cross-workstream connectivity across MMM, Support and Grant Ops |
* Create, share, and iteratively refine a runbook and process for onboarding grantees * Clearly communicate with grantees about HOW they are engaging in the round and what to expect as an alpha partner * A streamlined process is implemented for grantees to ask questions, voice concerns, and share feedback or suggestions for our evolving protocol |
Determine future of the program + services strategy + structure (EI: 1+2+4) |
* Future of the program is determined and articulated publicly during S16 based on relevant stakeholder insights * First version of process playbook for the program is defined * First version of the services tiers are defined * Build pod working relationship with critical workstreams to increase speed of protocol delivery |
* Services models version 1 are defined and ready to be implemented for rounds running in S16 and S17 * Service Revenue model is defined * Program strategy is defined and clearly communicated across the DAO * Aligned cross-functionally with ongoing brand + identity work + protocol messaging * Process defined for delivering the Gitcoin grants program season over season with a focus around scalability * Successfully launch and define measures for cross-functional pre-launch pods with GPC (e.g., developer relations) |
Plan Partner + community retreat for Schelling Point protocol launch (EI: 1+4) |
* Vision for the retreat is determined and articulated to and with our core community of participants. * Invite list determined and sent out * Logistics for retreat booked and programming partners confirmed |
* Work cross-functionally with other pods to develop the event. Incorporate external contractors where necessary. * Book all accommodation and event space, event programming and vendors selected to support. |
Budget Breakdown
View: USD per Initiative/Project
Initiative/Project | Amount USD | % |
---|---|---|
Grant Operations (Program, Protocol, and Services) | $327,850 | 37% |
Partnerships | $196,500 | 23% |
PGF Operations | $168,400 | 20% |
Developer Relations^1 | $176,000 | 20% |
Total | $868,750 | 100.0% |
Footnotes 1. PGF has agreed to fund Developer Relations yet the goals for launching a DevRel team will reside in GPC. |
View: USD per Category
Budget Category | Description | Amount USD |
---|---|---|
Core Contributors | Former WS Lead on Mat Leave (Annika) WS Lead (Janine) Ecosystem Lead (Connor O.) Cause Round Lead (Ben W.) Grants Support (Madison) Grants Analyst (Kieran O.) Grant Services Lead (TBD) Grants Round Account Manager (TBD) WS Lead (Scott) Partnerships Lead (Azeem) Ecosystem Developer (Drew) Ecosystem Developer (Juanna) PGF Operations (Maxwell) |
$544,870 |
Trusted Contributors | Cause Round Support (Coleen) Operations enablement (June) Virtual Assistant (TBD) Data Support (Umar) |
$21,880 |
Hiring, Bounties, HIT Roles, Events | Traveling Stipend Schelling Point Retreat |
$126,000 |
Developer Relations | Making critical hires | $176,000 |
Total | $868,750 |