I have been going back and forth with this for a bit - also not wanting to ask these questions and keeping in mind that the GSEs had a lot on their plate.
But I am not able to see that the GSE’s met any of their deliverables. Additionally, operationally, what was produced was produced in the exact the opposite manner that the specification set out. the GSE’s deliver on any of the deliverables that were outlined in the specification
I will post below, as click through fatigue is a real thing.
"Deliverables
Deliverables would include a detailed specification that we can begin to implement in Season 4. The closest comparable is the original Season Specification that still serves as an important guiding document for the DAO to this day.
This deliverable would have to be in its final form, if not extremely close. The idea is to have something we can implement by the end of Season 3 going into Season 4. As such, community feedback must already be included. I want to acknowledge that this community feedback can take time but if Draft 1is done properly, much of the community consensus will already be aligned.
Contributor Alignment
- Refining the Guest Pass, L1, and L2 system to be more inclusive
- Includes ways to offboard contributors that no longer meet the activity/recognition threshold
- Create a compensation framework that can be updated and:
- Define global compensation that standardizes compensation rules for the entire DAO
- Provides guidance on letting projects/guild define local compensation.
- Envisions a new incentive model that rewards long-term contributors that stick with the DAO for longer periods of time.
Work with guilds to standardize guild roles and Coordinape rounds- Work with guild Talent Scouts and First Quest to identify challenges and better retain talent entering DAO
Strategic Prioritization
- Model and present various strategic directions the DAO can take (present to DAO for feedback)
- Eg. DAO incubator model vs. software profit model vs Emergent Strategy
- Outline a business plan based on an identified strategic model
- Create an evaluation framework based on the identified strategy to help the DAO make strategic decisions with treasury and grant funding
- Create a new evaluation process that optimizes for both community consensus and responsible decision making (will likely deprecate the Grants Committee as it stands)
- Design a system that actually measures the output of funded projects and incorporates those findings into the evaluation process
- Balancing funding cost centers with things that generate revenue or token appreciation
Gov SEs and Working Groups
Earlier, I said about Gov SEs:
These members are not to operate in silos and make decisions on behalf of the DAO. They are to work with the DAO to find the optimal solution by progressively designing solutions, presenting them to the DAO, capturing feedback, and iterating.
One method of working with the DAO is to create a working group around these two problem spaces. As such, Gov SEs will have to work publicly in these working group. Part of their responsibility will be coordinating these working groups, somewhere between a Guild Coordinator and Project Manager."