Please note that this proposal is currently in a pre-draft stage and might be subject to revision based on discussions within the DAO and Foundation requirements. The content presented here is intended to spark discussion and gather feedback, and as such, it may undergo changes before reaching its final form.
Authors
Andre Geest (Safe, @Andre), Amy (Safe, @amy.sg)
Special thanks to Hats Protocol team who helped shape the design
Abstract
This proposal from the Governance team introduces organizational structures to the existing OBRA framework. The proposal consists of 3 parts:
- Introduction of Organizational Structures: Steering Committees and Councils
- Initial Steering Committees at Launch
- Initial Strategies with Councils at Launch
Background
In order to avoid excessive spending and misallocation of community resources to low context individuals, the OBRA framework introduced a hierarchical structure between goals, strategy, and initiatives with no working groups.
Since the launch of OBRA in 2023, 51% of proposals have been OBRA funding requests but voter participation has dwindled. After onboarding 21 teams and conducting an OBRA retro, guardians and delegates have shared various pain points for ensuring effective capital allocation:
- Lack of context to Safe’s overall strategy
- Unclear how funding has been effective in the development of Safe’s needs & growth
- Lack of community participation and feedback
- Initiative teams want more strategic guidance from high context individuals to provide input on validation of the initiatives’ work
These challenges can be visualized in a flywheel for effective funding:
The structure intends to maintain OBRA’s original intention of keeping the funding scope narrow via strategies. However, it creates agility by giving agency but accountability to high context individuals to develop focused initiatives that drive growth toward a vibrant ecosystem. This proposal outlines a plan to redirect collective focus through the following:
- Drive Safe’s Strategy → Introduction of a Strategy Steering Committee
- Increase Ecosystem Initiatives → Introduction of new strategies and initiatives
- Develop High Quality Ideas & Proposals → Councils to introduce focused initiatives and filter for quality
- Allocate Funding Effectively → Efforts from all the above with introduction of Treasury Management Steering Committee
Introduction of Organizational Structures: Steering Committees and Councils
This proposal evolves the existing OBRA structure by introducing two types of high context groups: Steering Committees and Councils. Steering Committees provide strategic guidance while Councils execute the strategies by developing initiatives that effectively allocate the assigned budget. The initial launch will comprise of:
- Strategy Steering Committee
- Treasury Management Steering Committee
- Community Development Council
- Governance and DAO Operations Council
Below outlines the definition of Steering Committees and Councils. For sake of conciseness, operational details and templates will be provided in the next phase after the initial discussion of the overall structure.
1. Steering Committees (SC)
A Steering Committee is comprised of trusted members who have high context and expertise of Safe’s vision for providing strategic guidance on Safe{DAO}’s capital allocation strategies.
Responsibilities
- Provide strategic guidance for Safe{DAO}
- Produce reports per Season
- Document and exercise decisions for dispute resolution between Councils and Initiatives
- Review and provide feedback on Council’s work
- Manage Steering Committee Member and Council Member onboarding and offboarding
Powers & Accountability
A Steering Committee is directly accountable to Safe{DAO}, with token holders / delegates evaluating, re-approving, or providing feedback on the Committee’s work. At any point, token holders are able to offboard a Steering Committee Member. Additionally, a Steering Committee Member can resign using an Offboarding template.
Roles
- Steering Committee Lead: Responsible for onboarding Steering Committee members onto the Committee and communicating directly with Safe{DAO} (although any member can also do so at any time). However, to avoid any group apathy, all members are expected to be active and represent the Steering Committee as a whole. Additionally, a Lead as a role does not define the decision making structure of the Committee. A Committee is open to structuring their decision making as needed, as long it is documented.
- Steering Committee Members: Responsible for fulfilling the Steering Committee responsibilities and actively communicating to Safe{DAO} in regular intervals.
Steering Committee Details
- Membership: Minimum of 3 and maximum of 5 members.
- Terms: Terms will be defined by seasons (e.g minimum one and maximum four seasons). After terms are completed, individuals must reapply.
- Compensation: Steering Committee members are compensated (unless an employee of SEF).
Eligibility Criteria
- High context to Safe’s vision and overall strategy
- Commit roughly 30 hours per Season, front-loaded to the beginning and end of the season
Creating/Dissolving a Steering Committee
In this initial phase of the iterative structure, the Safe Ecosystem Foundation (SEF) will be the sole party creating and dissolving Steering Committees.
2. Councils
A Council is comprised of highly engaged individuals with high context in a specific domain who can help drive effective resource allocation. A Council is responsible for executing a Strategy by proposing initiatives that effectively allocate the assigned budget. Councils develop these initiatives for individual contributors or teams to apply for funding.
Responsibilities
- Develop initiatives based on budget and strategy, utilizing any form of capital allocation strategies (RFPs, grants, etc)
- Review, approve, relay feedback on proposals from individuals and teams who apply for initiatives
- Document each initiative’s outcomes and produce a report (list of initiatives, outcomes, budget) at the end of the Season
- Be an Initiative Individual Contributor (IC) or Team’s point of contact
- Manage/administer operational processes as necessary (Multisig, KYC/KYB, payouts)
Powers & Accountability
- Accountability: Council members are directly accountable to a Steering Committee who are evaluating, re-approving, or providing feedback on the Councils’ work.
- Offboarding Council Members: Only the Steering Committee is able to offboard a Council Member. A Council Member can always resign using an Offboarding Template.
- Offboarding Initiative Contributors: With strong reason, Councils are able to offboard an Initiative IC or Team prior to the completion of their initiative. However, Initiative Contributors or Teams can appeal directly to the Steering Committee using an Appeal form.
Roles
- Council Lead: Responsible for onboarding Council members onto the Council and communicating directly with Safe{DAO} (although any member can also do so at any time). However, a Lead as a role does not define the decision making structure of the Council. A Committee is open to structuring their decision making as needed, as long it is documented.
- Council Members: Responsible for fulfilling the Steering Committee responsibilities and communicating with Safe{DAO} when necessary.
Council Details:
- Membership: A minimum of 3 and maximum of 5 members.
- Terms: Terms will be defined by seasons (e.g minimum one and maximum four seasons). After terms are completed, individuals must reapply.
- Compensation: Council members are compensated (unless an employee of SEF).
Eligibility Criteria
- Expertise in the specific topic of the Strategy
- SEF will initially appoint Council members, but any contributor can nominate either themselves or another individual for consideration via a nomination process. In future iterations membership will be through open elections.
- Commit roughly 10-20 hours per week
Creating/Dissolving a Council:
- A Steering Committee can create and dissolve a Council and individual Council members.
- Token holders are able to dissolve a Council (not member unless the member explicitly violates a Code of Conduct as they have less day to day context to a Council member’s work).
- Councils are directly tied to a strategy. If the strategy changes or is no longer appropriate, the council is dissolved. However, members can join other Councils if their expertise is appropriate.
Other Important Notes
- Separation of Powers: Individuals cannot be a member in both Committees and Councils. Additionally, Initiative teams who actively get funding (defined as at least two Sprints prior to start of term) from Councils cannot be Committee nor Council members.
Implementation Details
- As part of our principles of dynamic governance, this structure will be an iterative process.
- If ratified, this proposal will go into effect in the next possible sprint.
- Additionally, the ratification of this proposal will replace current OBRA strategies, budgets and payout terms. However, initiatives with ongoing funding are not affected.
Initial Steering Committees at Launch
Below is the initial list of Steering Committees at launch. As mentioned above, details including members, operational setup, and templates will be provided in the next phase after the initial discussion of the overall structure. The initial launch will comprise of:
- Strategy Steering Committee
- Treasury Management Steering Committee
1. Strategy Steering Committee
The Strategy Steering Committee is responsible for driving Safe{DAO}’s strategic direction by proposing a Season’s strategies and respective budgets. Their mandate includes evaluating, reviewing, and providing feedback on the Councils’ work, which is presented to Safe{DAO} via a report at the end of each Season.
In the initial launch:
- The Strategy Steering Committee will be the only entity to propose Strategies. However all Strategies must be proposed and voted in by token holders. The next iteration may open the proposal of new strategies via application for Steering Committee review then Safe{DAO} vote.
- SEF will be the sole members of the Strategy Steering Committee.
2. Treasury Management Steering Committee
The Strategy Steering Committee is responsible for working with treasury managers to develop an overall Safe{DAO} treasury goal and objectives. Their mandate includes evaluating, reviewing, and providing feedback on the Treasury Manager’s work, which is presented to Safe{DAO} through periodic reports as determined by the Treasury Management Steering Committee.
In the initial launch:
- SEF will initially appoint Treasury Management Steering Committee members, but may open nomination applications for consideration.
- Treasury managers must be voted in by Safe{DAO}.
Initial Strategies with Councils
Below is the initial list of strategies and councils at launch. As mentioned above, details including total budget requested, Council members, operational setup, and templates will be provided in the next phase after the initial discussion of the overall structure. The initial launch will comprise of:
- Community Development
- Governance and DAO Operations
1. Community Development
Linked Goal: (Goal 1) Foster vibrant ecosystem
The Community Development strategy should create a platform to grow wide, enabling Safe{DAO} to eventually scale beyond CC/SEF. This Council responsible for this strategy should:
- Create a talent pool of contributors
- Identify and inform Safe{DAO} of various stakeholders segments and interests
- Create engagement pathways
- Relay and amplify key messaging from Safe
- Surface community voices and innovations
- Propose and execute on growth marketing strategies
- Enable people to learn about Safe’s products and features
Initiatives will include, but are not limited to hosting IRL events and community calls, creating tutorials, articles, newsletters, podcasts, community analysis.
2. Governance and DAO Operations
Linked Goal: (Goal 2) Resilience through decentralization
Governance and DAO Operations strategy should improve participation experience in Safe{DAO} and facilitate processes that drive effective governance. The Council responsible for the strategy should:
- Increase the decentralization and capture-resistance of the DAO
- Increase accessibility through tooling, services and campaigns
- Ensure the security of DAO and governance processes
- Facilitate positive and effective governance participation experience
- Enhance transparency and efficiency in the governance system
Initiatives will include, but are not limited to managing OBRA operations, governance security (dashboards, processes, alerts & notifications), governance documentation accessibility and management, delegate campaigns, governance participation research with implementation suggestions.