🔍
RnDAO workspace
/
🛡️
School DAO
/
🗄️
Old Notion Archive HTML version
/
Organizational Design b02125ba8d37466e9d42cbf98ebbd399

Organizational Design b02125ba8d37466e9d42cbf98ebbd399

Organizational Design
Legal structure
  • Non-profit
    • A DAO will control the community platform
    • An LLC will act as the legal entity and owner of the DAO
    • LLC control (share ownership) mirrored in governance tokens
  • Board of directors
  • How decisions are made:
    • What types of decisions will the board maintain control
      • Budgets
      • Talent
      • Product roadmap/investments
    • What types of decisions will the community have
Market
  • B2C - direct to students
  • B2B - direct to education entities? Or as a channel?
  • Total addressable market > minimum viable segment
Ideal customer profile
  • The Student
    • The Student
      • Interested in web3/tech
      • Political activist
      • Feels unheard but does not feel there is a platform
      • Feelings of them v’s us
      • Hates the popularity contest
      • Wants more control over their own education
      • Supportive parents
  • The School
    • Open to listening and possibly acting on student voices
    • Innovative, tech first
    • Lack of platform for the general student population
    • Access to extra curricular funds
    • Already politicized student body
Revenue channels
  • Possible revenue paths:
    • SaaS model for recurring revenue
      • Private school
      • School districts
      • Student led funding via local business
    • Market place for NFTs (our fee comes from the buyer)
    • Partnership revenue/referral fee
    • Ad revenue, reoccurring surveys data sales???
    • Grants for a public good
    • Product placement / exclusivity
Tokenomics and contributor rewards proposals
  • Token distribution is a key aspect of the project's initial setup and should be approached with transparency and fairness. The aim is to provide initial rewards to the co-founders, ensure resources for rewarding future contributions, and possibly keep a reserve for future needs like fundraising, partnership incentives, community development, etc. Here's a simplified suggestion based on your $2,000,000 valuation (based on Techstars accelerator program of $120k for 6% stake):
      • 1. Co-founders (16%): Given the significant role of co-founders in the project's inception and early/ongoing development, a sizable portion should be allocated to them. This recognizes their efforts and keeps them motivated. The 16% can be distributed equally at 4% per co-founder.
      2. Future Team Contributions (6%): This portion is set aside to reward future contributions from team members. This can act as a strong incentive for both existing team members and new hires.
      3. Reserve for Future Fundraising (30%): A portion of tokens can be reserved for future fundraising rounds. These tokens can be sold to investors to raise funds for further development of the project.
      4. Community Rewards & Development (40%): These tokens can be used to build a robust community around your project. They can be used to incentivize user adoption, reward community engagement, or fund development initiatives that directly benefit the community.
      5. Partnerships & Strategic Alliances (5%): These tokens can be used to forge partnerships and strategic alliances that can bring value to your project.
      6. Legal & Contingency Reserve (3%): Given the regulatory uncertainties in the crypto world, it's prudent to keep some tokens reserved for potential legal costs. Additionally, this could act as a contingency reserve for unexpected needs.
      Remember that these tokens should likely be subjected to a vesting schedule to ensure long-term commitment. Also, consider the potential dilution effect when issuing new tokens in future fundraising rounds.
      Finally, it's worth reiterating that these are just suggestions and the actual percentages could vary based on the project's specific needs and strategies. Legal advice will be necessary to ensure compliance with applicable laws and regulations.
      Token Utility:
      Will this is a purely governance token, an ownership token, or both?
      Do we want to consider other forms of voting, ie. reputation voting, membership voting etc?
      Do we want to consider other utilities:
      Access to platform
      Payment for our service
      Staking
      Contributor rewards options:
      1. Fixed Rate: You could assign a fixed token rate per hour for all contributors. This method is simple and transparent, but it doesn't take into account the quality or impact of the contributions. Suggest $30 token value per hour as a starting point
      2. Performance-based Rewards: You could set up a system where the token rewards are linked to the quality, impact, or success of a contributor's work. This might require a performance review or project outcome assessment.
      3. Role-based Rewards: Different roles might have different token rates. For example, a senior developer might earn more tokens per hour compared to a junior developer due to the difference in their skills and experience. Do we need to double/triple rewards for devs versus social media contributions?
      4. Bonus Tokens: To reward outstanding work or extra effort, you could have a system for bonus tokens. This could be based on peer or leadership reviews, or community voting.
      5. Tokens for Learning: If you want to encourage your contributors to improve their skills, you could reward them with tokens for completing training or learning courses.
      6. Milestone Rewards: If your startup is project-based, you could assign a certain amount of tokens for the completion of each project or milestone. For example, we could assign $10k worth of tokens to design and build our onboarding process.
      A combination of these methods could be used to provide a balanced and motivating reward system. It's important to keep the system fair and transparent, and to communicate clearly with all contributors about how it works.
      Also, bear in mind that while tokens can be a great way to incentivize and reward contributors, they are not a replacement for a fair salary or wage. Tokens should ideally be an additional reward on top of fair financial compensation, especially if they have no immediate cash value.
Business Plan
  • Bottom up ramp to break even and beyond
Operations
  • Dept List
      • HR (core team)
      Community support on main DAO platform
      Growth/Marketing (SALES) inc. social media, content marketing, partnerships
      Product - inc. IT, dev ops, product dev and architecture
      Finance - budget, cash flow, treasure mgt, risk
Community Involvement
  • Community contribution strategy
      • Creating a community-owned project, particularly when the community is comprised of students, is a great way to promote engagement and ownership. It's also an opportunity to empower the students by allowing them to contribute and shape the direction of the project. Here's a potential strategy to encourage student contribution:
      1. Identify Areas of Contribution:
    • Platform Development: Some students may be interested in the technical aspect of the platform. This could be coding, UI/UX design, testing, or documenting. For this, you could organize coding clubs, hackathons, or offer mentorship opportunities where interested students can learn and contribute to the platform's development.
    • Content Creation and Social Media Management: Students with an interest in writing, designing, or marketing could contribute to the project's blog, social media channels, and promotional content. They can help create tutorials, success stories, news updates, and promotional graphics.
    • Growth and Advocacy: Some students might excel in networking and advocacy. They could be given the opportunity to act as ambassadors for the project, spreading the word among other students, schools, and the wider community. They could also provide input on strategies for user acquisition and retention.
    • Operations and Governance: Students could also help with the operational aspects of the project. This could involve assisting with onboarding new users, providing user support, and moderating community discussions. They could also participate in governance discussions and help shape the policies and direction of the project.
      • 2. Create a Reward and Recognition System: Create a system to recognize and reward contributions. This could be through tokens as previously discussed, but also through public recognition, exclusive benefits, or opportunities for career and skill development. Make sure that the rewards are fair and align with the project's values and objectives.
      3. Provide Training and Mentorship: Given that students may not have prior experience in these areas, it would be crucial to provide training and mentorship. This could involve workshops, online courses, or one-on-one mentorship sessions. Over time, experienced contributors could also become mentors to newer contributors.
      4. Foster a Collaborative Community: Create spaces where contributors can collaborate, share ideas, and support each other. This could be through online forums, chat groups, or regular community meetings.
      5. Encourage Feedback and Innovation: Encourage students to give feedback and propose new ideas. This can help the project adapt and evolve based on the community's needs and experiences. Consider organizing innovation challenges or ideathons to stimulate creative thinking.
      6. Set Clear Expectations: It's crucial to set clear expectations regarding the quality of contributions, respect for others, and adherence to the project's values and policies. This can help foster a healthy and productive community.
      The exact implementation of this strategy will depend on the size, scope, and resources of the project. But by giving students the opportunity to contribute, you're not only building a stronger and more engaged community, but also empowering students with valuable skills and experiences.
  • Transition to community led DAO strategy
      • Transitioning from a founder-led initiative to a community-led DAO is a significant step that requires careful planning and execution. Below is a roadmap to help guide this transition:
      1. Prepare for Decentralization: Before initiating the transition, ensure that the community is prepared. This might include educating community members about DAOs, governance principles, and their rights and responsibilities as token holders. Also, ensure that the necessary technological infrastructure (like smart contracts for voting) is in place.
      2. Gradual Decentralization: Rather than a sudden handover, transition control gradually. Start by involving the community in minor decision-making processes. As the community becomes more comfortable with governance, progressively increase their decision-making authority.
      3. Token Distribution: An important part of a DAO is the distribution of governance tokens. The token distribution plan should be transparent and fair, with an aim to decentralize control and avoid concentration of power. As suggested earlier, tokens can be distributed to co-founders, future contributors, for fundraising, community rewards, partnerships, and legal reserves.
      4. Decentralized Governance Model: Establish a decentralized governance model with clear rules on how proposals are made, discussed, and voted upon. This could involve on-chain voting where token holders vote on proposals directly, or a delegate model where token holders elect representatives to vote on their behalf.
      5. Community Engagement: Foster a community culture where members feel empowered to voice their opinions and contribute ideas. Regularly communicate with the community, solicit their feedback, and respond to their concerns. Build a robust community engagement strategy that encompasses forums, social media, newsletters, and meetings.
      6. Develop Leadership Within the Community: Identify and nurture leaders within the community. These could be community members who are actively involved and show a commitment to the project’s mission and values. Encourage them to take up more responsibility and guide other community members.
      7. Transition of Operational Roles: Once the governance model is in place, start transitioning operational roles to the community. This could be gradual, starting with roles that require less technical expertise. Over time, more complex roles could also be transitioned.
      8. Monitor and Iterate: Even after the transition, continue to monitor the community dynamics and the effectiveness of the governance model. Be prepared to make adjustments as needed to ensure that the community remains engaged and the DAO operates effectively.
      Remember, the goal of a DAO is not merely to distribute control but to foster a self-governing community that upholds the project's mission and values. As such, the transition should be handled in a way that empowers the community while preserving the project's goals and ethos.
Working Agreement 2023 H2
Team is going to be different.
Over the next 6 months we do not expect Paolo to be around unless we secure funds.
Brent has some travel from Sept 15th to around Nov 5th and his availability will be patchy.
Fintan and Fabs will be focusing on trying to get funds in. Specifically their responsibilities will be:
Priorities:
  • Website
    • Content
    • Design
    • Delivery
  • Pitch deck
    • Optimised
      • Feedback
        • Aaron @fmurphy
        • Fintan contacts in Kuwait @fmurphy
        • Andy K @Fabs Martins
        • Marini @Fabs Martins
    • Completed
    • Test runs
    • Delivered
      • Trial runs
        • List of trials
      • Presentations — target is to have 10 presentations before Nov 1st
        • List of presentations
          • Aragon — last updated Aug 24th
            • @fmurphy contacted Evan
            • @Fabs Martins contacted Alex Clay
  • Path to funding
    • Shortlist of potential donors
    • Shortlist of external capital
    • Shortlist of incubator/accelerator type businesses
    • Short list of potential investors
    • Aug 29th — @fmurphy and @Fabs Martins to go through this for next meeting. Priorities and flushed out lists.
  • Partnerships
    • Next schools — target is to have 6 schools by Nov 1st
      • Country + Size + Key contact
  • Alternative paths for ‘24
    • Strategy for incubator/accelerators
    • Role of Kids in team
    • Partner a school / district / dept of education for funding
    • Potential of other Govt funding (e.g. EU)
    • Potential of foundation funding (e.g. Dr Dam’s suggestions)
🔍
RnDAO workspace
/
🛡️
School DAO
/
🗄️
Old Notion Archive HTML version
/
Organizational Design b02125ba8d37466e9d42cbf98ebbd399

Organizational Design b02125ba8d37466e9d42cbf98ebbd399

Organizational Design
Legal structure
  • Non-profit
    • A DAO will control the community platform
    • An LLC will act as the legal entity and owner of the DAO
    • LLC control (share ownership) mirrored in governance tokens
  • Board of directors
  • How decisions are made:
    • What types of decisions will the board maintain control
      • Budgets
      • Talent
      • Product roadmap/investments
    • What types of decisions will the community have
Market
  • B2C - direct to students
  • B2B - direct to education entities? Or as a channel?
  • Total addressable market > minimum viable segment
Ideal customer profile
  • The Student
    • The Student
      • Interested in web3/tech
      • Political activist
      • Feels unheard but does not feel there is a platform
      • Feelings of them v’s us
      • Hates the popularity contest
      • Wants more control over their own education
      • Supportive parents
  • The School
    • Open to listening and possibly acting on student voices
    • Innovative, tech first
    • Lack of platform for the general student population
    • Access to extra curricular funds
    • Already politicized student body
Revenue channels
  • Possible revenue paths:
    • SaaS model for recurring revenue
      • Private school
      • School districts
      • Student led funding via local business
    • Market place for NFTs (our fee comes from the buyer)
    • Partnership revenue/referral fee
    • Ad revenue, reoccurring surveys data sales???
    • Grants for a public good
    • Product placement / exclusivity
Tokenomics and contributor rewards proposals
  • Token distribution is a key aspect of the project's initial setup and should be approached with transparency and fairness. The aim is to provide initial rewards to the co-founders, ensure resources for rewarding future contributions, and possibly keep a reserve for future needs like fundraising, partnership incentives, community development, etc. Here's a simplified suggestion based on your $2,000,000 valuation (based on Techstars accelerator program of $120k for 6% stake):
      • 1. Co-founders (16%): Given the significant role of co-founders in the project's inception and early/ongoing development, a sizable portion should be allocated to them. This recognizes their efforts and keeps them motivated. The 16% can be distributed equally at 4% per co-founder.
      2. Future Team Contributions (6%): This portion is set aside to reward future contributions from team members. This can act as a strong incentive for both existing team members and new hires.
      3. Reserve for Future Fundraising (30%): A portion of tokens can be reserved for future fundraising rounds. These tokens can be sold to investors to raise funds for further development of the project.
      4. Community Rewards & Development (40%): These tokens can be used to build a robust community around your project. They can be used to incentivize user adoption, reward community engagement, or fund development initiatives that directly benefit the community.
      5. Partnerships & Strategic Alliances (5%): These tokens can be used to forge partnerships and strategic alliances that can bring value to your project.
      6. Legal & Contingency Reserve (3%): Given the regulatory uncertainties in the crypto world, it's prudent to keep some tokens reserved for potential legal costs. Additionally, this could act as a contingency reserve for unexpected needs.
      Remember that these tokens should likely be subjected to a vesting schedule to ensure long-term commitment. Also, consider the potential dilution effect when issuing new tokens in future fundraising rounds.
      Finally, it's worth reiterating that these are just suggestions and the actual percentages could vary based on the project's specific needs and strategies. Legal advice will be necessary to ensure compliance with applicable laws and regulations.
      Token Utility:
      Will this is a purely governance token, an ownership token, or both?
      Do we want to consider other forms of voting, ie. reputation voting, membership voting etc?
      Do we want to consider other utilities:
      Access to platform
      Payment for our service
      Staking
      Contributor rewards options:
      1. Fixed Rate: You could assign a fixed token rate per hour for all contributors. This method is simple and transparent, but it doesn't take into account the quality or impact of the contributions. Suggest $30 token value per hour as a starting point
      2. Performance-based Rewards: You could set up a system where the token rewards are linked to the quality, impact, or success of a contributor's work. This might require a performance review or project outcome assessment.
      3. Role-based Rewards: Different roles might have different token rates. For example, a senior developer might earn more tokens per hour compared to a junior developer due to the difference in their skills and experience. Do we need to double/triple rewards for devs versus social media contributions?
      4. Bonus Tokens: To reward outstanding work or extra effort, you could have a system for bonus tokens. This could be based on peer or leadership reviews, or community voting.
      5. Tokens for Learning: If you want to encourage your contributors to improve their skills, you could reward them with tokens for completing training or learning courses.
      6. Milestone Rewards: If your startup is project-based, you could assign a certain amount of tokens for the completion of each project or milestone. For example, we could assign $10k worth of tokens to design and build our onboarding process.
      A combination of these methods could be used to provide a balanced and motivating reward system. It's important to keep the system fair and transparent, and to communicate clearly with all contributors about how it works.
      Also, bear in mind that while tokens can be a great way to incentivize and reward contributors, they are not a replacement for a fair salary or wage. Tokens should ideally be an additional reward on top of fair financial compensation, especially if they have no immediate cash value.
Business Plan
  • Bottom up ramp to break even and beyond
Operations
  • Dept List
      • HR (core team)
      Community support on main DAO platform
      Growth/Marketing (SALES) inc. social media, content marketing, partnerships
      Product - inc. IT, dev ops, product dev and architecture
      Finance - budget, cash flow, treasure mgt, risk
Community Involvement
  • Community contribution strategy
      • Creating a community-owned project, particularly when the community is comprised of students, is a great way to promote engagement and ownership. It's also an opportunity to empower the students by allowing them to contribute and shape the direction of the project. Here's a potential strategy to encourage student contribution:
      1. Identify Areas of Contribution:
    • Platform Development: Some students may be interested in the technical aspect of the platform. This could be coding, UI/UX design, testing, or documenting. For this, you could organize coding clubs, hackathons, or offer mentorship opportunities where interested students can learn and contribute to the platform's development.
    • Content Creation and Social Media Management: Students with an interest in writing, designing, or marketing could contribute to the project's blog, social media channels, and promotional content. They can help create tutorials, success stories, news updates, and promotional graphics.
    • Growth and Advocacy: Some students might excel in networking and advocacy. They could be given the opportunity to act as ambassadors for the project, spreading the word among other students, schools, and the wider community. They could also provide input on strategies for user acquisition and retention.
    • Operations and Governance: Students could also help with the operational aspects of the project. This could involve assisting with onboarding new users, providing user support, and moderating community discussions. They could also participate in governance discussions and help shape the policies and direction of the project.
      • 2. Create a Reward and Recognition System: Create a system to recognize and reward contributions. This could be through tokens as previously discussed, but also through public recognition, exclusive benefits, or opportunities for career and skill development. Make sure that the rewards are fair and align with the project's values and objectives.
      3. Provide Training and Mentorship: Given that students may not have prior experience in these areas, it would be crucial to provide training and mentorship. This could involve workshops, online courses, or one-on-one mentorship sessions. Over time, experienced contributors could also become mentors to newer contributors.
      4. Foster a Collaborative Community: Create spaces where contributors can collaborate, share ideas, and support each other. This could be through online forums, chat groups, or regular community meetings.
      5. Encourage Feedback and Innovation: Encourage students to give feedback and propose new ideas. This can help the project adapt and evolve based on the community's needs and experiences. Consider organizing innovation challenges or ideathons to stimulate creative thinking.
      6. Set Clear Expectations: It's crucial to set clear expectations regarding the quality of contributions, respect for others, and adherence to the project's values and policies. This can help foster a healthy and productive community.
      The exact implementation of this strategy will depend on the size, scope, and resources of the project. But by giving students the opportunity to contribute, you're not only building a stronger and more engaged community, but also empowering students with valuable skills and experiences.
  • Transition to community led DAO strategy
      • Transitioning from a founder-led initiative to a community-led DAO is a significant step that requires careful planning and execution. Below is a roadmap to help guide this transition:
      1. Prepare for Decentralization: Before initiating the transition, ensure that the community is prepared. This might include educating community members about DAOs, governance principles, and their rights and responsibilities as token holders. Also, ensure that the necessary technological infrastructure (like smart contracts for voting) is in place.
      2. Gradual Decentralization: Rather than a sudden handover, transition control gradually. Start by involving the community in minor decision-making processes. As the community becomes more comfortable with governance, progressively increase their decision-making authority.
      3. Token Distribution: An important part of a DAO is the distribution of governance tokens. The token distribution plan should be transparent and fair, with an aim to decentralize control and avoid concentration of power. As suggested earlier, tokens can be distributed to co-founders, future contributors, for fundraising, community rewards, partnerships, and legal reserves.
      4. Decentralized Governance Model: Establish a decentralized governance model with clear rules on how proposals are made, discussed, and voted upon. This could involve on-chain voting where token holders vote on proposals directly, or a delegate model where token holders elect representatives to vote on their behalf.
      5. Community Engagement: Foster a community culture where members feel empowered to voice their opinions and contribute ideas. Regularly communicate with the community, solicit their feedback, and respond to their concerns. Build a robust community engagement strategy that encompasses forums, social media, newsletters, and meetings.
      6. Develop Leadership Within the Community: Identify and nurture leaders within the community. These could be community members who are actively involved and show a commitment to the project’s mission and values. Encourage them to take up more responsibility and guide other community members.
      7. Transition of Operational Roles: Once the governance model is in place, start transitioning operational roles to the community. This could be gradual, starting with roles that require less technical expertise. Over time, more complex roles could also be transitioned.
      8. Monitor and Iterate: Even after the transition, continue to monitor the community dynamics and the effectiveness of the governance model. Be prepared to make adjustments as needed to ensure that the community remains engaged and the DAO operates effectively.
      Remember, the goal of a DAO is not merely to distribute control but to foster a self-governing community that upholds the project's mission and values. As such, the transition should be handled in a way that empowers the community while preserving the project's goals and ethos.
Working Agreement 2023 H2
Team is going to be different.
Over the next 6 months we do not expect Paolo to be around unless we secure funds.
Brent has some travel from Sept 15th to around Nov 5th and his availability will be patchy.
Fintan and Fabs will be focusing on trying to get funds in. Specifically their responsibilities will be:
Priorities:
  • Website
    • Content
    • Design
    • Delivery
  • Pitch deck
    • Optimised
      • Feedback
        • Aaron @fmurphy
        • Fintan contacts in Kuwait @fmurphy
        • Andy K @Fabs Martins
        • Marini @Fabs Martins
    • Completed
    • Test runs
    • Delivered
      • Trial runs
        • List of trials
      • Presentations — target is to have 10 presentations before Nov 1st
        • List of presentations
          • Aragon — last updated Aug 24th
            • @fmurphy contacted Evan
            • @Fabs Martins contacted Alex Clay
  • Path to funding
    • Shortlist of potential donors
    • Shortlist of external capital
    • Shortlist of incubator/accelerator type businesses
    • Short list of potential investors
    • Aug 29th — @fmurphy and @Fabs Martins to go through this for next meeting. Priorities and flushed out lists.
  • Partnerships
    • Next schools — target is to have 6 schools by Nov 1st
      • Country + Size + Key contact
  • Alternative paths for ‘24
    • Strategy for incubator/accelerators
    • Role of Kids in team
    • Partner a school / district / dept of education for funding
    • Potential of other Govt funding (e.g. EU)
    • Potential of foundation funding (e.g. Dr Dam’s suggestions)