- Noting that the TOC WG is trialling a Proposal template. This new structure aims to improve accountability and better enable community feedback on priorities and focus for each specific WG.
- In particular, the OKR framework should allow the community to provide challenges on the specific initiatives and objectives TOC has listed as priorities. By encouraging targetted challenge in this way, WG proposals can be focused on delivering on the highest impact initiatives.
- TOC WG is also building on the vertical model first introduced by Growth to better increase accountability. The thinking is that by clearly defining the performance objectives for each vertical, the relative performance of teams focusing on that particular area can be better assessed and a greater degree of autonomy and decentralization can be achieved.
- This feeds into the âNestâ model introduced in the Future of Finance.
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Authors: @Pepperoni_Joe , @bradwmorris
Reviewers: @pujimak_in, @Hammad1412, @0xMitz, @emault, @seb
Type: Existing WG - Quarterly Proposal
1. Summary
We are proposing the Q4 funding of the Talent, Operations and Change WG [term ending December 2021] to a value of $163,742 (1380 INDEX, $21,000 USD, approx $94,442 in INDEX using 20-day TWAP).
2. Challenges TOC WG will address
As Index Coop continues to grow, today we face several major challenges:
- Ineffective identification, utilization and retention of key talent
- Talent shortages in key areas will restrict long term growth and will (has!) lead to the poaching of high value contributors to other DAOs and projects.
- Engineering and product constraints continue to slow project launches.
- Inefficiencies within our operational processes
- This limits our contributorsâ abilities to work effectively, coordinate cross-functionally and make decisions
- Ongoing need to adapt, iterate and deliver change in key strategic areas
- Without an ongoing effort to support our organization to âlevel upâ we will fail to deliver on the complex cross-functional initiatives essential for long term success
3. TOC impact in Q3
The impact of TOC (formerly POC) was validated through the strong scores received in the community Owl Pulse Survey published in September.
- â[TOC WG] leaders will carry Index Coop successfully through the next 9 month
- 94% Very High Confidence
- â[TOC WG] is providing the right level of transparencyâ
- 82% Very High Confidence
- âRate the value provided by [TOC WG]â
- 30% Very High Value, 58% High Value, 12% Some value / No Value / Neutral
For Q3, a key priority of TOC WG was to support the expansion of our engineering capabilities and to deliver a number of successes, including:
- Onboarding,orientation and recruitment of Cavalier Eth (Product Co-lead), Abel Tedros (Product & Engineering Strategy) and Edward (Engineering Co-Lead)
- Developed the Index Coop âengineering pathwayâ, with new joiners starting as âWizardsâ and, once capability had been demonstrated, being moved to âengineering properâ. In support of this TOC implemented a bespoke engineering new joiner process which to date has generated a detailed skills matrix for over 60+ âWizardsâ.
- Current onboarding process has received several external acknowledgments across the industry and at events. It has also been used as a blueprint for other DAOs across the space.
TOC WG has also achieved notable other success through:
- Owl Pulse Survey in collaboration with @Mary Q
- V2 on the onboarding process onboarding of over 200 new joiners through the revamped onboarding form and new joiner call since the end of August
- Contributor rewards process improvement
- Management of the IIP and Governance process and implementation of process improvements. Training of a new team to ultimately be stood up as a Governance Operations WG.
- Organization and management of the Index Coop internship program.
- Redesign and hosting of Leadership Forum (previously the org call).
- Ongoing administrative and technical support across Discord and Google Suite.
- Creation of a multi-DAO collaboration with Bankless, GitCoin, ForeFront, Aragon and several other DAOs to skill-share, pool talent, crowd-fund and build an education platform to enhance the onboarding experience.
TOC WG has de facto been coordinating Index 2.0 which continues to receive broad community buy-in (poll conducted on Wednesday 29th Oct).
4. Overview of TOC in Q4
To date, a broad range of activity has been undertaken and funded under the banner of âTOCâ.
For Q4, these activities will be split into three distinct verticals which will operate semi-autonomously and be accountable to deliver against their respective objectives and initiatives.
- Talent - Onboarding, recruitment and retention
- Ops - Operations, Organization and DAO tooling
- Change - Index 2.0 coordination & strategic initiatives
A major departure from the Q1 âPeople, Org and Community WG proposal is the removal of the broad âCommunityâ from the focus of this proposal.
- Community - any stakeholder in the DAO, from followers on twitter to our 7000 Discord members (20,000+ individuals)
- Contributor - an individuals being compensated by a specific WG OR on a full time contract (around 80 individuals)
This proposal is laser focused on supporting contributors as a distinct aspect of a subset of our broader community.
In tandem, TOC is working @nic to develop a separate proposal for a community and culture guild which will be an alternative take on the traditional WG model using coordinate for funding. Note this is not about descoping community, but better drawing the distinction between initiatives focused on contributor related challenges vs a more holistic approach to building a culture and community.
Further details of distinct TOC verticals, and corresponding OKRs can be found below.
5. TOC vertical and OKRs
Talent
Objective (talent)
- #1. Coordinate with and support each working group to identify skills, talent and people required to sustain long term growth.
- #2. Create a transparent, frictionless and meritocratic onboarding and recruitment path for new DAO members with varying skill sets and commitment levels to make meaningful contributions.
- #3. Identify, onboard, recruit, and retain high calibre contributors who will support the Coops vision and mission.
Key Results (talent)
#1. Coordinate with and support each working group to identify skills, talent and people required to sustain long term growth.
- #1.1. Owl Pulse Survey Questions for WGL âI have the right skills and talent within my teamâ.
- #1.2 Owl Pulse Survey Questions for WG âI feel Index Coop is making progress to address the skills gap within my areaâ
- #1.3. % of WGs with fully completed âNew Joinerâ notion pages
#2. Create a transparent, frictionless and meritocratic onboarding and recruitment path for new DAO members with varying skill sets and commitment levels to make meaningful contributions.
- #2.1. New joiner sentiment rating.
- #2.2. Number of high value DAO people partnerships created. High value partnership defined as one where DAOâs are effectively sharing onboarding techniques, resources and talent.
- #2.3. Bi-weekly attendance of InterDAO workshops.
#3. Identify, onboard, recruit, and retain high calibre contributors who will support the Coops vision and mission.
- #3.1 Number of new Gold / Silver owls who have joined within 6 months.
- #3.2 Number of Product and EWG positions filled and number of graduates from the âcatch and releaseâ program (more details tbc).
Initiatives (talent)
#1. Coordinate with and support each working group to identify skills, talent and people required to sustain long term growth.
- #1.A. Creation of updated, public facing Notion boards, Discord Channels and onboarding forms for each WG. Person directory and onboarding documentation, bounties and tasks etc
- #1.B Establish and train a talent scout/champion for each WG to coordinate new candidates, communicate required skills and source high impact talent.
- #1.C. Clearly defined EWG path and form submissions for Head of Smart Contracts position.
#2. Create a transparent, frictionless and meritocratic onboarding and recruitment path for new DAO members with varying skill sets and commitment levels to make meaningful contributions.
- #2.A. Establish a cross-Coop bounty board program
- #2.B. Establish a cross-Coop member directory
- #2.C. Complete new joiner persona mapping and visual mapping of the onboarding path
-
#2.D. Create shared educational resources as part of the DAO alliance
*#2.E. Improve structure of new joiner call and run 4x sessions per month - #2.F Modify the current onboarding quest to provide more context, clarity and direct coordination with tasks and specific working groups
- #2.G Implement less formal context building calls in the relevant working groups (growth, POC, BD, APAC) to support new joiners and maintain high quality contribution zones
- #2.H. Establishment of the InterDAO alliance and regular workshops focusing on talent and people topics.
- #2.I. Establish a cross-DAO educational program and multi DAO talent hub.
#3. Identify, onboard, recruit, and retain high calibre contributors who will support the Coops vision and mission.
- #3.A. Iteration and management of compensation, non-financial benefits and hiring frameworks at part of Index 2.0
- #3.B Provide structured training opportunities for Gold and Silver Owls, with a particular focus on Notion upskilling in Q4.
- #3.C. Establish working relationship with at least one external recruitment partnership to onboard external talent
-
#3.D. Prepare for the launch of an internship 2.0 in Q1 with support from external partnerships to attract high calibre University talent
Contributors
Lead: @Bradley
Contributor: @mitz, @eric
Other notes: The aim for Q4 is to incubate the Onboarding, Recruitment and Retention vertical within TOC with the aim for this to be launched as a fully independent Working Group in Q1.
2. Ops - Operations, Organization and DAO tooling
Objective (Ops)
- #1. Enable contributors to operate effectively and efficiently through improved ways of working, meeting cadence, knowledge sharing and internal processes.
- #2. Enable contributor to operate effectively and efficiently through improved configuration of core technology (Discord, Discourse, GSuite)
-
#3. Provide ongoing admin support relating to GSuite access and Discord roles
Key Results Enable contributors to operate effectively and efficiently through improved internal processes, meeting cadence, knowledge sharing and use of core technologies (Notion, Discord, Discourse, GSuite)
Key Results (Ops)
#1. Enable contributors to operate effectively and efficiently through improved ways of working, meeting cadence, knowledge sharing and internal processes.
- #1.1. Owl Pulse Survey Questions for contributors (âI am able to operate effectively and make key decisions at Index Coopâ).
- #1.2 Number of strategic alliances focused around DAO tooling.
- #1.3 Number of ânotion championsâ within Index Coop
- #1.4 Number of WG âcore contributorsâ undertaking notion training/courses to develop core skills key to their roles
#2 Enable contributor to operate effectively and efficiently through improved configuration of core technology (Discord, Discourse, GSuite)
- #2.1 Owl Pulse Survey Questions for contributors (âI am able to operate effectively and make key decisions at Index Coopâ)
#3 Provide ongoing admin support relating to GSuite, Notion Workspaces access and Discord and Discourse roles.
- #3.1 % of welcome packs set to new Bronze Owls within 3 days of TOC being notified
Initiatives (ops)
#1 Enable contributors to operate effectively and efficiently through improved internal processes, meeting cadence, knowledge sharing and use of core technologies (Notion, Discord, Discourse, GSuite)
- #1.A Nomination and training of WG specific notion champions
- #1.B Provision of Notion training to all Gold and Silver owls
- #1.C Rollout of Parcel DAO services for Nov payroll.
- #1.D Improve meeting cadence, structure and operating rhythm.
#2 Enable contributor to operate effectively and efficiently through improved configuration of core technology (Discord, Discourse, GSuite)
- #2.A.A case studies on DAO operation to understand industry best practices.
- #2.B Key communication platforms (forum & discord) audit and subsequent alignment & optimisation.
- #2.C Google Workspace audit & optimisations (Drive, Groups, etc)
- #2.D. Pan-Index Coop notion improvements
#3 Provide ongoing admin support relating to GSuite access and Discord roles
- #3.A Creation of a âwelcome packâ template for new Bronze Owls which includes the setting up + access to their work assets
Contributors Seb, Eric, Hammad, Mitzy
Other notes Noting that as part of Future of Finance management of the payroll process is moving from POC to sit directly under the remit of a new âFinance Nestâ.
3. Change - Index 2.0 coordination & strategic initiatives
Objectives (change)
- #1. Support the coordination and overall success of Index 2.0.
- #2. Preempt and/or identify cross-functional issues, blockers or opportunities.
- #3. Stand up and coordinate multi-skilled, cross functional teams (Domain Experts) to deliver solutions to the issues and blockers.
Key Results (change)
Support the coordination and overall success of Index 2.0.
- #1.1 Questionnaire response to âIndex 2.0 is helping [has helped] level up our organizationâ
- #1.2 Number of workshops completed per resolved theme
Preempt and/or identify cross-functional issues, blockers or opportunities
- #2.1 Number of contributors who complete the Owl Pulse Survey
- #2.2 Owl Pulse Survey Questions (âIndex Coop is leveling up as an organizationâ)
Stand up and coordinate multi-skilled, cross functional teams (Domain Experts) to deliver solutions to the issues and blockers
- #3.1 Number of new initiatives implemented through forum / IIP
Initiatives (change)
Support the coordination and overall success of Index 2.0.
#1.A Coordinate Index 2.0 workshop themes
- Future of Finance
- Genesis token distribution
- Leadership and Governance
- 3rd Parties and Methodologist
- Future of Product and Engineering
- Representation and Diversity
Preempt and/or identify cross-functional issues, blockers or opportunities
- #2.A. Organisational Feedback & Owl Pulse Survey v2
Stand up and coordinate multi-skilled, cross functional teams (Domain Experts) to deliver solutions to the issues and blockers
- #3.A. Interpersonal feedback & Conflict Resolution Framework*
- #3.B. New Conflict of Interest framework (with community buy-in)
- #3.C. Revised Compensation framework
- #3.D. Revised Owl Levels Matrix
-
#3.E. Explore launching a Legal and Risk WG
Contributors Lead: Pepperoni Joe
Contributors: Hammad, Vanita, Mitzy, Mary, Eduardo
Other notes:: Given the Funding Council is likely to dissolve, it seemed sensible for contributors who are actively supporting the coordination and delivery of Index 2.0 to be funded through Talent, Operations and People WG.
6. Core Contributors
A major aim of Q4 is to continue to build out the TOC WG team and empower this group to have greater ownership and delegated responsibility.
The following contributors will receive a fixed stipend, plus additional contributor rewards for successful delivery of new initiatives.
| Name | Role within TOC | Fixed Stipend (($) |
|---|---|---|
| Pepperoni Joe | WG co-lead | 230 INDEX, $3,500 USDC |
| Beeradley | WG co-lead | 230 INDEX, $3,500 USDC |
Additional rewards will be provided to contributors on a monthly basis who will be rewarded flexibly based on time and impact.
7. Budget
For Q4, TOC is request a budgets of 1380 INDEX, $94,442 in $INDEX and $21,000 in USDC.
This equates to a total budgetary request of $163,742 in Q4, assuming $35 INDEX price.
*Funding for Index 2.0 work will largely be directed towards contributors who are supporting workshops design, delivery and follow up as Domain Experts or Workshop Aids in areas not covered directly under their WGs remit OR as part of their FT compensation.
8. Communication and Accountability
The following communications will be shared with the full community over the next quarter.
| ID | Communication | Description | Owner | Format | Dates / Frequency |
|---|---|---|---|---|---|
| 1 | Monthly progress updates | Update on status of objectives, key results and initiatives | Pepperoni Joe | Forum post | w.c. 8st of Nov, w.c. 13th of December |
| 2 | Monthly progress update | Update on status of objectives, key results and initiatives | Pepperoni Joe | Live google call | w.c. 1st of Nov, w.c. 6th of December |
| 3 | Talent public call | Public call to provide updates on the current state of the new joiner process, and targeted improvements. Opportunity for community to provide feedback. | Bradley | Live google call | Every two weeks |
| 4 | Ops public call | Bi weekly public call to provide a community update on the Operation, Organization and DAO tooling vertical | tbc | Live google call | Every two weeks |
| 5 | Index 2.0 coordination & strategic initiatives | Weekly update at the Leadership Forum | Pepperoni Joe | Live google call | Weekly |
| 6 | TOC tea time⌠| This call is designed for new joiners who want to gain an understanding of TOC, how to navigate and how to get involved. Also suitable for old owls staying up to speed and in the loop. | Bradley | Live google call | Every two weeks |
| 7 | New Joiner call (US/UK) | Orientation call for new joiners | Eric / Mitzy | Live google call | weekly |
| 8 | New Joiner call (APAC) | Orientation call for new joiners | Bradley / Mitzy | Live google call | weekly |
| 9 | Q4 Reflections and Lessons Learnt | Reflections on what has worked well, and what could be improved or could have gone better. Request for community feedback | Pepperoni Joe | Forum post | w.c. 13th December |
| 10 | Q1 Budget revisions | Reflections on what has worked well, and what could be improved or could have gone better. Request for community feedback | Pepperoni Joe | Forum post | w.c. 20th December |
Next
In line with @fallow8 suggestion, we will be hosting a Community Call w.c. (week commencing) 18th of October to discuss this proposal in more depth, and respond to any questions raised on the forum.
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