Project based Worker Proposals
- Pawel Mastalerz
- George Worrell
- Ash Howe
- Eric Butz
How does it work
Steering Committee
The Foundation Board approves each Steering Committee member as well as total number of members and sets compensation.
To ensure the Steering Committee’s incentives are aligned with the FIO community, each member of the Steering Committee is paid in locked FIO via a Worker Proposal.
The Steering Committee makes decision by simple majority vote.
Steering Committee responsibilities include:
Define and publish Strategic Objectives, focus areas and/or specific projects it is willing to fund.
Review, approve, and fund Worker Proposals that satisfy the Strategic Objectives and ensure every Worker Proposal has clearly define set of KPIs.
Meet at least monthly to review progress against KPIs of all funded Worker Proposals and to decide on continuation of funding.
Meet with Foundation Board at least quarterly to provide update on progress towards Strategic Objectives.
Steering Committee responsibilities specifically do not include:
Managing individual projects, its objectives, activities, staffing, etc., other than via setting KPIs and budgets.
Individual Steering Committee members may also be involved in specific project being funded and if they are their vote will not be considered when deciding on their Worker Proposals.
Project-based Worker Proposals
All Worker Proposals approved by the Steering Committee:
Must deliver complete project without any dependencies not in control of the Worker Proposal Lead.
The Worker Proposal Lead is responsible for all elements required for success including Product Management, Design, Development, Hosting, Marketing, etc. It may, in turn hire additional resources to fulfill those needs. As a results the Worker Proposal includes enough funds to cover all required resources.
Specifically, the Steering Committee is not a stakeholder to the projects executed as part of the Worker Proposal, other than KPI accountability and budget. If Steering Committee members are critical to the success of the projects, their time and compensation should be secured directly with the individual.
Some initiatives may intentionally be funded only for initial development with the idea of them becoming self-funding businesses. Others may contain recurring payment provisions for operations.
Must include specific KPIs which will be monitored and used as basis to determine if it will continue to be funded.
KPIs should state some expectations of what would be considered success, or failure, e.g. “Success: >1000 registered domains” and not “Domain registrations going up.”
Should specify USDT budget and FIO token budget separately. FIO token budget can be USDT or FIO denominated.
May be paid via multiple Payment Requests directly to individuals or vendors completing work for that Worker Proposal as long as payment is approved by Worker Proposal Lead. This would lift the burden of managing payments from Worker Proposal Lead.
The code and domain knowledge produced must be open-source unless specific exception is granted by the Steering Committee.
Transition
As part of the transition process, existing workers may be reassigned to multiple project-based Worker Proposal in such a way that their initial X month workload would be predetermine to avoid the stress of not knowing what they will be working on once this model is adopted. See Proposed Initial Worker Proposals.
Proposed Initial Worker Proposals
It is important to note that the description is intended to visualize what the Worker Proposal will likely cover, but ultimately it will be up to the Worker Proposal Lead to decide what they will work on to achieve stated KPIs.
Similarly Current initiatives are intended to represent which Worker Proposal would take over existing intative, but ultimately it would be up to the Worker proposal Lead to decide if that initiatives helps achieve stated KPIs.
Supporting Current initiatives
Project name | Description | Strategic Priority | Current initiatives | KPIs | Budget | Lead |
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Run Steering Committee | See Steering Committee above |
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| Members: @David Gold @Pawel Mastalerz @Eric Butz @Ash Howe |
Support FIO Chain stability, performance and security. | FIO Chain Core
FIO Chain and Contract Security
Release management
EOSIO compatibility and community support
Developer outreach and community building
Development IT support
FIO Chain Tools
What’s not included
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| @Eric Butz |
Technically support FIO Protocol integrators | Integration documentation / Devhub
Integration development support
Integration IT support
Tools and libraries to support the integration experience
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OLD:
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| @Eric Butz |
Operate Registration Site |
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OLD:
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| @Eric Butz |
Support Wrapping of FIO Tokens and Domains | Objective: Ensure FIO Token/Domain infrastructure is operational
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| USDT: 3,750/mo | @Pawel Mastalerz |
Ensure block explorer availability | Objective: Ensure at least two block explorers are operating and support FIO Chain functionality
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| USDT: 6,500/mo | @Pawel Mastalerz |
Maintain FIO Ledger App | Objective: Ensure FIO Ledger App is available in Ledger App Manager
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| USDT: 1,500/mo | @Pawel Mastalerz |
Foster FIO Contributor Community | Enable FIO Contributors collaboration
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| USDT: 10,000/mo FIO: 10,000/mo | @Pawel Mastalerz |
Promote FIO Protocol | Objective: To drive awareness, adoption, and utilization of FIO Protocol via a full-transparency marketing program designed for scalability, replication, and efficient communal re-use of proven best practices.
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| @Ash Howe |
Acquire FIO integrations |
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| @David Gold temporary until replacement found |
Support Foundation in finance and legal matters |
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| @David Gold |
Increase Domain Sales |
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| @David Gold |
Foundation treasury management |
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| @Luke Stokes |
Operate Hey FIO Dashboard |
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| Hey FIO Team |
Operate FIO Dashboard | Objective: To maintain & support the existing implementation of the dashboard and construct new features to support adoption & use by users as well as integration partners. PrimaryThe primary dashboard effort will create a path to ensure:
SecondaryThe secondary dashboard effort will create a path to ensure:
| Strategy: The strategy for the dashboard is founded around three main areas of opportunity; the end user, integration partners, and new opportunities. Each of these areas will have use cases which will be used to support them and serve in helping to create the KPIs for this project.
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| KPIs: Dashboard KPIs must be actionable and measurable. Their success depends on objective, statement of detail and the “stake” in the ground. The following is a proposed schedule and topics for creation of initial KPIs.
| TBD | @George Worrell |
Provide FIO Chain analytics data |
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Explore new technologies and opportunities for FIO Protocol |
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Transition
Project name | Description | Strategic Priority | Current initiatives | KPIs | Budget | Lead |
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| @Eric Butz | |
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| @Eric Butz | |
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| @Ash Howe | |
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| @Eric Butz | |
Objective: Add new actions to FIO Ledger App and enable them in Dashboard
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| USDT: 24,030 EUR + 10,000 FIO: 10,000 | @Pawel Mastalerz | |
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| @Eric Butz | |
TBD |
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| TBD | @George Worrell |
New
Project name | Description | Strategic Priority | Current initiatives | KPIs | Budget | Lead |
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Code Name Fly |
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