►
From YouTube: Sustainable Ecosystem Scaling: How Do We Fund Community And Ecosystem Growth | Devcon Bogotá
Description
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https://archive.devcon.org/archive/watch/6/sustainable-ecosystem-scaling-how-do-we-fund-community-and-ecosystem-growth/
"Institutions are functional when they promote a delicate balance between what people can do for themselves and what tools at the service of anonymous institutions can do for them," Illich writes in Tools for Conviviality. Governance is one tool that helps with resource allocation towards what we want to see more of, at the protocol level and at the social level. Let's explore different ways of funding ecosystem and community growth including grants, on-chain funding, and new mechanisms.
Speaker(s): Juan, Anna Kryukova, Alp Ergin, abbey
Track: Governance & Coordination
Keywords: Community,Ecosystem,Funding
Follow us: https://twitter.com/efdevcon, https://twitter.com/ethereum
Learn more about devcon: https://www.devcon.org/
Learn more about ethereum: https://ethereum.org/
Devcon is the Ethereum conference for developers, researchers, thinkers, and makers.
Devcon 6 was held in Bogotá, Colombia on Oct 11 - 14, 2022.
Devcon is organized and presented by the Ethereum Foundation, with the support of our sponsors. To find out more, please visit https://ethereum.foundation/
A
A
A
Specifically,
so
I
want
to
give
you
an
example
like
working
for
nobody
works
for
ethereum
and
in
the
same
way,
nobody
works
for
cello.
But
a
lot
of
us
work
on
ecosystem
and
it
doesn't
mean
that
there
aren't
people
working
for
it,
but
there's
people
working
for
different
entities
that
are
funding,
ecosystem
growth
and
ecosystem
development
and
watching
the
ecosystem
maker,
first
being
bootstrapped
by
maker
foundation
and
then
decentralizing
to
be
entirely
managed
by
the
Dell
I
started.
A
Thinking
about
how
do
we
think
about
different
levers
that
we
have
to
leverage
ecosystem
growth
out
of
foundation?
The
primary
lever
that
we
have
is
Grants,
but
in
and
and
usually
they
are
coordinated
by
a
pretty
centralized
group
of
people,
but
at
Adele
it
can
be
managed
by
a
governance
Community.
You
can
tap
into
unchain
funding
and
then
you
can
also
have
various
new
methods
of
ecosystem
growth
like
Delta,
doubt
swaps
and
other
various
tooling.
B
Yeah,
thank
you.
Anna
I'm,
Juan
from
the
sustainable
ecosystem
scaling
core
unit
at
megadel,
a
joint
maker
right
before
the
foundation
started
to
to
dissolve
so
yeah.
It
was
very,
very
chaotic
and
extremely
interesting
and
since
then
I've
been
pretty
much
working
on
scaling
the
ecosystem.
We
used
to
do
a
lot
of
different
things.
C
B
D
My
name
is
Abby.
My
role
now
is
the
head
of
community
and
governance
at
radical.
So
for
those
who
don't
know
radical,
we
basically
build
decentralized
collaboration
tools
and
infrastructure
for
people
building,
decentralized,
Technologies,
and
so,
but
we
really
consider
ourselves
even
more
so
than
a
crypto
project.
D
How
do
we
progressively
decentralize
to
support
the
emergence
and
autonomy
of
an
open
source,
ecosystem
and
I
think
my
focus
has
been
on
like
optimistically
designing
new
Futures,
in
which
decentralized
Technologies
can
better
support
the
coordination
and
growth
of
Open
Source
ecosystems
and
the
resilience
of
Open
Source
ecosystems,
so
so
yeah.
So
right
now
how
we're
acting
on
that
and
kind
of
what
we're
trying
to
do
in
practice
is
one
of
my
main
projects.
D
That
will
slowly
emerge
over
time,
so
yeah
in
that
process.
We're
thinking
a
lot
about
what
it
means
to
not
only
scale
an
ecosystem
but
support
an
ecosystem.
That's
scaling
and
what
foundations
do
you
need
to
put
in
place
to
you
know
kind
of
actually
support
growth
and
resilience
throughout
a
progressive,
decentralization
or
transition,
and
so
we're
excited
to
chat
about
that
today.
Yeah.
A
And
Progressive
decentralization
is
the
reason
that
I'm
so
excited
to
be
sharing
the
stage
with
y'all,
because
I
feel
like
we
are.
We've
been
at
different
stages
of
this
and
we've
seen
this
through
the
ecosystem
perspective.
But
ELP
I
really
want
to
hear
your
background
and
how
do
you
think
about
ecosystem
yeah.
E
Thank
you,
hey
guys.
It's
Al
I
started
my
journey
like
as
an
entrepreneur.
Let's
say
like
a
couple
of
years
back
with
a
web
to
start
up
working
on
like
Agriculture
and
like
food
Technologies,
then
I
started
to
participate
in
circular
economies,
researchers,
United,
Nation
and
European
Union
under
some
organizations
there
and
worked
a
lot
on
ground
and
try
to
understand
actually
what
we
could
do
to
improve
the
lives
of
people
in
developing
countries.
E
A
So
I
saw
the
same
thing
happening,
but
a
lot
earlier
on
and
I
kind
of
had
this
I
had
the
front
row
seat
to
seeing
how
to
make
this.
The
ecosystem
scaling
sustainable.
You
really
have
to
encourage-
and
you
have
to
design
for
intentionally
for
people
to
be
able
to
have
this
independent
thinking
to
be
able
to
decide
on
what
things
are
meaningful
for
the
ecosystem,
an
independent
process
which
has
to
do
with
like
how
do
you
apply
for
Grants?
How
do
you
access
funding
in
a
dial?
A
This
has
to
do
with
a
lot
of
core
units,
which
is
a
framework
that
we'll
jump
into
next
and
then
also
independent
sources
of
funding.
Because,
ultimately,
having
funding
at
your
disposal
is
what
allows
you
to
have
agency.
And
if
you
have
agency,
then
you
can
really
execute
on
the
things
that
are
really
meaningful
for
your
ecosystem,
but
to
jump
into
what
ecosystem
development
really
means.
A
I
want
to
ask
this
to
each
one
of
you,
because
what
I
learned
going
from
protocol
like
maker
to
a
project
like
cello,
which
is
a
layer
one,
is
that
a
layer
one.
Your
ecosystem
is
really
dependent
on
your
application
layer
and
on
your
projects
and
companies
that
are
developing
in
your
ecosystem
and
also,
of
course,
like
your
community
and
your
users,
and
your
Advocates
and
lots
of
other
stakeholders,
but
primarily
it's
about
developing
an
application
layer.
But
what
is
ecosystem
development
mean
at
a
project
like
maker.
B
Yeah
I
I
like
what
Abby
said,
but
I
don't
think
that
that
governance
should
be
an
afterthought
ever
you
really
need
to
work
on
the
supporting
mechanisms
and
structures
and
all
these
Frameworks
that
will
allow
you
to
scale
properly.
Otherwise,
you
end
up
with
this
type
of
yeah
people
screaming
at
each
other.
I,
don't
know
so
pretty
much.
B
B
What's
there
to
be
achieved,
you
end
up
with
many
delegates
that
have
never
run
a
company
trying
to
judge
a
topic
that
they
might
not
understand,
and
there's
no
auditor
or
auditing
function
within
this.
So
you
end
up
with
MS
and
that's
a
bit
what
we're
trying
to
work
on
nowadays
through
maker
governance
and
governance,
design.
D
That's
your
maintainers
and
your
contributors
and
being
able
to
grow
your
contributors
is
a
really
important
part
of
ecosystem
development
and
then
there's
resilience
which
I
think
and
I
would
also
say
what
interplays
with
that
is
like
diversity,
so
like
resilience
and
diversity.
So
what
you're
saying
is
like
having
a
really
strong,
diverse
application
layer?
Network
ecosystem
is
really
important
for
like
a
layer
one.
D
It
actually
goes
the
same
I
think
for
like
open
source
infrastructure
in
which
you
want
to
be
able
to
have
a
more
diverse
client
ecosystem,
or
at
least
these,
like
technical
ecosystem,
to
ensure
the
projects
like
longer
term
resilience
and
so
I
think
that
that's
like
a
really
important
part,
and
is
why,
like
things
like
grants
and
rfps
and
bounties,
are
really
great
because
basically
you're
growing.
The
number
of
people
who
are
working
on
the
project
and
you're
also
increasing
the
diversity
of
the
project.
D
So
so
that's
one
and
then
I
think
that
there's
this
other
con
like
dimension
of
development,
which
is
like
I
I,
guess
it's
kind
of
like
developing
the
ecosystem.
You
know
what
I
mean,
which
is
like
not
just
having
a
bunch
of
people,
but
actually
having
kind
of
more
of
an
idea
of
how
you're
growing
people
in
an
ecosystem
so
like
what
you
were
saying
like
how
you
know:
grants
Were
Meant,
to
empower
new
people
to
take
over
leadership
roles.
D
I
think
that
this
is
like
an
incredibly
important
point
of
ecosystem,
which
is
like
ecosystem
development,
which
is
not
just
like
bringing
people
in
and
then
just
like
having
them
there.
It's
like
bringing
them
in
and
then
developing
them
and
like
helping
them
support
and
empowering
them
and
growing
them
into
leadership
positions
and
and
just
becoming
like
long-term
participants
and
I,
actually
think
that
this
is
like
low-key,
the
most
important
and
hardest
one
to
do,
which
is
like.
How
do
you
get
people
to
stick
around?
How
do
you
create
longer
term
incentives?
D
And
how
do
you
embed
like
longer
term
commitment,
because
often
this
is
what's
actually
necessary
to
kind
of
like
realize
all
of
these
ecosystem,
Visions
and
so
I
think
that
all
of
those
are
yeah
pretty
hard
to
do
they
all
interplay
with
each
other,
but
I
think
there's
a
lot
of
ways
to
kind
of
of
like
stimulate
each
type
of
development.
So.
A
I
think
this
has
to
do
with,
like
we
all
like
to
talk
about
onboarding,
but
what
are
we
actually
onboarding
into
and
I
working
at
maker
I
really
saw
this
very
clearly,
I
think
there's
the
onboarding
into
the
technical
protocol
and
then
there's
onboarding
into
social
protocol,
and
the
social
protocol
is
what's
really
difficult
because
that's
like
that's
at
the
core
of
how
do
we
coordinate
with
each
other
like
we
can
have
all
of
the
tech
stack
in
the
world?
But
how
do
we
actually
Implement
those
things?
How
do
we
coordinate?
A
How
do
we
agree?
How
do
we
govern
well
together,
like
the
social
protocol,
is
the
one
that's
much
more
I
think
difficult
to
build
built
and
so
I
think
you
have
a
really
interesting
perspective,
that's
external,
to
like
an
ecosystem.
It
has
more
to
do
with
maybe
like
developing
Regional
ecosystems,
so
I
I'd
love
to
hear
more
about
how.
E
You
think
about
ecosystem.
Thank
you
just
to
add,
really
quick.
Like
the
other
day,
A
friend
of
mine,
told
me
flow
of
capital
is
the
flow
of
trust.
So
when
it
comes
to
ecosystem
design
as
well
like
to
understand
the
contributor
taxonomy
and
like
kind
of
building
the
development
projects
in
the
regions
where
it's
required,
we
really
need
to
understand
like
the
kind
of
requirements
of
the
system
we
want
to
design
on
the
ecosystem
side
as
well
and
like
once.
We
understand
the
system
that
we
want
to
design
them.
E
So,
for
example,
if
you
would
have
a
specific
development
projects
in
some
regions-
and
you
could
actually
have
a
database
to
basically
see
those
milestones
and
deliver
that
they
need
to
do
and
also
like,
we
can
incentivize
understanding,
sanitization
methods
that
have
been
used
by
different
protocols
and
different
entities,
whether
they
are
decentralized
organizations
or
traditional
organizations.
I
think
we
can
also
like
kind
of
have
a
different
perspective
to
the
ecosystem,
design,
where
the
focus
would
be
public
goods,
plus
empowerment
of
the
local
communities
and
I.
E
Think,
like
also
maker
and
like
cello,
are
very
focused
on
the
regional
based
ecosystem
design,
which
I
really
enjoy
so
I.
Think
like
last
year,
we
were
talking
with
you,
like
you
were
kind
of
mentioning
some.
A
custom
design
perspective
offers
in
the
local
communities
and
economies
would
be
interesting
to
go
into
that
level
as
well.
If
you
remember
the
whole
Grant
programs
in
like
in
African
regions,
because
we
could
actually
establish
like
a
kind
of
block
spaces
for
people
to
develop
themselves
and
Empower
themselves,
yeah.
A
Yeah
I
love
that
well.
Actually,
this
ties
in
into
how,
like
the
next
question,
that
I
wanted
to
go
into,
which
is
like.
Where
are
we
coming
from
like
what
is
the
past
case
scenario
and
like?
How
did
we
used
to
think
about
ecosystem
growth
versus?
How
are
we
thinking
about
it
now
and
what
is
to
look
forward
to
in
the
future
and
when
I
got
to
Sello
a
year?
A
Almost
a
year
and
a
half
ago,
the
cell
Foundation
was
the
only
entity
that
was
thinking
about
ecosystem
development
and
so
Foundation
kind
of
like
set
a
lot
of
the
goals
and
like
regions
and
priorities
for
where
we
want
to
develop.
But
now
we
have
created
a
whole
system
of
governance
where
people
are
able
to
tap
into
on-chain
funding
from
the
protocol
and
establish
their
own
independent
entities
that
are
able
to
set
their
own
priorities
and
their
own
goals.
A
How
they
want
to
like
plan
that
entire
ecosystem,
how
they
want
to
manage
deliverables
and
also
have
the
funding
and
they're
multi-sig
to
be
able
to
act
on
those
things.
So,
if
there's
like
a
hackathon,
they
want
to
sponsor
regionally,
then
they
can
and
I
think
that
is
huge
power
and
like
a
tremendous
responsibility.
A
D
You
want
me
to
start
sure:
I
can
talk.
Okay,
I'll
talk,
maybe
about
General
previous
state
as
I've,
seen
and
kind
of
what
nuances
of
like
our
current
state.
That
I
think
are
different,
so
I
think
in
like
previous
state,
at
least
not
for
like
open
source
ecosystems,
specifically
because
those
are
basically,
you
know,
like
decentralized
ecosystems
in
at
their
core
I,
think
that
there
was
obviously
like
a
much
more
like
centralized
approach
to
ecosystem
development
in
general,
in
which
there
is
like
a
directed
Force.
D
That's
like
kind
of
yeah,
just
like
creating
the
community
and
like
running
the
community,
I
think
of
like
I.
Don't
know
if,
like
notion,
is
a
really
good
example
of
this,
but
like
previous
projects
that
have
like
have
been
built
on
like
Creator
communities,
in
which
there's
kind
of
this,
like
top-down
directed
Force,
that's
driving
an
ecosystem
forth
right
and
it's
very
branded.
D
Think
that's
like
the
previous
state
and
so
I
think
that,
like
now,
what's
different
is
that
we
have
a
lot
more
headless
ecosystems
right
like
headless,
Brands,
headless
ecosystems
in
which
people
are
identifying
with
different
ecosystems
and
communities
without
being
explicitly
tied
to
itself,
like
we're
all
part
of
the
ethereum
community,
like
I,
think
about
how
I
got
into
ethereum
and
it
was
through
hackathon
and
I.
Just
started
like
hacking
right,
I
know,
it's
I
didn't
know.
D
It's
like
a
bunch
of
people,
building
this
language
and
Building
Things
on
top
of
it
and
other
open
source
ecosystems,
exhibit
this
trait
as
well
and
so
I
feel
like
now.
We're
seeing
companies
try
to
frame
themselves
as
open
source
ecosystems
because
they're
building
open
source
software
again
they're
also
building
companies
and
projects
right
and
I.
D
Think
now
we're
seeing
this
like
mesh
of
Two
Worlds,
in
which
this
previous
state
of
kind
of
like
Central
top-down,
community,
ecosystem
growth
and
scaling,
and
this
like
more
decentralized,
emerging,
headless
ecosystem
approach
in
crypto
right
now
and
I.
Think
that
that's
kind
of
like
why
it's
I
think
hard
and
people
try
to
apply
the
corporate
form
because,
at
the
end
of
the
day,
we're
not
building
on
entirely
Vault
volunteer.
Volunteeristic
voluntary,
altruistic,
volunteer
based.
D
Think
that
that's
why
it's
so
tough
for
us
to
try
to
like
process
like
where
to
go
and
I
think
governance
is
actually
the
answer,
because
that's
the
tooling
that
we
can
use
to
kind
of
figure
it
out,
but
yeah
so
I
think
we're
just
like
seeing
this
Clash
of
like
this
top-down
versus
headless
approach
and
I.
Think
it's
really
exciting
to
start
embracing
new
forms
of
the
Headless
ecosystem
growth
approach.
As
we
start
looking
forward.
B
Yeah,
what
we've
noticed
is
that
it's
a
I
mean
we
kind
of
predicted
that
this
was
going
to
happen
and
make
her
scale
to
a
size
that
it's
hard
to
tell
like.
The
kind
of
contributors
is
some
somewhere
between
120
to
170,
and
this
is
because
again
it's
it's
decentralized,
so
it's
hard
to
tell,
but
what
we
failed
to
build
when
we,
when
we
started
this
this
Frameworks
to
to
allow
for
M
care
holders
to
Direct
Value.
B
So
every
core
unit
is,
we
have
a
very
flat
hierarchy
and
there's
no
there's
no
way
for
mkr
holders
to
push
core
units
to
work
together
or
to
integrate
or
to
yeah
to
make
things
happen
and
to
create
value
for
the
protocol.
So
I
think
that's
something
we
will
see
in
the
in
the
next
couple
of
months.
Is
we're
going
to
see
a
trend
that
shifts
from
onboarding
people,
which
is
bring
as
many
people
as
you
can
to?
B
How
do
we
build
this
coordination
mechanisms
to
make
sure
that
we
can
actually
coordinate
so
right
now,
there's
no
tool
that
I'm,
aware
of
and
if
you're
building
something
please
reach
out
to
actually
build
consensus
and
make
sure
that
we
can
create
a
decentralized
strategy
that
involves
the
owner
of
the
projects
that
are
the
ones
holding
the
token.
So
yeah
I
might
be
diverging
a
bit
too
much.
But
no.
A
No
I
think
this
is
great
and
actually
I
think
that's.
This
is
a
great
example
of
like
a
past
State
and
moving
into
a
current
state.
But
can
you
give
us
an
example
of
like
what
what
what
is
a
core
unit
and
how
did
you,
because
you
really
helped
write
the
mipset
that
established
core
unit?
So
can
you.
B
So
we
we
got
inspired,
I
think
from
from
software
a
bit,
so
we
went
to
the
highest
abstraction
and
we
say
well,
we
said
what
what
do
you
need
and
every
single
project
organization
anything
it's
it's
work,
which
is
what
are
we
trying
to
get
done?
It's
the
workforce
which
is
who's
contributing
and
it's
the
the
incentives
of
the
capital.
So
basically
that's
that
was
it
you
if
you
feel
a
mips
39
there.
B
You
declare
what
your
mission
is
and
what
you're
trying
to
achieve
for
for
maker,
the
Meep
40
is
and
then
maybe
some
maker
Improvement
proposal
before
is
a
budget
so
I'm
requesting
this
much
money,
I'm
going
to
hire
all
these
people
and
yeah,
and
then
the
41
was
the
the
facilitator,
which
is
the
kind
of
like
the
responsible
person
accountable
to
governance.
Regarding
this
regarding
this
process
and
I
think
that
everything
that
could
have
gone
wrong
went
wrong,
so
we
learned
a
lot
from
it.
B
We
ended
up
with
the
facilitator,
less
core
units.
We
ended
up
with
Anonymous
off-boardings
of
Koreans
that
were
not
working
out.
We
ended
up
I,
don't
know
upsizing
and
downsizing
budgets,
so
it
was
extremely
messy.
We
learned
a
lot
and
yeah.
That's
that's
with
the
the
where
we
are
today
and
if
you
have
heard
about
the
endgame
plan,
the
end
game
plan.
That's
why
it
sounds
so
so
crazy.
But
it's
because
we
need
to
make
the
I
think
we
need
to
make
the
ex
the
implicit
complexity.
B
We
need
to
make
it
explicit
and
we
need
to
make
sure
that
everyone
understands.
Otherwise,
you
end
up
in
this
in
this
Dallas,
where
the
the
very
strong
personalities,
kind
of
like
Get
Away,
with
everything
and
and
the
you
can
call
them
the
nice
people,
I
guess
as
a
euphemism
end
up
like
push
aside.
So
so
that's
a
bit
what
we're
trying
to
to
work
with
right
now,
the.
A
Off-Boarding
proposal
is
really
interesting
and
really
really
key
and
when
I
got
to
sell,
I
realized
that
we
have
a
way
to
tap
into
this
pool
of
money
at
the
protocol
level
and
the
on-chain
funding,
but
we
actually
have
no
off-boarding
proposal
to
claw
those
funds
back
whenever
something
goes
wrong.
If
something
inevitably
at
one
point
does
go
wrong
because
we
are
all
still
learning
and
we
are
still
trying
to
understand
like
how
to
operate,
how
to
operationalize
this
new
paradigm,
like
we
all,
can
talk
about
the
ideas
behind
it.
A
But
then,
once
you
start
to
operationalize
it
you
realize
once
the
core
units
have
been
out
in
the
wild
for
a
year,
you
realize
all
the
things
that
have
gone
wrong.
Abby
do
you
have
any
like
parallels
to
core
units
radical
and
how
do
you
think
about
like
how
interdependent
entities
can
tap
into
that
funding
and
yeah?
If
you've
thought
about
onboarding
and
off-boarding
proposed
those
wow.
D
So
our
core
units
are
technically
called
core
teams
right
and
so
in
that
process,
we've
kind
of
like
scoped
out
like
a
new
ecosystem
design
in
which,
instead
of
envisioning,
the
radical
Dow,
just
funding,
One
Core
team
again
in
the
essence
of
Open
Source
and
decentralization,
we
envisioned
the
Dao,
which
is
a
community
governed
treasury
funding,
different
orgs,
which
act
as
these
like
nested
polycentric.
You
know,
organizations
that
kind
of
resemble
sub-dials
in
the
sense
that
they
have
their
own
governance
processes.
D
If
you
will,
and
so
the
reason
that
we
did.
This
is
because
again,
like
radical
success
will
be
in
how
we
deploy
this
treasury
in
the
long
term
to
fund
the
growth
of
the
radical
ecosystem,
the
growth
and
the
resilience
of
the
radical
ecosystem.
Right
like
we're
not
a
D5
protocol,
you
know
we're
trying
to
build
a
self-sustaining
community-owned
and
operated
open
source
project,
and
so
for
us.
D
That's
a
really
powerful
thing,
because
we're
able
to
rebalance
and
redistribute
the
power
of
delegating
and
revoking
trust
among
an
organization
and
create
more
autonomous
flows
for
that
which
I
think
better
supports
the
emergence
of
an
ecosystem
because
you're
not
just
having
these
like
Gatekeepers
deciding
who's,
onboarded
and
who's,
not
off-boarding,
and
so
that's
really
important.
When
you're
trying
to
develop
more
headless
brands
in
which
people
can
be
onboarding
to
the
ecosystem
and
doing
it
in
a
way
that's
autonomous,
meaning
the
power
is
distributed.
D
A
Amazing,
that's
super
interesting
and
that's
super
important
trust
is
super
important,
but
then
also
like
I
want
to
talk
about
process,
because
I
think
both
Dows
and
like
more
centralized
foundations
really
struggle
with
this
because,
like
we
can
give
a
grand.
But
then
how
do
you
ultimately
like
report
on
the
success
of
that
Grant?
A
You
can
talk
about
later,
more
so
like
the
challenges
with
that,
but
I
know
you're
developing
a
lot
of
actual,
like
tooling,
with
the
proposal
inverter
for
how
you
can
how
you
can
go
about
like
putting
together
a
proposal
getting
funding
for
the
proposal
tracking
milestones
and
then
reporting
on
those
Milestones.
So
I'd
love
to
hear
your
perspective
on
this.
Thank.
E
You
process
perspective
so
I
think
like
we
have
like
this
traditional,
like
a
know-how
that
has
been
working
for
the
last
20
years,
like
that
has
circulated
around
two
trillion
dollars:
I
think
globally,
United
Nations,
World,
Bank
EU.
They
always
fund
milestone-based
funding.
They
require
proof
of
work
as
in
like
upload
documentations.
They
assign
you
mentors
and
program
managers
and
I
think
that's
kind
of
what
you
touched
upon
as
well
like
it's
kind
of
mycelium
like
a
mushroom
Network.
E
E
Now
we
are
building
like
this
mechanism,
where
you
can
write
a
proposal
applied
to
Any,
Grant
application
or
like
dial
funding
through
that
or
traditional
organization
funding
gaps
as
well,
like
African
grants
program
in
Tanzania,
and
then
they
will
ask
you
additional
questions
according
to
their
cultural
infrastructure
that
they
built
upon.
May
that
be
kyc
or
like
specific
requirements
about
the
contributors
and
Builders,
and
then
it's
basically
Milestone
based
funding
where
you
have
to
upload
the
work
you
have
to
provide
the
feedback
as
a
funder.
E
D
Yeah
I,
like
the
mycelium
networks,
I,
think,
checks
and
balances
should
actually
be
reframed
as
like
symbiotic
relationships.
It's
technically
the
same
thing.
I
actually
think
we
have
more
potential
to
build
symbi
symbiosis
between,
like
participants
in
a
system
than
like
just
checks
and
balances
to
like
reframe
the
language
and
instead
of
applying
like
all
of
our
like
political
corporate
form
stuff
to
it.
You
know.
B
B
B
Been
telling,
with
the
with
different
tools
and
yeah,
looking
forward
to
find
one
that
will
actually
work,
I
think
that's
also
an
industry
that
will
help
us
a
lot
in
terms
of
tooling
and
grounds,
but
I
think
we
need
to
reach
that
point
where
it's
almost
permissionless
and
there's
almost
no
no
one
to
to
yeah
to
to
verify
it
right.
Eventually,
I,
don't
know,
use
Claris
or
something
but
I
hope
we
get
there.
A
Yeah
yeah
and
we've
experimented
with
a
few
like
grants.
Automation,
tooling
I
mean
well
first
of
all
like
yes,
we
do
actually
use
an
ocean
pipeline
to
track
grants
and
we
we
have
an
application
that
comes
in
like
we
have
this
whole
process
that
we
build
out
where,
like
an
application,
goes
in,
it
gets
assigned
like
a
few
reviewers.
A
They
like,
based
on
their
area
of
expertise.
The
way
that
we
do
grants
is
by
vertical
so
like
if
there's
like
an
nft
vertical
or
like
I
personally,
fund
community
and
ecosystem
or
community
and
education
grants
so
like
I,
would
review
that
vertical.
And
then
we
have
like
a
whole
process
for
moving
that
Grant
down
a
pipeline.
A
We
in
the
future,
like
we
really
wanted
to
experiment
more
with
like
open
decision
making
and
being
able
to
post
all
those
applications
to
like
a
public
forum.
But
then
the
challenge
of
the
foundation
is,
we
can't
always
disclose,
like
exact
applications
or
like
what
people
are,
the
amounts
that
people
are
requesting
for.
So
some
of
the
way
that
we
try
to
solve.
This
is
one
tool
we're
going
to.
Pilot
is
Quest
book
or
not
Quest
Book
quest
book.
Yes,
Quest
book
is
one
of
it.
A
Then
the
other
way
is
like
we
just
use
git
congrants
as
well
and
like
we
match,
we
do
matching
rounds
on
bitcoin
grants
like
that
to
me
is
one
of
the
like
best
open
source
like
open,
Community,
participatory
ways
to
do
grants,
that's
external
to
an
ecosystem
and
I
think
we're
still
learning
so
yeah.
If
anyone
is
building
grounds
tooling,
I.
D
Want
to
have
to
know
I
want
to
give
a
shout
out
to
our
grants,
lead
boredom.
Who
was
actually
someone
who
came
through
the
community
and
now
leads
our
grants
program
we're
only
in
we
just
finished
the
first
season,
starting
up
the
second
season
now.
But
their
approach
to
Grants
is
really
cool
and
I.
Think
it's
something
that
I'd
like
to
see
more
in
the
space
in
which
I
don't
think.
D
A
membership
model
that
exists
within
the
down
can
be
recognized
by
the
parent
Dao,
but
have
its
kind
of
own
structure,
integrate
that
with
snapshot,
and
now
you
have
like
a
decentralized
governance
system.
That's
like
very,
very
scoped
to
the
participants
in
within
that
certain
Realm
of
the
ecosystem
and
I
think
that
that's
going
to
be
a
really
cool
experiment.
D
And
how
can
you
again
support
the
emergence
of
these
kind
of
like
independent
funding
streams
that
have
their
own
mandate
yet
also,
you
know
create
these
trusted
relationships
so
that,
like
other
orgs,
can
kind
of
check
the
power
of
the
grants
and
the
Dow
has
to
kind
of
approve
of
like
allocating
fun
funds,
and
so
I
think
that
that
will
be
like
a
really
good
experiment
moving
forward,
and
you
know
seeing
what
tooling
can
kind
of
support
that
type
of
organization.
Yeah.
A
E
So,
basically,
the
main
concept
is
conviction
model
so
which
would
be
a
again
a
trust
layer.
So
if
you
would
to
recognize
specific
Grant
programs
and
like
be
satisfied
with
their
approach
to
the
grants,
hand
holding
the
projects
that
they
select
and
the
the
way
that
they
actually
onboard
them
to
their
culture
and
their
organization
at
a
very
high
level,
so
they
can
actually
participate
in
their
governance,
participate
in
the
decision
making
process.
So
once
the
conviction
model
works
like
when
a
grant
program
approves
the
Grant
and
provides
the
feedback,
so
how?
E
How
can
they
track
the
other
grant
program
in
the
ecosystem
and
see
their
feedback
and
like
kind
of
generate
this
feedback
loop
on
with
for
individuals
and
also
the
projects
that
the
individuals
are
working
on?
So
that's
kind
of
my
Approach
like
we
need
more
transparency
in
terms
of
like
the
grant
funding,
we
need
more
transparency
in
terms
of
like
the
the
way
that
we
build
things
together,
because
we
have
this
coordination,
which
it's
a
human
coordination.
We
all
know
each
other
for
a
while.
E
We've
been
working
together
for
a
while
and
like
this
kind
of
accelerates
us
as
well
to
a
certain
degree,
we
have
a
specific
understanding
of
what
we're
building
I
mean
to
provide
that
to
the
newcomers
to
this
ecosystem
to
our
ecosystem
and
the
kind
of
neat
so
I
feel,
like
you
know,
like
built
Brick
by
Brick,
and
make
sure
that
we
have
a
solid
infrastructure
and
onboard
people
to
that.
In
a
way.
A
Yeah
totally
and
from
the
perspective
of
a
contributor
or
from
a
perspective
of
someone
who
is
maybe
newer
to
the
ecosystem,
like
do
any
of
you
have
any
like
key
takeaways
or
advice
for
how
can
someone
get
involved?
Who
wants
to
like
grow
an
ecosystem
either
like
at
a
protocol
level
or
like
open
source
ecosystem
in
general
or
or
built
tools
for
Grant
funding?
B
Yeah
now
I
find
that
I
I
I
went
such
a
bit
on
the
bull
versus
bear
Market
situations
and
and
it's
crazy
how,
when
it's
a
bull
market,
you
see
a
lot
of
I,
don't
know
dowels
or
contributors
popping
up
like
mushrooms
after
a
rainy
day,
but
then,
when
you
move
to
the
bear,
Market
everyone's
panicking
and
then
everyone's
thinking
about
the
the
token
holder.
So
it's
interesting
this
perspective
of
how
you
go
back
and
forth
and
I
was
actually
thinking
about
what
Simona
said
about
that.
B
Not
all
the
organism
needs
to
move
at
the
same
pace,
and
then
how
do
you
manage
like
how?
How
do
you
know
when,
when
it's
time
to
cut
that
part
to
make
sure
that
the
hole
survives
to
to
not
yeah
do
not
kill
the
whole
thing?
Because
of
of
one
part,
and
with
that
in
mind,
it's
I
think
it's
a
it's
a
great
time
to
to
build
and
focus
on
providing
value.
I
think
the
the
market
is
great
for
that.
B
So
we'll
we'll
see
what
the
what
the
real
value
is,
but
but
yeah
if
you're
a
contributor,
and
you
want
to
join,
potentially
find
yeah,
an
organization
that
you
like
that
aligns
with
your
values,
start
to
provide
value
and
eventually
you
I
think
you
will
be
picked
up
right
now.
We
like
to
say
we
like
to
say
that
those
are
our
leader
of
leader
fool
instead
of
leaderless,
but
the
truth
is
that
I
don't
think
that
everyone
wants
to
be
a
leader.
B
D
Yeah
I
think
that
I
do
think
that
now
in
the
bear,
Market
we're
like
laying
the
bricks
we're
laying
the
foundation
for
kind
of
the
ecosystems
to
develop
in
the
next
cycle.
If
you
will
and
I
actually
think
that
there's
a
lot
of
projects
that
are
currently
navigating
successions
of
power
for
the
first
time
or
maybe
for
the
second
time
and
that
there's
actually
a
lot
of
opportunity
for
ecosystem
leadership
to
kind
of
shine.
D
So
it's
it's
tough,
because
I
think
that
a
lot
of
people
like,
for
example,
like
as
we
were
trying
to
get
like
our
grants,
program
off
and
running,
there's
a
lot
of
people
who,
like
didn't,
know
how
to
engage
in
the
process
and
maybe
we're
like
since
we
didn't
understand
how
we
really
wanted
to
do
grants.
A
lot
of
people
had
expectations
for
how
other
people
did
grants,
and
maybe
we,
you
know,
like
miss
a
lot.
D
It's
I
think
that
what
we're
trying
to
do
is
like
lean
into
those
like
more
one-to-one
like
individual,
like
relationships
of
supporting
people
like
growing
into
leaders
within
the
community
themselves
and
empowering
them
as
they
emerge
instead
of
again
like
gatekeeping.
It
so
and
I
think
that
that
comes
with,
like
a
lot
of
like
I
feel,
like
my
answers
are
more
about
like
what
we
can
do
to
support.
B
D
E
Adds
really
quick,
so
basically
I
feel
like
also
as
a
web,
Chief
reagent.
Let's
say
you
know,
like
kind
of
product
project
agnostic
person.
The
most
important
thing
to
the
newborn
board
is
I
would
say,
like
first
of
all,
learn
like
to
read
a
lot.
We
have
a
lot
of
learning
curves
and
that
you
need
to
go
through,
but
most
important
is
mentorship.
Like
apprenticeship,
that's
that's!
E
E
Prosper
our
society,
and
if
you
can
find
these
people
and
like
just
reach
out
to
them
and
don't
don't
be
even
shy,
you
know
like
I,
just
ask
them
to
mentally,
because
I
think,
like
many
people
that
I
know
great
leaders
in
the
psychosystem,
they
would
love
to
mention
newcomers
and
like
teach
them
what
they
know
and
learned,
because
we
learn
as
we
teach
and
new
teachers
you
learn.
You
know
so
just
want
that
on
top
of
that
I.
B
B
An
example
is
the
delegates
in
maker,
though
the
first
one
just
started
the
Forum
thread
saying
this
is
my
platform
and
we
had
a
call
with
them,
and
that
was
it
so
now,
every
delegate
in
pretty
much
the
whole
industry
has
the
platform,
which
is
just
a
forum
thread,
and
maybe
a
call
introducing
themselves
to
the
community
and
delegates
in
this
particular
case
could
be
so
much
more
than
that
they
could
provide
Frameworks.
They
could
provide
reports,
they
could
provide
so
many
more
things
and
and
all
we're
getting
is
just
this.
Oh
I'm
voting
this.
B
For
this
reason-
and
this
applies
to
almost
everything
so
try
to
think
outside
the
box,
going
back
to
Ops
1
try
to
provide
value
when
you
approach
someone
instead
of
give
me
something
to
do
it's
more
like
hey
I
thought
that
this
could
be
of
use.
What
do
you
think,
if
you
think
it's
horrible,
try
to
get
me
in
the
in
the
right
direction,
but
it's
extremely
important
to
try
to
be
proactive
and
and
to
help
your
Mentor
or
your
team
mentor
to
to
help
you.
A
I
think
we've
come
full
circle
to
ecosystems,
being
mycelium
Network
and
all
of
us
being
mushrooms
in
the
network
and
the
dowels
imitate
nature,
as
Simona
pointed
out
earlier
in
the
week,
and
with
that
we
only
have
five
more
minutes.
So
if
we
want
to
take
a
couple
of
questions
or
just
say
some
closing
remarks,
or
where
can
people
find
you
all
and
connect
with
you?
After
after
Devcon.
D
Can
talk
about
where
we
connect
and
then
I
can
hand
my
microphone
off
to
anybody
who
has
a
question
but
yeah
you
can
follow
radical
radicals,
ridic
on
Twitter
and
you'll,
probably
see
be
seeing
a
lot
on
our
Forum
radical.com
Community
about
the
transition.
I
write
discourse
like
this
is
my
job
now
discourse
posts,
and
so
we
have
a
lot
of
really
cool
ones
that
are
kind
of
like
outlining
our
transition
and
a
lot
of
really
cool
stuff.
D
E
B
A
C
D
Yeah
so
I
think
that
it's
about
I,
think
well.
I,
say
this
word
way
too
much,
but
I
think
it's
about
resilience
right
and
that,
like
when
you
look
at
our
natural
world,
actually
everything
is
built
off
of
not
really
checks
and
balances,
like
you,
I
think
that
that's
kind
of
more
of
like
a
competitive
way
to
look
at
it
like
when
something
spins
out
of
control.
Something
checks
it.
D
Not
again
is
this:
like
I
mean
some
people
do
again.
It
goes
back
to
like
natural
selection,
if,
like
what
you
think
about
like
kind
of
biology
in
general,
but
I,
think
newer
takes
on
biology,
are
looking
at
ecosystems
as
these
like
very
diverse,
interconnected
networks
that
are
all
building
on
each
other
and
are
all
and
I
think
we're
now
realizing
the
interdependencies
and
I
think
that's.
D
We
want
to
be
modular,
we
want
to
be
supporting
each
other's
ecosystems
because,
together
we're
more
resilient
together.
We
are
this
like
headless
listing.
That
is
ethereum,
that
is
like
web3
and
that's
more
of
a
symbiotic
relationship
than
like
a
check
and
balance
kind
of
like
competitive
thing.
So
I
think
it's
coming
from
like
a
personal
opinion,
but.
A
Totally
makes
sense,
I
think
what
makes
sense
to
me
is
like
it's
switching
the
model
from
like
one
to
many
relationship
where
it's
like
one
person
at
the
top,
having
connections
to
many
people
to
many
to
many
relationships
and
it's
the
bonds
between
the
it's.
It's
the
bonds
between
the
nodes
in
the
network
versus
like
one
person
towards
many
people.