►
From YouTube: Open Decentralized Voter Committee | May 24, 2022
Description
The Voter Committee Calls are designed to invite MKR stakeholders to help the community agree on an overall top-down structure of categorizing the activities and strategic initiatives of MakerDAOs decentralized workforce to create more specialized voter committees that cover each category.
More Information: https://forum.makerdao.com/t/open-decentralized-voter-committee-tuesday-5pm-cest-join-if-you-are-an-mkr-holder/15330
A
A
So
this
is
still
definitely
you
know,
test
run
of
the
voter
committees,
and
this
call
is
kind
of
a
general
call.
Whereas
later
on
we're
supposed
to
do
more
sort
of
specialize,
these
calls,
instead
of
just
being
sort
of
a
general,
get
a
bunch
of
you
care
all
those
together
as
it
is
now.
A
But
I
will
basically
start
off
with
just
doing
a
list
very
short
presentation
trying
to
talk
about
voter
committees.
A
And
then
and
how
we
can
sort
of
use
them
and
how
we
can
use
them
to
sort
of
collaborate
with
core
units,
and
then
I've
invited
ses,
including
wilder,
and
maybe
others
from
acs
as
well.
A
That'll
talk
a
little
bit
and
then
the
idea
is
then
from
there.
We
can
do
almost
like
a
q,
a
specifically
focused
on
sort
of
the
big
picture.
But
let
me
just
start
with
sort
of
with
the
reiterating
the
concept
of
the
voter
committee.
A
Okay
yeah,
so
this
is
like
a
snippet
from
the
larger
presentation
about
the
endgame
plane
and
all
that.
I
also
did
last
thursday
that
I'm
preparing
to
to
share.
A
But
basically,
the
idea
is
that
we
need
to
organize
some
characters
right
to
sort
of
move
forward,
and
this
is
what
I
suggest
is
sort
of
a
really
really
powerful
kind
of
top-down
approach.
Of
how
empowered
can
take
action
to
try
to
sort
of
just
set
things
up
so
that
we
have
an
idea
of
what's
happening
and
how
the
feedback
loops
kind
of
functioning
and
then
ultimately
try
to
empower
and
streamline
what's
happening
in
the
workforce.
A
A
These
voter
committees,
right
because
we
have
this
huge
problem
of
there's
no
connection
between
what's
being
said
and
what
people's
opinions
really
are
and
then
what's
actually
happening
in
boats
like
in
practice,
there's.
Basically
nobody
voting
right
other
than
than
me
and
andres
and
horowitz
for
the
most
part
and
and
as
a
result,
the
delegates
have
really
been
been
swinging
all
votes,
but
in
a
way
where
sort
of
we've
lacked
this
kind
of
direct
ability
to
to
coordinate
as
voters,
including
trying
to
give
the
delegates
direction
as
well
as
the
core
units.
A
Holders
that
are
active
and
then
identify
the
overall
vision
or
sort
of
direction
that
they
would
like
things
to
go
in
and.
A
That
the
delegation
should
both
be
leveled
up
kind
of
right,
so
you
get
better
compensation
and
you
have
a
better
talent
pool
and
but
then
also
tie
them
into
first
of
all,
the
voter
committees,
so
that
we
have
this
like
feedback
loop.
Where
delegates
they
basically
have
to
attend
voter
committees
as
their
job
to
ensure
that
there's
a
there's
a
you
know,
there's
a
connection
to
to
voters
and
then
also
you
know.
A
I
think
we
need
to
enforce
things
like
separation
of
powers
and-
and
you
know
like
communication,
disclosure
and
transparency
and
this
kind
of
stuff,
specifically
as
it
relates
to,
for
instance,
core
units
lobbying
delegates
and
this
kind
of
stuff
and
then
basically
by
adding
by
increasing
the
the
compensation
and
then
by
adding
these
requirements.
I
think
we
are
we.
A
We
start
we
can
get
to
a
point
where
voter
committees
can
become
very
powerful
because
we
will
have
this
very
you
know
very
good
overview
of
what's
happening
and
then
anything
that
we
wanna.
That
voters
want
to
sort
of
organize
and
try
to
directly
address
can
then
be
done
through
the
voter
committees
and
then.
A
You
know,
they're,
not
really
sort
of
doing
anything
in
terms
of
you
know:
they're,
not
sort
of
building
products,
right,
they're,
building
the
workforce
itself
and
they're
trying
to
make
the
workforce
perform
better
and
they're,
trying
to
understand
its
financing
situation
and
so
on
right.
So
these
these
are
the
perfect
touch
points
where
calculus
can
get
some
professional
input
in
order
to
to
try
to
to
have
a
sort
of
an
idea
of
where
what
do
we
need
to
what
directions
do
we
want
to
push
basically
and
then?
A
Finally,
I
think
it's
worth
it
to
bring
in
consultants
and
sort
of
external
experts,
basically
to
try
to
validate
the
approach
that
we're
taking
and
then
also
just
try
to
get
something
built
up
that
we
we
feel
like
that,
really
is
going
to
work
and
break
the
current
cycle
of
of
some
kind.
You
know,
like
just
everybody,
being
sort
of
displeased
with
the
situation,
but
not
really
knowing
what
exactly
the
solution
is
right,
and
I
really
think
that
by
getting
some
some
unbiased
sort
of
external
third
party
to
also
provide
input,
then
we
can.
A
We
can
kind
of
you
know,
look
outside.
B
A
And
then
the
idea
is
that
voter
committees
they're
really
powerful
because
they
are
decentralized
right,
so
they
don't
like.
So
I'm
just
holding
this
call.
This
is
basically
just
I'm
having
a
call
and
I'm
a
mpr
voter
and
I'm
recording
it,
and
then
I'm
inviting
various
people
in
the
workforce
and
the
result.
It's
basically
resulting.
B
A
A
kind
of
I
mean-
hopefully,
let's
see
in
a
moment
right,
but
a
kind
of
dialogue-
that's
on
the
record
right,
a
kind
of
political
dialogue,
almost
right
where
we
get
to
we
talk
about
making
decisions
and
we
talk
about
pros
and
cons
and
and
different
viewpoints
and
so
on
and
it
it
creates
an
environment
where
you
helps
people
understand
what
like,
what's
going
on,
when
empire
holders
make
decisions
right
and
when,
when
certain
votes
play
out
a
certain
way
right,
but
all
the
cameras
don't
have
to
be
in
line.
A
In
fact,
it's
sort
of
you
know
wrong
to
expect
that
to
be
the
case
right,
but
the
voter
committees
really
help
with
that,
because
it
allows
you
to
kind
of
you
know,
form
groups
around
shared
viewpoints
and
then
have
these
groups
kind
of
band
together
right
and
then
then
sort
of
develop
their
arguments
and
develop
their
perspectives.
A
You
know
battle
it
out
and
voting
in
a
sense
right
like
that.
Ultimately,
you
can
just
you
can
you
can
we
can
get
to
a
point
where,
instead
of
the
current
situation,
where
it
kind
of
feels
like
voters,
just
they're
left
with
sort
of
either
do
this
specific
thing
or
nothing
right,
so
there's
sort
of
never
really
a
choice.
It's
more
like
today,
it's
more
like
you
just
have
to
sort
of
do
the
thing.
A
That's
that's
in
front
of
you
right
and
that's
because
there
isn't
a
proper
there's,
no
kind
of
multi-polar
like
system
right
where,
where
these
different
viewpoints
can
be
developed
and
that's
what
I'm
hoping
we
can
really
achieve
with
these
voter
committees
and
especially
if
we
can
have
different
perspectives
on
different
areas
as
well
right
with
specializations,
and
so
this
is
kind
of
like
the
basic
process
that
I
think
we
should.
A
You
know
we
need
to
attempt
to
do
with
the
board
of
committees
right,
but
basically
the
voter
committees
is
like
a
controlled
environment
in
a
sense
where
voters
bring
in
core
units
to
give
the
information
that
they
want
but
sort
of
in
a
you
know.
In
a
in
an
environment
that
is
optimized
for
employer
holders
in
a
sense
right
so
that
you
have
we
we're
very
focused
on
understanding
conflicts
of
interest
and
incentives
and
alignment
and
this
kind
of
stuff
so
that
we
can
get
this
real
sort
of
a
proper.
A
A
A
Things
for
no
reason-
and
so
this
is
a
good
way,
especially
just
figure
out.
What's
the
stuff,
that
is
not
even
necessary
that
we
can
just
get
rid
of
right
and
then.
A
This
overview,
which
I
also
call
a
world
map
basically-
but
that's
mostly
to
try
to
emphasize
that
this
is
supposed
to
describe
everything
right.
So
there's.
A
What's
everything
that's
all
happening
in,
let's
say
real
assets
right
and
what
are
the?
How
are
decisions
made
and
who's
responsible
for
what
and
what
are
the
resources?
And,
what's
the
what's
the
argument?
Sort
of
the
reasoning
behind
using
certain
types
of
resources
and
what
are
the
different
trade-offs
like?
A
We
just
need
to
dig
into
all
of
that
and
really
understand
what
the
hell's
going
on
right,
and
so
what
sort
of
the
thinking
behind
it
and
the
same
for
everything
else
right
and,
of
course,
we
can
do
this
step
by
step
and
really
take
the
time
it
takes
basically
to
slowly
develop
in
this
direction.
A
But
then
also
this
thing
about
swapping
like
getting
exposure
to
government
bonds
is,
in
my
opinion,
the
most
sort
of
pressing
issue,
because
it's
such
a
low-hanging
fruit
and
it's
like
cash,
which
is
really
what
we
need
right
now.
A
There
we
go,
and
so
then
I
invited
some
I
invited,
like
I
said,
invited
ses
to
come.
So
I'm
hoping
basically
that
the
water.
A
A
In
general,
talk
right
and
then
one
thing,
that's
really
useful
that
we
also
did
last
time
is,
if
you
identify
yourself
in
terms
of
whether
you're
an
npr
holder
or
whether
you're
from
a
core
unit,
or
something
like
that,
because,
ultimately,
the
idea
is
that
we
need
to
be
very
clear
about.
A
All
right
so
you're
here.
B
C
Yes,
I
am,
let
me
try
to
get
my
screen
sharing
to
work.
C
So,
as
you
mentioned
room
runner,
this
is
very
much
a
test
run
before
like
something
that
we
can
build
on
for
future
iterations,
because
there
was
not
enough
time
to
fully
document.
Everything
that
we
are
aware
of.
C
Part
of
this
has
to
do
with
the
the
information
cost
as
we
call
it.
So
there
is
a
lot
of
information
available,
but
it
takes
a
lot
of
time
to
collect
everything.
C
So
let
me
share
the
presentation
I
have.
I
I
see
that
the
host
disabled
participant
screen
sharing
so
you'll
need
to
to
give
that
permission
to
me.
B
Yes,
you
should
have
co-host
rights
now.
A
C
All
right,
so
what
I
do
have
on
the
agenda
here
today
is:
I
wanted
to
give
a
little
introduction
on
the
planning
structure
as
we
understand
it
emerging
today,
then
I
do
have
that
overview.
That
rooney
refers
to
of
the
the
initiatives
that
have
been
defined
in
the
dao
and,
as
we'll
see,
I've
split
them
up
in
different
levels
of
how
strategic
or
how
much
geared
towards
implementation
they
are.
C
C
The
one
thing
I
would
ask,
so
there
wasn't
time
since
yesterday
to
sync
up
with
all
the
core
unit
members
to
make
sure
that
they
they
double
check
the
information
that
I
presented
here.
So
I
think
all
of
it
will
probably
be
correct.
But
if
I
do
say
something
that
isn't
then
feel
free
to
to
put
up
your
hand
and
we'll
like
give
you
the
the
like
the
the
chance
to
basically
correct
things
and
maybe
add
your
own
context
as
to
what
the
initiative
entails,
that
you
are
working
on.
C
So
the
first
part
is
the
the
planning
structure
and
I
want
to
emphasize
here
the
role
of
of
my
core
unit
right.
The
sustainable
ecosystem
scaling
core
unit
and
the
way
that
maker
dial
is
set
up
is,
of
course,
very
decentralized.
So
scs
is
not
the
owner
of
the
initiatives
that
are
included
in
this
presentation.
C
This
is
all
very
much
work
in
progress,
and
this
presentation
is:
is
the
the
ses
view,
the
ses
map
of
the
die
that
the
reality
today?
So
some
people
may
have
different
ways
of
categorizing
things
and
looking
at
things-
and
I
yeah
that's-
that's
the
way
it
is
today
so
to
to
start
high
level
and
to
to
start
also
from
what
rooney
was
talking
about
the
emerging
structure
for
strategic
planning
and
then
pushing
towards
implementation.
That
we
are
seeing
today
is
more
or
less
in
four
layers.
C
C
This
is
of
course
meant
to
be
a
platform
for
npr
holders
to
interact
with
with
core
units,
but
I
think
also
in
the
first
place
with
delegates
so
that
this
feedback
loop
between
mkr
holders
and
delegates
can
be
improved,
because
this
is
one
of
the
things
that
we
identified
is
wasn't
optimal
so
far,
and
I
think
these
these
voting
voter
committees
they
can,
they
can
output
a
very
high
level
list
of
priorities
or
focus
objectives
as
as
they've
been
called,
and
they
were
included
in
venus
presentation.
C
C
Then
the
next
level
is
to
to
turn
that
into
vision
and
strategy,
which
is
a
lot
more
work,
and
this
is
something
that
mkr
holders,
I
hope,
would
definitely
contribute
to.
C
And
so
instead
we
can
form
these
strategic
initiatives
where
the
the
high-level
issues
and
the
solutions
that
are
supported
by
the
delegates
are.
C
Some
summarized
and
put
into
a
coherent
vision
and
strategy
and
then
also
high-level
roadmap,
that
the
delegates
might
voice
their
support
for
and,
of
course,
all
these
things
they
they
are
decentralized.
The
mtr
holders
won't
necessarily
have
a
single
opinion
on
things
not
on
the
priorities,
not
on
the
focus
objectives.
C
The
delegates
may
have
different
opinions
on
what
should
be
a
convincing
vision
and
strategy
or
high
level
roadmap
to
go
to
mkr
holders
with
and
yeah.
We
we
can
see
that
on
the
different
levels,
then,
once
we
have
these
strategic
initiatives
and
we
have
that
vision,
strategy
in
place
or
multiple
vision,
strategies
that
are
competing,
then
I
think
that
will
give
the
necessary
direction
that
core
units
are
also
asking
for
to
better
inform
the
cross-court
unit
initiatives
as
we've.
C
C
I
think
that
the
cross-court
unit
initiatives
in
their
their
only
role
is
not
just
coordination.
I
think
there
is
a
second
aspect
that
we
should
pay
much
more
attention
to,
which
is
progress
and
status,
reporting
for
delegates
and
npr
holders.
C
So
once
again
we
have
introduced
this
and
the
in
the
form
of
initiative
updates
on
the
gnr
call.
So
there
have
been
attempts
to
to
kick-start
it
and
to
to
to
put
this
in
place
the
status
reporting,
but
I
think
most
people
would
agree
that
this
there's
still
a
lot
of
room
for
improvement
there.
C
But
that's
that's
the
idea
and
then,
of
course,
once
the
core
units
have
figured
out
how
they
will
work
together
on
the
higher
level
goals
and
objectives,
they
need
to
go
back
to
their
teams
and
form
their
internal
core
unit
road
maps,
which
are
the
workloads
owned
by
the
individual
core
units.
C
This
is
basically
what
we
started
with
originally,
and
typically
these
roadmaps,
they
were
communicated
as
part
of
the
coordinate
updates
on
the
forum
or
originally
in
the
map
39s
and
map
39.
For
those
who
can't
immediately
place
it.
The
mid-39s
are
the
ones
that
define
the
scope
of
of
the
core
units
and
yeah,
so
these
have
been
in
the
place
in
the
beginning.
They're,
not
really
our
focus
today,
but
I
wanted
to
include
them
for
for
completeness
sake.
C
So
if
we
start
with
the
overview-
and
we,
this
was
already
mentioned
by
aruna-
but
if
we
do
say
that
the
voting
committee
is
on
the
highest
level,
then
what
would
this
mean?
So
I
think
one
example
is
the
the
proposed
focus
objectives
that
run
included
in
the
presentation,
so
the
the
bullet
items
here,
repairing
the
technical
and
organizational
depth,
swapping
usdc
to
government
bonds,
working
on
real
assets
and
then
restarting
the
burn
and
the
end
game
plan
launch.
C
I
think
this
is
a
very
good
example
of
potential
things
that
mtr
holders
may
care
about
a
lot
and
the
delegates
should
probably
listen
to
if
they
they
want
to
convince
mtr
holders
to
to
delegate
their
mtr
to
them.
C
This
is
also
very
high
level.
I
think
roon
is
in
a
unique
position
as
mtr
holder,
but
in
general.
Definitely
if
you
look
at
smaller
mpr
holders,
as
I
said,
that
might
have
not
as
much
time
available
or
may
may
not
make
a
lot
of
sense
to
invest
an
awful
lot
of
time.
C
If
you
only
have
a
little
bit
of
mtr,
so
these
these
these
highest,
the
highest
level
objectives,
I
think,
should
be
pretty
broad
and
and
not
talk
a
whole
lot
about
implementation
detail,
because
then
we
get
sucked
into
the
complexity
spiral
that
many
find
so
daunting
that
make
of
that.
C
C
C
The
first
one
is
the
resilience
improvement
initiative,
so
that
this
is
the
initiative
that
was
started
by
ses,
I
believe
a
week
or
four
ago.
So
we
have
a
fortnightly,
stakeholder
alignment
call
and
there's
another
one.
Tomorrow,
scs
acts
as
a
coordinator
there
and
there's
a
discord
channel
available
by
the
way.
I've
put
a
lot
of
links
in
this
presentation,
because
this
was
mainly
a
documentation
effort
to
point
people
in
the
right
direction.
C
So
I'll
talk
about
what
the
resilience
improvement
initiative
entails
and
why
I
think
it
qualifies
as
a
strategic
initiative
and
then
I
would
also
want
to
mention
the
strategic
finance
reviews
that
are
organized
by
the
strategic
finance
score
unit.
Ohr.
A
quarterly
strategic
review
coordinated
by
them
and
I'll
also
give
some
some
more
details
on
that.
One.
C
C
There
was
a
lot
of
buzz
on
the
forum
to
make
sure
that
we
are
responsibly
dealing
with
with
the
budget
and
in
my
opinion,
I
think
there
was
a
switch
in
the
mentality
at
that
point
where
up
until
that
point,
the
the
main
focus
was
to
just
get
the
basics
of
the
dial
up
and
running,
and
the
the
budget
wasn't
really
constrained
until
that
point
and
because
the
budget
wasn't
the
constraint,
you
don't
need.
There
is
not
as
much
a
need
for
vision
and
strategy
because
you
don't
have
to
prioritize
it.
C
There
is
enough
money
to
do
everything.
Then,
then
you
don't
have
to
really
set
priorities.
So
it's
a
is
a
very
quick
growth
phase,
but
inevitably
you
you
get
to
the
point
where
prioritization
has
to
be
done,
because
there
is
no
longer
an
abundance
of
resources.
C
Instead,
we
we
turn
into
a
scarcity
mindset,
and
that
was
the
point
where
we
started
to
resilience
improvement,
strategic
initiative,
because
we
thought
that
that
was
the
moment
where
it
became
really
urgent
to
to
start
working
on
clear
directions,
vision
and
strategy
that
that
can
be
used
as
context
to
make
prior
to
determine
priorities
and
make
hard
choices.
C
So
the
goals
of
the
resilience
improvement,
strategic
initiatives
were
to
improve
maker
dow's
financial
and
operational
resilience,
making
it
more
efficient
and
recession-proof.
So
this
yeah
this
new
reality
that
we
we
may
need
to
be
very
careful
with
the
budget
and
then
at
the
same
time,
experiment
with
core
units
and
the
delegates
together,
and
this
is
why
I
would
call
that,
for
the
first
time,
a
strategic
initiative,
because
it
is
collaboration
between
coordinates
and
delegates
to
coordinate
towards
an
emergent
strategy
and
vision.
That
would
be
supported
by
the
delegates.
C
C
C
In
any
case,
our
goal
was
to
ensure
that
short-term
changes
fit
a
longer-term
strategy,
as
I
said,
because
prioritization
becomes
very
important
if
you
work
within
a
in
a
finite
budget,
which
is
the
case.
C
So
the
stakeholders
for
this
initiative
are
interested
delegates
and
mtr
holders,
the
relevant,
coordinate
representatives
and
then
scs
is
the
initiative
coordinator
there.
C
I
think
this
strategic
initiative
is
a
very
good,
can
be
a
channel
to
implement
a
number
of
the
changes
that
mkr
holders
may
be
asking
for,
especially
the
the
bigger
changes
with
the
longer
time
horizon,
and
that
would
require
long-term
operational
frameworks
to
be
to
be
modified,
and
you
wants
to
be
created
to
give
an
example.
C
If
we're
going
to
implement
metadatas,
then
it's
yeah,
that's
gonna,
be
a
very
big
change
and
yeah
one
that
that
is
aimed
at
making
maker
dive
a
lot
more
resilient,
and
this
is
a
typical
example,
I
think,
of
of
one
target.
One
objective
that
maybe
dealt
with
within
this
initiative.
C
I
won't
spend
too
much
time
on
the
details
right
now,
but
to
give
a
quick
idea
of
where
we
are
today.
The
kickoff
meeting
happened
about
a
month
ago.
Currently,
scs
is
talking
to
different
stakeholders,
delegates
and
core
units
along
those
two
two
elements.
So
how
can
we
create
vision,
strategy
alignment,
so
we
are
creating
a
vision,
alignment
questionnaire
and
we're
having
these
individual
discussions
to
find
out
what
are
the?
C
What
are
the
greatest
challenges
that
people
see
for
maker,
though
what
are
the
high-level
solutions
that
they
have
in
mind
and
we're
trying
to
figure
out
like
who's
aligned
with
who,
so
that
we
we
can
come
to
to
some
conclusions
that
we
that
have
community
consensus
to
move
forward.
C
Our
goal
here
is
that
we
will
continue
these
conversations
and
start
documenting
this
in
a
lot
more
detail.
As
I
said
tomorrow,
there's
another
stakeholder
alignment
meeting.
If
you
are
interested
in
the
concrete
results
we
have
so
far,
then
that's
a
good
moment
to
join
we'll
be
talking,
for
example,
about
the
the
documentation,
the
registry
that
we're
setting
up
to
create
a
good
overview
of
those
there's
challenges
and
potential
solutions
that
stakeholders
are
identifying.
C
More
information,
if
you
want
to
join
the
discord
channel,
it's
open
for
all
maker,
the
members,
if
you're,
not
an
official
maker
member
in
the
discord
server,
then
I
think
when
you
run
this
call,
you
definitely
qualify.
This
is
a
matter
of
asking
to
add
the
the
tag
to
your
name.
C
Two
meetings
have
already
taken
place,
so
there
was
the
kickoff
meeting,
presentation
and
recording
are
available
and
there's
a
stakeholder
alignment
meeting
that
happened
two
weeks
ago,
so
that
presentation
and
recording
are
available
as
well,
and
this
is
very
much
the
the
intention
of
this
initiative
is
to
keep
it
extremely
open
and
transparent.
C
C
The
second
initiative
that
I
mentioned
that
I
think
qualifies
as
a
strategic
initiative,
even
though
it's
framed
slightly
differently,
are
the
strategic
finance
reviews.
They
happen
on
a
quarterly
basis.
So
this
was
the
introduction
post
here.
C
And
yeah,
so,
as
you
can
read
on
the
quarterly
strategy
review
meeting
hosted
by
strategic
finance
with
a
number
of
other
core
units,
collaborating
on
this
purpose
is
to
review
prior
quarter
results
and
discuss,
making
their
strategic
focus
areas,
key
performance
indicators
and
align
on
priorities
and
collaborate
on
how
to
overcome
any
challenges
that
the
dao
is
facing.
So
this
is
very
similar
in
phrasing
to
the
resilience
improvement
initiative
for
this
one.
C
If
you
want
to
know
more,
I've
included
the
latest
q4
review
so
that
one
was
reported
on
the
forum
and
the
the
recording
is
available.
There
there's
also
the
original
intro
post,
which
I
believe
included
a
poll
that
tried
to
figure
out
what
stakeholders
were
thinking
were
the
the
greatest
priority
strategic
priorities
for
maker
now.
C
And
if
you
search
on
the
forum
for
strategic
reviews,
then
you
will,
I
believe,
get
all
the
related
related
trends
in
one
list.
C
As
I
mentioned
that
there
was
a
poll
there
as
well
and
yeah,
so
of
course
this.
This
is
related
to
many
similar
ideas
around
polling,
for
example
the
one
from
govalfa
which
proposed
to
to
periodically
or
even
continuously
poll
for
the
the
perceived
priorities
of
npr
holders.
C
These
were
the
highest
two
levels,
so
the
the
voting
committees
and
then
the
strategic
initiatives
which
bring
together
on
the
voter
committee
level,
typically
npr
holders
delegates
and
maybe
also
supporting
co-units
and
then
on
the
strategic
initiative
level,
create
an
environment
for
delegates
to
more
clearly
articulate
their
their
vision
strategy
that
they
bring
to
mkr
holders
and
figure
out
what
that
means
in
terms
of
a
high-level
roadmap
for
the
core
units
that
the
delegates
would
support
and
then
the
yeah,
the
next
slides
are
about
the
the
cross-court
unit
initiatives
that
we've
introduced
a
while
back.
C
So
I
think
around
the
end
of
last
year
and
those
go
more
into
details.
I
think
they're
still
quite
high
level
and
I'll
I'll
go
to
a
number
of
them.
C
C
But
before
I
go
to
those
on
see,
if
there
are
any
questions
so
far,.
A
C
A
A
lot
of
comments
and
questions,
but
I
think
we
may
as
well
just
go
all
the
way
through
the
presentation.
Then
we
can
start
talking.
C
Yeah,
so
the
the
four
cross-cover
unit
initiatives
that
have,
I
think,
by
far
received
the
most
attention
and
also
like
formal
organization,
are
the
layer
to
roadmap
the
collateral
management,
on-chain
initiative,
the
collateral
management,
off-chain
initiative
and
the
security
initiative.
C
This
isn't
a
full
list.
We've
worked
with
golf
comps
to
create
a
full
overview
of
initiatives
and
leads
or
coordinators,
and
this
is,
I
believe,
also
the
link
that
david
posted
in
the
chat.
C
So,
as
you
can
see,
we
we
try
to
add
some
detail
here
as
to
what
are
what
the
difference
initiatives
are,
and
this
is
more
it's
an
observation
exercise
right.
So
this
is
not
trying
to
set
the
agenda
or
dictating
a
certain
roadmap.
It's
more
about
mapping
out
what
already
exists
from
a
bottom-up
bottom-up
movement
in
the
dial.
C
So
we
have
l2
things.
Like
start
net
optimism
arbitram,
we
have
classroom
management
on
chain.
The
reason
why
it's
called
that
and
not
crypto
cloud
or
collateral
onboarding,
for
example-
is
that
one
of
the
first
things
that
were
discussed
by
the
group
is
that
classroom
management
is
more
than
only
onboarding
and
yeah.
This.
This
initiative
aims
to
include
not
just
onboarding,
but
also
the
definition
of
processes
off-pouring
if
needed,
and
also
maintenance.
C
Very
similar,
but,
of
course,
a
very
different
professional
area,
is
everything
that
has
to
do
with
offchain,
collateral
structure,
finance
and
related
products
and
once
again,
the
same
same
kind
of
reasoning.
This
is
not
only
the
onboarding
but
also
the
maintenance,
the
offering
and
the
processes
that
fall
under
this
initiative.
C
We
have
oracles
also
here
in
the
list,
think
there's
there's
probably
some
variation
in
how
people
look
at
oracle's.
Is
it
a
product?
Is
it
a
supporting
service?
C
What
is
the
role
exactly
and
consequently
does
it
qualify
as
a
cross-court
unit
initiative
that
should
be
treated
as
such
with
a
roadmap
or
is
it
included
in
the
other
initiatives?
C
Technical
upgrades,
the
oi,
was
organizational.
B
C
C
This
attempt
to
create
a
framework
good
examples
are,
I
think,
the
aggressive
growth
strategy
that
was
posted
on
the
forum,
which
is
separate
and
outside
of
this
and
the
alm
initiative,
which
is
also
something
that
so
far
hasn't
been
included
in
this
framework.
C
So
what
is
available,
then,
if
we
look
at
the
l2
roadmap,
so
as
I
mentioned,
these
are
like
the
formal
initiatives
that
have
regular
stakeholder
alignment
meetings.
They
also
have
their
own
discord
channel.
So
there's
the
layer,
two
stakeholder
alignment
discord
channel
on
the
maker,
the
official
discord
and
then
for
the
l2
planning.
C
C
But
so
here
we
can
see
that
the
high
level
target
here
is
to
do
slow
withdrawals
first
with
the
different
bridges,
then
do
the
technical
work
that
enables
fast
withdrawals
and
die
wormhole,
which
is
now
renamed,
then
do
the
fast
withdrawal
implementation
after
the
grant,
work
has
been
done
and
then
the
technical
work,
because
so
far
we're
only
talking
about
bringing
dye
to
l2s.
But
then
we
also
want
to
move
on
to
bringing
actual
multilateral
dye
to
these
l2
networks.
C
So
some
preparation
work
again
and
then
the
actual
implementation,
as
you
can
see,
this
is
one
of
the
initiatives
that
also
started
defining
some
target
dates
and
dates
are
always
tricky
because
definitely
in
software
engineering,
but
also
in
the
the
different
professions
and
disciplines
that
are
involved
in
maker.
Now,
it's
very
hard
to
make
accurate
estimates
and
the
the
chaotic
dow
environment
doesn't
always
help
to
set
realistic
targets.
C
Still
we
we
have
tried
and
done
this
for
this
initiative
and
the
the
other
thing
we've
attached
here
is
a
confidence
level
because
yeah
we
on
the
one
hand,
we
want
to
give
some
indication
of
what
the
progress
is
and
when
results
can
be
expected.
But
on
the
other
hand,
the
reality
is
that
the
further
you
go
into
the
future,
the
less
uncertain
these
estimates
become.
C
So
this
this
initiative
is
coordinated
by
derek
the
facilitator
of
the
protocol
engineering
core
unit,
and
this
is
one
example,
so
an
update
on
this
initiative.
I
think
two
or
three
updates
probably
have
been
brought
to
the
gnr
call
where
the
yeah,
the
high
level
roadmap
and
then
also
potentially,
the
the
more
detailed
milestone
planning
where
that
is
touched
on
and
the
status
update,
given
this
kind
of
sheet
is
very
typical
to
what
you
would
expect
that
the
cross-court
united
initiative
needs,
which
is
a
good
understanding
between
the
core
units.
C
What
the
different
dependencies
are,
which
poor
unit
needs
to
deliver?
What
and
it
creates
this
end
of
end
to
end
overview,
which,
for
example,
allows
for
real
product
launches
that
are
coordinated
with,
for
example,
marketing
effort,
rather
than
have
one
core
unit,
push
their
road
map
and
release
something
and
then,
for
example,
find
out
that.
C
Well,
it
wasn't
coordinated
with
growth,
or
we
would
have
liked
to
take
the
opportunity
to
to
make
a
lot
of
noise
on
twitter,
but
no
one
knew
that
the
release
was
coming
or
the
timeline
wasn't
accommodating
and
therefore
we
we
didn't
fully
leverage
the
the
work
that
we
have
completed
here
to
the
maximum
effect,
and
these
coordination
processes
should
really
help
with
that.
C
A
C
So
so
one
I'll
just
mention
one
more,
which
is
the
collateral
status
index,
maybe
so
that
one
is,
is
your
go-to
reference
when
it
comes
to
the
the
status
of
two
of
the
other
initiatives:
clan
home
management,
blockchain
and
the
off
chain
security
is
an
example
of
something
that
is
more
internal,
so
of
course
we
we
want
to
make
sure
that
maker
maintains
its
security
practices
and
and
reputation,
therefore,
and
yeah.
C
So
these
these
things
are
very
much
needed
as
well,
and
so
then
you
have
the
internal
core
unit
roadmaps.
C
The
last
thing
I
I
want
to
touch
on
are
the
the
challenges
and
improvements
that
we
are
well
aware
of.
One
thing
we've
been
struggling
with,
I
think,
is
the
changing
role
of
the
traditional
existing
meetings
for
the
government's
risk
called
the
mandated
actors
call
yeah.
C
There
have
been
multiple
iterations
of
trying
to
figure
out
how
these
calls
should
be
reworked
to
adapt
to
changing
circumstances,
but
I
believe
we're
still
struggling
a
bit
with
that,
and
then
I
think
the
most
obvious
thing
here
is
that
this
information
is
available
somewhere,
but
it's
in
many
places
it's
often
difficult
to
find,
and
it
is
in
not
in
standardized
format.
So
each
core
unit
reports
in
their
own
way
and
different
initiatives
have
their
own
way
of
reporting
and
yeah.
C
C
So
this
roadmap
information,
which
is
what
I've
been
presenting
today,
but
also
the
budget
information.
So
this
is
very
much
in
collaboration,
strategic
finance,
the
creation
of
a
fully
transparent
overview,
but
also
like
digestible
finance,
information
and
data,
not
just
a
notion
of
details,
but
a
digestible
representation
of
this,
this
information,
so
that
it's
very
easy
to
compare.
What
is
the
cost
of
the
core
units?
C
What
are
you
spending
the
money
on
and
what
are
we
getting
in
return
in
terms
of
the
roadmap
and
then
also
connect
that
to
the
governance
process,
to
make
it
easy
to
find
the
mips
that
are
relevant
and
the
basic
information
about
the
core
units,
such
as?
What
is
the
size
of
the
core
unit?
What
is
their,
what
is
their
their
mission?
How
big
is
a
team?
C
Where
are
the
status
updates?
Do
they
have
a
website?
Do
they
have
a
twitter
account?
So
all
these
things
are
being
brought
together
in
the
dashboard
and
we
have
a
major
status
update
to
plan
on
that
one
june,
the
11th.
So
for
that
one,
two
more
information
is
coming
soon.
C
This
is
a
sneak
peek,
but
just
to
illustrate
that
this
is
very
much
in
the
works.
This
is
a
screenshot
of
our
api,
which
now
already
includes
the
different
initiatives,
so
the
the
road
maps
with
things
like
the
output
that
is
delivered,
which
stakeholders
are
involved,
cetera
et
cetera.
So
I
think
this
will
be
an
incredible
improvement
for
the
transparency
of
that
operations,
and
then
I
think
we
can
probably
leave
it
at
this
for
for
the
overview
and
open
it
up
for
questions.
A
Yeah,
so
thanks
wireless
was
really
amazing
and
you
know
I
basically
asked
wild
to
do
this
with
a
holidays
notice.
So
I
think
this
is
really
impressive.
As
a
kind
of
you
know,
test
run
and-
and
you
know
the
fact
that,
despite
this
being
a
decentralized
group
right-
that
where
there's
no
real
sort
of
top-down
structure,
they
were
still
able
to
pull
this
together
and
give
us
a
decent
overview.
What's
going
on.
A
How
can
we
use
this
format
and,
and
how
can
we
improve
the
format
to
to
sort
of
give
us
give
us
what
we
want
and
what
we
need
right
and
I'm
so
I'm
just
gonna,
I'm
just
gonna
go
through
a
couple
of
points.
You
know
I
really
want
to
open
up
for
input,
but
I
just
think
that
there's
some
some
context.
A
That's
really
critical,
that
I'll
add
to
this
and
then
see
if
that
encourages
some
discussion
right,
but
so
I
think
first,
I
just
want
to
know
that,
like
literally
one
of
the
first
things
that
barbara
said
was
the
word
information
cost,
which
I
think
is
like
you
know,
that's
a
really.
I
mean
I
never
thought
about
that
before
right
to
think
of
it
in
those
terms,
but
I
think
that's
an
incredibly
useful
way
to
think
about.
B
A
A
Talked
about
this
so
deeply
before,
so
I
also
I
I
didn't.
I
wasn't.
I
didn't
exactly
know
what
we
were
gonna
see
here,
but
what
I
think
is
interesting
is
that,
like
the
strategic
initiatives
seem
to
me
like
this,
is
a
kind
of
these
are
the
things
that
the
workforce
is
right
now
doing
almost
as
sort
of
a
top-down
thing.
To
try
to
improve
itself
is
how
I
would
put
it
right
so,
like
this
resilience.
B
A
I
mean
it's
a
little
like
I
don't
understand
exactly
what
sort
of
the
specific
stuff
it's
delivering
and
I
think
it's
going
to
be
interesting
to
dig
into
how
can
we
figure
that
out
and
sort
of
how
can
we
use
that
initiative
of
that
type
as
a
tool?
Basically,
and
then
the
the
financial
review
initiative
right
is
obviously
the
example
of
like
it's
start
to
figure
out.
What's
going
on
financially
and
then
we
can.
That
can
help
improve
things
right
and
then
there's
also
all
these
cross-core
unit
initiatives,
which
were
also.
B
A
Like
I
mean
there
were
some
of
them
and
they
sort
of
covered
these
very
concrete
things
like
collateral,
onboarding
and
real
assets
and
security,
and
I
think
what
we
really
need
is
to
figure
out
something
that's
sort
of
in
between
those,
because
we
need
to
basically
get
to
this
point
of
of
figuring
out
what
other
voter
committees
that
we
need
right
like
what
are
the
different
specializations,
where
we
need
to
make
sure
that
there
are
voters
that
are
in
the
loop
on
each
of
these
things,
so
that
we
know
that
basically,
everything
is
like
is
transparent,
right
and
there's
actually
empty
hours,
and
the
dial
is
basically
connected
to
everything,
that's
happening
at
the
highest
level.
A
So
I
think
I
will
work
I
will
for
next
for
next
week.
I
will
work
on
on
this
con
sort
of
like
scope
maps,
which
is
what
I
call
it
right,
which
would
basically
be
like
a
list
of
this.
B
A
List
you
know
collateral
on
voting,
real
assets,
protocol
features,
security,
marketing
and
so
on
and
so
on
and
basically
I
mean
I'll
come
with
some
kind
of
of
suggestion
and
then
hopefully,
that'll
give
us
a
bunch
of
qualified
input
and
sort
of
a
much
much
better
outcome
where
we
finally
get
this
kind
of
list
that
we
can
then
try
to
use
to
plan
how
you
know
what
kind
of
voter
committees
do
we
need
to
hold
right,
but
I'll
just
get
back
to
this
thing,
about
the
information
cost
and
and
kind
of
the
challenge
that
we're
in
right.
A
A
Of
all,
I'm
now
going
to
actively
vote
right
and
really
try
to
push
us
towards
a
paradigm
of
having
organic
voting
for
delegates
right.
So
suddenly
we
will
get
a
lot
more
vibrant
sort
of
voting
behavior
than
what
we
have
now
and
then
simply
having.
These
calls
already
provides
a
platform
where,
basically
I
can-
I
can
align
my
own
voting.
A
With
with
you
know,
the
input
and
sort
of
similar
voting
behavior
from
other
encounters
right
in
order
to
to
figure
out
what
what
benefits
us
the
most.
But
what
we
really
need
for
that
to
work
is
that
we
need
to
understand.
We
need
to
get
the
information
and
we
need
to
deal
with
this
challenge
of
the
complexity
spiral
and
the
information
cost,
and
that's
what
I
really
think
is
like
that's
how
we
should
think
of
these
voter
committees.
A
The
voter
committee
should
be
basically
that
should
be
all
you
need
to
like.
Have
that
really
satisfying
powerful
impact?
That's
what
I
think
would
be
really
successful
here
right,
so
we
can
think
about
what
how
we
can
sort
of
put
structure
in
place
with
these
calls
to
make
them
more
sort
of
really.
A
A
This
presentation
we
got
now
that's
a
good
starting
point
to
think
in
terms
of
what
part
you
know.
Maybe
while
I
can
share
it
after
and
then
we
can,
we
can
come
with
input
to
you
know
about
like.
What's
what
what
parts
of
it
do?
We
think
that
you
know
like
like
like
what's.
A
You
really
want
to
see
at
the
you
know
and
on
the
voter
committee
like
this
right
and
then
set
up
almost
like
a
you
know,
a
working
relationship
with
scs
and
with
strategic
finance
and
and
possibly
others
as
well,
where
they
constantly
come
back
to
the
voter
committees,
come
with
their
input
like
so
in
their
updates,
and
then
they
get
direction
and
refine.
We
refine
sort
of
how
we
communicate
these
things.
So
we
can
get
this
kind
of
one-stop
shop
executive
summary
where
voters
feel
like
they're
getting
everything
they
need.
A
Best
thing
I
want
to
say
is
that
I
think
this
is
just
some
some
keywords
like
you
know,
I
think
things
like
prioritizations
trade-offs,
budgets
and
and
results
and
sort
of
measuring
results,
validating
validating
sort
of
concepts.
I
think
this
is
the
kind
of
stuff
that
would
be
really
powerful
to
get
into
so.
A
Like
I
mean
I
just
one
thought
experiment,
I
thought
I
was
like
what,
if
you
know
we
could
ask
ses
to
basically
be
like
we,
you
know,
could
you
could
you
prioritize
all
that
the
items
on
the
cross-court
unit
initiative
or
something
like
that?
Although
right
I
mean
it's
pretty
sparse
right
now,
but
something
like
where
we
add
we
can.
We
can
ask
the
co-units
to
sort
of
come
with
opinionated.
A
You
know
like
overviews
of
this.
Is
the
stuff
that's
more
important,
and
this
is
stuff-
that's
less
important
right
in
terms
of
well,
and
we
have
to
basically
define
what's
that.
What's
the
overall
goal
right,
delivering
the
dice
table
harness
and
that's
going
to
help
us
get
a
better
idea
of
what
our
options.
For
instance,
you
know
both
in
terms
of
going
on
the
route
of
just
cutting
budgets
and
trying
to
to
save
money
and
sort
of
the
hunker
down
for
the
the
the
macroeconomic
environment.
A
But
another
direction
is
to
to
look
into
what
can
we
do
with
metadatas?
What
can
be
can
be
sort
of
you
know,
ring-fenced
and
and
set
up
with
tighter
feedback
loops,
but
actually
get
more
resources
right
and
so
on,
and
so
I
just
think
I
really
would
love
it
if
there
are
some
people
that
could
come
with
input
around.
What's
that
like?
What's
the
kind
of
information
we
really,
that
can
be
really
useful
to
be
actionable
and
then
also
just
like
what
do
you
based
on
this
or
in
general?
What's
your
opinion
about
like?
A
A
A
Oh
yeah
about
the
cross
court
yeah.
So
the
thing
is,
I
really
would
like
to
use
like.
I
would
like
to
reshape
the
language
that
we
use
towards
something
that
is
optimized
for
this
top-down
view,
in
a
sense
right,
like
every
all
the
language,
all
the
information
everywhere
in
the
organization
should
all
be
optimized
for
presentation
and
voter
committees.
In
my
opinion,
right
like
it,
should
all
be
sort
of
it's
easy
as
possible
for
care
holders
to
understand
what's
going
on,
and
that
needs
to
be
like
a
really
critical
priority
and.
B
A
A
B
A
They're
sort
of
out
of
they're
they're,
not
kind
of
you,
know,
alliance
all
the
way
in
there
and
how
how
the
depth,
for
instance,
because
they're
they're
created
bottom
up
right,
which
is
kind
of
the
current
situation,
and
I
think
we
basically
need
to
to
rework
these
things
top
down
so
that
they're
really
optimized
for
for
mkr
holder
instead
of
voting
thinking.
A
A
Like
this
is
a
really
good
list-
and
this
is
basically
like-
and
I
would
I
would
consider
these
as
focus
objectives,
basically
right,
so
this
is
sort
of
like
this
is
a
way
to
view
what's
happening
from
on
a
kind
of
a
results
perspective
in
a
sense
right,
so
you're
looking
at
what
are
some
outcomes
that
we
want,
that
we're
taking
action
to
see
these
outcome,
materialize
right
and
and
that's
something
I
would
like
that's
sort
of
different
from
the
scope
maps
right,
because
for
some
of
these
things
you
need
to
have
multiple.
A
You
know
you
both
need
protocol
engineering
and
marketing
to
work
together
to
launch,
make
or
teleport,
for
instance,
right.
A
That,
for
the
most
part,
we
need
to
cut
down
on
this
kind
of
stuff
like
we
need
to
think
about
what
is
stuff
that
we're
currently
doing
that
we
need.
We
can
simply
say:
let's
not
do
this.
Let's
not
have
that
as
a
focus
objective
at
the
maker
level,
because
I
mean
either
it's
because
we
simply
want
to
cut
and
reduce
budgets
or
it's
because
we
can,
we
can
push
it
to
metadows
and
ultimately,
we
can
try
to
achieve
this
objective
of
reducing
the
complexity
of
the
core
megaprotocol.
A
So
that's
just
the
comment
I
want
to
add
to
that,
but
now
I'll
be
quiet
and
see
if
there's
anyone
else
that
want
to
chime
in.
B
Hey
roon,
it's
mike,
I
I
think
this
is
cool.
I
want
to
comment.
I
think
that
robert
has
a
comment
here.
That
makes
sense,
which
is:
do
we
know
what
the
point
of
maker
dow
is
like?
I
love
the
idea
and
I'm
not
asking
us
to
like
reinvent
the
point
of
the
project,
but
like
cutting
back
complexity
and
saving
budget.
Is
that
the
point
of
this
meeting
I'm
hearing
still
a
lot
of
us
like
jumping
directly
into
weeds,
which
is
cool
but
as
an
mkr
holder,
not
in
the
weeds?
B
That's
getting
us
there
and
then
what
is
not
adding
to
that
goal,
but
can
be
moved
off
into
a
metadata
or
something
else
would
be
a
helpful
way
to
look
at
it
for
me
personally,
and
maybe
for
other
people
who
are
just
trying
to
make
sense
of
like
this
is
a
fast-moving
river
of
information
and
again
it's
not
about
dumbing.
It
down,
but
it's
about
just
sort
of
organizing
it.
A
Awesome
really
awesome
comment
mike.
Can
I
think
I
am,
he
wants
to
say
something
I
just
I
really
like
this.
Oh.
D
D
I
would
expect
that
the
facilitator,
sorry,
the
delegates
come
here
and
trying
to
show
us
a
picture
or
how
they
interpret
mcdowell,
the
big
picture,
the
big
direction,
the
big
goals
and
they
start
to
try
to
sell
this
picture
to
us
right
so,
like
citizens,
they
are
sold
their
pictures
from
politicians,
and
I
would
expect
these
facilitators
sorry
delegates
to
start
almost
fighting
to
each
other
to
to
to
compete
with
each
other
right
to
to
show
us
to
to
win
our
tokens
for
voting.
D
Basically
and-
and
so
this
competition
would
also
force
them
to
to
to
describe
in
the
right
level
of
simplicity
and
the
right
level
of
complexity.
What
is
really
important
and
what
is
their
vision?
And
instead,
I
think,
if
we
interact
too
much
with
core
units
we
inhabited,
we
could
go
back
to
this
complexity
spiral.
Basically,
so
I
mean
there
is
no.
There
is
no
point
in
going
over
the
technicalities
or
the
sub
initiatives
initiatives.
D
So
water
says
who-
and
that's
obviously
just
my
my
opinion-
the
way
I
am
my
feeling
from
from
this
call,
so
I
would
expect
to
come
here
once
a
month
and
get
a
high
level
perspective
from
from
some
delegates
and
choose
my
favorite
and
perhaps
in
the
forum,
keep
up
a
discussion
and
sort
of
without
without
yeah.
That's
that's
my
what
I
would
expect.
A
Yeah
thanks,
but
I'm
really
happy.
You
brought
that
I
was
about
delegates
and
I
think
this
is
really
good.
Now
we're
talking
like
mike
and
and
I'm
you
now
we're
like
this
is
the
kind
of
this
is
the
level.
I
think
this
discussion
should
be
at
right
now
right.
We
need
to
figure
out
what
are
we
even
doing
basically
and.
A
A
We
just
we
just
don't
have
a
like.
We
don't
have
a
kind
of
like
right
like
let's
call
it
a
singular
vision
right
or
some
kind
of
constitution,
or
something
like
that
in
terms
of
what
is
make
it
out
trying
to
do
like.
So
I
attempted
to
do
that
with
clean
money
like
a
year
yeah
six
nine
months
ago,
maybe
but.
A
A
kind
of
you
know
digging
in
in
a
sense
right
like
getting
putting
getting
some
kind
of
roots
on
that
vision
beyond
just
a
superficial
vision,
basically
right
and
so
now.
What
I'm
attempting
to
do
is
to
to
to
do
it
right
in
a
sense
with
the
end
game,
plan
right
and
and
the.
A
Really
represents
what
I
think
is
that
actually,
the
level
of
clarity
that's
required
to
to
ever
be
for
us
to
get
to
the
point
where
we
can
actually
agree
on
what
is
maker
like.
We
need
some
kind
of
sort
of
a
big,
comprehensive
proposal
that
tries
to
sort
of
explain
all
the
different
pieces
and
say
this
is
how
they're
supposed
to
work
together.
This
is
what
they're
working
towards
these
are
the
methods
they
sort
of
use
to
get
there
and,
and-
and
things
like
this
is
the
scope
of
the
protocol.
A
This
is
the
scope
of
the
workforce
and-
and
I
think.
A
C
A
Plan
succeeds
in
getting
support,
which
I
would
expect
right
now.
I
think
that
looks
that
seems
likely.
You
know
just
for
the
record,
but
even
if
it
doesn't,
then
this
approach
of
having
some
kind
of
master
proposal
like
some
kind
of
master
plan,
some
kind
of
big
overarching,
you
know
almost
like
constitution
right
or
or
a
core
idea
that
we
go
from
and
are
like.
Okay
from
now
on,
this
is
what
we
are.
This
is
the
sort
of
the
the
cornerstone
of
how
we
organize
and
our
governance
right.
That's.
A
I
basically
think
that
either
I
will
succeed
with
my
own
end
game
plan
or
what
I
will
do
is
I
will
kind
of
provoke
a
reaction
almost
right
and
somebody
else
will
will
come
with
competing
proposals
that
are
that
that
offer
this
similar.
You
know
similar
levels
of
clarity
right
so
that
it
provides
this
kind
of
cornerstone.
A
A
It
will
probably
never
happen
and
we
will
also
find
into
a
sort
of
gray
zone
where
we
never
really
know
what's
going
on
right
and
then
what
are
we
supposed
to
do
on
the
broader
communities
right?
So
basically,
the
good
thing
about
the
voter
committees
is
that
they're
very
versatile
right,
because
they're
really
just
mkl
holders,
it's
almost
like
mkl
holders,
you
know
quote
unquote
colluding
right
right.
It's
like.
A
And
and
pooling
their
votes
and
trying
to
vote
together
and
create
clarity
between
what's
the
vote,
what
do
the
voters
want?
How
do
they
plan
a
vote
and
then,
what's
the
you
know,
what's
good
proposals
to
to
to
come
up
with
and
what's
good
work
to
prioritize
right
and
they,
like
the
voter
committees,
need
to
have
some
kind
of
of
you
know
direction
right,
so
I
think
right
now,
the
best
the
best
I
can
think
of
I
mean
I
I've
thought
about
more
complicated
structures
for
voter
committees
right,
but
I.
B
A
A
Direction
that
I
think
we
need
to
organize
around
and
push
towards,
and
then
people
with
similar
views
will
join
and
then
we'll
basically
discuss
how
to
you
know,
sort
of
you
know,
implement
this
direction
and
also
how
to
amend
it
right.
So
it's
both
that
that
I
can
try
to
influence
others
to
to
you
know
to
to
share
my
views,
but
also
I
can
take
in
others
direction
right
and
then.
A
Ideally,
it
shouldn't
be,
like
the
voter
committees
become
more
than
just
a
person
right,
more
than
just
organized
and
instead
of
being
sort
of
a
particular
person
in
a
particular
sort
of
personal
opinion
and
personal
direction,
they
just
naturally
sort
of
cluster
around
these
sort
of
natural
perspectives
right.
So
there
are
some.
C
D
A
A
Think
basically,
each
of
them,
or
each
of
the
major
ones,
should
then
have
their
own
voter
committees.
That
kind
of
make
you
know
that
create
its
own,
almost
like
language
and
their
own
perspectives,
and
then
try
to
organize
to
to
affect
change
right,
but
still
it
has
to
all
be
based
on
some
kind
of
common
cornerstone
right
for
how
governance
works
and
then.
Finally,
I
want
to
to
comment
on
what
ayamiya
was.
C
A
About
with
the
delegates,
because
I
totally
agree
like
that-
this
is
really
the
like.
The
delegates
are
really
the
the
sort
of
the
secret
weapon
here
that
we
can
use
that
can
really
have
a
big
impact.
I
think
exactly
because
in
some
sense
that
job
is
already
basically
that
they're
all
about
figuring
out
the
ways
to
sort
of
dumb
down
the
information
and
then
present
it
to
voters
and
then
get
voters.
A
Some
particular
course
of
action
that
makes
sense
based
on
that
information
right
and
because
that's
their
job,
that's
how
they
make
money
and
and
if
we
basically
give
them
even
more
money
right.
If
we
make
it
more
competitive
and
we
pay
them
more
and
we
we
attract
more
talent
to
do
this
kind
of
stuff,
then
I
think
we
could
expect
really
a
sort
of
a
com.
A
A
These
are
very
exciting
points
and
I
will
basically
be
preparing
something:
that's
sort
of
working
on
this
for
the
next
call,
including
taking
action
on
delegates
right.
A
So
I've
been
talking
about
things
like
undelegating
and
and
that
kind
of
stuff
and-
and
I
will
basically
make
some
kind
of
like
I'll
post
to
the
forum
in
advance,
but
I'll
make
some
kind
of
plan
where
I
will
begin
actually
to
take
action
with
how
I
delegate
based
on
delegate
activity
on
these,
these
voter
committees-
okay,
I'll
shout
out
now
and
then
maybe
we
can
get
some
more
input.
A
How
to
I
mean
this
is
exactly
the
debate
right,
like
the
debate
is
about
how
to
basically
list
what
the
hell
is
going
on
right,
which
is
where
we're
at
right.
Now
we
don't
even.
B
A
As
voters
right,
and
so
I
basically
think
like
like
like
I
said,
I
think
we
need
to
kind
of
develop
something
top
down
right.
So
so
we
need
to
basically
use
the
verto
committees
to
to
come
up
with
our
own
kind
of
synthesis
of
the
various
lists
that
we
get
bottom
up
from
the
core
units.
A
But
basically,
right
this,
this
comment
from
david
right
is
saying:
there's
this
disagreement,
how
we
describe
our
initiatives,
right
groupings
or
scopes,
or
something
like
that
right,
scope
of
projects
or
processes-
something
like
that,
so
things
same
listed,
are
what
are
most
important
to
make
an
impact
on
growth
and
potential
future
revenue
and
what
wow
the
list
that
are
higher
level
initiatives
that
have
formal
stakeholder
alignment
processes
built
around
them.
A
Yeah,
so
I
mean
so
what's
really
important
here.
Is
this
section
about
what
sam
listed
right?
So
I
read
this
out
earlier
of,
like
institutional
vaults,
multi-chain
rebel
assets,
d3m
that
kind
of
stuff,
and
but
I
agree
that
these
are
things
that
can
impact
growth,
but
I
think
what
these
photo
committees
need
to
be
all
about
is
extracting
the
evidence
for
things
like.
A
A
A
You
always
need
to
to
include
some
kind
of
validation,
kind
of
requirement
or
something
like
that:
right,
validation,
hurdle
or
something
right.
So
we.
A
A
What
some
kind
of
metrics
some
kind
of
of
you
know,
data
point
that
we
can
use
to
basically
like
constantly
validate,
what's
being
done
by
by
sort
of
looking
at
what
was
what
was
the
expected
outcome
and
what
actually
happened,
and
then
by
by
sort
of
putting
those
two
things
together,
we
can
get
an
understanding
of
do
our
internal
processes
work
like
when
we
think
that
something
is
important.
A
How
does
that
actually
play
out
in
reality
right?
That's,
really
really
critical
stuff
to
to
understand
yeah
and.
B
A
We
absolutely
need
okrs
right,
that's
really.
We
need
like
metrics
and
the
ability
to
measure
what's
being
done,
and
I
mean-
and
this
thing
I
don't
think,
there's
any
way
around
that,
because
if
we
don't
have
a
way
to
measure,
what's
being
done,
it's
just
very
hard
to
see
how
you
know,
because
the
problem
is
then
we
we
basically
have
a
situation
where
mpl
is
they
can
they
can
just
cut
budgets
which
gives
them
cash,
which
is
sort
of
what
they
want
right
or
they
can
do
nothing
in
which
case
they
get.
A
Value
is
being
produced.
Isn't
you
know.
A
Essentially,
right-
and
I
think,
there's
no
way
around
it-
that
we
have
to
basically
figure
out,
like
we
figuring
out
okrs
figuring
out,
measuring,
impacts,
things
like
how
to
validate
initiatives.
That's
simply
the
only
possible
way
to
to
run
like
a
super,
complicated
and
huge
governance
system.
B
C
B
A
I
mean
like,
I
think,
that
it's
very
it's
clear
that
no
matter
what
we
need
to
move
sort
of
step
by
step,
right
and
and
and
try
to
have
a
kind
of
a
smooth
transition
in
terms
of
empire
holders
when
they
come
and
provide
input
and
try
to
to
change
things.
A
You
know
it
really
needs
to
be.
It
has
to
take
into
consideration
feedback
coming
back
out
from
the
core
units
and
from
the
workforce
right
and
both
because
I
mean
you
don't
want
to
throw
out
the
baby
with
the
bath
bath
water
right,
you
don't
want
to
accidentally
destroy
a
bunch
of
value
by
being
sort
of
overly
heavy-handed,
but
also
because
of
sort
of
this.
You
know
the
relationship
problem
and
all
these
like
complicated
relationships
with
individuals
in
the
corners
and
and
counterparties
that
all
have
different
expectations
and
and
what
I
mean
by.
A
This
sense
of
that
they
can
just
do
whatever
they
want,
which
is
they're
readily
true,
but
we
have
not
prepared
and
set
things
up
in
advance
in
such
a
way
that
we
kind
of
you
know
we
control
the
consequences
of
taking
like
actually
taking
the
actions
that
we
are
able
to
take.
So
there
are
all
these
like
invisible
barriers
and
invisible
bridges
that
we
can
kind
of
bump
into
or
or
you
know,
break,
and
we
need
to
understand
that
before
we
take
some
kind
of
action,
but
overall
I
mean
just
overall.
A
B
A
List
at
the
sam
posters,
for
instance,
which
I
think
is
like
a
very
I
like
that
as
sort
of
an
aggressive
kind
of
this-
is
the
value.
That's
that's
coming
out
right,
but
there's
really.
I
really.
I
don't
see
really
any
of
that
as
being
like
more
important
than
having
the
basic
governance
thing
work
right,
because,
right
now
it
basically
feels
as
if
it's
not
working
so.
A
Just
think
that
it's
it's
like
transforming
the
organization
and
sort
of
fixing
things
for
me
is
clearly
the
the
top
priority,
but
not
at
the
same
time,
not
something
we
want
to
impose
some
kind
of
fake
deadline
on
or
something
like
that.
That
would
just
be
a
big
mistake.
C
So
that's
that
was
the
point
that
I
was
making
right
like
you
can
come
up
with
the
the
value
that
you
want
to
bring
to
the
market,
and
that's
that's
great,
and
ultimately
that's
what
it's
all
about,
and
I
agree
with
that.
C
But
the
reality
right
now
is
that
most
of
what
we're
trying
to
do
just
runs
into
a
wall
because
we
don't
have
the
process
figured
out
how
to
go
from
what
I'm
care
holders
on
to
actual
execution.
C
So
I
agree
with
rooney
here,
but
that
the
the
process
needs
fixing
first,
and
it
doesn't
even
have
to
take
that
long.
It's
just
like,
let's
document
things
in
a
certain
way,
let's
and
let's
make
it
visible
and
let's
make
sure
that
everyone
knows
about
it,
the
different
core
units
they
have
different,
they
have
different
systems,
so
strategic
finances
is
using
its
kpis
honestly
speaking
like
who
else
on
this
call
can
name
the
kpis
that
strategic
finance
has
defined.
C
They
think
that
is
the
direction
of
the
dao.
I
don't
know
them
and
I
don't
think
anyone
outside
of
strategic
finance
knows
the
kpis
that
they're
working
with,
because
they
don't
consider
it
as
the
the
goal
of
the
dow.
So
those
are
all
they're
good
attempts,
but
we
need
a
process
that
elevates
those
those
attempts
to
something
that
can
be
shared
by
everyone
and
agreed
on
that.
C
Yes,
okay,
so
this
is
what
we
are
working
towards
and
and
it's
a
basic
procedural
business
blog
like
a
building
block.
That
is
missing
and
I
think
once
we
we
have
settled
even
on
a
on
a
temporary
process
that
may
not
be,
for
example,
the
metadatas
are
much
more
advanced,
but
I
think
the
the
simple
voter
committees,
the
the
strategic
initiatives
and
then
cross-court
unit
initiatives
for
execution.
C
C
This
is
how
we
split
it
up,
and
this
is
what
we
need
to
do
to
execute
on
it,
so
that
everyone
has
at
one
point,
socialize
the
fact
that
okay,
this
is
this
is
how
we
determine
our
priorities
and
that's
the
thing
that's
missing
now,
so
we
can
keep
screaming
about.
L2
should
really
the
priority
be
the
priority,
or
this
should
really
be
the
priority.
C
As
long
as
that
simple
consensus
mechanism,
a
consensus
is
even
too
strong
a
word,
but
like
this,
this
commitment
mechanism
to
this
higher
level
priorities
as
long
as
that's
not
in
place.
These
things
are
going
nowhere.
A
A
A
So
before
we
we
leave,
I
think
wilder
mentioned
that
strategic
finance
has
some
kpis
and
in
general
I
think
you
know
they
can
really
be
considered
the
other
current
sort
of
supporting
core
unit.
That's
how
I
view
it,
and
so
I
think
it
would
be
really
interesting
to
get
a
similar
presentation
from
strategic
finance
next
week
and
then
until
we
can
begin
this
process
of
trying
to
stitch
together
the
different
perspectives.
B
A
B
Let
me
just
respond
to
water,
real
quick.
This
is
aes
from
strategic
finance
to
be
clear
when
we
aligned
with
the
dow
on
the
key
focus
areas.
That
was
you
know,
as
you
probably
saw
in
the
presentation,
the
forum
poll
aligned
with,
I
think
around
60
50
60
voters,
so
why
we
selected
those
kpis
is
because
those
are
the
key
inputs
that
drive
value
to
mkr
in
the
dcf
model
and
every
single
vc
sophisticated
investor
is
building
a
dcf
for
maker.
B
B
A
So
before
we
like
one
thing
I
just
want
to
ask
is
like
I
think
what
were
really
useful
is
for
next
meeting
we.
So
we
we
request
strategic
finance
to
come
and
give
us
an
overview,
and
then
we
specify
it
has
to
be,
let's
say,
20
minutes
or
something
like
sort
of
really
quick
and
to
the
point
right.
But
I
just
want
to
hear
any
input
from
someone
else.
What
they
think
is
like
the
right,
the
the
right
number
of
minutes
for
for
a
presentation
like
that.
A
Otherwise,
I'll
just
discuss
individually
with
mark
and
see
what
what
makes
sense,
okay,
cool
and
then
one
last
thing
is
we're.
Gonna
move
the
the
call
next
week
to
different
day,
probably
wednesday
same
time.
A
I
don't
know
if
there's
anyone
that
has
like
some
specific
preference
would
be
great
if
they
could
reach
out
to
me,
really
want
to
make
sure
that
I
try
to
to
put
it
at
a
time
that
works
for
mki
holders.
Obviously,.
A
Me
on
discord
about
that,
and
then
I
think
this
is
really
great
and
also
this
got
recorded
and
I
will
see
what
kind
of
of
sort
of
reaction
we
get
out
of.
Actually
sharing
this
recording-
and
maybe
that's
gonna,
maybe
that's
gonna-
get
more
people
join.
Maybe
that's
gonna
go
create
some
kind
of
discussion
on
the
forum
sort
of
like
what
we
have
in
the
in
the
chat
here
right.
We
can
talk
about
the
meta
question
of
how
do
we
organize
and
how
do
we
think
assembly
holders?