Growth CVC | Inaugural Meeting (#1)

Name: Growth CVC | Inaugural Meeting (#1)
Uploaded: 2023-04-06T20:44:02.000Z
Duration: 2 h 16 min 27 s

Introduction

The speaker introduces the call and invites attendees to share their thoughts on yesterday's call. They discuss the merging of stability and liquidity scope with decentralized collateral scope in rwa scope.

Attendees Share Thoughts on Yesterday's Call

The speaker asks attendees to share their thoughts on yesterday's call.

The speaker talks about fundamental considerations for what series is supposed to do and how they interact with delegates and advisory councils.

A delegate shares that the topic for this week is the merging of stability and liquidity scope with decentralized collateral scope in rwa scope into one stability scope.

The delegate believes that merging these scopes will simplify decision-making related to stability, liquidity, and collateral onboarding.

Benefits of Merging Scopes

Merging scopes will improve efficiency by streamlining governance processes.

Combining scopes can lead to better allocation of resources and identify common goals for facilitators managing these scopes.

Discussion Points

The speaker wants to discuss Robo CPC and CDs as fundamental topics.

Introduction

The speaker introduces the topic of the call and mentions that they will be discussing some fundamental aspects of delegates' roles in the CBC. They also mention the importance of being helpful and translating ideas into practical governance.

Delegates' Role in the CBC

Delegates should distinguish themselves from the CBC by being as helpful as possible.

Delegates should not introduce political bias or ideology, but rather translate intentions and ideas into practical governance.

There have been questions about how to be helpful and what expectations there are for delegates.

It would be good to hear from constitutional delegates about areas where they can help and whether certain expectations are reasonable.

Advisory Role of Universal Delegates

The speaker discusses the advisory role of universal delegates in terms of providing institutional knowledge and helping with decision-making.

How Universal Delegates Should Behave

Universal delegates should provide institutional knowledge to help with decision-making.

Universal delegates should not push their own opinions or biases, but rather present facts.

Specialized expertise comes from advisory councils, such as consulting firms like Deloitte or companies like Kraken.

Discussion on Working Together

The speaker discusses how universal delegates are supposed to work together with other entities within the CBC.

Working Together with Other Entities

Delegates are not supposed to introduce bias into the CBC, but rather present facts.

Advisory councils provide specialized expertise that is necessary for decision-making.

Priorities for the CBC

In this section, the speaker discusses the priorities for the CBC in terms of what needs to be under control in the next year or two.

Early Stage Priorities

The speaker suggests that people like him and facilitators will be responsible for putting out fires and making one or two edits.

The CBC should focus on getting a grip on different levers and not get distracted by short-term issues.

Stability is important, and the speaker's opinion is that Alm should be under control.

Advisory Council

The decentralized collateral scope framework is where all three stability scopes will have their advisory council sitting starting from next month if current edits are accepted.

The advisory council is used by CBCs to orient themselves and do things right.

Priority Projects

The number one priority is getting Alm under control.

There's a huge opportunity to fix short-term problems with better parameters, but there's also a need to develop intuition around Alm.

It's crucial not to get distracted from this first priority because it has always been a problem with makeup.

Language should specify what exactly we want the first project to be, which should be Alm.

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Advisory Councils and CVC Decision Making

In this section, the speaker discusses how advisory councils work with CVCs to make decisions. The speaker explains that advisory councils provide technical solutions for decision-making and highlight variables that can be adjusted based on different spectrums.

Advisory Councils' Role in Decision Making

Advisory councils provide technical solutions for decision-making.

They highlight variables that can be adjusted based on different spectrums.

CVCs can ultimately do whatever they want, but good advisors are needed.

Advisors will come up with the same governance technical solution for everyone.

Variables Highlighted by Advisory Council

There are multiple spectrums to consider such as hawk vs dove, allocation of purpose funds, and focus on acquiring new users.

Good advisory councils highlight these variables so they're easy to operate without putting any kind of bias into them.

Facilitator's Role in Decision Making

In this section, the speaker discusses the role of a facilitator in decision making. The speaker explains that a facilitator should argue that a decision fits with the overall vision and strategy of the CVC.

Facilitator's Role in Decision Making

A facilitator should argue that a decision fits with the overall vision or strategy of the CVC.

It all comes back to being able to argue that this fits with the overall vision or something like that right um it could also be I mean when you think about it in this relative sense it could also be the other way around right you could have a situation then where the wcvc proposes The Most Extreme Cuts well I hope your CBC doesn't and then what could happen is that um the Hawker CBC like then one of them could be in the wrong and one of them could potentially get derecked.

CBCs and Constitutional Delegates

The discussion revolves around the role of CBCs and constitutional delegates in ensuring that CBCs are highly functioning and do not make logical mistakes. Constitutional delegates are important because they attend all calls, unlike most CBC members who only attend their own. They can help surface multiple opinions to give a more complete picture of the terrain.

Importance of Highly Functioning CBCs

There should be no logical connection between voters' rights.

Top CBCs should aim to make the bar as high as possible for other CBCs to participate.

If a CBC makes logical mistakes, it could be derecognized and start over again.

Delegates can easily step in to help ensure that a CBC does not break the Constitution by making logical mistakes.

Role of Constitutional Delegates

Constitutional delegates are important because they attend all calls, unlike most CBC members who only attend their own.

It is up to constitutional delegates to inform other cpcs about what other cpcs are thinking about so that they can think of another way.

It is progress when constitutional delegates provide accurate information.

Neutrality and Selection Bias

The discussion revolves around neutrality and selection bias. It is impossible to be neutral just by selecting facts. Different cities may cancel each other out, but it is essential for constitutional delegates to give accurate information.

Neutrality vs Selection Bias

Neutrality does not exist since selection bias is extremely powerful.

Different cities may cancel each other out, but it is essential for constitutional delegates to give accurate information.

Manipulating Opinions with Selective Disclosures

The discussion revolves around manipulating opinions with selective disclosures. CBCs can bend CDs, and there is no real circumstance under which they have to bend them. It is possible that a culture of political points for whistleblowing or other cities may be created.

Manipulating Opinions

Some species members pay attention across the ecosystem and close by the city that tries to manipulate opinions with selective disclosures.

Technically, CBC can bend CDs, and there's no real circumstance under which they have to bend them.

A culture of political points for whistleblowing or other cities may be created.

Discussion on CPC Culture and Bias

The discussion revolves around the question of whether it is okay for each CPC to have a different culture as well as different setups. The bias provided by cities should be the CPC bias, not their own.

Different Cultures and Setups

RCBC suggests that since some CBC members are not doing much, they should not be rewarded with delegation or venue.

The question of whether it is okay for each CPC to have a different culture as well as different setups was discussed over the weekend.

Kianga shares the European perspective on this issue.

It is suggested that the bias provided by cities should be the CPC bias, not their own.

Providing Biased Solutions to Challenges

This section discusses how cities can provide biased solutions to particular challenges but emphasizes that these biases should align with the CPC's bias.

Biased Solutions

Cities can provide biased solutions to particular challenges.

However, these biases should align with the CPC's bias.

Scope and Strategy Discussion

This section discusses the scope of what needs to be discussed and strategies for moving forward.

Meeting Scope

There is no rule regarding how long meetings should be held.

The meeting will continue until there are no more topics left to discuss.

Italian has already shared its opinion on scope, but others are welcome to share their thoughts as well.

Strategy Discussion

CDs will have to do a lot of research and analysis to be top cities in theory.

The team discusses the Candle Report for the option with the delegate to grow strategy.

The team considers whether they should discuss everything in detail or start working on documents.

Expertise Needed for Advisory Council

This section discusses what expertise is needed on the AC and where there are gaps.

Expertise Needed

The risk and Aroma experts are asked about their thoughts on some of their first suggestions of either projects or people they wanted to bring on board.

It is suggested that they present their ideas next quarter as well.

Proposal Feedback and Community Input

The speaker discusses how proposals will be discussed and feedback from the community will be taken into account. They also discuss whether current teams can develop on their own or if they need to hire someone with more expertise.

Proposals and Community Feedback

Two proposals will be used as a starter for discussion.

Feedback from the community will be in the form of CVC meetings.

Better understanding of what needs to happen will come after feedback is received.

Developing Teams and Hiring Experts

Discussion about whether current teams can develop on their own or if they need to hire someone with more expertise.

Facilitator Input and Bias Avoidance

The speaker discusses facilitator input, bias avoidance, and the role of Constitutional delegates.

Facilitator Input

Infrastructures can speak their opinions.

Facilitators can give input but should avoid bias.

Effects and knowledge can come from facilitators and CDs.

Constitutional Delegates

Constitutional delegates cannot have a political agenda or bias.

Facilitators cannot have a political agenda or bias either.

Setting Agenda for Meeting Growth

The speaker discusses setting an agenda for meeting growth, focusing on long-term growth, resource allocation, experimentation, antibiotic council procurement, and cuts when necessary.

Meeting Growth Agenda

Do is the only one who should set the bias and agenda for the meeting.

The CBC should focus on growth.

Growth means being willing to experiment and allocate resources internally.

Short-term profit should not prohibit long-term growth.

Antibiotic Council Procurement

Multiple voices are needed on the advisory council.

How to procure AML advice proactively for the long run is important.

Overall Summary

The speaker discusses proposals, community feedback, team development, facilitator input, bias avoidance, Constitutional delegates, setting an agenda for meeting growth, and antibiotic council procurement. They emphasize the importance of focusing on long-term growth and experimentation while avoiding bias in decision-making.

Introduction

In this section, the team discusses the importance of getting fresh perspectives and advice from people outside of Maker. They also discuss the role of CBCs in hiring and preventing micromanagement.

Importance of Fresh Perspectives

The team believes it's important to get fresh perspectives and advice from people outside of Maker.

Suggestions are welcome for finding such individuals.

It may be helpful to think about a person who can provide insight into AM issues.

Role of CBCs in Hiring

If CBC decides to close, they cannot find potential candidates themselves as it is not within their mandate.

CBC should not micromanage or pick their preferred candidate. Objective measures should be used to hire someone with experience, skill, or a big name brand.

Facilitators must prevent hiring someone bad by using objective measures before making decisions.

Ranges for MIP6

In this section, the team discusses how to improve ranges for MIP6 and suggests starting with determining how to hire the best Badgers that can improve ranges for the long term.

Improving Ranges for MIP6

Start by determining how to hire Badgers that can improve ranges for the long term.

CPC should specify that new advisory projects must be prevented until AMF project is on satisfactory test.

Introduction

In this section, the participants discuss the possibility of hiring advisors for CBC and what kind of advisors they need.

Hiring Advisors

Participants suggest that CBC could benefit from hiring advisors who are knowledgeable about AML and can provide an overview of how they can help.

However, it is noted that CBC does not have a mandate to ask teams to hire advisors. It is suggested that contracting professionals may be too big for CBC to understand and that they only need some basic information.

The participants discuss the possibility of hiring crypto-native companies or consulting firms like Delphi Digital or Accenture. They note that some big consulting companies may not be familiar with crypto-specific issues.

It is suggested that makers partners or other companies with experience in advising on crypto-related issues could be considered as potential advisors.

Reputation Clarity

In this section, the participants discuss the importance of reputation clarity and being specific about sequencing work when it comes to protecting funds.

Protecting Funds

The participants agree that reputation clarity has always been lacking in CBC. They suggest being specific about sequencing work and having clear terms in place before focusing on other things.

One participant notes that control over protection is one of their biggest problems. They suggest being very specific about when money can be paid out and under what conditions.

Hiring Parameters

In this section, the participants discuss who will make decisions regarding hiring parameters for advisors.

Decision Making Process

The participants agree that decisions regarding hiring parameters for advisors will be made by the CBCs in the long run. However, in the short run, it may be determined by Map 1 or 2 in a reactive process.

It is suggested that CDs and facilitators will provide information on finding advisors and determining budgets. The participants note that they do not want to micromanage but would like some direction from the treasurer.

Finding Advisory Council Members

This section discusses how to find advisory council members and suggests improvements to the current process.

Improving the Process

The CBC should focus on finding the right advisors for the long run.

Facilitators are responsible for creating an open process with clear instructions and reviewing applications.

A sub-element could be added to allow facilitators to use the advisor council budget to hire headhunters to find suitable candidates.

Delegates can further define when it is appropriate to spend funds on headhunters.

Advisor Council Budget

This section discusses how the advisor council budget is controlled and spent.

Controlling the Budget

The stability facilitator can request a kick, which allows them to spend money from a multistake they control.

Spending must be limited to what is necessary and has a high probability of producing measurable value.

The responsible facilitators have a budget available to pay for advisory council projects.

Thinking for Ourselves

In this section, the speakers discuss the importance of thinking for oneself and putting ideas into writing. They also talk about how this can be achieved in practice.

Importance of Thinking for Oneself

It is important to think for oneself and put ideas into writing.

This should always be the direction we're trying to grow in.

Putting Ideas into Writing

Putting ideas into writing is like a destruction set that you can just follow with your brain turned off.

CDs should suggest changes and share them with CB SQL. It will be up to CBC to define how that works.

Each CBC should define how they could potentially inject their own budget delivery, but it's okay as long as they consider the ecosystem.

Practical Implementation

For future discussions, there should be a Word document where potential suggestions can be written down.

The King suggests that someone needs to take responsibility for some writing since every time something is ratified by CBC, it needs to be written down.

If CBC becomes bigger and more constant, then it's possible for CDs to become moderators and write documents that CBC members can check and approve if acceptable.

Defining Work

In this section, the speakers discuss what defines work in relation to improving the protocol.

Defining Work

There was a discussion about defining what work actually means when making specific changes.

Was there any talk about what defines work?

It's still an open question where and who picks up the ball and puts words on paper. For this quarter, someone needs to take responsibility for some writing.

Next Steps

In this section, the speakers discuss what the next steps are for improving the protocol.

Next Steps

Since the schools are getting merged, discussions can continue next week.

For future discussions, there should be a Word document where potential suggestions can be written down.

Any other discussion points that we want to have for today's call?

The call is wrapped up.