Hey everyone, I’m working on a proposal for a Marketing Core Unit and running into some issues I think the DAO should consider with regard to how Core Units will operate:
- How to bill for taxes?
If organized as a Delaware-based LLC, the organization would need to file state and federal taxes. Should Core Units try to estimate their tax liabilities and incorporate them into budgets as they go or is the DAO just planning to cover taxes once they’re incurred?
- How to handle stock?
If Core Units are businesses that strictly work for the DAO and there’s no reason to expect distributions of capital apart from payroll and bonuses covered by the DAO, giving Facilitators all of the stock shouldn’t be a problem. It’s easier to gives shares to one person now than to try and claw them back from a handful later.
That said, giving the Facilitator all of the stock/responsibility means they hold all of the liability if, for whatever reason, the DAO couldn’t or decided not to cover a Core Unit’s tax liabilities. The overarching question here is: “how do we ensure Facilitators aren’t taking on unreasonable liabilities?”
One solution might be to ensure any buffer in budgets will be enough to cover taxes and ensure that the company will repay any unspent buffer to the DAO with a clause in their articles of incorporation.
- Where should IP be assigned?
This issue came up on the Community Call this week (2/9) and The Dai Foundation was proposed as a solution but how do we ensure that IP ends up there and who’s operating that Foundation?
We need to ensure any employment or freelancing contracts used by Facilitators assign that IP to the DAO and not just the Core Units themselves.
- How to handle contingencies
I note in the “Team Structure” section of the marketing proposal that the proposed structure assumes the existence of Core Units or roles for handling design, legal, and technical support and I’m sure marketing won’t be the only Core Unit with similar contingencies.
I’m aware of proposals for a Marketing/Comms/PR Core Unit, GovComms, and Business Development and there are also proposals being drafted for more focused content production efforts like the Community Portal, Maker Academy, and Voices of Maker Podcast.
I believe Maker could benefit from elements of all of these proposals and think we need a way of surfacing how Core Units plan on interacting with each other. If there’s not a Core Unit for design, for example, it would still be nice to have a go-to person or group of people that multiple Core Units could rely on.
- More DAO-Ops
Who’s aggregating proposed budgets for Core Units?
Do we want/need a Code of Conduct? If so, how will it be enforced?