[NON-CONSTITUTIONAL] Arbitrum Onboarding V2: A Governance Bootcamp

[WinVerse]

@RikaGoldberg

To clarify, are you asking if we have a retention plan after Fellows complete their 2 months with a Protocol?

we are asking if there is a plan outside protocols

[0x_ultra]

@RikaGoldberg , Thank you for addressing my questions. Regarding transparency in the selection process, I believe it would be more beneficial to provide a summarized overview of key information (such as experiences, skills, etc.) in an anonymized format, rather than sharing individual applications. While I understand the value of sharing the selection criteria, I think this approach would be sufficient.

[Bob-Rossi]

I think this is a pretty well-thought-out proposal and I don’t have much to critique. Seems like a unique project to try and attract talent that won’t cost that DAO that much. Probably my only concern would be ‘stickiness’ of the Governance Analysts to be able to remain employed by the Ten Protocols. A lot of that is beyond our control, but has there been any discussion on ensuring these analysts have a long-term impact? Whether that is front-end stuff (deciding which 10 protocols to pick) or the back-end (if there is analyst that just loses their job 2 months in there are backup protocols or a pool or potential protocols to rotate to?).

Also, just as an idea… I forget whatever happened of that one proposal to take like a million ARB from the treasury and give it to lesser delegates to de-centralize some of the voting power… but maybe if that ever becomes relevant again this could be a good project to train people for that. So even if some of these analysts don’t work long at the other protocols we have a crop of users to work in that capacity.

[danielo]

I’m a bit unsure. I see a well-constructed proposal, but I keep wondering if the DAO should pay for this.

Then, what’s the value of protocols engaging… well that indeed helps the DAO be governed by (somewhat) incentive-aligned actors. But should it be only the dao paying to upskill people?

So, I’m thinking the proposal could be taken a bit further. The idea would be to tighten the “so what” part of this proposal. A few ideas to be explored:

• protocols cover part of the fee
• have a pre-emptive list of protocols interested in hiring for the role
• subsidise a gov analyst to work for minority projects (providing analysis of how proposals impact them)

Something in that direction would help

[cp0x]

On point 4, yes, I mean the curator, Course Facilitator

[PGov]

Looking at this proposal, the emphasis on practical exercises, such as commenting on proposals and drafting mock governance submissions, is compelling. We appreciate the transparent breakdown of the budget and the detailed curriculum.

• One of the main challenges with such programs is retaining participants after the fellowship ends. While the proposal mentions guidance and support for Fellows, it would be beneficial to outline concrete mechanisms for retention. For example:

  • Could there be ongoing incentives for active participation beyond the initial stipend, such as micro-grants for impactful contributions or long-term mentorships?

• Measuring Success:

  • While KPIs are mentioned, it would be valuable to specify them upfront. For example:
    • What percentage of Fellows is expected to remain active in governance six months after the program ends?
    • How many governance proposals or forum contributions should Fellows aim to produce during their fellowship?

Overall, we think the compensation for the working group members is reasonable for their expertise and efforts. We think this program has great potential to elevate the quality and engagement of Arbitrum’s governance.

[Immutablelawyer]

First of all, thank you to Rika and the team for drafting this well-thought-out proposal. We believe that this builds on the V1 program and creates a pathway to attract new talent and voices to the DAO, delivering long-term benefits. Below are some additional ideas and suggestions to enhance the proposal further:

• Offering participants who meaningfully contributed to the V1 the opportunity to speak or contribute to the program. These individuals can share their first-hand experiences, lessons learned, and practical advice with the new cohort, integrating them further into the Arbitrum ecosystem, while providing relatable insights for incoming participants.
• While we second the importance of a meritocratic and inclusive approach, we feel that that note to “ensure that at least 25% of program participants are female/non-binary” may contradict this principle, and rather should be addressed during the outreach phase. On this note, how do you intend to ensure this, given that the candidates will be scored against the evaluation criteria set out? (Although the intentions are benevolent here, this could also easily be gamed as well)
• While we believe that this is a good use of resources and the amount requested is reasonable, to make this program more sustainable and scalable, exploring sponsorship opportunities from protocols operating on Arbitrum could prove valuable. This could involve an adaption of Coinbase Earn that may incentivise projects to contribute financially or provide in-kind resources.
• As outlined by @cpox, scaling the program to include more than 20 Governance Analysts could broaden its impact, especially given that only 10 will receive compensation, thus, not increasing the program’s financial burden.
• Outlining clear KPIs at this stage would strengthen the proposal. Some examples which come to mind include the number of proposals for which program graduates contributed, retention rates of Governance fellows in DAO activities and feedback from protocols on the contributions of matched Fellows.
• We noted that several replies highlighted retention as a critical factor for the long-term success of this initiative. A possible solution could involve creating a shared resource (e.g. a Google Sheet) where protocols, delegates, or service providers can list part-time opportunities, internships, or areas where they need support. Participants could use this resource to identify roles that align with their interests, availability, and compensation expectations (if any), making it easier for them to stay engaged within the ecosystem.
• Finally, to increase the visibility of this program, reference was made to the DAO’s official social media channels and a Twitter space. We think that reaching out to universities, particularly those that offer blockchain-related courses could prove valuable, given that it is likely such students may be interested in getting some real-world experience within the space, but may find the Web3 space a little intimidating. For example, one of our hires recently completed his Master of Science in Blockchain and Distributed Technology at the University of Malta, which includes a unit requiring them to actively participate within the Web3 space to earn their credits. Collaborating with such institutions could align perfectly with the program’s goals, help build synergies, and increase awareness of Arbitrum DAO.

Once again, thank you for putting together such a thoughtful and impactful proposal. With these refinements, we believe the program could have an even greater impact on strengthening Arbitrum DAO’s governance ecosystem.

Kind regards,
Joseph
Axis Advisory

[RikaGoldberg]

@Immutablelawyer

First of all, thank you to Rika and the team for drafting this well-thought-out proposal. We believe that this builds on the V1 program and creates a pathway to attract new talent and voices to the DAO, delivering long-term benefits

Thanks for your thoughtful reply, Joseph.

[RikaGoldberg]

@Immutablelawyer

Offering participants who meaningfully contributed to the V1 the opportunity to speak or contribute to the program. These individuals can share their first-hand experiences, lessons learned, and practical advice with the new cohort, integrating them further into the Arbitrum ecosystem, while providing relatable insights for incoming participants.

This is a good idea! We will consider this suggestion.

[RikaGoldberg]

@Immutablelawyer

While we second the importance of a meritocratic and inclusive approach, we feel that that note to “ensure that at least 25% of program participants are female/non-binary” may contradict this principle, and rather should be addressed during the outreach phase. On this note, how do you intend to ensure this, given that the candidates will be scored against the evaluation criteria set out? (Although the intentions are benevolent here, this could also easily be gamed as well)

We plan to use the Rubric shared in the proposal and to reach team consensus on each applicant before moving forward.

[RikaGoldberg]

@Immutablelawyer

As outlined by @cpox, scaling the program to include more than 20 Governance Analysts could broaden its impact, especially given that only 10 will receive compensation, thus, not increasing the program’s financial burden.

While we recognize that scaling the program could broaden its impact, at this proof-of-concept stage, our priority is quality over quantity. We aim to onboard a small group of highly impactful individuals (up to 10, though even 3-5 would suffice) who can drive meaningful impact in the DAO. Once we demonstrate tangible results, we can focus on scaling the program in future iterations.

[RikaGoldberg]

@Immutablelawyer

Outlining clear KPIs at this stage would strengthen the proposal. Some examples which come to mind include the number of proposals for which program graduates contributed, retention rates of Governance fellows in DAO activities and feedback from protocols on the contributions of matched Fellows.

Thank you. We will share an updated proposal next week with clear KPIs. These KPIs will be based on the metrics tracked in the Delegate Incentive Program.

[RikaGoldberg]

@Immutablelawyer

We noted that several replies highlighted retention as a critical factor for the long-term success of this initiative. A possible solution could involve creating a shared resource (e.g. a Google Sheet) where protocols, delegates, or service providers can list part-time opportunities, internships, or areas where they need support. Participants could use this resource to identify roles that align with their interests, availability, and compensation expectations (if any), making it easier for them to stay engaged within the ecosystem.

Thank you. We will consider this suggestion.

[RikaGoldberg]

@Immutablelawyer

Finally, to increase the visibility of this program, reference was made to the DAO’s official social media channels and a Twitter space. We think that reaching out to universities, particularly those that offer blockchain-related courses could prove valuable, given that it is likely such students may be interested in getting some real-world experience within the space, but may find the Web3 space a little intimidating. For example, one of our hires recently completed his Master of Science in Blockchain and Distributed Technology at the University of Malta, which includes a unit requiring them to actively participate within the Web3 space to earn their credits. Collaborating with such institutions could align perfectly with the program’s goals, help build synergies, and increase awareness of Arbitrum DAO.

Thank you for this suggestion.

[RikaGoldberg]

@PGov

One of the main challenges with such programs is retaining participants after the fellowship ends. While the proposal mentions guidance and support for Fellows, it would be beneficial to outline concrete mechanisms for retention. For example:

• Could there be ongoing incentives for active participation beyond the initial stipend, such as micro-grants for impactful contributions or long-term mentorships?

Thank you for this suggestion. We believe the best way to ensure retention is through a selective application process that evaluates an individual’s long-term commitment, intrinsic motivation, and self-starter qualities. This approach will help ensure Fellows remain engaged with Arbitrum governance even after their Fellowship concludes.

[RikaGoldberg]

@PGov

While KPIs are mentioned, it would be valuable to specify them upfront.

Agreed! We will share an updated proposal next week with clear KPIs. These KPIs will be based on the metrics tracked in the Delegate Incentive Program.

[RikaGoldberg]

@Argonaut

Is this something you are considering? How do you currently plan to measure the program’s success?

Yes, we are definitely considering it. We will share an updated proposal next week with clear KPIs. These KPIs will be based on the metrics tracked in the Delegate Incentive Program.

[RikaGoldberg]

@Argonaut

From the Argonaut team, we would like to see further details on how you plan to retain the grantees

We believe that implementing a selective application and interview process that focuses on an individual’s long-term commitment, intrinsic motivation, and self-starter qualities will better ensure Fellows stay actively engaged with Arbitrum governance beyond the Fellowship period.

[RikaGoldberg]

Thank you, Daniel. At this early stage of the Program, as we focus on building the proof-of-concept, we believe Protocols should not contribute to subsidizing the stipend. However, we will revisit this consideration in a future iteration of the program.

Regarding a list of Protocols interested in hiring, we are actively doing inbound and outbound work to identify Protocols that are interested in being matched with a Fellow.

Regarding your last point about a governance analyst supporting minority projects, we agree. Our goal is to collaborate with Protocols that need help to increase their governance participation.

[Curia]

Thank you for the proposal. Overall, it looks solid, and we understand how challenging it is to onboard delegates—it requires understanding, expertise, and passion. We’re excited to see how much value this experiment could bring to the DAO, as it offers a valuable learning opportunity. We don’t have much to add regarding the budget, as other delegates have already raised their concerns.