Let’s onboard to Cardano through its first DAO Incubator, those cultural organizations that struggle lack of monetization opportunities, inefficient retribution structures and entry barriers to suitable DAO solutions!

[GENERAL] Name and surname of main applicant

Gonzalo Camps

[GENERAL] Email address of main applicant

gonzalocampsv@gmail.com

Additional applicants

Team

Chief Technology Officer: Gonzalo Camps (ideascale @gonzalocamps)

Blockchain and Cooperative Businesses. DAO scientist. 7 years of experience. Founder team member: 4 x Catalyst F6 & F8. Cardano's Emurgo Academy. Linkedin

Chief Commercial Officer: Tomás Gutiérrez (ideascale @masaccio)

Cultural and Community Management. Founder team member: 4 x Catalyst F6 & F8. Marketing Chief Officer. 7 years of experience. Writer. Editor. Linkedin

Chief Operations Officer: Sonia Marotta (ideascale @sonia.marotta)

Event and cultural producer. Filmmaker. 20+ years of experience and networking within the chilean cultural scene. Founder team member: 4 x Catalyst F6 & F8. Linkedin

Advisor Board

• Andrzej Tucholka: Blockchain Advisor. PhD on Software Architecture. Leading Developer and DeSo Community Representative. 20+ years of experience. Advising our DeSo Blockchain Developments. Linkedin
• Solange Fuster: Technology innovation Lead of the Chilean Tourism Department (SERNATUR). Public Sector Innovator. 23+ years of experience. Advising our B2G Partnerships. Linkedin
• Martina González: Business Design Thinking, Innovation and Scaling. 3 years of experience. Web developer. Founder team member: 4 x Catalyst F6 & F8. Linkedin
• Rafael Stokler: DeSo Developer and Software Engineer. 20+ years of experience in Fintech. Team member during 3 x Catalyst F8. Linkedin

[GENERAL] Please specify how many months you expect your project to last (from 2-12 months)

10

[GENERAL] Please indicate if your proposal has been auto-translated into English from another language.

No

[GENERAL] Does your project have any dependencies on other organizations, technical or otherwise?

No

[GENERAL] If YES, please describe what the dependency is and why you believe it is essential for your project’s delivery. If NO, please write “No dependencies.” .

No dependencies.

[GENERAL] Will your project’s output/s be fully open source?

Yes

[GENERAL] If NO, please describe which outputs are not going to be open source. If YES, please write “Project will be fully open source.”

Project will be fully open source.

[METADATA] Category of proposal

DAO

[METADATA] SDG rating

As we are part of Start-Up Chile Accelerator Program (which is funded by the Government of Chile) we do have to comply and work towards SDG in a committed and methodological manner. This proposal will not just bring our project closer to the following 4 SDGs, but also all its users. We believe that each SDGS on their own, and even more so as a whole, score a significant SDG ratings. The 5 SDGs complied are:

• Goal 8. Decent work and economic growth.
• 8: “Achieve decent work for all women and men, including for young people and persons with disabilities, and equal pay for work of equal value".
• 8.5.1: "Average hourly earnings of female and male employees, by occupation, age and persons with disabilities".
• Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.
• 9.c.1: "Proportion of population covered by a mobile network, by technology".
• 9.3.1: "Proportion of small-scale industries in total industry value added".
• Goal 10. Reduce inequality within and among countries.
• Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable.
• 11.a.1: "Number of countries that have national urban policies or regional development plans that (a) respond to population dynamics; (b) ensure balanced territorial development; and (c) increase local fiscal space".
• 11.3.2: "Proportion of cities with a direct participation structure of civil society in urban planning and management that operate regularly and democratically".
• Goal 17. Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development.

[IMPACT] Please describe your proposed solution.

Why DAOs?

Informality is a common denominator among artistic and cultural industries. Business are done outside legal regulations, there is a lack of affordable management tools and networking spaces are limited. Therefore, the life of cultural projects are extremely short as their internal disorder increases. If even with an organized and efficient internal environment, projects become difficult, under the conditions already mentioned, they are practically impossible. The informality of the cultural industries is the main cause of the dropout rate of its workers. This huge dropout rate remains unsolved, without any clear evidence to decrease. In fact, the evidence shows a clear growth trend.

Up to three-quarters of the artistic and cultural enterprises worldwide don't survive after 5 years. In developed economies, it's proven that less than half get to operate after that time-frame. The European Culture Statistics of Cultural Enterprise revealed that less than half of the enterprises created in 2015 within the whole sector remained active in the market after 5 years (45.8 %), while on the United States, 44% didn't. It's expected that the problem is exponentially worse on emerging economies: as in Chile, over 77% cultural workers consider leaving their profession to survive economically.

The problem does not only concerns to cultural workers and their closest environment, such as family, friends and business partners. Economies as a whole are less wealthy without a well established creative industry; cultural capital is irreversibly lost, negatively affecting the intangible heritage of younger generations; and at the core of coexistence, community bonds struggle without symbolic and material products from which to identify with each other.

For over two years we have worked together with more than 200 cultural agents in Chile and Latin America. During this periodo of time, we have thoroughly investigated the causes and consequences of informality in the cultural industry, paying special attention to the hopes and pains of its workers. Our research has resulted in different Web3 prototype solutions, which we have been iterating on the basis of the new research we continue to carry out.

On one hand, we found that, in order to overcome informality, cultural workers associate with others, establishing cultural organizations. These associations aim to encourage collaboration and increase opportunities for creation, promotion and sales for their members. But, when informality strikes again, the vast majority of these organizations fall by the wayside.

Partnering with other cultural workers, and operating as an organization, is the first step. But it is not enough. They face obstacles in organizing tasks and coordinating actions, and lack the tools necessary to implement an efficient governance and compensation system. The next step is never reached. Members are not fairly compensated for their efforts, the organization wears down and ends up scaling back its operations to the point of demise. In short, economic, social and symbolic value is lost.

On the other hand, we found out that autonomy is strongly present in the intentions and discourses of cultural organizations. The State and dominant corporations are seen as potential partners, at best, or as hostile market agents, in most cases. Autonomy is an ethical, economic and commercial premise. Given the spontaneous way in which cultural organizations operate, decentralization is something inherent to them.

Based on our work in the field, we strongly believe that DAOs are a necessary step and the best current solution. They provide features and tools that cultural organizations have long needed, as governance and compensation systems, and they are consistent with the principles of autonomy and decentralization shown by this organizations.

Why DAO Incubator?

One of our main findings has to do with the manifest willingness by cultural organizations to adopt new technologies to achieve sustainable autonomy, especially Web3 technologies. The next main finding has to do with the difficulties in implementing them satisfactorily in their actions and activities. Several proposals focus on developing tools for DAOs already in operation, but we have not seen a concrete proposal to increase the adoption rate of new DAOs. We see this as a potentially larger market with greater impact.

Our proposal differs from the existing ones because it considers and combines the following elements:

1. Currently, most ways to create a DAO rely on personal exploration, self-directed processes, and an optimal understanding of the English language. These requirements exclude a significant number of cultural agents interested in starting their own DAOs. We offer extensive support, especially in the early stages, where the bottleneck is found.
2. Creating a DAO is not a once-and-for-all process. DAOs are a vital way of working together, every day a greater improvement in their performance can be achieved. Therefore, our proposal considers different levels of training at critical stages.
3. Our implementation will start in Latin America, a market with low levels of adoption and a significant number of cultural organizations seeking for solutions to their internal difficulties. It is a region that we believe is valuable to gather more information, learned insights and continue the iteration. In this way, we will export a strong model to other regions and worldwide.
4. We understand a cultural organization as a work space made up of agents from different disciplines who bring complementary perspectives. Our purpose is to promote the exchange of expertise.
5. Understanding the particular context of a cultural organization is the key to apply the right DAO adoption model. This means it's essential to research each DAO individually to understand their technological nuances better. Our previous experience and ongoing research will enable us to accomplish this task.
6. The future of Web3 is CrossChain. Since our proposals in F6 and F8, we have worked side by side with others Blockchain, aiming at the synergies that can be built with Cardano.
7. Cardano and its community will be positioned as one of the main poles of attraction in terms of creation, construction and improvement of DAOs.

The first Cardano DAO Incubator provided by Cooperativa Local is the fastest and best path to help cultural organizations, reduce the DAO gap, increase adoption rate and onboard them to the Cardano community.

Cardano first DAO Incubator

Cardano first DAO Incubator will provide a supportive environment and resources to enable the successful design, launch, development and operation of cultural organizations that decide to become a DAO.

Our proposed phases, goals and steps are as follows.

First Phase: Adoption

Goal: Launch Service, Insights and Improvements

Step 1: Guidance and consultation: The incubator would provide expert advice and consultation on setting up and structuring a DAO, including legal, technical, and governance aspects.

• Identify the Purpose: The DAO's purpose should be identified, which can range from financing NFTs, administering grants, building a community, or investing. In the case of an artistic community, the DAO's purpose could be to fund artist projects, distribute resources, or foster a community of artists.
• Articulation: The mission, vision, and values of the DAO need to be clearly articulated. This provides a foundational understanding of the DAO's purpose and direction.

Step 2: Education and training: The incubator would offer programs and workshops to educate individuals and teams on the concept of DAOs, smart contracts, decentralized governance, and other relevant topics.

Step 3: Understand the DAO concept: Comprehend what a DAO is and how it functions. This involves understanding how the blockchain, smart contracts, and community governance work in the context of a DAO.

Step 4: Design the DAO: This step involves designing the DAO according to its purpose. The design should prioritize creating a decentralized community that benefits its members socially and culturally, as seen in the cases of Friends with Benefits and Refraction DAO.

Second Phase: Implementation

Goal: Research and Prototype Building

Step 1: Develop the Operational Mechanisms: The DAO's operational mechanisms need to be developed and documented. These mechanisms should align with the organization's functional model.

• Social Technology
• Web2 Technology
• Web3 Technology

Step 2: Provide Wayfinding Guidance: This step involves helping new members navigate the community and make their first contribution. This could be achieved through the concept of "wayfinding," which includes elements of navigation, activation, and learning. Support should be provided to help navigate the complexities of the DAO and its operation.

• Documentation: Every detail about the DAO, its workings, and its policies should be documented for transparency and ease of understanding.
• AI Bots and Assistants: They can help with tasks such as writing proposals, onboarding new members, making asset trades, reading resumes, selecting new members, and assigning roles.

Step 3: Drive Community Engagement and Retention: Strategies should be implemented to drive engagement and retention within the community, such as incorporating gamification elements.

• Community Building: The incubator would help connect DAO projects with a network of like-minded individuals, developers, investors, and potential users to foster collaboration and growth.
• Tailored Education: Driving engagement and retention through education and tailored experiences can help keep members interested and involved.
• Gamification: The use of quests and bounties can make the experience more interactive and engaging, encouraging ongoing participation. Such as NFTs and POAPs.
• Events: The community should be engaged through tangible actions and repeatable opportunities. This could include hosting events, organizing gatherings, or offering creative grants.

Step 4: Tools for Establishing Value Systems: These are crucial for understanding changes in networked places and communities. This concept of 'translocality' is important in the context of DAOs, which exist both online and in physical localities.

1. Tools for Addressing Disenfranchisement, Class Conflict, and Gender Inequality: Such tools, as used by Artworld DAOs, can help foster a more equitable community.
2. Special projects and initiatives: Depending on the specific objectives of the cultural organization, the DAO could facilitate special projects such as art preservation, exhibitions, or cultural events.

Step 5: Community-driven decision-making: Through the DAO structure, decisions would be made collectively by the community, promoting a more democratic organizational structure.

1. Community voting: can be handled by Snapshot or Tally, which also allows for proposal creation.
2. AI for Community Governance: A Sortition-based DAO can be implemented for AI governance, which makes the governance democratic, inclusive, and representative of diverse perspectives. This aligns with the democratic ideals of a DAO and can be particularly useful for decision-making processes in an artistic community.

Step 6: Collaboration and coordination: The DAO would foster collaboration and coordination among its members, much like Cabin's vision of connecting DAOs to share knowledge and build financial incentives.

• AI Connectors within or between DAOs: AI can help to form a "swarm intelligence" by connecting and coordinating with other DAOs. This could enable collective decision-making and collaboration on larger cultural projects or initiatives.
• AI for Community Management: AI can be used to manage community interactions, identify trending topics, and foster a more engaging community environment.

Step 7: Community Learning: The community should be encouraged to learn from each other, fostering growth and collaboration.

• Foster Community Learning: Community learning should be encouraged to help members better understand the DAO and its benefits.
• Implement Risk Mitigation Plans: Given the operational challenges and security risks that exist in running DAOs, risk mitigation plans should be in place.

Third Phase: Operation

Goal: Research and Prototype Design

Step 1: Legal and Compliance Support: The incubator would provide guidance on navigating legal and compliance requirements specific to DAOs, ensuring adherence to regulations and minimizing risks.

Step 2: Content creation and distribution: Like Cabin's plan to establish a Media Guild, cultural organizations could use DAOs to collaboratively produce and distribute content.

• AI for Content Creation and Distribution: AI can be used to write, create and distribute cultural content, such as films or games.

Step 3: Marketing and Promotion: The incubator would help promote DAO projects and attract attention from the wider blockchain and cryptocurrency community.

• AI for Marketing: AI can also be used to analyze community engagement and provide marketing insights. This can help the community understand what content resonates with their audience and tailor their strategy accordingly.

Step 4: Phygital Infrastructure expansion: DAO services could also include the expansion of both physical and virtual infrastructure to better connect and serve its community.

Step 5: Technical Support & Testing: The incubator would provide technical assistance in developing and implementing the necessary smart contracts and blockchain infrastructure for a DAO.

• Artificial Intelligence (AI): Remember, it's crucial that any AI implementation remains aligned with the democratic, transparent, and decentralized nature of DAOs. AI tools should be used to enhance community engagement and creativity, not control or limit

Step 6: Automatization & Assistance: Finally, a cultural DAO could incorporate additional technologies to automate governance and ensure transparency. For instance, it could use smart contracts to automate decision-making processes and blockchain technology to provide a transparent record of all transactions and decisions.

Step 7: DAO Analytics: This tool would help the community understand and evaluate their growth, investments, and overall performance.

• AI at the Edge and Center of the DAO: AI can interact with the core contracts of a DAO, enhancing its decision-making capabilities. It could be used to analyze data and provide insights to guide the direction of the cultural organization.

[IMPACT] How does your proposed solution address the challenge and what benefits will this bring to the Cardano ecosystem?

As we said before, because of our proposed DAO Incubator, Cardano and its community will be positioned as one of the main poles of attraction in terms of creation, construction and improvement of DAOs.

Let’s take a closer look to the challenge in order to understand and justify the last sentence: In the brief, the challenge states that “Currently if a DAO wants to setup their DAO infrastructure, the current options are all based on Ethereum”.

There are more critical steps before setting up the DAO infrastructure, what we have called in our plan the First Phase: Adoption. Helping organizations to create DAOs from the very beginning, increases the likelihood that these newly created DAOs will be maintained in the Cardano ecosystem, using both existing and upcoming dApps.

From the “Cardano needs…” section, our incubator proposal subscribes to the following:

1. DAO creation: present in the First Phase: Adoption.
2. DAO governance: present in the Second Phase: Implementation.
3. DAO community collaboration: present in the Second Phase: Implementation.
4. DAO operation: present in the Third Phase: Operation.
5. Effective Collaboration Management Platforms to Organize Community Intentions and Actions: present both in Second Phase: Implementation and Third Phase: Operation.

In general, the uses and benefits of Cardano are divided as indicated below:

First Phase: Adoption

Cardano Blockchain is presented as successful example to the cultural organizations starting their DAO Incubator program. Most of the education and training will be based on Cardano experience, increasing recognition and bringing new users into the community.

Second Phase: Implementation

After cultural organizations finished their First Phase, a wide range of applications developed in Cardano will be presented. They will then be evaluated given the particular situation of each DAO and implemented. In parallel, our research will identify which new applications are needed, and build a prototype to be tested.

Third Phase: Operation

The same as the previous Phase, applications developed in Cardano will be presented and implemented. In parallel, our research will focus in designing possible solutions that are not given in Cardano.

[IMPACT] How do you intend to measure the success of your project?

Our overall goals are to provide to the Cardano Community, their first DAO Incubator. And, at the same time, provide the best governance and compensation solution for cultural organizations. Cardano first DAO Incubator consists of a comprehensive and guided process, which includes education, training, design, operational development, wayfinding, community engagement and retention, tools for value system, decision making, collaboration, coordination, among many others. All of this steps are closely related to Cardano, either as an example of success in the early stages, either by implementing its descentralizad applications and developing new ones in the following stages.

To measure these impacts we can make use of two actual pillars of our services: (1) open feedback reports which consider the opinions and experiences of all stakeholders related with the DAO Incubator, such as cultural organizations, expert consultants, DAOs which share their experiences, Cardano dApps DAOs tool. As well as (2) internal operation-business analytics reports with AI insights. Our proposal is divided into three phases, the best way to understand how we will measure success is to check them one by one.

First Phase: Adoption.

Our main goal for this phase is to launch all the stages involved, with a special emphasis on the enhancement of each one of them.

1. Acquisition KPI: Number of cultural organizations registered in the program
2. Acquisition % KPI: Number of cultural organizations registered in the program / Number of cultural organizations interested in the program
3. Adoption KPI: Number of cultural organizations that finished First Phase
4. Adoption % KPI: Number of cultural organizations that finished First Phase / Number of cultural organizations registered in the program
5. Satisfaction KPI: Satisfaction rate from cultural organizations that finished First Phase
6. Dropout KPI: Satisfaction rate from cultural organizations that not finished First Phase
7. Expert KPI: Excellence rate from experts evaluation

Second Phase: Implementation

Our main goal for this phase is to encourage the use of Cardano dApps and to build a coherent prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Retention KPI: Number of cultural organizations that finished First Phase registered in the Second Phase
2. Retention % KPI: Number of cultural organizations that finished First Phase / Number of cultural organizations that finished First Phase registered in the Second Phase
3. Acquisition KPI: Number of new cultural organizations registered in the Second Phase
4. Acquisition % KPI: Number of new cultural organizations registered in the Second Phase / Number of new cultural organizations interested in the program
5. Implementation KPI: Number of cultural organizations that finished Second Phase
6. Implementation % KPI: Number of cultural organizations that finished Second Phase / Number of cultural organizations registered in the Second Phase
7. Satisfaction KPI: Satisfaction rate from cultural organizations that finished Second Phase
8. Dropout KPI: Satisfaction rate from cultural organizations that not finished Second Phase
9. Cardano Adoption KPI: Number of Cardano DApps used by cultural organizations that started Second Phase / Number of Cardano dApps presented to cultural organizations that started Second Phase
10. Research KPI: Number of insights delivered / Total number of insight to investigate
11. Design Prototype KPI: Number of completed features designs / Total number of features to design
12. Build Prototype KPI: Number of completed features / Total number of features to build
13. Expert KPI: Excellence rate from experts evaluation

Third Phase: Operation

Our main goal for this phase is to explore the tools available and design a prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Research KPI: Number of insights delivered / Total number of insight to investigate
2. Design Prototype KPI: Number of completed features designs / Total number of features to design

• These impact measurements will be presented monthly on our website, through a visual logic model connected to the monthly public data-set and management, as described bellow.

[IMPACT] Please describe your plans to share the outputs and results of your project?

1. Visual logic model connected to monthly public data-set and management: we will publish on our website a visual logic model that represent our projects activities, outputs, and expected outcomes each month. This visual logic model will be fed by our data management plan which outlines how and what data generated by the project is collected, stored, analyzed, and shared.
2. Simplified-tracking of detailed break-down into 1-month stages: This proposal has been presented with highly detailed breakdown, where we have broken-down the project into smaller phases of one month-each, prioritizing understandable and clear inputs -> outputs at the each phase. These includes measurements such as the project's objectives, budget, piloting, development and feedback from our users.
3. Key transparency of financial disclosure statements and evidence of matching funding and community support: we will work to ensure transparency, efficiency, and accountability of the project, sharing it on the data set and former visual logic model.
4. Feedback and operation-analytics are a pillar of our start-up product, and so our shared outputs: we will ask our piloting and business partners to let us share with the Cardano and Catalyst communities each one of the feedback-reports (jointly-inputs from all the agents involved in the adoption, implementation and operation phases) and also disclosable analytics and AI-insights brought by event-planners and brands that subscribe our services during piloting and commercial stage.
5. Building trust, accountability and engaging with Cardano Catalyst: By following these best practices, our project's outputs will be shared in a transparent and efficient manner while ensuring that Cardano, Catalyst and our Clients are informed and engaged throughout the process and how the updated will be used in future research and development activities, including any potential collaborations with other Cardano researchers, media or organizations.

[CAPABILITY/ FEASIBILITY] What is your capability to deliver your project with high levels of trust and accountability?

1. Successful-outputs of trust and accountability from our F6 & F8 funding: First, we expect that participants from Catalyst Community note that this F10 proposal is being delivered with the prior-experience of four F6-F8 low-budget proposals (total funding of $71.850) which has already been successfully completed in the past, proving clear developments, testing, adoption, and market-insights of a multi-chain social network that serves the same stakeholders we are building a product for on this F10, but with regional focus on Latin America in comparison to our upgraded global approach on this Fund10. Our prior F6-F8 insights has been transparent on each monthly report, where we have just delayed 2 in a 21-month period and most fundamental evidence of progress, KPI and learnings has been shared on our overall F8 completion video.
2. A world's top-10 public technology accelerator trusted us and extended their support to our start-up: we were accepted to the Build3 program of Start-up Chile, where after 5 months we were selected to pitch at the demo-day, where the chilean government granted us extended support, networks and funding.
3. Our F6 & F8 platform learnings validate that we've been able to accelerate web3 adoption through state-of-art products: our team has developed a deep understanding of the cultural and entertainment industries from emerging countries, as we have been able to onboard Latin American to our multi-chain social platform, whom has used web3 features for their first time, such as crypto wallets (100 users), NFTs (140), on-chain posts (220) and crypto-tipping (4.000). In total, our platform has experienced relevant usage: 85,000 interactions were generated by 1,300 visitors, 300 of which where recurring visitors.
4. Our team is experienced and its careers has been focused on technology, creative economy and cultural industries: our expertise in this market highlights us within the Cardano ecosystem. Our team members possess a diverse set of skills and knowledge that are essential for delivering comprehensive DAO assistance. Passion and dedication characterizes our team members, and our foundational mission has been extended to not just supporting Latin American cultural workers, but also global cultural workers and agents through Cardano and the whole Web3 ecosystems. We have built multi-chain tools at DeSo Blockchain, where are members of DeSo Labs, the largest and most active developer community at DeSo Blockchain and where we work together with PhD. Andrzej Tucholka, elected by the DeSo community as an ambassador of DeSo.
5. Our project is able to achieve an integral service of adoption, implementation and operation for DAOs: Due to our over 200 collaborations and leads with private and public cultural and entertainment agents, we intimately involved ourselves in all aspects and problems of internal governance and compensation. We identified that Cardano would maximize its impact by powering -through Fund10- their first DAO Incubator.

[CAPABILITY/ FEASIBILITY] What are the main goals for the project and how will you validate if your approach is feasible?

Our overall goals are to provide to the Cardano Community, their first DAO Incubator. And, at the same time, provide the best governance and compensation solution for cultural organizations.

Cardano first DAO Incubator consists of a comprehensive and guided process, which includes education, training, design, operational development, wayfinding, community engagement and retention, tools for value system, decision making, collaboration, coordination, among many others.

All of this steps are closely related to Cardano, either as an example of success in the early stages, either by implementing its descentralizad applications and developing new ones in the following stages

Once we have outlined the relevant KPIs for the 3 proposed phases, we are at the perfect moment to define the expected results for each one in the whole period, giving a total of 10 months.

First Phase: Adoption

Our main goal for this phase is to launch all the stages involved, with a special emphasis on the enhancement of each one of them.

1. Acquisition KPI: 8
2. Acquisition % KPI: 50%
3. Adoption KPI: 4
4. Adoption % KPI: 50%
5. Satisfaction KPI: Starting at 70%, increasing by 2% in every new group.
6. Dropout KPI: Starting at 60%, increasing by 2% in every new group.
7. Expert KPI: Starting at 60%, increasing by 2% in every new group.

Second Phase: Implementation

Our main goal for this phase is to encourage the use of Cardano dApps and to build a coherent prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Retention KPI: 2
2. Retention % KPI: 50%
3. Acquisition KPI: 2
4. Acquisition % KPI: 50%
5. Implementation KPI: 2
6. Implementation % KPI: 50%
7. Satisfaction KPI: Starting at 60%, increasing by 2% in every new group.
8. Dropout KPI: Starting at 50%, increasing by 2% in every new group.
9. Cardano Adoption KPI: 50%
10. Research KPI: 100%
11. Design Prototype KPI: 100%
12. Build Prototype KPI: 100%
13. Expert KPI: Starting at 60%, increasing by 2% in every new group.

Third Phase: Operation

Our main goal for this phase is to explore the tools available and design a prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Research KPI: 100%
2. Design Prototype KPI: 60%

[CAPABILITY/ FEASIBILITY] Please provide a detailed breakdown of your project’s milestones and each of the main tasks or activities to reach the milestone plus the expected timeline for the delivery.

As our milestones are monthly, they are directly related with our monthly costs, from which $445 are fixed, and $7.691 are salaries of our 4-experts full-time team, 1 member of which will be introduced on the second month of our project, what reduces the costs noted on that month.

(1) October-23 => $6.361

1. Milestone: Talent integration: Web developer and UX Designer.
2. Milestone: Design website and social media.
3. Milestone: Design First Phase: Adoption
4. Milestone: Announce First Phase: Adoption: First Group
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(2) November-23 => $8.333

1. Milestone: Launch First Phase: Adoption: First Group
2. Milestone: Second Phase: Implementation: Total number of insight to investigate
3. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(3) December-23 => $8.333

1. Milestone: Finish First Phase: Adoption: First Group
2. Milestone: Announce First Phase: Adoption: Second Group
3. Milestone: Second Phase: Implementation: Research
4. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(4) January-24 => $8.333

1. Milestone: Launch First Phase: Adoption: Second Group
2. Milestone: Second Phase: Implementation: Research
3. Milestone: Second Phase: Implementation: Total number of features to design
4. Milestone: Third Phase: Operation: Total number of insight to investigate
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(5) February-24 => $8.333

1. Milestone: Finish First Phase: Adoption: Second Group
2. Milestone: Announce First Phase: Adoption: Third Group
3. Milestone: Announce Second Phase: Implementation: First Group
4. Milestone: Second Phase: Implementation: Research
5. Milestone: Second Phase: Implementation: Design
6. Milestone: Third Phase: Operation: Research
7. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(6) March-24 => $8.333

1. Milestone: Launch First Phase: Adoption: Third Group
2. Milestone: Launch Second Phase: Implementation: First Group
3. Milestone: Second Phase: Implementation: Design
4. Milestone: Second Phase: Implementation: Total number of features to build
5. Milestone: Third Phase: Operation: Research
6. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(7) April-24 => $8.333

1. Milestone: Finish First Phase: Adoption: Third Group
2. Milestone: Finish Second Phase: Implementation: First Group
3. Milestone: Announce First Phase: Adoption: Fourth Group
4. Milestone: Announce Second Phase: Implementation: Second Group
5. Milestone: Second Phase: Implementation: Design
6. Milestone: Second Phase: Implementation: Build
7. Milestone: Third Phase: Operation: Research
8. Milestone: Third Phase: Operation: Total number of features to design
9. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(8) May-24 => $8.333

1. Milestone: Launch First Phase: Adoption: Fourth Group
2. Milestone: Launch Second Phase: Implementation: Second Group
3. Milestone: Second Phase: Implementation: Build
4. Milestone: Third Phase: Operation: Design
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(9) June-24 => $8.333

1. Milestone: Finish First Phase: Adoption: Fourth Group
2. Milestone: Finish Second Phase: Implementation: First Group
3. Milestone: Second Phase: Implementation: Build
4. Milestone: Second Phase: Implementation: Announce Prototype
5. Milestone: Third Phase: Operation: Design
6. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(10) July-24 => $8.333

1. Milestone: Second Phase: Implementation: Launch Prototype
2. Milestone: Third Phase: Operation: Design
3. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

[CAPABILITY/ FEASIBILITY] Please describe the deliverables, outputs and intended outcomes of each milestone.

As on the question just above we already proposed our milestones, now we will highlight the outputs and intended outcomes of each, in terms of KPIs, deliverables and documentation.

(1) October-23

1. Milestone: Talent integration: Web developer and UX Designer.
2. Milestone: Design website and social media.
3. Milestone: Design First Phase: Adoption.
4. Milestone: Announce First Phase: Adoption: First Group.
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(2) November-23

1. Milestone: Launch First Phase: Adoption: First Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Second Phase: Implementation: Total number of insight to investigate.
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(3) December-23

1. Milestone: Finish First Phase: Adoption: First Group.
2. Adoption KPI: 1
3. Adoption % KPI: 50%
4. Satisfaction KPI: 70%
5. Dropout KPI: 60%
6. Expert KPI: 60%
7. Milestone: Announce First Phase: Adoption: Second Group.
8. Milestone: Second Phase: Implementation: Research.
9. Research KPI: 40%
10. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(4) January-24

1. Milestone: Launch First Phase: Adoption: Second Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Second Phase: Implementation: Research.
5. Research KPI: 80%
6. Milestone: Second Phase: Implementation: Total number of features to design.
7. Milestone: Third Phase: Operation: Total number of insight to investigate.
8. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(5) February-24

1. Milestone: Finish First Phase: Adoption: Second Group.
2. Adoption KPI: 1
3. Adoption % KPI: 50%
4. Satisfaction KPI: 72%
5. Dropout KPI: 62%
6. Expert KPI: 62%
7. Milestone: Announce First Phase: Adoption: Third Group.
8. Milestone: Announce Second Phase: Implementation: First Group.
9. Milestone: Second Phase: Implementation: Research.
10. Research KPI: 100%
11. Milestone: Second Phase: Implementation: Design.
12. Design KPI: 20%
13. Milestone: Third Phase: Operation: Research.
14. Research KPI: 30%
15. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(6) March-24

1. Milestone: Launch First Phase: Adoption: Third Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Launch Second Phase: Implementation: First Group.
5. Retention KPI: 1
6. Retention % KPI: 50%
7. Acquisition KPI: 1
8. Acquisition % KPI: 50%
9. Milestone: Second Phase: Implementation: Design.
10. Design KPI: 60%
11. Milestone: Second Phase: Implementation: Total number of features to build.
12. Milestone: Third Phase: Operation: Research.
13. Research KPI: 60%
14. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report

(7) April-24

1. Milestone: Finish First Phase: Adoption: Third Group.
2. Adoption KPI: 2
3. Adoption % KPI: 70%
4. Satisfaction KPI: 74%
5. Dropout KPI: 64%
6. Expert KPI: 64%
7. Milestone: Finish Second Phase: Implementation: First Group.
8. Implementation KPI: 1
9. Implementation % KPI: 50%
10. Satisfaction KPI: 60%
11. Dropout KPI: 50%
12. Expert KPI: 60%
13. Cardano Adoption KPI: 50%
14. Milestone: Announce First Phase: Adoption: Fourth Group.
15. Milestone: Announce Second Phase: Implementation: Second Group.
16. Milestone: Second Phase: Implementation: Design.
17. Design KPI: 100%
18. Milestone: Second Phase: Implementation: Build.
19. Build Prototype KPI: 20%
20. Milestone: Third Phase: Operation: Research.
21. Research KPI: 100%
22. Milestone: Third Phase: Operation: Total number of features to design.
23. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(8) May-24

1. Milestone: Launch First Phase: Adoption: Fourth Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Launch Second Phase: Implementation: Second Group.
5. Retention KPI: 1
6. Retention % KPI: 50%
7. Acquisition KPI: 1
8. Acquisition % KPI: 50%
9. Milestone: Second Phase: Implementation: Build.
10. Build Prototype KPI: 60%
11. Milestone: Third Phase: Operation: Design.
12. Design Prototype KPI: 20%
13. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report

(9) June-24

1. Milestone: Finish First Phase: Adoption: Fourth Group.
2. Adoption KPI: 2
3. Adoption % KPI: 70%
4. Satisfaction KPI: 76%
5. Dropout KPI: 66%
6. Expert KPI: 66%
7. Milestone: Finish Second Phase: Implementation: First Group.
8. Implementation KPI: 1
9. Implementation % KPI: 50%
10. Satisfaction KPI: 62%
11. Dropout KPI: 52%
12. Expert KPI: 62%
13. Cardano Adoption KPI: 50%
14. Milestone: Second Phase: Implementation: Build.
15. Build Prototype KPI: 100%
16. Milestone: Second Phase: Implementation: Announce Prototype.
17. Milestone: Third Phase: Operation: Design.
18. Design Prototype KPI: 40%
19. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(10) July-24

1. Milestone: Second Phase: Implementation: Launch Prototype.
2. Milestone: Third Phase: Operation: Design.
3. Design Prototype KPI: 60%
4. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

[RESOURCES & VALUE FOR MONEY] Please provide a detailed budget breakdown of the proposed work and resources.

Team = $7.888 per month [*] => Total = $76.915

• Chief Operations Officer (full time, 10 months) = $1.972 => Total = $19.722
• Chief Commercial Officer (full time, 10 months) = $1.972 => Total = $19.722
• Chief Technology Officer (full time, 10 months) = $1.972 => Total = $19.722
• UX and Web Developer (full time, 9 months) = $1.972 => Total = $17.750

Fixed Costs = $445 per month => Total = $4.450

• Cultural Platform Maintenance = $125
• Meta Ads = $100
• Hetzner Servers = $41
• Adobe Creative Cloud = $55
• Notion Workspace = $50
• Typeform = $34
• Webflow = $29
• Google Suite = $6
• Protonmail = $5

Debt with team work hours between April-23 to July-23 = $8.000

Average 10-Month costs => $90.255

Total ($USD) => $90.255 USD

Total ($ADA) => 300.000 $ADA

Total allocation (F10) => 9.5%

[RESOURCES & VALUE FOR MONEY] How does the cost of the project represent value for money for the Cardano ecosystem?

Low salaries compared to the world's average: The $17.750 - $19.722 salaries for our team members during the 10-month period constitute 94.3% of our total budget and as our team is based on the chilean-economy, its average monthly salary for the Information Technology industry is CLP $1,880,000 ($2,606) with a yearly average of CLP $22,500,000 ($31,114), while the the internationally average salary for this industry is $213,543, according to SalaryExplorers.

Successful outputs from our F6 & F8 funding: First, we expect that participants from Catalyst Community note that this F10 proposal is being delivered with the prior-experience of four F6 & F8 low-budget proposals (total funding of $71.850) which has already been successfully completed in the past, proving clear developments, testing, adoption, and market-insights of a multi-chain social network that serves the same stakeholders we are building a product for on this F10, but with regional focus on Latin America in comparison to our upgraded global approach on this Fund10. Our prior F6 & F8 insights has been transparent on each monthly report, where we have just delayed 2 in a 21-month period and most fundamental evidence of progress, KPI and learnings has been shared on our overall F8 completion video.

Our team has developed a deep understanding onboarding our product's potential to web3 technologies: we have been able to onboard emerging-countries cultural agents and artists to our multi-chain social platform, considering all the sensibilities necessary. With us, most of these agents got to use web3 features for their first time, such as crypto wallets (100 users), NFTs (140), on-chain posts (220) and crypto-tipping (4.000). In total, our platform has experienced relevant usage: 85,000 interactions were generated by 1,300 visitors, 300 of which where recurring visitors.

A world's top-10 public technology accelerator trusted us and extended their support to our start-up: we were accepted to the Build3 program of Start-up Chile, where after 5 months we were selected to pitch at the demo-day, where the chilean government granted us extended support, networks and funding ($15.000).

Our team is experienced and its careers has been focused on technology, creative economy and cultural industries: our expertise in this market highlights us within the Cardano ecosystem. Our team members possess a diverse set of skills and knowledge that are essential for delivering this upgrade as a market-fit upgrade of our start-up. Passion and dedication characterizes our team members, and our foundational mission has been extended to not just supporting Latin American cultural workers, but also global cultural workers and agents through Cardano and the whole Web3 ecosystems. We have built multi-chain tools at DeSo Blockchain, where are members of DeSo Labs, the largest and most active developer community at DeSo Blockchain and where we work together with PhD. Andrzej Tucholka, elected by the DeSo community as an ambassador of DeSo.

We consider that given the slow-adoption rate of Cardano into DAOs, a successful Cardano DAO Incubator should have a strong and enduring effect on cultural industries, which means that it meets the demands of cultural organizations becoming DAOs and the ones that already are, creating value for all of them. We expect that this approach lead us to achieve a more efficient adoption and usage of the incubator services, which in turn will create a network effect, making the Incubator even more valuable to the community and making worth the investment of F10, as it could more probably generate long-term value for cultural organizations, existing and new DAOs, and Cardano Community.

[IMPORTANT NOTE] The Applicant agreed to Fund10 rules and also that data in the Submission Form and other data provided by the project team during the course of the project will be publicly available.

I Accept