Governance

治理Governance

百岳計畫持有者共同治理,先行動才有治理 Governed collectively by Project % holders — action first, governance follows

Principles

組織精神Organizational Spirit

應好玩且不累死Should be fun and not burn anyone out

應努力彼此信任Should strive to trust one another

應有效組隊協作Should team up and collaborate effectively

應適當使用資金Should use funds appropriately

先行動才有治理Action first, governance follows

Working Groups

工作組Working Groups

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行動客廳Action Salon

創造 NPO×NFT 專案,與公共行動組織接洽合作,提供諮詢服務。Creates NPO×NFT projects, collaborates with public action organizations, and provides consulting services.

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藝術銀行Art Bank

以購藏建立組織形象,收藏符合 FAB DAO 精神的鏈上數位藝術資產。Builds organizational identity through collecting on-chain digital art assets aligned with FAB DAO's spirit.

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超證實驗室HyperCerts Lab

使用超證(HyperCerts)作為回溯性公共投資工具,記錄與獎勵公共貢獻。Uses HyperCerts as a retroactive public goods funding tool to record and reward public contributions.

Improvement Proposals

改進提案(FIP)FIP Documents

FIP 由百岳計畫持有者透過 Snapshot 投票決議,一幅百岳一票 FIPs are decided by Project % holders via Snapshot voting — one NFT, one vote

FIP-1 已通過Passed 2023-04-02

福爾摩沙藝術銀行改進提案 第一案 1st Formosa Art Bank DAO Improvement Proposals

確立 FAB DAO 組織精神、目標與架構。定義「客廳」與「廚房」的分工,設立行動客廳、藝術銀行、超證應用三個主要工作組,以及資產守門人、社群協調人、觀察研究等輔助組。 Establishes FAB DAO's organizational spirit, goals, and structure. Defines the division between "Fireside Council" and "Chef Office", and sets up three working groups: Action Salon, Art Bank, and HyperCerts Lab.

FIP-2 已通過Passed 2023-10-28

福爾摩沙藝術銀行改進提案 第二案 2nd Formosa Art Bank DAO Improvement Proposals

補充〈百岳資金使用原則〉與〈客廳工作組授權與任期規範〉。定義三種資金性質(Commitment / Bounty / Grant),建立多簽錢包管理制度,規劃兩年期預算分配。 Supplements the "Project % Fund Usage Principles" and "Working Group Authorization and Tenure Rules". Defines three funding types (Commitment / Bounty / Grant), establishes multi-sig wallet governance, and plans a two-year budget allocation.

FIP-3 起草中Drafting

福爾摩沙藝術銀行改進提案 第三案 3rd Formosa Art Bank DAO Improvement Proposals

針對 FIP-2 資金使用成效與組織編制進行檢討調整,檢視聯絡人兼任多簽錢包管理人之效果,並回應社群在實踐過程中提出的治理改善需求。 Reviews FIP-2 fund usage effectiveness and organizational structure, evaluates the liaison-as-multisig-manager model, and addresses governance improvement needs raised by the community during implementation.