fabiochiu/medium-articles huggingface dataset:
Costco, ya, it is.
Tags: Governance, Liquidity Mining, Uniswap, Swap, Dao

NOTE:

We Rebrand Recently. New brand is RiceQuant and Old Brand is ifarm.finance. and $IFA =>$RICE.

You must be no stranger to Costco, my dude, have you been visiting Costco lately? If not, come to Costco in ifarm.

Introduce Costco

Costco is an IFA discounter. Costco allows any one to buy IFA at a 98% discount using iToken. And IFA’s real-time market prices are synchronized with Uniswap.

Where does the IFA in Costco come from?

Circulated IFA is from Liquid Mining. For every block produced in Ethereum network, 8 $IFA can be mined in sync. Of these, 10% goes to Costco.

10% of IFA-Revenue’s revenue goes to Costco.

Why Costco?

There can be no real democracy without incentives.

We know that $IFA conveys governance over $IFA and any future missions to the ifarm.finance DAO. The ifarm.finance DAO will effectively take the responsibilities of defining potential future missions, deciding on the usage of the Treasurys and other governance related topics. Therefore, teams involved in project construction and governance must have the incentives to match that in order for ifarm to thrive.

Is it reasonable for 10% from Liquidity Mining to go to Costco?

IFA is released linearly with Ethereum blocks, so IFA does not immediately converge on the ifarm.finance team, thereby resisting potential malicious behavior on the team.

The IFA in Costco owned by smart contracts, and no one has the right to take out the IFA inside and can only buy it with iToken. Therefore, the operational and R&D team’s authority to obtain relevant funding from Costco depends on whether there is support for the project. Imagine that if the ifarm does not move the project forward in an orderly manner, it will inevitably lose its market position and support, and no one will want to buy IFA in Costco, then the IFA in Costco is equivalent to burning.

In the normal course of the project, we are confident that someone will continue to support the project, of course, due to the 98% discount price set up to lead to arbitrage opportunities in the market, will also attract arbitrage crowds. Therefore, the price at which IFA in Costco can eventually be bought is determined by the market game. In a free market, IFA will be sold at a reasonable price, so the team gets a reasonable amount of money from the market.

The IFA in Costco needs to be exchanged with iToken. iToken is also mined from Liquidity Mining, not directly swap from BTC, ETH or USDT in your wallet. In fact, this is a very reasonable investment protection behavior. Because the team’s profit from Costco is iToken, and whether iToken is valuable is related to the proper functioning of the project.

We believe that such a setup will greatly motivate the team to contribute to the project and enable DAO to have a place in the DeFi market.

Welcome to Join us:

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Becoming a B Corp
By: Human After All
Tags: Governance, Design, B Corp Certification, Environment, Community

WHAT IT MEANS TO BE A B CORP

Awarded by the non-profit organisation B Lab, Certified B Corporation status is given to companies that meet “the highest standard of social and environmental performance”, as measured across five categories:

Governance: your company’s overall mission, ethics, accountability and transparency

Workers: your company’s contribution to its employees’ financial, physical, professional, and social wellbeing

Customers: the value your company creates for its direct customers (in our case, our clients), and the consumers of its products or services

Environment: your company’s management of its environmental impact across areas such as climate, sustainable practices and water use

Community: your company’s contribution to the economic and social wellbeing of the communities in which it operates

If you were building a ‘good’ business from scratch, the B Corp guidelines are the first principles you’d start from. Going through the assessment takes time and effort, but the process has led to countless improvements to the way we operate.

The assessment is comprehensive, transparent and totally independent — it’s reviewed by B Lab’s independent Standards Advisory Council. And in case you get complacent, the audit is repeated every three years. So it’s both legit and hard work.

We went into the process feeling that we were fairly well put-together as a company, but it turned out we had a lot to learn. The process for becoming a B Corp takes place online, within a web app called the B Impact Assessment. It’s free to create a profile on the app and it’s easy to use. You pay a small fee based on revenue (£1,200 per year, in our case) to become a B Corp, but that fee isn’t payable unless you actually certify as a B Corp.

If you were building a ‘good’ business from scratch, the B Corp guidelines are the first principles you’d start from

Up until certification, the B Corp app allows you to explore ways to improve your business practice, set goals, and compare how your organisation stacks up against the average scores of other businesses. It also gives you access to a dedicated B Corp analyst, who’ll take you through the evaluation process, and other B Corp staffers.

When we got access to the app, the first thing we did was to log in and swipe through all the questions. This took a few hours, but it gave us a rough score so we could sense how far off the mark we were. You need 80 points out of 200 to qualify as a B Corp, and on that first pass our score was around 65. We eventually qualified with 93.2 points. Here’s what it looked like in practice for us to make those improvements.
How Often Should You Review Your Policies?
By: Debi Peverill
Tags: Governance, Board, Productivity, Meetings, Committee

Policy review is not usually the type of agenda item that makes board members want to attend the meeting.

I recommend that policy review be on the agenda every meeting. This helps to keep the policies that everyone is supposed to be following top of mind. Also if you review every meeting then you don’t ever have to call a meeting that is only about reviewing policies. Good luck getting a quorum with an agenda like that.

Most groups have policies. In general a policy should be reviewed whenever it needs to be changed (no kidding) or at least every three years. If you take the policy manual and divide it up into thirds, then you have the amount of policy manual that you need to review this year, divide that up by the number of meetings that you will have during the year, and you have a plan.

If you are very organized, you can even draw up a table of which policies are being reviewed when so that conscientious board members can actually prepare for that conversation.

There is likely a committee that is in charge of policy review. Maybe the governance committee. This committee’s terms of reference would include the policy review as well as being on the lookout for policies that need to be developed and the training of the board members on these policies.

I attend an annual governance conference and usually come away with a list of policies that are either new to me or there is a change that I should be recommending to these policies. Policies have to change as situations change. The type of anti-harassment policies we need now are much more extensive than the ones we had even ten years ago.

Here is an example. Some groups now have a “Rob Ford” policy adjustment. As follows, many groups have a rule that if a board member is charged with a criminal offence they are suspended from membership on the board until the matter is resolved. If convicted, they cannot continue to serve, if the charges are dropped the board member can be reinstated. So far so good. But what if a board member admits to criminal activity, on the record, but is never charged or convicted? Until this actually happened on TV most boards would not have had a policy that allowed them to remove a board member. The rule was that the board member had to be charged or convicted. You see that a change to policy had to be made, if you wanted to be able to remove board members who are telling people that they are criminals, but are not charged with any offences.

Policies are not items that should be written down and then forgotten. Policies are a part of how your group demonstrates their good governance and need to be updated regularly. When a policy is created, pick a time for it to be reviewed and document that decision. Having a plan for how often policies are going to be reviewed should lead to an organization having a set of policies that are up to date and effective in providing the governance that is needed to help the organization achieve their goals.
Board Members Have to Be Brave
By: Debi Peverill
Tags: Governance, Bravery, Board, Meetings, Productivity

A board member needs to be able to say how they feel about any issue that comes up at the board room table. The board chair needs to create this safe space for everyone to contribute, but the onus is on the board member to take advantage of the opportunity to speak.

A board has a number of people on the board because a variety of skills and experience should lead to the board making the best decisions. This strategy does not work if the people on the board do not actually contribute their opinion. No one on a board should be playing the role of a statue.

Occasionally I hear from board members that they did not agree with a decision that was made by the board. That is ok. What is not ok is if you did not agree with the board decision but you did not say so while you were at the board room table.

If you have reservations about the decisions being made, you might not be the only one. If you raise your concerns you might find that there are other board members who agree with what you are saying. You might also change a few minds because you raise an objection that no one else had thought about. It is possible that the board decision will change if you provide good reasons for a different decision. This is how boards are supposed to work.

The same issue arises with asking questions. A timid board member may be reluctant to ask a question because they think that everyone else already understands something that is not clear to them. You have a duty to ask the question if you do not understand that matters being discussed. You should not be voting on a matter that is not clear to you. Once you ask the question, I bet you hear some other murmurs around the table that your question is a good one and some of your fellow board members are happy that you asked, because they don’t know the answer either. One hopes there are not too many cowards on one board or the frank discussion may never take place.

A new board member is even more reluctant to ask the questions, because they often feel that the issues are very clear to the other members. I would encourage new board members to ask lots of questions, firstly you do need to know what is going on if you are going to contribute your opinion and secondly you might ask a question that causes the organization to make a change. A new person might ask why something is done in a certain way. The answer might be that is the way that we have always done it, which upon further reflection needs to be changed. Some procedures continue being performed beyond their usefulness simply due to inertia. It takes a new person to ask the question and when the board struggles to give a good answer — the procedure can be changed or eliminated.

We should take advantage of the value of a new board member who is the person who looks at our organization with fresh eyes.
Governance Working Group
Tags: Governance, Art, Crypto, Community, Values

Session 9

In which we explored the basic principles underlining DADA and the Invisible Economy, and how we define and execute these values at the heart of governance. Watch:

Sidebar:

Ilan: self-motivation.

Sebnem: culture is the magic word I think in this discourse now.

“safe membrane”

Judy: Isn’t there a contradiction in saying that what people do in DADA is art and then taking that freely expressed art and turning it into products like stickers?

Sebnem: as long as monetization is not related to artist and art and their “output” directly…they don’t have to productize it.

Imagine performances. Imagine classes on Maria Garcia’s art.

https://www.youtube.com/watch?v=ftPDDjTs1qU

Daniel: ( :

Ilan: Constant revolution.

Serste: Maybe this can be a first phase, use the market we could already access while we build new economic alliances.

Ilan: Starving. Seriously. people are starved for relationships.

Serste: Those people love to hug each other too.

Ilan: Cook and draw.

Lenara: Bea: “The market is not deciding the value of what we are creating and how much money is distributed.”

The market assigns a type of “value” in the form of price, but DADA does not recognize it as aligned with DADA’s value.

The Invisible Economy is like a translation layer, an interface… assuring the monetary flow will not disrupt the values (intrinsic, etc) recognized and fostered in the DADA ecosystem.

Money works instead to bring an amount of security to artists (buy food, shelter, etc.)

Joshua: https://airtable.com/tblXLaQeoKygb4ais?blocks=hide

Sebnem: This is the game-based version of ecosystem value flows: https://github.com/Freeelio/electric-circus

Governance: Moral Philosophy Presentation

See you in two weeks!
GOOD GOVERNANCE, A CORE TO DEVELOPMENT
By: Rodney Moses Kamau
Tags: Governance, Unemployement, Politics, Leadership, Policies

GOOD GOVERNANCE, A CORE TO DEVELOPMENT

Good or bad governance is measured by the state of a country and the effects of policies on the people.

We have probably heard economists, political analysts, and even politicians remind us of the 1970s when Kenya's economy and South Koreas were almost at per. Kenya’s gross national(GNI) income per capita stood at about $100while South Korea's was at $120. Five decades down the world bank puts Kenya's GNI per capita at $1380 while South Korea's at $ 27600.When these two economies are juxtaposed it is clear that one country was better governed and had good structures than the other.

The growth of a country’s economy is contributed by several factors. But in the diverse factors that make a country a great economy, there are several key factors that have to come to play.

Many Kenyans would be in agreement that corruption is and has been for the longest time a thorn in our flesh. Citizens have lamented time and time again of the rampant corruption in the government.

‘’Poor governance compromises policy-making which in turn encourages all sorts of vice,” David, a Government policy expert warns.

Poor governance contributes majorly to the downfall of a nation. Effects of poor governance are seen everywhere In Kenya. As we walk on our streets, watch our news, and even as we get the basic government services.

If you have been to downtown Nairobi CBD you bear me witness of the sorry state of affairs on that side of town, granted we now have the Nairobi Metropolitan services trying to spruce things up. The government is unable to ensure good infrastructure which is a basic right for the people. According to The Kenya Infrastructure Development report the country lags behind in infrastructure by 65%.In the urban areas, it is worse at 78% behind

“Poor governance compromises policy-making which in turn encourages all sorts of vice” David, Government policy expert.

If that is not enough the level of unemployment is at 55%.,80% of the unemployed being the youth of age 25–35. Governance plays a key role in employment or unemployment. A high unemployment rate means poor governance.

Investments, employment, and good infrastructure would not thrive at a place where there is poor security. Poor security is a reflection of the seating governments' poor policies and zero implementation process.

George W . Bush, said the greatest assurance a leader can give his followers is guaranteed security.

Good governance ensures growth of the economy and creates employment.
Governor Bi-Weekly #2: Website, Contracts, Interviews!
By: Green Jeff
Tags: Governance, Dao, Gaas, Governor, Gdao

Website

Complete makeover of the website to better convey Governor messaging and provide a more robust and professional framework for current and future Governor resources.

The website is undergoing final tweaks and will go live any minute. It will reside at the same domain as before.

Airdrop

Contract is built, tested, and in staging for live launch.

Website frontend is created (simply one-click interface to claim your GDAO) and undergoing final cosmetic updates. It will be live by the time the airdrop commences.

The airdrop will commence tomorrow, 12/15 at 4pm Pacific Time.

GDAO Mines

Contract is built, tested, and in staging for live launch.

Website frontend is finished and in staging for live launch.

The Mines will kick off on 12/22 (time of day TBD).

Liquidity Swap Contract

Contract is in development.

LGE participants will be able to swap their sLP for real GDAO-ETH LP tokens 1:1 starting hours before the Mines go live (no deadline to swap).

Media

Unico was featured in an interview on Dapp University (75k subscribers!).

Green JEFF went on the Umbasa Experience to talk DAOs.

Litepaper

Published — Read it here.

Forum

Join the discussion on Telegram, tune in to Discord, and follow us on Twitter.
Dear Non-profit Board Member: Are you harnessing or hindering innovation?
By: John Kay
Tags: Governance, Design Thinking, Social Enterprise, Social Innovation, Nonprofit

Photo by Jose Aragones on Unsplash

Dear Non-profit Board Member,

Let me start this letter by thanking you sincerely for agreeing to serve on a non-profit. It’s incredibly important work. You’ve chosen to sacrifice time with friends and family. You may even have given up an opportunity to make money — possibly a lot of money. Instead, you’ve chosen to volunteer your time, energy, and experience to serve your community. And let me just say: it doesn’t matter whether you’re serving on the Board of the Ford Foundation, a community arts organization, or a homeless shelter. The point is you’re dedicating your time and energy to help build a better world.

You may not realize it, but without a thriving non-profit sector we wouldn’t have a functioning private sector economy — or a functioning democracy for that matter. Contrary to popular belief, the private sector can’t do everything. Neither can governments.

Now, don’t get me wrong. This isn’t some sort of rant about the evils of capitalism or market economies. Nor is it a condemnation of government. Government isn’t the problem — as Ronald Reagan once said. It’s a vital part of the solution.

There is no question — at least in my mind — that the private sector does certain things very well. It allocates capital effectively. It commercializes technologies and innovations developed by universities and government research institutions. It finds new ways to solve consumer needs and adapt markets to meet the challenges of today and tomorrow. Whether it’s the development of e-bikes, promising new ways to cleanup and repurpose ocean plastic or a bringing to market a dozen other promising innovations, the private sector is vital to our economic and social well-being.

Governments have a critical role to play as well. We depend on government to help set and enforce the rules of the game: the rules that govern how our markets and our society work. We also rely on governments to administer and fund programs that help lift up and protect our most vulnerable fellow citizens. While governments occasionally partner with the private sector to deliver programs, most of the time they turn to the non-profit sector for help in delivering those critical programs.

But the non-profit sector is the Jenga piece that holds our society together. And your volunteer service — whether it’s on one non-profit board or five — ensures government and the private sector can fulfill their critical roles in our society. Take a moment to pat yourself on the back. You’ve earned it.

And in case you’re wondering, I have served on many non-profit boards myself — local, national, and international. So, I know what it’s like to be in your shoes.

Now, let me get to the really tough question; the reason I decided to write this letter. You might not like what I have to say. But remember, I’m one of you. And what I have to say comes from experience.
No Point in Having Rules If You Don’t Apply Them
By: Debi Peverill
Tags: Governance, Productivity, Meetings, Rules, Goals

This would seem self-evident, yet examples abound about how this basic principle is not being applied.

Let’s take the example of board attendance. Many groups have a rule in their policy manual that reads something like “All board members should attend all board meetings.” If that is the entirety of the policy then you don’t actually have any procedure for what happens when the board member does not in fact attend all board meetings. This is a conversation for another article. The follow up to the attendance policy would be something like. “If a board member misses three meetings in one year, they will be asked to leave the board.”

This seems clear. However, in my experience with boards, that type of policy is rarely applied if the board member is liked by his or her fellow board members. That type of rule is overlooked unless the consensus on the board is that they would be happy to see the absentee board member leave. Some board members miss a lot of meetings and they are not asked to leave the board. If the organization is going to carry on their work in a proper manner, then the rule about missing meetings has to be enforced no matter who is absent.

The US Open recently had an opportunity to show us that a rule is a rule no matter who breaks it. Novak Djokovic, the men’s world number one tennis player carelessly hit a ball that struck an official. He was immediately ejected from the entire event. An event that he was expected to win and that millions of tennis fans had planned to watch on TV. There was immediate damage to the revenue earning potential of the US Open. However, the credibility of the US Open was boosted. Making my point that a rule is a rule no matter who breaks it, if you are demonstrating good governance.

Back to the policy manual. Are there any policies in that manual that are not being applied at all? The attendance one is one of my favourites because it is somewhat common that groups pay no attention to any attendance polices that they have. What about confidentiality or conflict of interest? Have members failed to follow the rules about keeping information confidential without any consequences?

Occasionally I will be told that the reason a policy is not being followed is because it is out of date. That is not a good reason. One should continue following a policy until it is changed, not stop following a policy because it out of date. How long has it been since there was a review of these policies to see if they are still applicable to the current situation and if they are being followed.

Having rules in the policy manual that are not being applied weakens all the policies. If the material is in the policy manual, then it should be followed. If it is not being followed, then take it out. There should not be two categories of policies, ones that are being followed and ones that are not. There should just be policies.
Let’s see how this works!
By: Sam Dubois
Tags: Governance, Politics, Trump, Democrats Vs Republicans, Political

(I posted this to a publication that works for the one big political party. Perhaps because they are lazy and it doesn’t work, perhaps because I am a little critical at the end, for whatever reason, it was never published. This is my prediction of what will happen — let’s see what you think!)

Watch Trump Plunge into Bankruptcy!

Maybe it’s time to speak up about what I first said when this loose cannon first ran for the Republican nomination:

His “business plan” was to serve Hillary as a Republican drag on votes, a “spoiler”, to assure that she would win, in exchange for asking for help out of his obvious financial disgrace.

When (thanks to gerrymandering, voter suppression, the Electoral College, and a don’t-worry attitude) he was elected, what has his “business plan” been?

He has taken every opportunity to get money into his losing businesses, lodging government staff, selling out our natural heritage, and gleaning favors.

Nice try, but he is still bankrupt! He is gathering contributions from his fans to continue disrupting democracy, but he is still bankrupt.

He will take everything he can get his hands on and stuff into a satchel, and the banks that he owes billions to will collect their debts. Every time a trophy golf course, currently an excuse for money laundering, goes back to more solvent ownership, Trump will squawk to the news media to show how he is being wronged.

And this will be really good for Democracy. A friend lost half her friends when she wrote: “We have to keep this Trump nut from becoming President — he claims he will do this, this, and this… Oh, no — Obama already did all those things!” The predecessor — intelligent, learned, witty, classy — oversaw all the terrible governance that got much of the electorate ready for a change. Hillary represented “more of the same” and didn’t get enough votes to triumph in a broken system.

This time, having learned their lesson, the new Government will have to stop protecting powerful political interests (e.g., Big Ag) and start making life work for families and companies that are not “too big”. This will entail rooting out entrenched hatred and corruption. That is, actual Democracy!
Proof of Stake (PoS): *Governance.
By: Festus Mbithi
Tags: Blockchain, Proof Of Stake, Governance

There has never been consensus that votes should be proportional. The one man-one vote idea is really not that great for organizations (or society for that matter). Still, weighting votes presents a significant problem. On one hand, votes can’t hold equal weight (if you’ve invested more you should have more say: you have more to lose). On the other, few individuals have way too much power.

Admittedly they have more to lose, so they should make the best (or at least, optimal) decisions. But that’s only an idealization: after all there’s such a thing as rich fools. Even assuming they’re all wise doesn’t cut it: they can always implement changes that are only good for them. In practice, tokenomics are designed to ensure individuals don’t get a hold of too much of the supply.

Now, the actual governance itself: normally, a holder submits a proposal (usually an idea to improve the organization). If the proposal generates sufficient interest it goes to a vote (yes/no). If majority vote yes the proposal is implemented. There’s no need to explain the voting process on the blockchain: it’s just a matter of detail. The important thing to know is that it’s secure, transparent and straightforward.

It would seem there’s not much room for improvement to this system. Whenever there is, it’s always about how to best weight the votes. The weighting function could be an exponential function on the amount of tokens one holds, for instance. That is your voting power exponentially decreases with the number of tokens you hold. This is a significantly improved system for everyone.

Recently an interesting governance system was created. In this system whales (those who hold huge supply) have the rights to create proposals, but not to vote. Voting rights belong to those with normal and moderate supply, say, the dolphins and gold fish. It’s actually very brilliant. Of course, obvious methods of gaming the system easily spring to mind, but they’re trivial.

The most obvious is this:

1. Submit proposal.

2. Before proposal goes to a vote, split your tokens among several addresses.

Fortunately there are obvious ways of addressing this.

Such a system might seem unfair to whales, but it’s not, really. See, the point of governance is to ensure the best decisions are made for the organization. There’s also a strong incentive to prevent bad decisions. Ideally though, it’s to ensure only good proposals are implemented. Under general PoS, whales can pass bad proposals by sheer might. The improved design discourages bad proposals from whales. What’s being put in check here is their influence, but only as far as voting is concerned.

Sure, they can propose bad changes. But the community will reject (vote ‘no’ on) them. If they propose changes that are evidently good, they will pass, easily.

*Not Consensus.
Is Bad Behaviour Ruining Your Meetings?
By: Debi Peverill
Tags: Governance, Board Conduct, Productivity, Meetings, Respectful Workplace

Meeting participants need to behave themselves if a meeting is going to be a success. There cannot be any interrupting or less respectful language. I am talking about this from the perspective a board meeting, but every meeting faces the same challenges.

The board or committee is a group of people who are attempting to reach a common set of goals. Any meeting should have a goal and the participants should know the goal. There must be agreement on what the goals are, and then there can be discussion about how to get there. A meeting can be all about discussing the strategies and tactics for achieving common goals. A meeting is not about discussing which of the meeting participants are morons.

Discuss ideas not personalities.

Board members will not always agree with each other and they should not always agree, we want to hear multiple points of view. Having a board member say “I disagree with you; I think that we will have enough customers to make this work” is fine. What is not fine is saying “You are an idiot, of course we are going to have enough people for this to be a success!”

When someone feels that they are being attacked personally, (as the above example shows, being called an idiot does feel like a personal attack) they become defensive. They stop listening to the other people’s point of view and start defending themselves. Any meeting will work better if people are actually listening to each other, not just thinking about how to get even for rude comments.

The whole concept of a board, committee or a workplace meeting is that everyone feels comfortable sharing their opinions and their viewpoints. What is the purpose of a meeting if not to share ideas and progress being made toward the goals? We need to discuss ideas not attack people personally, if the group is going to move forward and achieve their goals. Otherwise why call the meeting in the first place, most of us have other things to do besides go to more meetings.

Returning to our example of the meeting participant who was called an idiot. This conversation deteriorates into nastiness about who is an idiot. What the board needs to be discussing is in this case is how to estimate how many customers they need to make this work. The talk should be about that — the customers and a vigorous discussion of the facts and the estimates and the assumptions. Surely grown-ups can talk about that without name calling. I would also say a couple of words around interrupting, the meeting rules should prohibit interrupting another participant when they are speaking. It is not respectful behaviour to interrupt. Whoever is chairing the meeting should make it clear that disrespectful language and interruptions are not acceptable behaviour.

The concept of a “respectful workplace” is applicable for any group. Anyone attending a meeting needs to show the other participant respect. If you make sure that this happens at your meetings, the meetings will be more pleasant as well as more productive.
Chanakya Neeti on Farmers
By: Kirn S Chougule
Tags: Governance, Kirnschougule, Chanakya Neeti, Farmers, Farmers Bill

Chanakya was a great strategist. Chanakya speaks to Chandragupta about the concept of good governance. According to Chanakya, A successful nation is one where the people have risen above poverty. In-country everybody may not be rich, but they must be happy and satisfied.

One day Chanakya decides to give him some lessons in economics. “How a nation can be wealthy?” Chanakya asked king Chandragupta.

King Chandragupta answered, “by collecting taxes from the people.” “correct. Is there any other way for wealthy strategy?” the king Chandragupta thought for some moment and said, “the fine collected from defaulters also helps to run governance.” Chanakya said, “but I asked a different question to you. The question was about becoming wealthy.”

Chandragupta was still thinking and Chanakya replied, “a nation become wealthy by creating wealth” but king Chandragupta had not understood. Chanakya asked him for a walk.

After some time, both of them left the palace disguised as common people. First, they went to a crowded marketplace. “what do you observe here Chandragupta?” “the place has a great economic activity. Much of the growth of the economy depends on the sales of goods.

“yes but this is not wealth creation.” Chanakya to Chandragupta.

Chandragupta was still confused, and maintain some silence.

Then Chanakya took him to the moneylender. They stood there and saw as many people borrowed the money for many reasons like business, personal requirements.

“what are you able to see here Chandragupta?” “those who needed money, they got it from money lender but often interest paid on return.”

“yes this is true but this is not money creation.” Said Chanakya.

Chanakya took him to third place- field where some farmers were working. “this is where wealth is created. They provide us with food grains. And it is with these that we fill the treasury.”

“through tax collection, we can take care of the citizens and their welfare. We pay ourselves and the government servents with this money and also used for development projects.”

“but Chanakya, the people we saw before also work harder. So what is the difference between them?” Chandragupta to chanakya.

“look at the piece of land of the farmers. It doesn’t yield and grain because no one tills the soil. But the same soil can create wealth-with human endeavor. Without that, it is merely just a useless land.”

This means that human enterprise is more important in wealth creation.

“Exactly. Now your role is to make sure such farmers are getting compensated with good money.”

Wealth creation is different from monetary transactions or revenue collection. It is what happens with human endeavor.
BarnBridge DAO: Built for the Future
By: Troy Murray
Tags: Governance, Ethereum, Cryptocurrency, Web3, Dao

The Diamond Standard 💎

Along with the explosion of the DeFi space over the last year, decentralized governance has become popular. DAOs are almost becoming a standard type of governance for the industry.

While DAOs are proving to be an efficient coordination mechanism, there are still some limitations to the ability for DAOs to seamlessly upgrade smart contracts. The typical industry approach to upgrading smart contracts usually requires redeploying whole contracts for incremental changes.

BarnBridge has chosen to adopt the Diamond Standard, a modular approach to deploying smart contracts, that allows greater flexibility in developing and adding incremental upgrades.

According to Nick Mudge, the creator of the Diamond Standard, there are a few different reasons to use it:

Your contract exceeds the 24KB maximum contract size. You may have related functionality that it makes sense to keep in a single contract, or at a single contract address. A diamond does not have a max contract size. A diamond provides a way to organize contract code and data. You may want to build a contract system with a lot of functionality. A diamond provides a systematic way to isolate different functionality and connect them together and share data between them as needed in a gas-efficient way. A diamond provides a way to upgrade functionality. Upgradeable diamonds can be upgraded to add/replace/remove functionality. Because diamonds have no max contract size, there is no limit to the amount of functionality that can be added to diamonds over time. Diamonds can be upgradeable or immutable. It is also possible to make an upgradeable diamond and then at a later time remove its upgrade capability.

BarnBridge is intent on leading the way in the adoption of new approaches, technologies, and standards that have been proven superior to the general way of doing things. Our BOND staking contract build on the Diamond Standard is called Barn. The contract is complementary to the DAO and the DAO relies on it to read information about voting power. The DAO will have full control over the Diamond used by the Barn which means it can only be upgraded through the proposals accepted by the DAO.

We can’t stress enough how excited we are to usher in a Diamond that is controlled by a DAO. This is a massive improvement for UX/UI in the space. The ability for the community to add new functions to a smart contract without having to upgrade the entire framework is a game changer. We are looking forward to how the community uses this new and powerful tool.

*Before we get into the DAO specifications, we want to state not all of them are final yet. There still might be some changes made, especially with the thresholds.

It’s also important to remember that the $BOND token supply is limited to 10,000,000 (ten million).

Now let’s go through the DAO specs in detail.
How Does Your Strategic Plan Tie Into This Meeting?
By: Debi Peverill
Tags: Governance, Strategic Planning, Productivity, Meetings, Goals

Effective meetings begin with considering the strategic plan of the organization.

Each meeting could be crafted to accomplish some task that helps in achieving the ideal state that the strategic plan lays out. It certainly helps have effective meetings if everyone knows why they are at a meeting and what the goal of the meeting should be.

The strategic plan is composed of strategies, of course, and also tactics. These are the types of things that need to be discussed at a meeting. When the discussion at a meeting ties into the strategic plan then the participants should leave with a sense of accomplishment that they spent their time doing something that was worthwhile.

I would ask the question — If we don’t have a strategic plan why are we having a meeting? What are we hoping to accomplish by getting together today?

Some organizations have a strategic plan that has never been documented. This can be the case for groups which have been together for a long time and are pursuing a straightforward goal. Such as the nonprofit that organizes the community parade each summer. Their mission is to have a great parade and I would imagine that everyone who attends the meeting knows this. I would have suggested though that it would improve the meetings if they spent a little time going around the table and getting the group to define what success looks like to them. This would ideally take place at the beginning of the planning process for the new parade each year.

What we are looking for when we craft a strategic plan is to be sure that the group agrees on where they are headed. The place that they are headed is often called the vision for the organization. I define it as the ideal state that the group is hoping to achieve. In the case of our parade example, the vision could be a 100-float parade, that involves all the community groups in the area and makes a little profit to send to charity. You see the idea.

Then if all of the participants agree that this is the vision — the conversation can start on how to achieve this vision. Understand that if the group agrees on the destination then they can disagree on how to get there, without the goal being in jeopardy. The concept is that the vision is safe with this group — they can disagree on tactics as long as they agree on where they are going.

You can see that each meeting now has a focus — which is answering the question how close are we to achieving our vision and what do we have left to do to get there. In fact, a strategic plan can allow the group to map out the theme of each meeting for the entire year.

If you are on this board or committee you would now know what is going to be accomplished at each meeting for the coming year. This knowledge will improve your attendance as well as you sense of accomplishment for serving on the committee and attending the meeting.

Building a strategic plan does not have to be a week long or even a day long activity. However just documenting the answer to the question where are we going will improve your meetings.
Made in India. One Country, Many Issues.
By: Smrithi Amarendran
Tags: Politics, Governance, India, Made In India

In his book India 2020, Kalam strongly advocates an action plan to develop India into a strong nation by the year 2020. He regards his nation as a knowledge superpower and developed nation. However, they also point out that this vision should be original, rather than imitating other nations. (India 2020: A Vision for the New Millennium, 1998: A P J Abdul Kalam; Y S Rajan)

Book by Dr. A. P. J. Abdul Kalam and Yagnaswami Sundara Rajan

India is still a relatively young country, gaining independence only 73 years ago. It would be unfair to compare her with other nations in terms of continuous development and growth. Maybe we cut her some slack and take into account the different people and their cultures and their ideologies into account before jumping the gun. Will that answer why India is where it is today?

The issues we see on the map can easily interchange across the country, and still be red flag issues independent of where they happen. Where do you focus first? What do you clean next? How do you tackle hunger? How do you stop religious violence?

India is the fastest-growing trillion-dollar economy in the world and the fifth-largest economy in 2019, overtaking the United Kingdom and France.

IMF sees India GDP growth at 7.4% in 2018, China’s at 6.8%, 2018

Mumbai, India, with its financial district in the background, 2019. Francis Mascarenhas/Reuters

There are 119 billionaires in India, increased from only 9 in 2000. The top 10% of the Indian population holds 77% of the total national wealth. 73% of the wealth generated in 2017 went to the richest 1%, while 67 million Indians who comprise the poorest half of the population saw only a 1% increase in their wealth. ( Sources: Investopedia, Oxfam)

Unfortunately, we the people are united by our problems but divided by messy political warfare.

Is this how nations are to develop? Where we cut down our forests, milk them for money, sit in a fancy twenty-seven-storeyed home and drink amidst large slum settlements. Of course, I am not equipped to make sense of the larger picture from an economic standpoint, but as a human being, I understand the importance of food and a roof over my head. A country cannot develop, no matter who is at the helm if more than half of its population succumbs to poor sanitation, bad weather and an empty stomach.

Like Dr Kalam suggests, India needs a plan, made for her, with care and consideration for all her people. We are not heathens to judge, kill and conquer — we are people of the same soil who are in need of good leadership, good governance. Unfortunately, we the people are united by our problems but divided by messy political warfare.
AWS Cost and Usage Governance — A Beginner’s Guide
By: Charles Woodruff
Tags: Governance, AWS, Amazon, Usage, Cost

Amazon’s platform is huge, and the AWS initiate to can be overwhelmed with getting to learn and build with as many services as possible. Sounds like fun, right? It is! Trust me, but before all the building commences make sure you know the cost.

Whether you have started using Amazon’s Free Tier or you are past your free year of use make sure you have notifications in place to let you know when the bill is getting near your pain threshold.

This hands-on lab will guide you through the steps to implement cost and usage governance in order to control your cost and to align them with your personal or business requirements.

1. Log into AWS using a root or administrative account.

2. Access the Billing Console, and Select Budgets.

3. Select Create A Budget.

4. Select Cost Budget and then Set Your Budget.

5. Create your budget by updating the highlighted fields. Note the “Last month’s cost” message next to the Budgeted amount field. The budgeted amount should be less than the previous month. In this instance, the last month’s cost was $0.26 so the budgeted amount notification is set for $0.25.

6. Select Configure Alerts.

7. Update the following fields.

8. Select Confirm Budget.

9. Select Create.

10. A success message will be returned.

11. A verification email will be sent to your account.

We will create a monthly EC2 actual cost budget, which will notify if the actual costs of EC2 instances exceeds the specified amount.

Access the Billing Console, and Select Budgets.

2. Select Create A Budget.

3. Set your budget using the following fields.

4. Click on Service.

5. In the search field, type Elastic then select eC2-Instances (Elastic Compute Cloud — Compute).

Select Apply filters.

6. Uncheck Upfront reservation fees.

7. Select Confirm budget then Create.

8. The new budget will appear under the All Budgets tab.

We will create a monthly savings plan coverage budget which will notify if the coverage of Savings Plan for EC2 is below the specified amount.

Access the Billing Console, and Select Budgets.

Select Create A Budget.

2. Select Savings Plans budget then select Set your budget.

3. Update the following fields as specified.

4. Select Configure alerts.

5. Update the email field then select Confirm budget.

6. Select Create.

7. A verification email will be sent to the email address provided.

AWS Budgets Reports allow you to create and send daily, weekly, or monthly reports to monitor the performance of your AWS Budgets.

Access the Billing Console, and Select Budgets.

2. Select Create Budget Report.

3. Update the following fields, select all reports and then select Configure Delivery Settings.

4. Update the following fields and then select Confirm Budget Report.

5. Select Create.

6. A verification email will be sent to the email address provided.
الواسطة والمحسوبية
By: Mike Masoud
Tags: Governance, Favoritism, Corruption, Fraud, Nepotism

CPA, CACM, CFE, MBA. Senior Director in the Middle East and Africa of The American Anti-Corruption Institute (AACI)
La selección de líderes debe ser mejorada. Un MOU con Gongmanse, la compañía de Edutech.
Tags: Governance, Blockchain, Updates, Education, Decentralization

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