7. Decision making (3)
Donating money and donating time are two distinct things. Money donors have a say in the outcome.
Our foundation offers fine-grained benefits and influence models through donations. The website has information on direct funding, advisory boards, marketing, and events. You have a tiered say from tiered donations.
The KERI Foundation won’t be able to accept donations in kind directly. The process will be as follows: roles will be selected for assignment, candidates will be assessed, and officers will be appointed and paid for their deliverables.
We do not want a dependency on individual contributors with a greater reach than their roles, tasks, responsibilities, and deliverables.
At the start of 2025, we only have two! We’re engaging parties to bring in the leader of the Advisory Board and one of the board managers.
But we agree that we need more shoulders, eventually. First, we want to start the donation flow and complete the 5Ws to meet the adoption expectations.
Phase 2 adds more shoulders to the board. It can be prepared in a (directly funded) working group in Phase 1. Feel free to take an advance on this point.
We’ve heard of a four-manager board up to the sixteen-managers board. All good to consider in Phase 1, but we postpone establishing any solution of more than three right after delivering on Phase 1, the 5Ws.
The reason is that we want to free the crucial development from endless discussions and decision-making.
So authorities can audit, and the board has to decide on changes?
A Utah-registered L3C, a not-for-profit organization, steers the KERI Foundation.
Processing everything into articles of association is very static. You have to make dynamic decisions based on constantly changing insights. You want to keep adjusting.
We have two principal guidelines in this perspective:
- Adjust as standardized as possible in the Operational Agreement, which is based on a template Muli-member L3C, Manager-Managed from the state of Utah,
- Put everything else in the Memorandum of Understanding plus the Competence Profile of the key management positions in the foundation. These latter documents are an integral part of – and bi-directionally referred to and from 1, the Operational Agreement.