SIP-23: 2025 TSB Donation, new Budget structure and Strategic Direction

A key SIP for 2025, that requires your attention!

Disclaimer:

The final amount of the annual donation is pending approval from The Sandbox Board (investors and directors of The Sandbox Company), happening end of February 2025. This approval process is independent of the Special Council and The Sandbox DAO.

Throughout this SIP, we will assume a 25 millions SAND budget (Donation + 12,4 million SAND left over) as a reference amount for 2025, for discussion purpose.

In the interest of saving time, we would like to start the discussion around this particular SIP right now, so by the time The Sandbox board approve the donation, we will be ready with execution

TL;DR

What The 2025 SIP Budget introduces revised budget categories based on lessons from 2024, ensuring greater flexibility and alignment with The Sandbox ecosystem’s needs. It proposes the new percentage allocations for each category and the total SAND budget amount for the year, and approve The Sandbox annual donation.
Why The SIP program processed 45 proposals, with 10 approvals, spanning community-driven, TSB-backed, and constitutional initiatives. While some categories saw strong execution, such as “Staking” and “Sandbox For Good”, others faced challenges, particularly due to rigid budget structures that limited flexibility: difficulties in managing the “Platform” categories due to restricted access to the Product Roadmap, challenges with the SAND initiatives category due to regulatory scrutiny. Additionally, fluctuating SAND values underscored the need for prudent financial management.
How The DAO admin team will liaise with The Sandbox Finance team and coordinate a test transaction and, upon good receipt, the full transfer for total SAND donation for the year. Additionally, the website and treasury dashboard will be updated to reflect the new categories. New wallets with updated management rules will be created to maintain checks and balances within the admin team.
When SIP becomes effective upon acceptance and funds will be transferred to The Sandbox DAO wallet, but pending The Sandbox Board ratification expected end of February 2025. Regular budget updates will be provided throughout the year and made available for transparency.
Who The proposal is submitted by ARASAKIO, the DAO Administrator, leveraging insights from 2024 to refine processes and optimize resource allocation for this year.

SIP Details

Overview of 2024 Performance

The SIP program processed 45 proposals, with 10 approvals, spanning community-driven, TSB-backed, and constitutional initiatives. While some categories saw strong execution, such as “Staking” and “Sandbox For Good”, others faced challenges, particularly due to rigid budget structures that limited flexibility: difficulties in managing the “Platform” categories due to restricted access to the Product Roadmap, challenges with the SAND initiatives category due to regulatory scrutiny. Additionally, fluctuating SAND values underscored the need for prudent financial management.

Operationally, we allocated 1.5M SAND to SIPs (another 600k SAND are pending projects reaching final milestones) and 950K SAND to the operational budget, which was primarily managed in stablecoins to reduce exposure to SAND’s volatility. Despite fluctuations in the token’s value, the DAO Admin team successfully closed the year within budget, highlighting the importance of effective asset management. Furthermore, while the renewal of the donation has been postponed, it has not hindered our ability to operate.

General Impressions of 2024 Budget Categories

Reflecting on 2024, certain budget categories - such as LiveOps, and NFTs - experienced limited utilization. These constraints highlighted a gap in alignment between TSB teams and the community. The rigidity of the existing categories also posed challenges in accommodating proposals that did not fit neatly into the established structure.

While we have approached areas like the SAND initiative cautiously, mindful of potential regulatory considerations, other categories such as content and platform faced some challenges due to differing views on broader strategic priorities. Overall, while some categories were effective, the limited flexibility and occasional misalignment across stakeholders made it challenging to move forward with unified community support.

The Sandbox DAO: Vision and Objectives for 2025

Vision for 2025: Growing the DAO

In 2025, the DAO’s mission is to grow into a robust community of meaning and value by fostering greater engagement and increasing the utility of the SAND token. This will drive more players, more content, and ultimately more revenue for the DAO. The focus will be on empowering the community, exploring funding avenues, and ensuring alignment with long-term goals that solidify The Sandbox’s position in the Web3 ecosystem.

Strategic Objectives for 2025:

1. Empower the Community: Grant members a stronger influence on the DAO’s budget and priorities, fostering a sense of ownership.
2. Diversify Funding: Introduce flexible budget categories that encourage innovation and a wider scope for proposals and, in turn, increasing SIP authors engagement.
3. Align with Long-Term Goals: Ensure that all initiatives funded align with the overarching vision of growing the ecosystem and strengthening The Sandbox’s position in the Web3 space.
4. Leverage Assets: Maximize the utility of the DAO’s key resources: SAND treasury, NFT collectibles, LANDs and TSB assets


Budget Categories for 2025

To streamline funding and foster SIPs submission, the DAO will adopt the following new budget categories, each tailored to its strategic goals:

Type % (amount assuming 25m budget) Purpose Why it’s important Why this allocation
Web3 Ecosystem Integration 40%(10m SAND) Dedicated funding to drive partnerships and integrate The Sandbox’s community and assets into the broader Web3 ecosystem. Interoperability is key to expanding the platform’s reach and attracting new users. This category will fund initiatives aimed at increasing token utility and forging strategic partnerships that elevate The Sandbox’s presence within the Web3 space. Partnerships and interoperability are critical for future growth. Investing significantly ensures the DAO can expand The Sandbox’s ecosystem and global reach while increasing the utility of its assets, including the SAND token. Forging strong external relationships and integrations will yield long-term benefits for the platform and community.
Season Rewards & Game Creation 17.5% (4.375m SAND) Provide creators with funding for high-quality games and engagement-driven projects (Game Jams, VoxEdit Contests, and Builders’ Challenges). Leverage SAND as both an incentive and a functional token for creator participation and rewards. Game creators are the heart of The Sandbox, and we must continue to nurture their growth. This category will ensure that the most promising projects receive the support they need to succeed, which in turn will attract more players and developers to the platform. The 17.5% allocation reflects the importance of creators and seasonal engagement while balancing funding for other strategic priorities.
Community Engagement & Charity 15% (3.75m SAND) Fund events, communications, community-driven initiatives and charitable donations. Community engagement is the backbone of any DAO. By pooling resources into one category, we can streamline event funding, support grassroots initiatives, and foster stronger community bonds. This will empower members to lead projects, host meetups, and engage in meaningful contributions. The proportion reflects a commitment to empowering members while maintaining focus on other high-impact areas.
Education, Onboarding & Technology 6% (1.5m SAND) Create resources and tools to onboard users and educate creators, including programs, workshops, content, and software or platforms that simplify onboarding and enhance SAND’s utility. Lowering entry barriers and nurturing talent are key to ecosystem growth. User-friendly technologies and educational tools will drive engagement, expand SAND’s use, and attract more users and creators to The Sandbox. The smaller percentage reflects its targeted focus on lowering barriers to entry and expanding SAND’s utility, acknowledging that significant funding in other categories indirectly supports education and onboarding outcomes.
Operations (minimum threshold required) 4m SAND Cover essential operational costs, including admin and council fees, legal and professional services, Cayman Islands tax obligations, software and SaaS tools, banking and treasury management, necessary equipment, and various marketing expenses. Ensures smooth day-to-day functioning of the DAO by supporting its foundational infrastructure and core administration team. The operations team has discretion to hedge positions against SAND exposure, safeguarding the budget from token price volatility. The treasury strategy will ensure financial sustainability while enabling flexibility for managing funds effectively.
Foundation Reserve 3,5%(0.875m SAND) Serve as a financial buffer to replenish other categories when depleted or to mitigate potential volatility in SAND’s value Provides financial stability and flexibility, enabling the DAO to adapt to unforeseen challenges or opportunities. To safeguard these funds, the operations team has discretion to hedge positions against SAND exposure, helping to protect the DAO’s resources from token price fluctuations. The hedging strategy will follow a conservative and risk-averse approach, ensuring that funds are managed responsibly and with the DAO’s long-term stability in mind. Regular updates will be included in the DAO’s financial reporting to provide transparency on the overall health of the reserve. The reserve allocation, though modest, reflects a commitment to maximizing the use of active funds while maintaining sufficient flexibility to address unforeseen challenges or opportunities.

TOTAL BUDGET: TBD, pending The Sandbox Board ratification. However we expect something around 25m SAND.

Metrics for Success

1. Engagement

Metric Definition Why It Matters Challenge Addressed
1.1 Avg. Unique Voters Per Proposal Ensures governance participation is broad and not concentrated. Prevents a small group from dominating decisions and improves decentralization. Sybil Voting & Low Turnout
1.2 SAND & LAND Participation in Governance Measures how much of the governance supply (SAND & LAND) is actively used in voting. Ensures that governance is meaningful and not just a passive holding mechanism. Passive Holding
1.3 Quorum Success Rate Tracks how often proposals meet the 30M vote requirement. Ensures that governance remains functional and decisions are legitimate. Low Participation
1.4 Wallet Growth Measures new wallets holding SAND across all chains. Ensures that governance participation has the potential to expand. Passive Holding (Mitigated by Activity Filters)

2. Utility

Metric Definition Why It Matters Challenge Addressed
2.1 SAND Used for Transactions & Ecosystem Adoption Measures the amount of transactions where SAND is spent on in-game assets, land, NFTs, services, subscriptions, and more. Reflects real-world demand for SAND as a medium of exchange. Wash Trading & Exchange Transfers
2.2 Unique Active SAND Holders & Median Transaction Size Tracks the number of unique wallets actively making transactions.
Includes the median transaction size to filter out whale activity and provide a clearer picture of real usage.
Prevents large transfers from distorting transaction volume. Whale Distortion
2.3 SAND Used for Governance & Staking Tracks SAND locked in governance voting and staking within the ecosystem. Indicates active participation beyond just holding or trading. Passive Holders
2.4 SAND Circulation Activity Measures how frequently SAND moves between users (DEX activity) instead of sitting idle. Higher movement suggests SAND is actively used rather than just hoarded. Passive Holders & Transfers

Alignment of vision, strategic objectives, budget buckets and Metrics

  • Engagement: Addressed through Community Engagement & Charity and Season Rewards & Game Creation categories.
  • SAND Utility: Focused within Web3 Ecosystem Integration and Education, Onboarding & Technology categories.

This framework ensures that the DAO’s mission to increase both engagement and utility is seamlessly integrated into its 2025 strategy, setting the stage for sustainable growth and innovation.

Implementation Plan

Milestones Expected Date
Test Transaction From SIP acceptance
Receives the donation Within 2 days post test transaction
New wallets + management rules Within X days after receiving the donation
Updating Website / Dashboard creation 3 months after SIP Acceptance
Regular Updates to share with the community Every quarter

—

We encourage the community to discuss and provide feedback on these proposed allocations. This collaborative approach will ensure that the budget reflects the collective priorities of the DAO and empowers the community to take ownership of the direction in which The Sandbox is heading.

Voting Options

  • Yes - Approve the donation and the budget structure
  • No - Reject the donation and the budget structure
  • Abstain - Cannot decide

APPENDIX

2024 Budget allocation

4 Likes

H @Cyril,

Thx for sharing, I was really waiting for that one. 2 preliminary questions that might help the discussion.

  • Can we compare directly budget 2024 and 2025 in SAND ? Are both budgets prepared with same of $/sand ?

  • Can we consider that 2024 budget of 15M was for 7 months and we can use the monthly rating to compare. Budget = 15M/7 months 2024 X 12 months 2025 = approx 25 M ?

2 Likes

Hello @KCL

The budget for 2024 was 25m SAND but proratised for a launch end of May, so effectively 15.5m SAND. More info on the dashboard page of the DAO website

There is 12.5m SAND left in the tank (disregard what the website says with 13.6m, as we have taken into account committed expenses). We have underspend for the reason I mentioned in the “general impression of 2024 budget categories” in the body of the SIP, at the start of the thread.

The current consensus with The Sandbox, for now, is that they will match what we have left, (so effectively making a donation of 12.5m), so our budget for 2025 can be 25m SAND again.

I hope that clarifies! I’m looking forward to your feedback on the proposal.

3 Likes

First line of thoughts on the budget:

  • I like the more condensed categories and I have no question on the last 4 categories.
  • I struggle a bit more to differenciate the Web3 Ecosystem Intergration category and the Season Rewards and Game Creation.
  1. For example not sure that the Magic Palette SIPs falls automatically in Game creation cat as “new tools” is not mentioned. This category reads more like a “reward pool”.
  2. Where would fall a SIPs like SIPs 7 staking pool reward?

It might be good to clarify with few examples or counter-examples those 2 category.

Now depends on this clarification, I had the impression that a better balance of budget between those 2 might be needed

  • Last question of the first wave: Ops budget was 1.8 M last year if I annualized it was 2.8 M in 2024. What is the reason of this 42 % increase?
2 Likes

With regards to the board decision about the budget. Is this only a decision about the amount or there is a risk that they come back asking to change the strategic objectives?

2 Likes

About the metrics for success. Would it be possible to share the current numbers to know from where we are starting?

I cannot see any metrics about Lands besides their usage for voting while it is mention here. What about n° of landowner, new landowner, floor price?

2 Likes

GM :coffee:
The presence of various categories necessitates a team with diverse expertise.

Would it be more effective to collaborate on 2 or 3 key categories each year to deepen our understanding and achieve significant success within those areas?

Should our budget allocation prioritize efficient spending or targeted outcomes?

I would like to suggest that we reconsider the inclusion of the Web3 Ecosystem Integration and the Community Engagement & Charity.

  • Can we narrow down the list to these three categories:
    • Season Rewards & Game Creation
    • Education, Onboarding & Technology
    • Operations
1 Like

I propose that playtime be considered as a factor in determining voting power.

1 Like

I suggest exploring the development of a DeFi platform that enables land-collateralized lending and borrowing.

A thriving economy necessitates a robust banking system that supports lending and borrowing activities, which in turn drive the circulation of currency and contribute to its strength.

1 Like

These engagement plans are very well-thought-out. Could we discuss the specific steps involved in implementing them?

1 Like

I’m curious about the feasibility of an in-game e-commerce system where users can utilize SAND to purchase real-world products. What are your thoughts?

1 Like

Hello @KCL!

  1. The web3 ecosystem, is typically for stuff like magic palette, but could also be, per example, integrating a third party wallet into Sandbox, etc. There is significant weight on this one, as we believe this is an important category to support one the main pillar of the DAO strategy for 2025: increase SAND utility.
  2. Good question: as such, nowhere. Staking reward is very much a Sandbox decision. Sending money to the DAO, to then get it back via a SIP does not make sense in my opinion.
  3. Good remark as well: it’s a combinaison of several factors.
  • as all of the operation expenses are in FIAT and stable coin, we are exposed to certain volatility of SAND. We will do some tactical SWAPs, for sure, but a higher treasury provide more flexibility and peace of mind. As of today the SAND is worth 0.38 USD, compared to the 0.5 when we launched the DAO last year, making everything almost 30% more expensive.
  • I do not expect to spend it all, but this is the only category where we cannot afford to run dry. If web3 ecosystem run dry: it means no more SIPs for this category. If the operation budget runs dry: it means the website shut down or worse: we cannot fulfill our legal obligations vis a vis Cayman law.
  • We finally have a bank account and there is some new cost associated to it.
  • I want to increase our marketing budget so I can do more (Twitter gold checkmark, organise event with SANDfam and delegates, more merch, be able to sponsor more events like we do for Pizza DAO during NFT Paris for example)
  • I’d like to have the flexibility to hire a new resource if needed. There is still a lot to do, and we are trying to keep up with demand. For example provide a better financial dashboard, have a dashboard over past SIP that showcase payment made, or milestone reached. This has been made clear recently with community requested update over “ambassador SIP”, and “Red Cross”. There is also a lot of investigation related to certain SIPs, a task that was underestimated.
  • Potentially buy some tooling, or SaS, to increase our efficiency

cheers

2 Likes

@KCL

The strategic objectives wont be discussed at all.
They might be some feedback on the categories allocation, but the donation amount is the main pont of discussion.

2 Likes

@KCL
To be honest, we are not good enough at tracking stuff for now (see my previous answer to one of your questions above) So these new metric are not effectively measured today.

I want us to be more KPI based. More specifically, if somebody were to ask: “is this a successful DAO?” I want to be able to respond “yes, and this is why: [Insert metric progress here]”

Thanks for the suggestion about LandOwner count etc, I’ll check to see if that can be measured effectively.

2 Likes

Hello @hishmad!

If we delete the “community engagement category” it means less initiative that are targeted toward our second pillar for this year: ENGAGEMENT. Does any body else feels the same way? If you guys think it’s useless, we can discuss. I personally think there is some merit to be able to have events, or marketing in general that are sponsored by the DAO.

The future SIPs will have to align with 1 of our 2 pillars:

  • increase SAND utility
  • increase engagement

If one of these 2 increases significantly, I’d say it’s money well spend! The project management team, in charge of the SIP curation, will collaborate with the author, to agree on a budget amount that is correlated with an achievable outcome.

2 Likes

@hishmad
Thanks for your idea! Unfortunately playtime can be cheated quite easily. Also any modification to the voting power rule is a constitutional SIP with a higher quorum (150m SAND). something to keep in mind.

2 Likes

@hishmad
that could totally be a SIP, yes

2 Likes

I have the feeling that TSB is not interesting into increasing the staking. We had to wait the SIP7 proposed by Remy to get descent reward last half of 2024. We have lost 25% of Sand stake since beg of november in the land pool and the landprice floor has never been so low since the end of the staking reward. I heard Remy saying that he was struggling to convince economic team that staking was usefull… I do not get that point. In the landowner pool you need to both buy a land and immobilised 2k SAND. If the DAO in not supporting here I am not sure how we want to keep the landowner community engaged as nothing is done neither by TSB nor by the DAO.

My impression from outside is that you actually need to execute on this hiring. Looking at the dashboard and the target dates being delayed, maybe there are some external factors influencing here, but I have the impression that you need more hands.

3 Likes

[INDONESIAN]

BARU: Donasi TSB 2025, Struktur Anggaran Baru dan Arah Strategis

Kunci pada SIP untuk 2025 yang Memerlukan Perhatian Anda!

Disclaimer:

Jumlah akhir donasi tahunan masih menunggu persetujuan dari Dewan The Sandbox (investor dan direktur The Sandbox Company), yang akan terjadi pada akhir Februari 2025. Proses persetujuan ini independen dari Dewan Khusus dan The Sandbox DAO.

Sepanjang SIP ini, kami akan mengasumsikan anggaran 25 juta SAND (Donasi + 12,4 juta SAND sisa) sebagai jumlah referensi untuk tahun 2025, untuk tujuan diskusi.

Demi menghemat waktu, kami ingin memulai diskusi mengenai SIP khusus ini sekarang juga, sehingga pada saat Dewan The Sandbox menyetujui donasi tersebut, kami sudah siap untuk eksekusi.

Ringkasan Singkat;

Apa

Anggaran SIP 2025 memperkenalkan kategori anggaran yang direvisi berdasarkan pelajaran dari tahun 2024, memastikan fleksibilitas yang lebih besar dan keselarasan dengan kebutuhan ekosistem The Sandbox. SIP ini mengusulkan alokasi persentase baru untuk setiap kategori dan jumlah total anggaran SAND untuk tahun tersebut, serta menyetujui donasi tahunan The Sandbox.

Mengapa

Program SIP telah memproses 45 proposal, dengan 10 persetujuan, mencakup inisiatif yang digerakkan oleh komunitas, didukung oleh TSB, dan konstitusional. Meskipun beberapa kategori menunjukkan eksekusi yang kuat, seperti “Staking” dan “Sandbox For Good”, kategori lainnya menghadapi tantangan, terutama karena struktur anggaran yang kaku yang membatasi fleksibilitas: kesulitan dalam mengelola kategori “Platform” karena akses terbatas ke Roadmap Produk, tantangan dengan kategori inisiatif SAND karena pengawasan peraturan. Selain itu, fluktuasi nilai SAND menggarisbawahi perlunya pengelolaan keuangan yang bijaksana.

Bagaimana

Tim admin DAO akan berkoordinasi dengan tim Keuangan The Sandbox dan mengatur transaksi uji coba dan, setelah penerimaan yang baik, transfer penuh untuk total donasi SAND untuk tahun tersebut. Selain itu, situs web dan dasbor perbendaharaan akan diperbarui untuk mencerminkan kategori baru. Dompet baru dengan aturan manajemen yang diperbarui akan dibuat untuk mempertahankan pemeriksaan dan keseimbangan di dalam tim admin.

Kapan

SIP akan berlaku setelah diterima dan dana akan ditransfer ke dompet DAO The Sandbox, tetapi menunggu ratifikasi Dewan The Sandbox yang diharapkan pada akhir Februari 2025. Pembaruan anggaran reguler akan disediakan sepanjang tahun dan tersedia untuk transparansi.

Siapa

Proposal ini diajukan oleh ARASAKIO, Administrator DAO, memanfaatkan wawasan dari tahun 2024 untuk menyempurnakan proses dan mengoptimalkan alokasi sumber daya untuk tahun ini.

Rincian SIP

Gambaran Kinerja 2024

Program SIP telah memproses 45 proposal, dengan 10 persetujuan, mencakup inisiatif yang digerakkan oleh komunitas, didukung oleh TSB, dan konstitusional. Meskipun beberapa kategori menunjukkan eksekusi yang kuat, seperti “Staking” dan “Sandbox For Good”, kategori lainnya menghadapi tantangan, terutama karena struktur anggaran yang kaku yang membatasi fleksibilitas: kesulitan dalam mengelola kategori “Platform” karena akses terbatas ke Roadmap Produk, tantangan dengan kategori inisiatif SAND karena pengawasan peraturan. Selain itu, fluktuasi nilai SAND menggarisbawahi perlunya pengelolaan keuangan yang bijaksana.

Secara operasional, kami mengalokasikan 1,5 juta SAND untuk SIP (600 ribu SAND lainnya masih menunggu proyek mencapai tonggak akhir) dan 950 ribu SAND untuk anggaran operasional, yang sebagian besar dikelola dalam stablecoin untuk mengurangi eksposur terhadap volatilitas SAND. Meskipun terjadi fluktuasi nilai token, tim Admin DAO berhasil menutup tahun tersebut sesuai anggaran, menyoroti pentingnya pengelolaan aset yang efektif. Selain itu, meskipun perpanjangan donasi telah ditunda, hal tersebut tidak menghambat kemampuan kami untuk beroperasi.

Kesan Umum Kategori Anggaran 2024

Mencermati tahun 2024, kategori anggaran tertentu – seperti LiveOps dan NFT – mengalami pemanfaatan yang terbatas. Keterbatasan ini menyoroti kesenjangan dalam penjajaran antara tim TSB dan komunitas. Kekakuan dari kategori yang ada juga menimbulkan tantangan dalam mengakomodasi proposal yang tidak sesuai dengan struktur yang telah ditetapkan.

Meskipun kami telah mendekati area seperti inisiatif SAND dengan hati-hati, dengan memperhatikan pertimbangan peraturan yang potensial, kategori lain seperti konten dan platform menghadapi beberapa tantangan karena perbedaan pandangan mengenai prioritas strategis yang lebih luas. Secara keseluruhan, meskipun beberapa kategori efektif, fleksibilitas yang terbatas dan ketidakselarasan sesekali di antara pemangku kepentingan membuat sulit untuk bergerak maju dengan dukungan komunitas yang bersatu.

Sandbox DAO: Visi dan Tujuan untuk tahun 2025

Visi untuk 2025: Menumbuhkan DAO

Pada tahun 2025, misi DAO adalah tumbuh menjadi komunitas yang kuat dengan makna dan nilai dengan mendorong keterlibatan yang lebih besar dan meningkatkan utilitas token SAND. Ini akan mendorong lebih banyak pemain, lebih banyak konten, dan pada akhirnya lebih banyak pendapatan untuk DAO. Fokusnya akan pada pemberdayaan komunitas, mengeksplorasi sumber pendanaan, dan memastikan keselarasan dengan tujuan jangka panjang yang memperkuat posisi The Sandbox dalam ekosistem Web3.

Tujuan Strategis untuk 2025:

  1. Memberdayakan Komunitas: Memberikan anggota pengaruh yang lebih kuat terhadap anggaran dan prioritas DAO, memupuk rasa kepemilikan.
  2. Diversifikasi Pendanaan: Memperkenalkan kategori anggaran yang fleksibel yang mendorong inovasi dan cakupan proposal yang lebih luas, dan pada gilirannya meningkatkan keterlibatan penulis SIP.
  3. Menyelaraskan dengan Tujuan Jangka Panjang: Memastikan bahwa semua inisiatif yang didanai selaras dengan visi keseluruhan untuk mengembangkan ekosistem dan memperkuat posisi The Sandbox di ruang Web3.
  4. Memanfaatkan Aset: Memaksimalkan utilitas sumber daya utama DAO: kas SAND, koleksi NFT, LAND, dan aset TSB.

Kategori Anggaran untuk 2025

Untuk menyederhanakan pendanaan dan mendorong pengajuan SIP, DAO akan mengadopsi kategori anggaran baru berikut, masing-masing disesuaikan dengan tujuan strategisnya:




TOTAL ANGGARAN: TBD, menunggu ratifikasi Dewan The Sandbox. Namun, kami memperkirakan sekitar 25 juta SAND.

Metrik untuk Kesuksesan

1. Keterlibatan

2. Kegunaan

Penyelarasan Visi, Tujuan Strategis, Anggaran, dan Metrik

  • Keterlibatan: Ditangani melalui kategori Keterlibatan & Amal Komunitas dan Hadiah Musim & Kreasi Game.
  • Utilitas SAND: Difokuskan dalam kategori Integrasi Ekosistem Web3 dan Pendidikan, Onboarding & Teknologi.

Kerangka kerja ini memastikan bahwa misi DAO untuk meningkatkan keterlibatan dan utilitas terintegrasi secara mulus ke dalam strategi 2025-nya, menciptakan landasan untuk pertumbuhan dan inovasi yang berkelanjutan.

Rencana Implementasi

Milestone Tanggal yang Diharapkan
Transaksi Uji Coba Setelah penerimaan SIP
Menerima Donasi Dalam 2 hari setelah transaksi uji coba
Dompet baru + aturan manajemen Dalam X hari setelah menerima donasi
Pembaruan Situs Web / Pembuatan Dashboard 3 bulan setelah Penerimaan SIP
Pembaruan Reguler untuk dibagikan dengan komunitas Setiap kuartal

Kami mendorong komunitas untuk mendiskusikan dan memberikan tanggapan balik mengenai alokasi yang diusulkan ini. Pendekatan kolaboratif ini akan memastikan bahwa anggaran mencerminkan prioritas kolektif DAO dan memberdayakan komunitas untuk mengambil kepemilikan arah perkembangan The Sandbox.

Pilihan Pemungutan Suara

  • Ya - Setuju donasi dan struktur anggaran
  • Tidak - Tolak donasi dan struktur anggaran
  • Absen - Tidak dapat memutuskan

LAMPIRAN Alokasi Anggaran 2024

2 Likes

thanks for your support @KCL! I’m trying to be super reasonable with the operation budget. It’s all fixed costs that only allow the DAO “to exist”. We don’t want to be a bottleneck either. So there is a fine balance to be found.

3 Likes