I’m a fan of model A – but a few thoughts:
(1) I don’t believe locked GEN should be allocated more than 15% of the DAO’s Rep, in terms of yearly inflation, and it should be eventually linked to a GEN/USD oracle with a diminishing allocation of Rep for higher values of GEN. Inflation, to me, seems good – it stimulates growth through alignment with the GEN economy, incentives Rep holders to submit proposals to ‘keep up,’ and offers a passive means of supporters to support the project.
(2) I believe we should identify and allocate Rep to desiring ‘agencies’ in chunks.
Some examples that come to mind: dOrg, Greater Than, the Carribean Blockchain Network, Gnosis, DAOstack Technologies, Horatii Partners, the ATF, Bushwick Blockchain Hub, DGOV Foundation, the dxDAO.
I realize it would take extra effort to do this, but I think it matters for ‘seeding’ the ecosystem. Some of these agencies are quite small, but that doesn’t mean they can’t grow, and recognizing that the Pollinators is not just a coalition of individuals but actually of many small teams would be, in my opinion, a more meaningful representation of reality of Genesis’ current composition. Additionally, creating many sub-DAOs would accomplish a dual task of testing how these agencies interact with other large DAOs as well as each other. I would even be open to some sort of application process to see what other orgs would be interested in joining this next phase of experimentation.
I elaborate on this tactic in mine and @Ezra’s Reputation sharing article under the Promotions section.
(3) The mgmt of 40m GEN should be explicitly conditional upon some sort of measurable goals.
I don’t want to see the “key” to the 40m GEN vault held over the heads of the DAO by subjective judgment. I want this “key” to be explicitly conditional with goals and a roadmap in place. These goals should cover many bases: security, ecosystemic growth, number of active stakeholders … etc.
This is all I have for now. But thinking about this is an enormous task, and we should make sure it is not rushed. I already feel in some respects it’s moving too quickly, and we are thinking too ‘inside the box’ about how this should be realistically and strategically executed.