Please describe your proposed solution.

<u>Why DAOs and other suitable Cardano Dapps?</u>

Informality is a common denominator among industries. Business are done outside legal regulations, there is a lack of affordable management tools and networking spaces are limited. Therefore, the life of projects are extremely short as their internal disorder increases. If even with an organized and efficient internal environment, projects become difficult, under the conditions already mentioned, they are practically impossible. The informality of the organizations is the main cause of the dropout rate of its workers. This huge dropout rate remains unsolved, without any clear evidence to decrease. In fact, the evidence shows a clear growth trend.

The problem does not only concerns to workers and their closest environment, such as family, friends and business partners. Economies as a whole are less wealthy without a well established creative industry; capital is irreversibly lost, negatively affecting the intangible heritage of younger generations; and at the core of coexistence, community bonds struggle without symbolic and material products from which to identify with each other.

For over two years we have worked together with more than 200 agents in Chile and Latin America. During this periodo of time, we have thoroughly investigated the causes and consequences of informality in the cultural industry, paying special attention to the hopes and pains of its workers. Our research has resulted in different Web3 prototype solutions, which we have been iterating on the basis of the new research we continue to carry out.

On one hand, we found that, in order to overcome informality, workers associate with others, establishing cultural organizations. These associations aim to encourage collaboration and increase opportunities for creation, promotion and sales for their members. But, when informality strikes again, the vast majority of these organizations fall by the wayside.

Partnering with other workers, and operating as an organization, is the first step. But it is not enough. They face obstacles in organizing tasks and coordinating actions, and lack the tools necessary to implement an efficient governance and compensation system. The next step is never reached. Members are not fairly compensated for their efforts, the organization wears down and ends up scaling back its operations to the point of demise. In short, economic, social and symbolic value is lost.

On the other hand, we found out that autonomy is strongly present in the intentions and discourses of organizations. The State and dominant corporations are seen as potential partners, at best, or as hostile market agents, in most cases. Autonomy is an ethical, economic and commercial premise. Given the spontaneous way in which cultural organizations operate, decentralization is something inherent to them.

Based on our work in the field, we strongly believe that DAOs are a necessary step and the best current solution. They provide features and tools that organizations have long needed, as governance and compensation systems, and they are consistent with the principles of autonomy and decentralization shown by this organizations.

<u>Why DAO Incubator?</u>

One of our main findings has to do with the manifest willingness by organizations to adopt new technologies to achieve sustainable autonomy, especially Web3 technologies. The next main finding has to do with the difficulties in implementing them satisfactorily in their actions and activities. Several proposals focus on developing tools for DAOs already in operation, but we have not seen a concrete proposal to increase the adoption rate of new DAOs. We see this as a potentially larger market with greater impact.

Our proposal differs from the existing ones because it considers and combines the following elements:

1. Currently, most ways to create a DAO rely on personal exploration, self-directed processes, and an optimal understanding of the English language. These requirements exclude a significant number of agents interested in starting their own DAOs. We offer extensive support, especially in the early stages, where the bottleneck is found.
2. Creating a DAO is not a once-and-for-all process. DAOs are a vital way of working together, every day a greater improvement in their performance can be achieved. Therefore, our proposal considers different levels of training at critical stages.
3. Our implementation will start in Latin America, a market with low levels of adoption and a significant number of organizations seeking for solutions to their internal difficulties. It is a region that we believe is valuable to gather more information, learned insights and continue the iteration. In this way, we will export a strong model to other regions and worldwide.
4. We understand a organization as a work space made up of agents from different disciplines who bring complementary perspectives. Our purpose is to promote the exchange of expertise.
5. Understanding the particular context of a organization is the key to apply the right DAO adoption model. This means it's essential to research each DAO individually to understand their technological nuances better. Our previous experience and ongoing research will enable us to accomplish this task.
6. The future of Web3 is CrossChain. Since our proposals in F6 and F8, we have worked side by side with others Blockchain, aiming at the synergies that can be built with Cardano.
7. Cardano and its community will be positioned as one of the main poles of attraction in terms of creation, construction and improvement of DAOs.

The first Cardano DAO Incubator provided by Cooperativa Local is the fastest and best path to help organizations, reduce the DAO gap, increase adoption rate and onboard them to the Cardano community.

<u>Cardano first DAO Incubator</u>

Cardano first DAO Incubator will provide a supportive environment and resources to enable the successful design, launch, development and operation of organizations that decide to become a DAO.

Our proposed phases, goals and steps are as follows.

<u>First Phase: Adoption</u>

Goal: Launch Service, Insights and Improvements

Step 1: Guidance and consultation: The incubator would provide expert advice and consultation on setting up and structuring a DAO, including legal, technical, and governance aspects.

• Identify the Purpose: The DAO's purpose should be identified, which can range from financing NFTs, administering grants, building a community, or investing. In the case of an artistic community, the DAO's purpose could be to fund artist projects, distribute resources, or foster a community of artists.
• Articulation: The mission, vision, and values of the DAO need to be clearly articulated. This provides a foundational understanding of the DAO's purpose and direction.

Step 2: Collaborative Education and training: The incubator would offer programs and workshops to educate individuals and teams on the concept of DAOs, smart contracts, decentralized governance, and other relevant topics. All these, in jointly efforts with Cardano Dapps that are already operating and looking for users.

Step 3: Understand the DAO concept: Comprehend what a DAO is and how it functions. This involves understanding how the blockchain, smart contracts, and community governance work in the context of a DAO.

Step 4: Design the DAO: This step involves designing the DAO according to its purpose. The design should prioritize creating a decentralized community that benefits its members socially and culturally, as seen in the cases of Friends with Benefits and Refraction DAO.

<u>Second Phase: Implementation</u>

Goal: Research and Prototype Building

Step 1: Develop the Operational Mechanisms: The DAO's operational mechanisms need to be developed and documented. These mechanisms should align with the organization's functional model.

• Social Technology
• Web2 Technology
• Web3 Technology

Step 2: Provide Wayfinding Guidance to our DAO and other suitable Cardano Dapps: This step involves helping new members navigate the community and make their first contribution. This could be achieved through the concept of "wayfinding," which includes elements of navigation, activation, and learning. Support should be provided to help navigate the complexities of the DAO and its operation.

• Documentation: Every detail about the DAO, its workings, and its policies should be documented for transparency and ease of understanding.
• AI Bots and Assistants: They can help with tasks such as writing proposals, onboarding new members, making asset trades, reading resumes, selecting new members, and assigning roles.

Step 3: Drive Community Engagement and Retention: Strategies should be implemented to drive engagement and retention within the community, such as incorporating gamification elements. All these, in jointly efforts with Cardano Dapps that are already operating and looking for users.

• Community Building: The incubator would help connect DAO projects with a network of like-minded individuals, Cardano developers, investors, and potential users to foster collaboration and growth.
• Tailored Education: Driving engagement and retention through education and tailored experiences can help keep members interested and involved.
• Gamification: The use of quests and bounties can make the experience more interactive and engaging, encouraging ongoing participation. Such as NFTs and POAPs.
• Events: The community should be engaged through tangible actions and repeatable opportunities. This could include hosting events, organizing gatherings, or offering creative grants.

Step 4: Tools for Establishing Value Systems: These are crucial for understanding changes in networked places and communities. This concept of 'translocality' is important in the context of DAOs, which exist both online and in physical localities.

1. Tools for Addressing Disenfranchisement, Class Conflict, and Gender Inequality: Such tools, as used by Artworld DAOs, can help foster a more equitable community.
2. Special projects and initiatives: Depending on the specific objectives of the organization, the DAO could facilitate special projects such as art preservation, exhibitions, or events.

Step 5: Community-driven decision-making: Through the DAO structure, decisions would be made collectively by the community, promoting a more democratic organizational structure.

1. Community voting: can be handled by Snapshot or Tally, which also allows for proposal creation.
2. AI for Community Governance: A Sortition-based DAO can be implemented for AI governance, which makes the governance democratic, inclusive, and representative of diverse perspectives. This aligns with the democratic ideals of a DAO and can be particularly useful for decision-making processes in an artistic community.

Step 6: Collaboration and coordination: The DAO would foster collaboration and coordination among its members, much like Cabin's vision of connecting DAOs to share knowledge and build financial incentives.

• AI Connectors within or between DAOs: AI can help to form a "swarm intelligence" by connecting and coordinating with other DAOs. This could enable collective decision-making and collaboration on larger projects or initiatives.
• AI for Community Management: AI can be used to manage community interactions, identify trending topics, and foster a more engaging community environment.

Step 7: Community Learning: The community should be encouraged to learn from each other, fostering growth and collaboration.

• Foster Community Learning: Community learning should be encouraged to help members better understand the DAO and its benefits.
• Implement Risk Mitigation Plans: Given the operational challenges and security risks that exist in running DAOs, risk mitigation plans should be in place.

<u>Third Phase: Operation</u>

Goal: Research and Prototype Design

Step 1: Legal and Compliance Support: The incubator would provide guidance on navigating legal and compliance requirements specific to DAOs, ensuring adherence to regulations and minimizing risks.

Step 2: Content creation and distribution: Like Cabin's plan to establish a Media Guild, organizations could use DAOs to collaboratively produce and distribute content.

• AI for Content Creation and Distribution: AI can be used to write, create and distribute content.

Step 3: Marketing and Promotion: The incubator would help promote DAO projects and attract attention from the wider blockchain and cryptocurrency community.

• AI for Marketing: AI can also be used to analyze community engagement and provide marketing insights. This can help the community understand what content resonates with their audience and tailor their strategy accordingly.

Step 4: Phygital Infrastructure expansion: DAO services could also include the expansion of both physical and virtual infrastructure to better connect and serve its community.

Step 5: Technical Support & Testing: The incubator would provide technical assistance in developing and implementing the necessary smart contracts and blockchain infrastructure for a DAO.

• Artificial Intelligence (AI): Remember, it's crucial that any AI implementation remains aligned with the democratic, transparent, and decentralized nature of DAOs. AI tools should be used to enhance community engagement and creativity, not control or limit

Step 6: Automatization & Assistance: Finally, a DAO could incorporate additional technologies to automate governance and ensure transparency. For instance, it could use smart contracts to automate decision-making processes and blockchain technology to provide a transparent record of all transactions and decisions.

Step 7: DAO Analytics: This tool would help the community understand and evaluate their growth, investments, and overall performance.

• AI at the Edge and Center of the DAO: AI can interact with the core contracts of a DAO, enhancing its decision-making capabilities. It could be used to analyze data and provide insights to guide the direction of the organization.

Please define the positive impact your project will have on the wider Cardano community.

As we said before, because of our proposed DAO Incubator, Cardano and its community will be positioned as one of the main poles of attraction in terms of creation, construction and improvement of DAOs.

Let’s take a closer look to the challenge in order to understand and justify the last sentence: In the brief, the challenge states that “Currently if a DAO wants to setup their DAO infrastructure, the current options are all based on Ethereum”.

There are more critical steps before setting up the DAO infrastructure, what we have called in our plan the First Phase: Adoption. Helping organizations to create DAOs from the very beginning, increases the likelihood that these newly created DAOs will be maintained in the Cardano ecosystem, using both existing and upcoming dApps.

From the “Cardano needs…” section, our incubator proposal subscribes to the following:

1. Cardano's Dapp Usage and DAO creation: present in the First Phase: Adoption.
2. DAO governance: present in the Second Phase: Implementation.
3. DAO community collaboration: present in the Second Phase: Implementation.
4. DAO operation: present in the Third Phase: Operation.
5. Effective Collaboration Management Platforms to Organize Community Intentions and Actions: present both in Second Phase: Implementation and Third Phase: Operation.

In general, the uses and benefits of Cardano are divided as indicated below:

<u>First Phase: Adoption</u>

Cardano Blockchain and Dapps are presented as successful examples to the companies and organizations starting their DAO Incubator program. Most of the education and training will be based on Cardano experience, increasing recognition and bringing new users into the community.

<u>Second Phase: Implementation</u>

After organizations finished their First Phase, a wide range of applications developed in Cardano will be presented. They will then be evaluated given the particular situation of each DAO and implemented. In parallel, our research will identify which new applications are needed, and build a prototype to be tested.

<u>Third Phase: Operation</u>

The same as the previous Phase, applications developed in Cardano will be presented and implemented. In parallel, our research will focus in designing possible solutions that are not given in Cardano.

<u>¿How we will measure the impact?</u>

Our overall goals are to provide to the Cardano Community, their first DAO Incubator. And, at the same time, provide the best governance and compensation solution for companies and organizations. Cardano first DAO Incubator consists of a comprehensive and guided process, which includes education, training, design, operational development, wayfinding, community engagement and retention, tools for value system, decision making, collaboration, coordination, among many others. All of this steps are closely related to Cardano, either as an example of success in the early stages, either by implementing its descentralizad applications and developing new ones in the following stages.

To measure these impacts we can make use of two actual pillars of our services: (1) open feedback reports which consider the opinions and experiences of all stakeholders related with the DAO Incubator, such as companies, organizations, expert consultants, DAOs which share their experiences, Cardano dApps DAOs tool. As well as (2) internal operation-business analytics reports with AI insights. Our proposal is divided into three phases, the best way to understand how we will measure success is to check them one by one.

<u>First Phase: Adoption.</u>

Our main goal for this phase is to launch all the stages involved, with a special emphasis on the enhancement of each one of them.

1. Acquisition KPI: Number of companies or organizations, and Cardano Dapps registered in the program
2. Collaboration KPI: Number of Cardano Dapps registered in the program
3. Acquisition % KPI: Number of companies or organizations, and Cardano Dapps registered in the program / Number of companies or organizations, and Cardano Dapps interested in the program
4. Adoption KPI: Number of companies or organizations, and Cardano Dapps that finished First Phase
5. Adoption % KPI: Number of companies or organizations, and Cardano Dapps that finished First Phase / Number of cultural organizations registered in the program
6. Satisfaction KPI: Satisfaction rate from companies or organizations, and Cardano Dapps that finished First Phase
7. Dropout KPI: Satisfaction rate from companies or organizations, and Cardano Dapps that didn't finished First Phase
8. Expert KPI: Excellence rate from experts evaluation

<u>Second Phase: Implementation</u>

Our main goal for this phase is to encourage the use of Cardano dApps and to build a coherent prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Retention KPI: Number of companies or organizations, and Cardano Dapps that finished First Phase registered in the Second Phase
2. Retention % KPI: Number of companies or organizations, and Cardano Dapps that finished First Phase / Number of companies or organizations that finished First Phase registered in the Second Phase
3. Acquisition KPI: Number of new companies or organizations, and Cardano Dapps registered in the Second Phase
4. Acquisition % KPI: Number of new companies or organizations, and Cardano Dapps registered in the Second Phase / Number of new companies or organizations interested in the program
5. Implementation KPI: Number of companies or organizations, and Cardano Dapps that finished Second Phase
6. Implementation % KPI: Number of companies or organizations, and Cardano Dapps that finished Second Phase / Number of companies or organizations registered in the Second Phase
7. Satisfaction KPI: Satisfaction rate from companies or organizations, and Cardano Dapps that finished Second Phase
8. Dropout KPI: Satisfaction rate from companies or organizations, and Cardano Dapps that didn't finished Second Phase
9. Cardano Adoption KPI: Number of Cardano DApps used by companies or organizations, and Cardano Dapps that started Second Phase / Number of Cardano dApps presented to organizations that started Second Phase
10. Research KPI: Number of insights delivered / Total number of insight to investigate
11. Design Prototype KPI: Number of completed features designs / Total number of features to design
12. Build Prototype KPI: Number of completed features / Total number of features to build
13. Expert KPI: Excellence rate from experts evaluation

<u>Third Phase: Operation</u>

Our main goal for this phase is to explore the tools available and design a prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Research KPI: Number of insights delivered / Total number of insight to investigate
2. Design Prototype KPI: Number of completed features designs / Total number of features to design

• These impact measurements will be presented monthly on our website, through a visual logic model connected to the monthly public data-set and management, as described bellow.

What is your capability to deliver your project with high levels of trust and accountability? How do you intend to validate if your approach is feasible?

1. Successful-outputs of trust and accountability from our F6 & F8 funding: First, we expect that participants from Catalyst Community note that this F11 proposal is being delivered with the prior-experience of four F6-F8 low-budget proposals (total funding of $71.850) which has already been successfully completed in the past, proving clear developments, testing, adoption, and market-insights of a multi-chain social network that serves the same stakeholders we are building a product for on this F11, but with regional focus on Latin America in comparison to our upgraded global approach on this Fund10. Our prior F6-F8 insights has been transparent on each monthly report, where we have just delayed 2 in a 21-month period and most fundamental evidence of progress, KPI and learnings has been shared on our overall F8 completion video.
2. A world's top-10 public technology accelerator trusted us and extended their support to our start-up: we were accepted to the Build3 program of Start-up Chile, where after 5 months we were selected to pitch at the demo-day, where the chilean government granted us extended support, networks and funding.
3. Our F6 & F8 platform learnings validate that we've been able to accelerate web3 adoption through state-of-art products: our team has developed a deep understanding of the cultural and entertainment industries from emerging countries, as we have been able to onboard Latin American to our multi-chain social platform, whom has used web3 features for their first time, such as crypto wallets (100 users), NFTs (140), on-chain posts (220) and crypto-tipping (4.000). In total, our platform has experienced relevant usage: 85,000 interactions were generated by 1,300 visitors, 300 of which where recurring visitors.
4. Our team is experienced and its careers has been focused on technology, creative economy and cultural industries: our expertise in this market highlights us within the Cardano ecosystem. Our team members possess a diverse set of skills and knowledge that are essential for delivering comprehensive DAO assistance. Passion and dedication characterizes our team members, and our foundational mission has been extended to not just supporting Latin American cultural workers, but also global cultural workers and agents through Cardano and the whole Web3 ecosystems. We have built multi-chain tools at DeSo Blockchain, where are members of DeSo Labs, the largest and most active developer community at DeSo Blockchain and where we work together with PhD. Andrzej Tucholka, elected by the DeSo community as an ambassador of DeSo.
5. Our project is able to achieve an integral service of adoption, implementation and operation for DAOs: Due to our over 200 collaborations and leads with private and public cultural and entertainment agents, we intimately involved ourselves in all aspects and problems of internal governance and compensation. We identified that Cardano would maximize its impact by powering -through Fund10- their first DAO Incubator.

<u>Our plans to share the outputs and results of the project</u>

1. Visual logic model connected to monthly public data-set and management: we will publish on our website a visual logic model that represent our projects activities, outputs, and expected outcomes each month. This visual logic model will be fed by our data management plan which outlines how and what data generated by the project is collected, stored, analyzed, and shared.
2. Simplified-tracking of detailed break-down into 1-month stages: This proposal has been presented with highly detailed breakdown, where we have broken-down the project into smaller phases of one month-each, prioritizing understandable and clear inputs -> outputs at the each phase. These includes measurements such as the project's objectives, budget, piloting, development and feedback from our users.
3. Key transparency of financial disclosure statements and evidence of matching funding and community support: we will work to ensure transparency, efficiency, and accountability of the project, sharing it on the data set and former visual logic model.
4. Feedback and operation-analytics are a pillar of our start-up product, and so our shared outputs: we will ask our piloting and business partners to let us share with the Cardano and Catalyst communities each one of the feedback-reports (jointly-inputs from all the agents involved in the adoption, implementation and operation phases) and also disclosable analytics and AI-insights brought by event-planners and brands that subscribe our services during piloting and commercial stage.
5. Building trust, accountability and engaging with Cardano Catalyst: By following these best practices, our project's outputs will be shared in a transparent and efficient manner while ensuring that Cardano, Catalyst and our Clients are informed and engaged throughout the process and how the updated will be used in future research and development activities, including any potential collaborations with other Cardano researchers, media or organizations.

What are the key milestones you need to achieve in order to complete your project successfully?

Our overall goals are to provide to the Cardano Community, their first DAO Incubator. And, at the same time, provide the best governance and compensation solution for companies and organizations.

Cardano first DAO Incubator consists of a comprehensive and guided process, which includes education, training, design, operational development, wayfinding, community engagement and retention, tools for value system, decision making, collaboration, coordination, among many others.

All of this steps are closely related to Cardano, either as an example of success in the early stages, either by implementing its existing decentralized applications that participate on the program, and developing new features in the following stages.

Once we have outlined the relevant KPIs for the 3 proposed phases, we are at the perfect moment to define the expected results for each one in the whole period, giving a total of 10 months.

(1) <u>April-24</u> => $4.945

1. Milestone: Talent integration: Web developer and UX Designer.
2. Milestone: Design website and social media.
3. Milestone: Design First Phase: Adoption.
4. Milestone: Announce First Phase: Adoption: First Group.
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(2) <u>May-24</u> => $4.945

1. Milestone: Launch First Phase: Adoption: First Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Second Phase: Implementation: Total number of insight to investigate.
5. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

><u>First Phase: Adoption</u>

Our main goal for this phase is to launch all the stages involved, with a special emphasis on the enhancement of each one of them.

1. Acquisition KPI: 8
2. Acquisition % KPI: 50%
3. Adoption KPI: 4
4. Adoption % KPI: 50%
5. Satisfaction KPI: Starting at 70%, increasing by 2% in every new group.
6. Dropout KPI: Starting at 60%, increasing by 2% in every new group.
7. Expert KPI: Starting at 60%, increasing by 2% in every new group.

(3) <u>June-24</u> => $6.445

1. Milestone: Finish First Phase: Adoption: First Group.
2. Adoption KPI: 1
3. Adoption % KPI: 50%
4. Satisfaction KPI: 70%
5. Dropout KPI: 60%
6. Expert KPI: 60%
7. Milestone: Announce First Phase: Adoption: Second Group.
8. Milestone: Second Phase: Implementation: Research.
9. Research KPI: 40%
10. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(4) <u>July-24</u> => $6.445

1. Milestone: Launch First Phase: Adoption: Second Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Second Phase: Implementation: Research.
5. Research KPI: 80%
6. Milestone: Second Phase: Implementation: Total number of features to design.
7. Milestone: Third Phase: Operation: Total number of insight to investigate.
8. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

>(5) <u>August-24</u> => $6.445

1. Milestone: Finish First Phase: Adoption: Second Group.
2. Adoption KPI: 1
3. Adoption % KPI: 50%
4. Satisfaction KPI: 72%
5. Dropout KPI: 62%
6. Expert KPI: 62%
7. Milestone: Announce First Phase: Adoption: Third Group.
8. Milestone: Announce Second Phase: Implementation: First Group.
9. Milestone: Second Phase: Implementation: Research.
10. Research KPI: 100%
11. Milestone: Second Phase: Implementation: Design.
12. Design KPI: 20%
13. Milestone: Third Phase: Operation: Research.
14. Research KPI: 30%
15. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(6) <u>September-24</u> => $6.445

1. Milestone: Launch First Phase: Adoption: Third Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Launch Second Phase: Implementation: First Group.
5. Retention KPI: 1
6. Retention % KPI: 50%
7. Acquisition KPI: 1
8. Acquisition % KPI: 50%
9. Milestone: Second Phase: Implementation: Design.
10. Design KPI: 60%
11. Milestone: Second Phase: Implementation: Total number of features to build.
12. Milestone: Third Phase: Operation: Research.
13. Research KPI: 60%
14. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report

><u>Second Phase: Implementation</u>

Our main goal for this phase is to encourage the use of Cardano dApps and to build a coherent prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Retention KPI: 2
2. Retention % KPI: 50%
3. Acquisition KPI: 2
4. Acquisition % KPI: 50%
5. Implementation KPI: 2
6. Implementation % KPI: 50%
7. Satisfaction KPI: Starting at 60%, increasing by 2% in every new group.
8. Dropout KPI: Starting at 50%, increasing by 2% in every new group.
9. Cardano Adoption KPI: 50%
10. Research KPI: 100%
11. Design Prototype KPI: 100%
12. Build Prototype KPI: 100%
13. Expert KPI: Starting at 60%, increasing by 2% in every new group.

(7) <u>October-24</u> => $6.445

1. Milestone: Finish First Phase: Adoption: Third Group.
2. Adoption KPI: 2
3. Adoption % KPI: 70%
4. Satisfaction KPI: 74%
5. Dropout KPI: 64%
6. Expert KPI: 64%
7. Milestone: Finish Second Phase: Implementation: First Group.
8. Implementation KPI: 1
9. Implementation % KPI: 50%
10. Satisfaction KPI: 60%
11. Dropout KPI: 50%
12. Expert KPI: 60%
13. Cardano Adoption KPI: 50%
14. Milestone: Announce First Phase: Adoption: Fourth Group.
15. Milestone: Announce Second Phase: Implementation: Second Group.
16. Milestone: Second Phase: Implementation: Design.
17. Design KPI: 100%
18. Milestone: Second Phase: Implementation: Build.
19. Build Prototype KPI: 20%
20. Milestone: Third Phase: Operation: Research.
21. Research KPI: 100%
22. Milestone: Third Phase: Operation: Total number of features to design.
23. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

(8) <u>November-24</u> => $6.445

1. Milestone: Launch First Phase: Adoption: Fourth Group.
2. Acquisition KPI: 2
3. Acquisition % KPI: 50%
4. Milestone: Launch Second Phase: Implementation: Second Group.
5. Retention KPI: 1
6. Retention % KPI: 50%
7. Acquisition KPI: 1
8. Acquisition % KPI: 50%
9. Milestone: Second Phase: Implementation: Build.
10. Build Prototype KPI: 60%
11. Milestone: Third Phase: Operation: Design.
12. Design Prototype KPI: 20%
13. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report

>(9) <u>December-24</u> => $6.445

1. Milestone: Finish First Phase: Adoption: Fourth Group.
2. Adoption KPI: 2
3. Adoption % KPI: 70%
4. Satisfaction KPI: 76%
5. Dropout KPI: 66%
6. Expert KPI: 66%
7. Milestone: Finish Second Phase: Implementation: First Group.
8. Implementation KPI: 1
9. Implementation % KPI: 50%
10. Satisfaction KPI: 62%
11. Dropout KPI: 52%
12. Expert KPI: 62%
13. Cardano Adoption KPI: 50%
14. Milestone: Second Phase: Implementation: Build.
15. Build Prototype KPI: 100%
16. Milestone: Second Phase: Implementation: Announce Prototype.
17. Milestone: Third Phase: Operation: Design.
18. Design Prototype KPI: 40%
19. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

><u>Third Phase: Operation</u>

Our main goal for this phase is to explore the tools available and design a prototype for those steps where no dApp in Cardano is currently offering assistance.

1. Research KPI: 100%
2. Design Prototype KPI: 60%

(10) <u>January-25</u> => $6.445

1. Milestone: Second Phase: Implementation: Launch Prototype.
2. Milestone: Third Phase: Operation: Design.
3. Design Prototype KPI: 60%
4. Milestone: Publish monthly visual public data-set logic model to our website and share it in the monthly report.

Who is in the project team and what are their roles?

<u>Team</u>

Chief Technology Officer (full time, 10 months) = $1.500 => Total = $15.000

Gonzalo Camps: Blockchain and Cooperative Businesses. DAO scientist. 7 years of experience. Founder team member: 4 x Catalyst F6 & F8. Cardano's Emurgo Academy. Linkedin

• Develop Technology from Phase 1: Adoption.
• Lead Design from Phase 2: Implementation
• Lead Prototype from Phase 2: Implementation
• Lead Design from Phase 3: Operation
• Create data-set where the phases operations is collected, stored and analyzed.
• Continued services and servers maintenance.

Chief Commercial Officer (full time, 10 months) = $1.500 => Total = $15.000

Tomás Gutiérrez (ideascale <member communityid="163" id="161474">masaccio</member>): Business and Community Management. Founder team member: 4 x Catalyst F6 & F8. Marketing Chief Officer. 7 years of experience. Writer. Editor. Linkedin

• Lead Organizations, Companies and Cardano's Dapps Partnerships
• Lead Phase 1: Adoption Program
• Lead Phase 2: Implementation Program
• Create Communication Strategy.
• Deliver AI-powered insights to the reports.

Chief Operations Officer (full time, 10 months) = $1.500 => Total = $15.000

Sonia Marotta (ideascale <member communityid="163" id="163671">sonia.marotta</member>): Event and cultural producer. Filmmaker. 20+ years of experience and networking within the chilean cultural scene. Founder team member: 4 x Catalyst F6 & F8. Linkedin

• Lead Research from Phase 2: Implementation
• Lead Research from Phase 3: Operation
• Lead Feedback-cycles and surveys.
• Lead social media updates and campaigns.
• Deliver monthly-reports to Catalyst.
• Deliver monthly visual public data-set logic model to our website.

UX and Web Developer (full time, 8 months) = $1.500 => Total = $12.000

Vacant to be onboarded before the end of November-23. Our UX and Web designers should live at Chile and have +3 years of experience executing wire-framing, prototyping, user interface design, responsive web design, user research and proficiency in tools such as Sketch and InVision. On the other hand, it should have experience with web development frameworks such as React, Angular and or Node.js.

• Develop front-end website.
• Design visual logic model of our First Phase: Adoption & Second Phase: Implementation.
• Deliver monthly update of the visual logic model.
• Continued product-UX research and improvements.

<u>Advisor Board</u>

• Andrzej Tucholka: Blockchain Advisor. PhD on Software Architecture. Leading Developer and DeSo Community Representative. 20+ years of experience.Advising our DeSo Blockchain Developments. Linkedin
• Solange Fuster: Technology innovation Lead of the Chilean Tourism Department (SERNATUR). Public Sector Innovator. 23+ years of experience. Advising our B2G Partnerships. Linkedin
• Martina González: Business Design Thinking, Innovation and Scaling. 3 years of experience. Web developer. Founder team member: 4 x Catalyst F6 & F8. Linkedin
• Rafael Stokler: DeSo Developer and Software Engineer. 20+ years of experience in Fintech. Team member during 3 x Catalyst F8. Linkedin

Please provide a cost breakdown of the proposed work and resources.

<u>Team </u>= $7.888 per month [*] => Total = $57.000

• Chief Operations Officer (full time, 10 months) = $1.500 => Total = $15.000
• Chief Commercial Officer (full time, 10 months) = $1.500 => Total = $15.000
• Chief Technology Officer (full time, 10 months) = $1.500 => Total = $15.000
• UX and Web Developer (full time, 8 months) = $1.500 => Total = $12.000

Fixed Costs = $445 per month => Total = $4.450

• Platform Maintenance = $125
• Meta Ads = $100
• Hetzner Servers = $41
• Adobe Creative Cloud = $55
• Notion Workspace = $50
• Typeform = $34
• Webflow = $29
• Google Suite = $6
• Protonmail = $5

Total ($USD) => $61.455

Average 10-Month costs => $6.145

Total ($ADA) => 97.250

Total allocation (F11) => 1.3%

How does the cost of the project represent value for money for the Cardano ecosystem?

Low salaries compared to the world's average: The $1.500 salaries for our team members during the 10-month period constitute 78% of our total budget and as our team is based on the chilean-economy, its average monthly salary for the Information Technology industry is CLP $1,880,000 ($2,606) with a yearly average of CLP $22,500,000 ($31,114), while the the internationally average salary for this industry is $213,543, according to SalaryExplorers.

Successful outputs from our F6 & F8 funding: First, we expect that participants from Catalyst Community note that this F11 proposal is being delivered with the prior-experience of four F6 & F8 low-budget proposals (total funding of $71.850) which has already been successfully completed in the past, proving clear developments, testing, adoption, and market-insights of a multi-chain social network that serves the same stakeholders we are building a product for on this F11, but with regional focus on Latin America in comparison to our upgraded global approach on this Fund10. Our prior F6 & F8 insights has been transparent on each monthly report, where we have just delayed 2 in a 21-month period and most fundamental evidence of progress, KPI and learnings has been shared on our overall F8 completion video.

Our team has developed a deep understanding onboarding our product's potential to web3 technologies: we have been able to onboard emerging-countries cultural agents and artists to our multi-chain social platform, considering all the sensibilities necessary. With us, most of these agents got to use web3 features for their first time, such as crypto wallets (100 users), NFTs (140), on-chain posts (220) and crypto-tipping (4.000). In total, our platform has experienced relevant usage: 85,000 interactions were generated by 1,300 visitors, 300 of which where recurring visitors.

A world's top-10 public technology accelerator trusted us and extended their support to our start-up: we were accepted to the Build3 program of Start-up Chile, where after 5 months we were selected to pitch at the demo-day, where the chilean government granted us extended support, networks and funding ($15.000).

Our team is experienced and its careers has been focused on technology, creative economy and cultural industries: our expertise in this market highlights us within the Cardano ecosystem. Our team members possess a diverse set of skills and knowledge that are essential for delivering this upgrade as a market-fit upgrade of our start-up. Passion and dedication characterizes our team members, and our foundational mission has been extended to not just supporting Latin American cultural workers, but also global cultural workers and agents through Cardano and the whole Web3 ecosystems. We have built multi-chain tools at DeSo Blockchain, where are members of DeSo Labs, the largest and most active developer community at DeSo Blockchain and where we work together with PhD. Andrzej Tucholka, elected by the DeSo community as an ambassador of DeSo.

We consider that given the slow-adoption rate of Cardano into DAOs, a successful Cardano DAO Incubator should have a strong and enduring effect on cultural industries, which means that it meets the demands of cultural organizations becoming DAOs and the ones that already are, creating value for all of them. We expect that this approach lead us to achieve a more efficient adoption and usage of the incubator services, which in turn will create a network effect, making the Incubator even more valuable to the community and making worth the investment of F11, as it could more probably generate long-term value for cultural organizations, existing and new DAOs, and Cardano Community.