GM!
Thank you all for the thoughtful engagement and generous feedback (@miana, @Kene_StableLab, @coffee-crusher, @GozmanGonzalez, @pmprojectz, @bug_hunteress)
It’s clear this conversation is surfacing valuable nuances, both for this pilot and for how we think about support, oversight, and operational resilience in Scroll DAO more broadly.
I’d like to respond to some of the core themes that have emerged, with a few updates and clarifications based on your questions.
On EOC Integration vs. Separate Working Structure
There’s strong alignment that the Weaver + Scribe roles should support the Execution Oversight Council (EOC), and that’s by design. Their core function is to track council workflows, facilitate information flow, and surface systemic tensions that might otherwise get stuck or overlooked.
That said, this pilot is also meant to test a broader concept: a Support Squad that acts as a persistent, cross-council coordination unit.
What I mean is that the Support Squad could eventually include other roles that address common needs across all councils, such as:
- Tech support (e.g. tool integrations, AI automation)
- Communications & design support
- Admin & grant operations support
So the question becomes: How might we structure this relationship (between EOC & W+S) without losing that longer-term support vision?
Some ideas on that front:
- Keep the Support Squad as a separate working squad, but formally embed it within the EOC’s reporting lines and coordination rhythms.
- Reduce the proposed EOC size from three seats to two, and delegate some operational responsibilities to the Support Squad.
It would recognize the complementarity of the roles, without conflating decision-making authority. Remember: Weaver + Scribe would have no decision-making power in the councils they support, their role is logistical, not political.
That is, think of Weaver + Scribe as the people responsible for reporting (in green) and removing any obstacles that arise.
Remember this would reduce the coordination burden on the EOC and the Foundation (who currently plays this coherence role) while decentralizing operational knowledge into shared roles in the DAO.
On Metrics and Reporting
On the clearer KPIs. Here’s a refined proposal for what we might track during the 3-month pilot:
Quantitative Metrics
# of council meetings documented (and time to publish)- # of retrospective insights reported to the EOC
- % of council members who say the squad “reduced operational burden” (vs. making things more complex)
- % of attendees who report improved clarity/flow during meetings
Learning Indicators
Did the support squad help resolve duplicative efforts across councils?- Were onboarding processes or recurring issues flagged and improved?
- Did participants feel safer acknowledging mistakes or raising issues?
Reports could be:
- Weekly (async) internal logs or dashboard updates to the EOC.
- Monthly public forum posts with insights (I guess we’ll have to define a threshold for what qualifies as sensitive/non-sensitive information)
On Continuity, Rotation & Sustainability
Some concern was raised about over-reliance on just two people.
Certainly, the idea is for these roles to have defined cycles without the possibility of repetition, which would force rotation. I’m simply wondering if one year is a more appropriate period (to avoid consistency between council sit changes).
Here are other ways to balance that risk:
- No decision-making power: The squad observes and supports, but never votes within councils, they operate with neutrality.
- Staggered transitions: In a future stage, new weavers/scribes could join 2 months before the outgoing ones leave, allowing for shadowing and smoother handoffs.
- Future scaling: If more than 5 councils are active, I would recommend running two weavers + two scribes to distribute load, cross-check insights, and avoid bottlenecks. That would also reduce dependence on an individual.
The idea is to encourage long-term knowledge retention, while also giving room for fresh energy and distributed ownership.
Final Thoughts
Whether we frame this as an extension of the EOC, a separate support unit, or something hybrid, the direction feels clear: we need connective tissue in the DAO: roles that foster shared awareness, prevent silos, and reduce fragility.
Happy to revise the proposal to reflect any consensus that emerges (including merging the budget into the EOC or adapting the structure).
I remind you that tomorrow, September 4th, there will be a Delegate Proposal Bonanza for the EOC where we can reflect together on some of these points. More info in the gov Calendar.
Anyway, I look forward to your comments on my comments. 
Thanks again for helping refine this.
