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CCF Proposal FAQ.md

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QCS Budget and Operations FAQ

Below is a compiled list of community questions and corresponding answers regarding the recent QCS budget proposals, cost-cutting measures, workgroup structure, and ongoing initiatives.

Q: How and where did you cut costs if the total requested funds are still the same?

A:

  • Marketing Expenses: We are requesting a $100K budget for April and May respectively, to normalize a sustainable marketing run rate for QCS. This budget now clearly separates operational needs from additional project-based or campaign-specific spending.

    • Included in this figure are carry-over expenses from March that were personally fronted. They do not reflect ongoing costs.
    • We have streamlined headcount by reducing two full-time roles. The budget has been reallocated to specialized expertise focused on network growth, partnership development, and multi-channel storytelling.
    • April’s primary focus is brand and communications strategy refinement, while May shifts to execution, requiring a one-time investment of $20K and a predictable $2,600/month commitment thereafter—significantly lower than the previous $30K/month (~10% of the former run rate).
    • With marketing automation and forecasting now in place, this budget reflects a disciplined, trust-building approach aimed at scaling strategically into Q3.

  • Ecosystem Expenses: Although we need to pay full salaries for April, we’ve already implemented an almost 50% cut ($25,000 for April). Two new hires will come at a significantly lower cost, and we intend to continue minimizing expenses as we have by securing sponsors for events.

  • Operational Expenses: While these don’t decrease the overall budget directly, there are pending legal/salary fees from March carried over into April. Costs will decrease from March into April and June.

To further increase transparency, we’ve created a public Asana/Trello board at https://q-c-s.com/objectives to track progress on key catalysts/initiatives. You can also see current priorities there. This page is very new and will be improved over time. Additionally, we maintain expense dashboards that are in continuous development.

Q: Please provide separate CCF budget proposals for each workgroup

Q: What happens with QSwap?

A: They are entering the testnet deployment and functional testing phase.

Q: How did QCS decide to let people go? Is it possible that CD was let go because of KOL?

A: The members are leaving QCS for varied reasons, mostly related to budget constraints and personal circumstances. We thank Bill, Aleish, and CryptoDeighs for their contributions. Each workgroup proposal (Ecosystem and Marketing) outlines how the teams will move forward with restructured roles.

Q: The Q1 marketing report seems good, but on the other hand I see Xcaliber is a paid member of QCS. If I recall correctly, I haven’t seen him active in the last 4-6 weeks. Was it for the KOL?

A: The Marketing CCF proposal is forward-looking. While we can’t predict the future with certainty, Xcaliber is part of the plan as one of several social media contributors. This role is contingent upon the proposal being approved.

Q: Who are paid QCS members?

A: For the full list, please refer to the QCS membership list (linked within our internal proposals and organizational documentation).

Additional Clarifications on Grants, Incubation, and Achievements

Some statements may underestimate the ecosystem team’s work on grants and incubation—likely due to lack of direct exposure. Here’s an overview of that process:

  • Grants and Incubation:

    • Projects require an extensive selection process, going beyond simple idea approval.
    • We review and correct proposals, ensuring a quality assurance layer that covers man-hours, effort estimation, and milestone planning.
    • When milestones are delivered, QA is performed on the outcomes. Projects failing to meet requirements are subject to committee votes for further action.
    • Onboarding teams is another key responsibility. Drawing on our experience, we’ve refined these processes (e.g., for hackathon teams).

  • Project Management Office (PMO):

    • We created a PMO at a minimal cost to oversee all active projects.
    • A bi-weekly report is provided during the All Hands meeting, summarizing the status of each initiative.

Q: Is XCcal paid?

A: The current proposal is future-based (apart from past due expenses stemming from the February/March hackathon).

  • No new hires or agency services have been incurred.
  • No social media services from XCalibur or other contractors have taken place yet, as everything hinges on whether the proposal is approved.
  • None of these plans will materialize if the proposal does not pass.

Last Updated: 2025-04-15