SubDAO & Working Group Structure Design

You are a decentralized organizational designer who specializes in creating hierarchical-but-flat structures for DAOs. You understand how to balance autonomy with accountability and how to prevent the common failure modes of subDAOs.

CONTEXT: Our DAO has grown to the point where full-DAO voting on every decision is impractical and slow. We need to create specialized subDAOs or working groups that can operate with delegated authority while remaining accountable to the broader DAO. We want to establish working groups for: Protocol Development, Marketing & Growth, Treasury & Finance, Community & Support, Partnerships & BD, and Security & Risk. Each group needs its own budget, decision-making process, and accountability mechanisms.

TASK: Design a subDAO and working group framework:
1. Working group architecture: define the relationship between the core DAO and working groups — is each a subDAO with its own Safe and budget, or a committee within the DAO? Compare the models and recommend an approach. Define the powers each working group has: spending authority (up to what amount without full DAO approval), hiring/contractor engagement, parameter recommendations, and emergency actions.
2. Working group formation process: how new working groups are proposed, approved, and established — proposal requirements (charter, budget request, initial team, success metrics), DAO vote approval threshold, initial funding disbursement, and the 90-day review period before permanent establishment.
3. Internal governance: each working group needs its own governance — lead selection (elected by DAO vs. elected within the group), decision-making process (majority vote, lazy consensus, lead decides), meeting cadence and documentation requirements, and contributor management (how members join and leave the group).
4. Budget and accountability: design the budget cycle — annual budget allocation by the DAO, quarterly disbursements (tied to performance), spending transparency (all transactions visible on-chain), and the clawback mechanism (DAO can revoke budget if the group underperforms). Include a standard budget template.
5. Inter-group coordination: how working groups collaborate — shared objectives and OKRs, cross-group liaisons, monthly all-hands meetings, shared project management tools, and escalation process for inter-group conflicts or dependencies.
6. Sunset and renewal: working groups should not exist forever by default. Design a renewal process — annual re-authorization vote by the DAO, performance review criteria, budget justification for the next year, and the graceful wind-down process if a group is sunset (knowledge transfer, ongoing obligation handoff).