2016 was an excellent year for 80,000 Hours. Here are some highlights – full details follow.
- In our last review in May 2015, we set the goal of 50 significant plan changes per month by October 2016. That month, we actually recorded over 200.
- To make it harder to grow by adding lots of small plan changes, in October 2015 we started “impact rating” the plan changes, and tracking the impact-weighted total. 31 Dec 2015, we set the target of tripling the monthly rate of impact-adjusted plan changes over the year, which we achieved in November 2016. We now track about 150 impact-adjusted significant plan changes (IASPC) per month.
Impact and cost-effectiveness
- Our costs in 2016 were £250,000, up 13% on 2015. Considering that our staff could have earned to give instead, the total opportunity cost is perhaps £350,000 – £500,000.
- Since our last review, the ratio of costs to IASPC fell almost 3-fold.
- In 2016, we caused 115 people to take the Giving What We Can (GWWC) 10% pledge. GWWC estimates this is worth about £5 million in donations to their recommended charities (counterfactually-adjusted, time-discounted, dropout adjusted). So this alone plausibly justifies our costs, although our aim is to solve talent gaps rather than funding gaps.
- In addition, the plan changes since our last review now include three people who each intend to donate over $100m over their lifetimes,