Effective Altruism and Extreme Poverty
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BMGF Malaria 2-10-14 (Public)
A conversation with the Bill & Melinda Gates Foundation malaria team on December 9, 2013 Participants • Alan Magill — Director, Malaria program, Bill & Melinda Gates Foundation • David Brandling-Bennett — Senior Advisor, Malaria program, Bill & Melinda Gates Foundation • Bruno Moonen - Deputy Director, Malaria program, Bill & Melinda Gates Foundation • Alexandra Farnum — Program Officer, Global Program Advocacy, Bill & Melinda Gates Foundation • Meg Halverson — Consultant, Global Program Advocacy, Bill & Melinda Gates Foundation • Adrienne DiCasparro — Associate Program Officer, Giving Partnerships, Bill & Melinda Gates Foundation • Cari Tuna — Co-Founder, Good Ventures • Holden Karnofsky — Co-Founder, GiveWell Note: This set of conversation notes was compiled by GiveWell and gives an overview of the major points made by the Bill & Melinda Gates Foundation malaria team. Summary GiveWell and Good Ventures spoke with members of the Bill & Melinda Gates Foundation (BMGF) malaria team about gaps in global malaria funding, BMGF’s strategy and projected timeline for malaria eradication, and other BMGF malaria activities. Gaps in global malaria funding GiveWell and Good Ventures asked the Bill & Melinda Gates Foundation (BMGF) malaria team whether there is a need for funding of better data on bed net durability and bed net usage. There is not as much knowledge and data about bed net usage and bed net durability as there should be. A potential source of variability in bed net durability is that, currently, there are no globally established criteria for measuring the durability of bed nets, so it is possible that net durability standards differ between producers. The Results for Development Institute (R4D) is doing very good work on studying bed net durability. -
Effective Altruism William Macaskill and Theron Pummer
1 Effective Altruism William MacAskill and Theron Pummer Climate change is on course to cause millions of deaths and cost the world economy trillions of dollars. Nearly a billion people live in extreme poverty, millions of them dying each year of easily preventable diseases. Just a small fraction of the thousands of nuclear weapons on hair‐trigger alert could easily bring about global catastrophe. New technologies like synthetic biology and artificial intelligence bring unprece dented risks. Meanwhile, year after year billions and billions of factory‐farmed ani mals live and die in misery. Given the number of severe problems facing the world today, and the resources required to solve them, we may feel at a loss as to where to even begin. The good news is that we can improve things with the right use of money, time, talent, and effort. These resources can bring about a great deal of improvement, or very little, depending on how they are allocated. The effective altruism movement consists of a growing global community of peo ple who use reason and evidence to assess how to do as much good as possible, and who take action on this basis. Launched in 2011, the movement now has thousands of members, as well as influence over billions of dollars. The movement has substan tially increased awareness of the fact that some altruistic activities are much more cost‐effective than others, in the sense that they do much more good than others per unit of resource expended. According to the nonprofit organization GiveWell, it costs around $3,500 to prevent someone from dying of malaria by distributing bed nets. -
Givedirectly
GiveDirectly GiveDirectly provides unconditional cash transfers using cell phone technology to some of the world’s poorest people, as well as refugees, urban youth, and disaster victims. They also are currently running a historic Universal Basic Income initiative, delivering a basic income to 20,000+ people in Kenya in a 12-year study. United States (USD) Donate to GiveDirectly Please select your country & currency. Donations are tax-deductible in the country selected. Founded in Moved Delivered cash to 88% of donations sent to families 2009 US$140M 130K in poverty families Other ways to donate We recommend that gifts up to $1,000 be made online by credit card. If you are giving more than $1,000, please consider one of these alternatives. Check Bank Transfer Donor Advised Fund Cryptocurrencies Stocks or Shares Bequests Corporate Matching Program The problem: traditional methods of international giving are complex — and often inefficient Often, donors give money to a charity, which then passes along the funds to partners at the local level. This makes it difficult for donors to determine how their money will be used and whether it will reach its intended recipients. Additionally, charities often provide interventions that may not be what the recipients actually need to improve their lives. Such an approach can treat recipients as passive beneficiaries rather than knowledgeable and empowered shapers of their own lives. The solution: unconditional cash transfers Most poverty relief initiatives require complicated infrastructure, and alleviate the symptoms of poverty rather than striking at the source. By contrast, unconditional cash transfers are straightforward, providing funds to some of the poorest people in the world so that they can buy the essentials they need to set themselves up for future success. -
Evidence-Based Policy Cause Area Report
Evidence-Based Policy Cause Area Report AUTHOR: 11/18 MARINELLA CAPRIATI, DPHIL 1 — Founders Pledge Animal Welfare Executive Summary By supporting increased use of evidence in the governments of low- and middle-income countries, donors can dramatically increase their impact on the lives of people living in poverty. This report explores how focusing on evidence-based policy provides an opportunity for leverage, and presents the most promising organisation we identified in this area. A high-risk/high-return opportunity for leverage In the 2013 report ‘The State of the Poor’, the World Bank reported that, as of 2010, roughly 83% of people in extreme poverty lived in countries classified as ‘lower-middle income’ or below. By far the most resources spent on tackling poverty come from local governments. American think tank the Brookings Institution found that, in 2011, $2.3 trillion of the $2.8 trillion spent on financing development came from domestic government revenues in the countries affected. There are often large differences in the effectiveness and cost-effectiveness of social programs— the amount of good done per dollar spent can vary significantly across programs. Employing evidence allows us to identify the most cost-effective social programs. This is useful information for donors choosing which charity to support, but also for governments choosing which programs to implement, and how. This suggests that employing philanthropic funding to improve the effectiveness of policymaking in low- and middle-income countries is likely to constitute an exceptional opportunity for leverage: by supporting the production and use of evidence in low- and middle-income countries, donors can potentially enable policy makers to implement more effective policies, thereby reaching many more people than direct interventions. -
1% Initiative in the City of Zurich
Effective Altruism Foundation Using evidence to fight poverty The 1% initiative by the Effective Altruism Foundation The initiative Theory of change Effective T $90M per year C altruism Evidence-based A for effective P movement policy making M I charities How can we fight global poverty on a political level? A unique growth opportunity is offered by Switzerland's direct democracy, wherein anyone can ask for a legally binding vote on any topic – simply by Counterpropos Media reports collecting signatures on a popular initiative. al passes Initiative passes on the initiative and effective E altruism The Effective Altruism Foundation has just launched one such M O initiative in the city of Zurich, asking for 1% of the city's budget to be C T U donated to highly effective global health charities. The city's budget O Parliament Significant amounts to about USD 9 billion, which means the city would makes sociopolitical potentially donate USD 90 million per year to highly effective counterproposal support charities. Support from We believe the initiative presents an extraordinary funding T U Collect 3,000 charities, P Media relations opportunity for donors interested in meta-charities, due to its T signatures U politicians and fundraising and movement-building potential. O parties S E I T Propose Fundraising Position paper, I V I legislation > EUR 90’000 FAQ, etc $9 billion x 1% = $90 million per year $30 million T Zurich’s budget Annual funding for Adjustments Total expected C A effective charities value of initiative More likely Less likely Fundraising benefits The base rate for popular initiatives passing is about 11%. -
Whether and Where to Give1 (Forthcoming in Philosophy and Public Affairs)
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by St Andrews Research Repository 1 Whether and Where to Give1 (Forthcoming in Philosophy and Public Affairs) Theron Pummer University of St Andrews 1. The Ethics of Giving and Effective Altruism The ethics of giving has traditionally focused on whether, and how much, to give to charities helping people in extreme poverty.2 In more recent years, the discussion has increasingly focused on where to give, spurred by an appreciation of the substantial differences in cost- effectiveness between charities. According to a commonly cited example, $40,000 can be used either to help 1 blind person by training a seeing-eye dog in the United States or to help 2,000 blind people by providing surgeries reversing the effects of trachoma in Africa.3 Effective altruists recommend that we give large sums to charity, but by far their more central message is that we give effectively, i.e., to whatever charities would do the most good per dollar donated.4 In this paper, I’ll assume that it’s not wrong not to give bigger, but will explore to what extent it may well nonetheless be wrong not to give better. The main claim I’ll argue for here is that in many cases it would be wrong of you to give a sum of money to charities that do less good than others you could have given to instead, even if 1 I am extremely grateful to Derek Parfit, Roger Crisp, Jeff McMahan, and Peter Singer for extremely helpful feedback and encouragement. -
Non-Paywalled
Wringing the Most Good Out of a FACEBOOK FORTUNE SAN FRANCISCO itting behind a laptop affixed with a decal of a child reaching for an GIVING apple, an illustration from Shel Silverstein’s The Giving Tree, Cari Tuna quips about endowing a Tuna Room in the Bass Library at Yale Univer- sity, her alma mater. But it’s unlikely any of the fortune that she and her husband, Face- By MEGAN O’NEIL Sbook co-founder Dustin Moskovitz, command — estimated by Forbes at more than $9 billion — will ever be used to name a building. Five years after they signed the Giving Pledge, the youngest on the list of billionaires promising to donate half of their wealth, the couple is embarking on what will start at double-digit millions of dollars in giving to an eclectic range of causes, from overhauling the criminal-justice system to minimizing the potential risks from advanced artificial intelligence. To figure out where to give, they created the Open Philanthropy Project, which uses academic research, among other things, to identify high-poten- tial, overlooked funding opportunities. Ms. Tuna, a former Wall Street Journal reporter, hopes the approach will influence other wealthy donors in Silicon The youngest Valley and beyond who, like her, seek the biggest possible returns for their philanthropic dollars. Already, a co-founder of Instagram and his spouse have made a $750,000 signers of the commitment to support the project. What’s more, Ms. Tuna and those working alongside her at the Open Philanthropy Project are documenting every step online — sometimes in Giving Pledge are eyebrow-raising detail — for the world to follow along. -
EA Course: Overview and Future Plans
EA Course: Overview and Future Plans Note: I encourage you to first read the One Page Summary at the bottom and then skip to the sections you’re interested in. ❖ Background ❖ Goals ➢ For the class ➢ For the club ➢ Ideal student ❖ Class Structure ➢ Basics ➢ Giving games ➢ Final project ➢ Potential changes ❖ Course Content ❖ Advertising and Recruiting ❖ Speakers ❖ Financial Management ➢ Banking ➢ Sources of Money ➢ Financial management issues ■ Communication Issues ■ Payment Issues ■ Reimbursement Issues ➢ Potential changes ❖ Website ❖ Final Project ➢ Goals ➢ Winning project ➢ Potential changes ❖ Evidence of Impact ➢ Collection ➢ Outcomes ➢ Potential changes ❖ Future Plans ❖ Funding Goals ❖ One Page Summary Background ● Oliver Habryka and I taught a studentled class (“DeCal”) during the Spring 2015 semester at UC Berkeley called The Greater Good, on effective altruism ● The class was taught under the banner of Effective Altruists of Berkeley, a student organization we founded the previous semester ● Overall, I think it was a success and satisfied most of our initial goals (details below) Goals ● Goals for the class: ○ Primarily, we wanted to recruit people for our newly created Effective Altruists of Berkeley club ■ Having to engage with/debate EA for a semester beforehand would allow people to really understand if they wanted to become involved in it ■ It would also allow them to contribute to the club’s projects without having to be given a whole lot of background first ■ We also felt that going through a class together first would -
GPI's Research Agenda
A RESEARCH AGENDA FOR THE GLOBAL PRIORITIES INSTITUTE Hilary Greaves, William MacAskill, Rossa O’Keeffe-O’Donovan and Philip Trammell February 2019 (minor changes July 2019) We acknowledge Pablo Stafforini, Aron Vallinder, James Aung, the Global Priorities Institute Advisory Board, and numerous colleagues at the Future of Humanity Institute, the Centre for Effective Altruism, and elsewhere for their invaluable assistance in composing this agenda. 1 Table of Contents Introduction 3 GPI’s vision and mission 3 GPI’s research agenda 4 1. The longtermism paradigm 6 1.1 Articulation and evaluation of longtermism 6 1.2 Sign of the value of the continued existence of humanity 8 1.3 Mitigating catastrophic risk 10 1.4 Other ways of leveraging the size of the future 12 1.5 Intergenerational governance 14 1.6 Economic indices for longtermists 16 1.7 Moral uncertainty for longtermists 18 1.8 Longtermist status of interventions that score highly on short-term metrics 19 2. General issues in global prioritisation 21 2.1 Decision-theoretic issues 21 2.2 Epistemological issues 23 2.3 Discounting 24 2.4 Diversification and hedging 28 2.5 Distributions of cost-effectiveness 30 2.6 Modelling altruism 32 2.7 Altruistic coordination 33 2.8 Individual vs institutional actors 35 Bibliography 38 Appendix A. Research areas for future engagement 46 A.1 Animal welfare 46 A.2 The scope of welfare maximisation 48 Appendix B. Closely related areas of existing academic research 51 B.1 Methodology of cost-benefit analysis and cost-effectiveness analysis 51 B.2 Multidimensional economic indices 51 B.3 Infinite ethics and intergenerational equity 53 B.4 Epistemology of disagreement 53 B.5 Demandingness 54 B.6 Forecasting 54 B.7 Population ethics 55 B.8 Risk aversion and ambiguity aversion 55 B.9 Moral uncertainty 57 1 B.10 Value of information 58 B.11 Harnessing and combining evidence 59 B.12 The psychology of altruistic decision-making 60 Appendix C. -
Chapter 3 - Results
ASSESSING PERFORMANCE OF ANIMAL WELFARE ORGANIZATIONS TO IMPROVE PHILANTHROPIC DECISION-MAKING by Leanne Katherine McConnachie B.A., The University of Victoria, 1988 A thesis submitted in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE in THE FACULTY OF GRADUATE STUDIES (Animal Science) The University of British Columbia April 2007 © Leanne Katherine McConnachie, 2007 Abstract In 2005-06, 24 Canadian and American animal welfare organizations (AWOs) and foundations participated in an in-depth qualitative study to establish which performance criteria best determine the effectiveness of AWOs. Participants’ comments resulted in the development of a framework that offers individual donors and foundations a consistent approach to evaluating organizational performance. Termed the PREP Framework, this approach categorizes performance into four key pillars, each with its own components and criteria: 1. Philosophy - the organization’s beliefs and values, as reflected in its mandate, position statements, policies and practices; 2. Red Flags - indicators of problems in the organization, such as excessive personnel turnover, disproportionate management salaries, high administration and fundraising costs, lack of peer collaboration, poor financial statements; 3. Efficiencies - financial and operational conduct of the organization, including long term strategic planning, financial credibility and sustainability; and 4. People - abilities of those involved with the organization, including management, volunteers, peers, donors and board members. The study also explored the pros and cons of standardizing performance evaluation and found that many participants felt the sector would benefit from the use of more quantitative and qualitative benchmarks and standards to establish sector norms and trends. In addition, the research examined the sector’s familiarity with outcome measurement and found most participants struggled to clearly define outcomes for the sector. -
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Download Authority Monitoring Report Volume 2 2013
Medway Monitoring Report 2013 Volume 2 - Tables December 2013 Medway Monitoring Report 2013 Volume 2 - Tables Contents 1) Employment Land Availability Tables and Data 1 Employment graphs 2 Previously developed land 4 Floorspace supply 4 Section 1: Development completed by 31 March 2013 5 Section 2: B1 - B8 planning consents not started at 31 March 2013 7 Section 3: B1 - B8 development under construction at 31 March 2013 10 Section 4: Planning consents which have resulted in a B1 - B8 floorspace loss due to reconstruction/redevelopment during the year to 31 March 2013 12 Section 5: Potential loss of B1 - B8 floorspace in planning consents not started at 31 March 2013 14 Section 6: B1 - B8 planning consents expired without development at 31 March 2013 17 Section 7: B1 - B8 planning consents excluded at 31 March 2013 20 Section 8: B1 - B8 summary statistics; Planning consents valid 1 April 2012 to 31 March 2013 26 Section 9 – Employment pipeline sites (B1 – B8) 27 Section 10: Industrial Estates and Business Parks 29 2) Retail Land Availability Tables and Data 32 Retail net completions 33 Section 1: Development completed by 31 March 2013 34 Section 2: A1 - A5 planning consents not started at 31 March 2013 36 Section 3: A1 - A5 development under construction at 31 March 2013 40 Section 4: Planning consents which have resulted in an A1 - A5 floorspace loss due to reconstruction/redevelopment during the year to 31 March 2013 42 Section 5: Potential loss of A1 - A5 floorspace in planning consents not started at 31 March 2013 45 Section 6: A1