I recommend thinking of CEA as 4 organisations rather than one. For instance, 80k is only increasing its budget from 2015 to 2016 by about 40%. That seems pretty reasonable to me given that we’ve been tripling our key metrics (annualised).
Edit: Also 2014-2015 we only grew the budget about 25%, and the year before that it shrank 5%, so our 3yr budget growth rate is well behind the growth in our metrics and the EA movement as a whole.
According to the winter prospectus, you’re increasing your staff budget, but not your overall one. Your comment sounds like your increasing the overall budget by 40%. Was that misleading by accident or did I misunderstand something?
Our 2015 total spending (including central splits and everything) is going to be about 215k.
Our 2016 budget, including hiring a coach, is about 250k.
The prospectus shows 174k for 2015, but this doesn’t include our share of central services. Adding that gets you to about 215k. (I apologise for this confusing presentation).
The prospectus shows 192k for 2016. However that doesn’t include a 10% contingency, which I always aim to fundraise (though we usually don’t spend it). And it doesn’t include hiring a coach, which is another 39k. Adding both of those gets you to about 250k.
So the increase is actually only 16%, not 40%.
I was wrong about the 40% increase because when I did the quick calculation there I hadn’t included all of the costs of doing YC last summer (moving to the Bay Area, which were covered by the grant we got from YC). This drives down the 2016 growth rate, but drives up the 2015 growth rate.
Overall, here’s 80k’s total historical spending (including all costs and central splits assigned to 80k):
All figures are in pounds, to 3sf. Annual growth rates shown in brackets. 2015 and 2016 figures are estimates.
I recommend thinking of CEA as 4 organisations rather than one. For instance, 80k is only increasing its budget from 2015 to 2016 by about 40%. That seems pretty reasonable to me given that we’ve been tripling our key metrics (annualised).
Edit: Also 2014-2015 we only grew the budget about 25%, and the year before that it shrank 5%, so our 3yr budget growth rate is well behind the growth in our metrics and the EA movement as a whole.
According to the winter prospectus, you’re increasing your staff budget, but not your overall one. Your comment sounds like your increasing the overall budget by 40%. Was that misleading by accident or did I misunderstand something?
Edit: Your staff budget, not your stuff budget...
Hi Denise,
Our 2015 total spending (including central splits and everything) is going to be about 215k. Our 2016 budget, including hiring a coach, is about 250k.
The prospectus shows 174k for 2015, but this doesn’t include our share of central services. Adding that gets you to about 215k. (I apologise for this confusing presentation).
The prospectus shows 192k for 2016. However that doesn’t include a 10% contingency, which I always aim to fundraise (though we usually don’t spend it). And it doesn’t include hiring a coach, which is another 39k. Adding both of those gets you to about 250k.
So the increase is actually only 16%, not 40%.
I was wrong about the 40% increase because when I did the quick calculation there I hadn’t included all of the costs of doing YC last summer (moving to the Bay Area, which were covered by the grant we got from YC). This drives down the 2016 growth rate, but drives up the 2015 growth rate.
Overall, here’s 80k’s total historical spending (including all costs and central splits assigned to 80k):
All figures are in pounds, to 3sf. Annual growth rates shown in brackets. 2015 and 2016 figures are estimates.
2012: 23100
2013: 124000 (436%)
2014: 119000 (-4%)
2015: 215000 (80%)
2016: 250000 (16%) (including hiring a coach)
Edit: Our most recent public figures are here: https://80000hours.org/2015/07/80000-hours-finance-report-april-2015-2/ But don’t include the 2016 budget.
Amid many critical comments I should give props for going above and beyond the original request by clearly presenting this historical data.