Hi — I think this post overstates the level of program-level centralisation here.
The EVF and CEA US boards provide overall oversight and governance of the projects and their executive directors, and will occasionally step in to change something important. But they have largely delegated program-level responsibility to each project’s executive director, who each set their own strategy for how to best have a positive impact on the world.
In practice, those strategies do differ: to give a couple of examples, CEA and 80,000 Hours have pretty different approaches to cause prioritisation; while Asterisk (a CEA US project) published a very critical review of What We Owe the Future (a book written by an EVF project lead and board member). The boards also very much want EA work to flourish outside of the EVF and CEA US governance structures — many of the grants made by the EA Infrastructure Fund support this work.
Hi — I think this post overstates the level of program-level centralisation here.
The EVF and CEA US boards provide overall oversight and governance of the projects and their executive directors, and will occasionally step in to change something important. But they have largely delegated program-level responsibility to each project’s executive director, who each set their own strategy for how to best have a positive impact on the world.
In practice, those strategies do differ: to give a couple of examples, CEA and 80,000 Hours have pretty different approaches to cause prioritisation; while Asterisk (a CEA US project) published a very critical review of What We Owe the Future (a book written by an EVF project lead and board member). The boards also very much want EA work to flourish outside of the EVF and CEA US governance structures — many of the grants made by the EA Infrastructure Fund support this work.