Thanks for this source, ezrah! These 6,3k seem to possibly be a bit misleading to me. Without taking a closer look, it sounds like the costs of the treatment (currently covered by the hospital’s CSR funds or donations?) are hidden from the total costs as someone had the great idea of splitting the true costs into two different donation opportunities, both of which on each side suggest that “if you give to this opportunity, the other side is covered”. But given the high-quality medical facility/treatment the children receive, the true cost of donations consumed per patient are probably much higher. Am I mistaken here?
From what I understand, the per-patient treatments costs are both quite low and are given pro-bono, so given how GiveWell understands leverage (which @Mo Putera pointed out in the response below), they should be strongly discounted from the costs. The question of how to incorporate the infrastructure costs, ie—the hospital, staff training, etc—that enable the program to operate, is quite interesting, and I honestly don’t have a great idea how that fits into the model.
Thanks for this source, ezrah! These 6,3k seem to possibly be a bit misleading to me. Without taking a closer look, it sounds like the costs of the treatment (currently covered by the hospital’s CSR funds or donations?) are hidden from the total costs as someone had the great idea of splitting the true costs into two different donation opportunities, both of which on each side suggest that “if you give to this opportunity, the other side is covered”. But given the high-quality medical facility/treatment the children receive, the true cost of donations consumed per patient are probably much higher. Am I mistaken here?
From what I understand, the per-patient treatments costs are both quite low and are given pro-bono, so given how GiveWell understands leverage (which @Mo Putera pointed out in the response below), they should be strongly discounted from the costs. The question of how to incorporate the infrastructure costs, ie—the hospital, staff training, etc—that enable the program to operate, is quite interesting, and I honestly don’t have a great idea how that fits into the model.