We’ve long been interested in the idea of subjecting our research to formal external evaluation. We publish the full details of our analysis so that anyone may critique it, but we also recognize that it can take a lot of work to digest and critique our analysis, and we want to be subjecting ourselves to constant critical scrutiny (not just to the theoretical possibility of it).

A couple of years ago, we developed a formal process for external evaluations, and had several such evaluations conducted and published. However, we haven’t had any such evaluations conducted recently. This post discusses why.

In brief,

• The challenges of external evaluation are significant. Because our work does not fall cleanly into a particular discipline or category, it can be difficult to identify an appropriate reviewer (particularly one free of conflicts of interest) and provide enough structure for their work to be both meaningful and efficient. We put a substantial amount of capacity into structuring and soliciting external evaluations in 2010, and if we wanted more external evaluations now, we’d again have to invest a lot of our capacity in this goal.
• The level of in-depth scrutiny of our work has increased greatly since 2010. While we would still like to have external evaluations, all else equal, we also feel that we are now getting much more value than previously from the kinds of evaluations that we ultimately would guess are most useful – interested donors and other audience members scrutinizing the parts of our research that matter most to them.

Between these two factors, we aren’t currently planning to conduct more external evaluations in the near future. However, we remain interested in external evaluation and hope eventually to make frequent use of it again. And if someone volunteered to do (or facilitate) formal external evaluation, we’d welcome this and would be happy to prominently post or link to criticism.

The challenges of external evaluation

The challenges of external evaluation are significant:

• There is a question around who counts as a “qualified” individual for conducting such an evaluation, since we believe that there are no other organizations whose work is highly similar to GiveWell’s. Our work is a blend of evaluating research and evaluating organizations, and it involves both in-depth scrutiny of details and holistic assessments of the often “fuzzy” and heterogeneous evidence around a question.

  On the “evaluating research” front, one plausible candidate for “qualified evaluator” would be an accomplished development economist. However, in practice many accomplished development economists (a) are extremely constrained in terms of the time they have available; (b) have affiliations of their own (the more interested in practical implications for aid, the more likely a scholar is to be directly involved with a particular organization or intervention) which may bias evaluation.

• Based on past work on external evaluation, we’ve found that it is very important for us to provide a substantial amount of structure for an evaluator to work within. It isn’t practical for someone to go over all of our work with a fine-toothed comb, and the higher-status the person, the more of an issue this becomes. Our current set of evaluations is based on old research, and to have new evaluations conducted, we’d need to create new structures based on current research. This would take trial-and-error in terms of finding an evaluation type that produces meaningful results.
• There is also the question of how to compensate people for their time: we don’t want to create a pro-GiveWell bias by paying, but not paying further limits how much time we can ask.

I felt that we found a good balance with a 2011 evaluation by Prof. Tobias Pfutze, a development economist. Prof. Pfutze took ten hours to choose a charity to give to – using GiveWell’s research as well as whatever other resources he found useful – and we “paid” him by donating funds to the charity he chose. However, developing this assignment, finding someone who was both qualified and willing to do it, and providing support as the evaluation was conducted involved significant capacity.

Given the time investment these sorts of activities require on our part, we’re hesitant to go forward with one until we feel confident that we are working with the right person in the right way and that the research they’re evaluating will be representative of our work for some time to come.

Improvements in informal evaluation

Over the last year, we feel that we’ve seen substantially more deep engagement with our research than ever before, even as our investments in formal external evaluation have fallen off.

• We conducted an internal evaluation with employee Jonah Sinick. Jonah went over our work on insecticide-treated nets at a high level of detail, and we posted his full notes (as well as a summary), and an in-depth discussion of the most major issue he raised.
• We published new analysis on deworming, and in the process, we had significant engagement and back-and-forth with scholars who study deworming. See our post on revisiting the case for developmental effects from deworming (which we published after substantial back-and-forth with the authors of the study in question) and our discussion of a new literature review on deworming (which was reviewed by an author of the Cochrane review prior to publication and by a scholar who dissented with its findings subsequent to publication).
• Reader David Barry did a highly in-depth review of our comparative cost-effectiveness analysis, and published his findings as a guest post on our blog.
• Our recommendation of GiveDirectly prompted substantial pushback from our audience, and we believe this led to an elevated level of critical engagement with our research. For example, see this Giving What We Can post as well as audio and transcripts we’ve posted from in-person meetings and donor calls involving such critical engagement (see the 1/10/13, 12/6/12 and 11/26/12 items in particular). Engaging with this pushback led to our posts comparing evidence quality for our top charities’ interventions and further discussing our rankings.
• We also believe that our content on top charities – and updates on their progress – has been more carefully reviewed than previously; for example, see this discussion of a footnote in an update we published on Schistosomiasis Control Initiative.

Where we stand

We continue to believe that it is important to ensure that our work is subjected to in-depth scrutiny. However, at this time, the scrutiny we’re naturally receiving – combined with the high costs and limited capacity for formal external evaluation – make us inclined to postpone major effort on external evaluation for the time being.

That said,

• If someone volunteered to do (or facilitate) formal external evaluation, we’d welcome this and would be happy to prominently post or link to criticism.
• We do intend eventually to re-institute formal external evaluation.

GiveWell continues to seek outstanding people to join our team. In addition to the Research Analyst position for which we’ve been accepting applications, we’ve also recently posted another job opening.

For the Research Associate position, we seek someone with a strong background in causal inference and quantitative research methods either through academic coursework at the graduate level (e.g. a masters degree in economics, statistics or a heavily-quantitative social science) or previous work experience.

We are hiring both for full-time positions and for paid summer internships for students entering their final year of school. Both positions would be located in San Francisco where GiveWell is based.

More details about both positions on our jobs page.

This is the third post (of five) we’re planning to make focused on our self-evaluation and future plans.

This post answers a set of critical questions for GiveWell stakeholders. The questions are the same as last year’s.

Is GiveWell’s research process “robust,” i.e., can it be continued and maintained without relying on the co-Founders?

Where we stood as of Feb 2012

We wrote:

We currently have 3 full-time analysts, and have made an offer to an analyst who will start in July, which would bring GiveWell to 4 full-time analysts. We continue to focus on recruiting and hope to reach 6 full-time analysts (8 total employees) summer 2012.

Analysts take the lead on most charity investigations; co-founders may provide basic guidance and sign off on work before it is published. GiveWell Labs, because of its experimental nature, will be led for the time being by co-founders.

Progress since Feb 2012

Following February 2012, we made two full-time hires and one part-time hire; one of the full-time hires departed GiveWell the same year. We also saw the departure of another analyst who had started in January of 2012 (and was included in the above quote). On net, therefore, the size of our staff rose by one part-timer. We also employed a summer intern and a trial hire, both of whom may become full-time employees this year.

Due to time sensitivity, the review of GiveDirectly – our new recommended charity in 2012 – was led by co-founders, rather than analysts. (See our shortcoming on this matter.) In addition, much of the work we put into deepening our research was led by co-founders. Analysts played valuable roles, and made far greater contributions than in previous years, but the share of work done by co-founders was higher than it would have been if we had not been dealing with this time sensitivity.

Two positive developments on this front in 2012:

• Our capacity has improved significantly because of the maturation of existing employees. We now have several analysts who are able to add substantial value on a regular basis, improving our capacity. Alexander Berger has been promoted to Senior Research Analyst and represents an expansion in our capacity for top-level investigations. Natalie Crispin has taken over primary management of GiveWell’s financials and donation processing (which was previously handled by co-founders) and is now Research Analyst and Financial Manager.
• Our research process has become better systemized. 2012 was the first year in which our process for investigating a top charity remained substantially the same as in the previous year, and we feel that this bodes well for our ability to train analysts to take on more of this process in the future.

Our work on GiveWell Labs is still new and exploratory, and thus is led by senior staff.
Where we stand
We currently have three full-time and one part-time analyst, along with the two co-founders. We are currently re-thinking our hiring process and the roles and qualifications of people we wish to hire.

Although analysts have taken on more responsibility, we remain reliant on GiveWell’s co-founders for significant core research work. Elie Hassenfeld is heavily involved in managing and conducting individual charity/giving opportunity investigations and Holden Karnofsky is heavily involved in completing literature reviews for the evidence of effectiveness and cost-effectiveness analyses for interventions.

What we can do to improve

We intend to make hiring a priority over the coming year, but are not yet sure of exactly what path this will take. We have some ideas for finding new hires more effectively than previously, including (a) evaluating people via trial work rather than relying on interviews when possible; (b) considering more senior hires with experience that is directly relevant to the work our research analysts do. We don’t believe we have yet found a reliable formula for hiring people, though we believe we are improving on this dimension, both through trial and error in hiring and through getting a better sense over time (via repetition) of what work our employees need to do.

Does GiveWell present its research in a way that is likely to be persuasive and impactful (i.e., is GiveWell succeeding at “packaging” its research)?

Where we stood as of Feb 2012

We wrote:

As traffic to our website has increased over the past 12 months, we would guess that the importance of better packaging our research has risen. In particular, we feel our site is poorly suited to donors who want to spend more than a few minutes but less than an hour on our site. (We have designed the site to make quick action easy and to provide significant depth, but we have no “middle level” of depth for gaining some information relatively quickly.)

Progress since Feb 2012

None. This has continued to be a low priority over the past year.

Where we stand

We continue to believe that the lack of mid-level content is a shortcoming that likely prevents us from reaching some potential donors.

What we can do to improve

We have several ideas that we could execute in order to produce more “mid-level” content regarding our recommendations, but we do not plan to prioritize this work in the coming year.

This is the second post (of five) that we’re planning to make focused on our self-evaluation and future plans.

This post answers a set of critical questions about the state of GiveWell as a donor resource. The questions are the same as last year’s.

Does GiveWell provide quality research that highlights truly outstanding charities in the areas it has covered?

Where we stood as of Feb 2012

We felt that current research was high-quality and up-to-date. However:

• We felt that there were multiple areas that could offer outstanding opportunities that we had not yet researched as thoroughly as we could have (particularly in the areas of nutrition, vaccinations, neglected tropical disease control, tuberculosis control, and research and development).
• We were not satisfied with the degree to which our research was “vetted.” It still seemed to us that we could make a substantial mistake or error in judgment, with too high a probability that it would remain unnoticed.
• We worried about our total “room for money moved,” which we estimated at $15-20 million in our top charities; it seemed possible to us that continued rapid growth could potentially lead us to “run out” of great giving opportunities.

Progress since Feb 2012

In 2012, we wrote that we wanted to:

1. Revisit the goal of having our work subjected to formal, consistent, credible external review.
2. Continue to look for more outstanding giving opportunities for individual donors, particularly in the areas we have identified as most promising (i.e. global health and nutrition).
3. Begin to look for more outstanding giving opportunities for individual donors through GiveWell Labs.

In 2012, we made limited progress on #1, strong progress on #2, and less than anticipated progress on #3:

1. We did not solicit any new external reviews of our work in 2012, and we did not formally revisit the goal of doing so. Rather than focusing on increasing formal expert review over the past year, we subjected our key pages to a higher level of pre-publication internal review, ensuring that pages and spreadsheets that play an important role in our final recommendations are thoroughly checked by at least one person who did not play a role in their production. We do not view this change as eliminating the eventual need for formal outside review, but we see it as adequate for our current needs. We also feel that the increased level of informal critical attention our research has received from the outside has lowered the need for formal external review (more on this in a future post).
2. We added GiveDirectly to our list of top-rated charities in November 2012, after a thorough review that included a site visit and review of the evidence for unconditional cash transfers. We also conducted further investigations in the area of global health and nutrition:
   • The most promising new interventions that we looked into, immunizations, Vitamin A supplementation (forthcoming), and salt iodization (forthcoming), do not appear to have the sort of room for more funding that our top charities do (i.e., we do not see opportunities to translate additional dollars directly into additional people reached).
   • We subjected our existing work on bednets and deworming to a higher level of scrutiny (see Revisiting the case for insecticide-treated nets, Insecticide resistance and malaria control, Revisiting the case for developmental effects of deworming, New Cochrane review of the Effectiveness of Deworming).
   • We continued to analyze organizations that seemed promising at the end of our 2011 round of research. We completed or updated reviews for many of these, including GiveDirectly (now a top-rated charity) and VillageReach (our #1-ranked charity from 2009-2011) in addition to Doctors without Borders, Deworm the World, PATH, and many others. (Our “newly published materials” email list provides links to all the materials we’ve recently published.)
3. In the realm of GiveWell Labs,
   • We spent a substantial amount of time this year working on meta-research, including recommending a grant to the U.S. Cochrane Center.
   • We also worked with Good Ventures on co-funding, including advising a $1 million co-funding project with the Gates Foundation.
   • We have also done some preliminary work on a few other causes, which we will be writing about in the future.

   However, we have not been able to devote as much time to GiveWell Labs as we would have liked, and progress has accordingly been slower than anticipated. We have not yet identified any giving opportunities that we are ready to recommend (aside from the two grants mentioned above, both funded by Good Ventures).

Where we stand

We continue to feel our research has identified outstanding giving opportunities for individual donors, with adequate capacity (room for more funding in top charities) to absorb the level of funding that we expect in 2013, but we believe that room for improvement remains across the three broad areas we identified in 2012: continuing to find ways to subject our research to scrutiny and quality control, finding more outstanding giving opportunities according to our traditional criteria, and broadening our criteria via GiveWell Labs.

Of these three, we think the most urgent need is to make more progress on GiveWell Labs. Progress on that front in 2012 was much slower than hoped, due to a smaller allocation of staff time than intended. In order to make more progress on GiveWell Labs in the future, we may need to put less time (in the short term) into the other two goals, while hoping eventually to expand our staff capacity so that we can pursue all three effectively.

What we can do to improve

We plan to prioritize work on GiveWell Labs more highly in 2013, devoting more staff time to research on new causes than we did in 2012. We aren’t yet sure how we will be addressing the other areas of improvement discussed above; it depends heavily on how much capacity we are able to devote to GiveWell’s traditional work while making sure that we are moving forward significantly faster on GiveWell Labs. How to allocate capacity between these two arms of GiveWell is a major question for the coming year, to be discussed further in a future post.

This is the first post (of five) we’re planning to make focused on our self-evaluation and future plans.

As in past years, we’re going to be posting our annual self-evaluation and plan as a series of blog posts. This post summarizes what changed for GiveWell in 2012 and what it means for the future. Future posts will elaborate.

For us, the major developments of 2012 were:

• We continued to strengthen our partnership with Good Ventures. In 2011, we made contact with Good Ventures, a new foundation, and they made grants totaling $750,000 to our top-rated charities. During 2012, we have been working more closely with Good Ventures, including playing a significant role in $1.1 million worth of grants made to organizations that are not top-rated GiveWell charities. Good Ventures also made $2 million in grants to GiveWell top charities in 2012.
• We relocated to San Francisco. During 2012, we decided to move our office (and staff) from New York to San Francisco. As of February 2013, we have completed the move. We are sharing office space in San Francisco with Good Ventures.
• Growth in money moved was strong, but appears to be slowing relative to the previous 100% per year pace. Our total money moved for 2012 was over $8.5 million (we haven’t yet finalized the tally), compared to a bit over $5 million for 2011; excluding two particularly large and unrepresentative donors, it was ~$5.5 million for 2012 as compared to ~$3.4 million for 2011.
• Our staff capacity has grown slower than we had hoped. We currently have a staff of five full-time employees and one part-time employee, compared to five full-time employees at the end of 2011; in last year’s plan we expressed a hope that we would have eight full-time employees by this time.

  We continue to believe that we have more work than staff capacity our current size, and recruiting will be a major priority for 2013.

• We conducted a thorough review of GiveDirectly and added it to our list of top charities, in addition to conducting deeper research in a number of areas of global health and nutrition that we had not previously investigated in depth. We anticipate continuing to look for more top charities in the global health and nutrition field in 2013, particularly organizations working on interventions we have not previously prioritized, but our work in 2012 has led us to suspect that room for more funding will be an ongoing issue as we consider new interventions.
• Our process for conducting research on new charities has become more systematic and replicable. We now have relatively stable pattern of initial phone calls and document requests to prioritize organizations, followed by a “deep dive” review of highly promising organizations (including a site visit), along with an intervention report and cost-effectiveness analysis for the intervention a potential top charity conducts. In addition, more thorough (pre-publication) internal and (post-publication) external reviews of our core research products have also made us more confident in our recommendations than we have been previously.
• We did not make as much progress as hoped on GiveWell Labs, our effort to conduct research on other causes. Upping our staff allocation to GiveWell Labs, and thus the progress we make on it, is a major priority for 2013.

Overall, in 2012 our research and our influence both improved significantly, but we see substantial room for more improvement, particularly with our work on GiveWell Labs and with the development of our organizational capacity. We continue to believe GiveWell has enough impact to justify its operating expenses, and hope to have much more impact in the future.

Of course, we also made plenty of mistakes in 2012, and we’ve recently updated our shortcomings log to reflect them. Perhaps most importantly, our process for considering GiveDirectly as a potential top charity started later in the year than it should have, leading us to miss our goal of having our “giving season” updates ready by November 1st; this also meant that our co-founders played a larger role in investigating GiveDirectly than they ideally would have (due to time sensitivity), which had negative consequences for the time we were able to put into GiveWell Labs and for the long-term development of our organizational capacity.