Hi! I'm a generalist on the executive office, where I work on M&E, managing cross-CEA initiatives, and other special projects. I used to be the content lead on the EA Global team at CEA, and before that I did economic consulting. I was born and raised in Hong Kong 🇭🇰.
Think I'm making a mistake? Want to give me feedback? Here's my admonymous. You can also give feedback for me directly to my manager, Oscar Howie.
Hey @AnonymousEAForumAccount, I’m sorry for not responding to this earlier, and thank you as always for your thoughtful engagement with our strategy. I genuinely appreciate your deep engagement here. As context, I work closely with Jessica on coordinating the growth pillar within CEA.
Going through your comments line by line:
Prioritizing high-value community assets.
As Toby and Sarah have mentioned, I’m really excited that we’re prioritizing work to improve the quality of these programs and expand their reach! I won’t say more since I think my colleagues have covered it.
Creation of good, public growth dashboards.
Thanks for your bids here — responding by category:
Thoughtful reflection on growth measurement.
To take a step back, I think we'd broadly agree that much less effort historically has been put into investigating the question of “How much is EA growing and in what ways?” than we both would like. This is still a very shallow research area relative to where I’d like the EA community to be, and while I think we have made important progress in the last few years, I’d be interested in more work here.
In terms of the specific analysis you point to, we’ve stopped relying on this exact methodology internally so haven’t prioritized following up on it, although if someone wanted to try grading our line-by-line predictions based on e.g. our dashboard + public information (some linked from the post), I’d be pretty excited about that.
I have some quibbles around how “obviously off” the analysis is in retrospect (my confidence intervals around the top line numbers were pretty wide, and the analysis was importantly not just tracking growth in principles-first EA community building projects which I think changes its interpretation), but I won’t dive deep into these for sake of time.
Transparency about growth strategy and targets
Thanks for prompting us for this! For transparency, our top priority right now remains making sure we endorse and are able to reach our growth targets, and I expect this will take up the majority of our growth-specific attention in Q2-Q3. I think that’s appropriate for solidifying our work internally, and am excited for us to share more in due course.
I was extremely surprised to see the claim in the OP that “Growth has long been at the core of our mission.”
I wonder if we are talking past each other here (I’m surprised at your surprise!), although perhaps this wording could also have been clearer. As a community building org, a major way I think CEA has become more successful over time is in building up our programs. For instance I think of the growth in our EAG and EAGx portfolio from pre- to post-pandemic times, and the scaling in our Ongoing Support Program for university group organisers as two emblematic examples of programs finding their product-market-impact fit and then scaling up to achieve more impact over time.
I think what's new here is that after a period of being focused on building foundations internally (in part to prepare for growth), we are now back towards a more unified growth-focused strategy across CEA.
FWIW, I appreciated reading this :) Thank you for sharing it!
We had a bit of a tragedy of the commons problem because a lot of people are risk-averse and don't want to be associated with EA in case something bad happens to them but this causes the brand to lose a lot of good people you'd be happy to be associated with.
I so agree! I think there is something virtuous and collaborative for those of us who have benefited from EA and its ideas / community to just... being willing to stand up and say simply that. I think these ideas are worth fighting for.
I'm a proud EA.
<3
From this post:
They’re now sequencing wastewater from eight sewersheds across four metropolitan areas, with the addition of Riverside CA (in collaboration with Jason Rothman) in December.
In Fall 2023 we partnered with CDC’s Traveler-based Genomic Surveillance program and Ginkgo Biosecurity to collect and sequence both pooled airplane lavatory waste and municipal wastewater influent and sludge. We’ve submitted a full set of aliquots to MIT’s BioMicroCenter for high-throughput library preparation, and will be sending the libraries to Broad Clinical Labs for sequencing later this quarter.
I see, that answered some of my questions. I still feel confused how big a sewershed is relative to a city, and how much that matters from the perspective of early detection. But no pressure to engage, was just curious. Exciting!
Wow, this is so exciting!! Thanks for sharing, and congratulations team!
To this end, we're pleased to share that Open Philanthropy has granted $3M to the NAO over one year to fund a significant scale-up of our wastewater sequencing, targeting three NovaSeq X 25B runs weekly.
Wow 😍. That's great. And if I read footnote 2 right, the implication is that by end of 2025, you'd aim to be able to detect a pathogen that sheds like Influenza A in cities you monitor before 2% of the population is infected? Or is that not quite right because you're targeting 3 such runs weekly across all cities (maybe I should say "sewersheds"?) so you wouldn't quite be able to hit that point yet?
I had some other basic / not-an-expert questions but no pressure to engage :)
There's this ACX post (that I only skimmed and don't have strong opinions about) which mostly seems to do this, minus the "pushing" part.