If you want to know more, we (CEA) just published our stewardship strategy, focused on building sustainable momentum for the EA community

“In my role at CEA, I embrace an approach to EA that I (and others) refer to as “principles-first”. This approach doubles down on the claim that EA is bigger than any one cause area. EA is not AI safety; EA is not longtermism; EA is not effective giving; and so on. Rather than recommending a single, fixed answer to the question of how we can best help others, I think the value of EA lies in asking that question in the first place and the tools and principles EA provides to help people approach that question.”

Zach wrote this last year in his first substantive post as CEO of CEA, announcing that CEA will continue to take a “principles-first” approach to EA. (I’m Zach’s Chief of Staff.) Our approach remains the same today: we’re as motivated as ever about stewarding the EA community and ensuring that together we live up to our full potential.

Collectively living up to our full potential ultimately requires making a direct impact. Even under our principles-first approach, impact is our north star, and we exist to serve the world, not the EA community itself. But Zach and I continue to believe there is no other set of principles that has the same transformative potential to address the world’s most pressing problems as EA principles. So, in our assessment, at this moment in time, the best way for CEA to make progress towards our ultimate goal is sustainably growing the number of people putting EA principles into practice.

In reaching and implementing their decision to shift their strategic approach, Niel and others at 80k are putting those principles into practice. While we might disagree about some of the particulars, or draw different conclusions, we don’t disagree that updating in response to new information is appropriate, that AI risk reduction is a critically important cause, or that achieving progress at the scale and speed required will require making some hard trade-offs. We agree that there will be implications and opportunities for our community, including for CEA, in terms of filling some of the gaps 80k might leave behind, and this transition will be made smoother by the fact we are all still shooting for the same north star.

I want to recognize that these are big shoes to fill: 80k has built an incredibly impressive team, developed a set of remarkable products, and earned great respect from a wide audience. I’m both sad that this unique combination won’t be deployed so directly in stewardship of EA, and excited to see what it can achieve with even greater focus.

Quick followup to note that collaborative spirit is included among CEA's Guiding Principles listed on the CEA site. Clearly it's confusing - including to a member of CEA's own staff like me! - that we refer to different things as 'principles' in different places, and that might be something we look to clarify if and when we revisit these pages as Zach Era CEA.

Thanks for reading closely, and for flagging this! While CEA is the owner of EA.org, the intro essay was drafted by a collaborative process including non-CEA staff, and the final version was written by 80k's Ben Todd (more in the essay's announcement here).

The discrepancy is tracking the reality that there is no consensus about how best to define EA, although I think the omission of collaborative spirit from the CEA page is an oversight and I expect we will edit it accordingly soon.

Our (CEA's) website has a page about core EA principles.

And note that Zach has said elsewhere he intends to write more about his views in due course.

Circling back to say we recently published CEA's 2023 budget.

Note that we project spending to be substantially under budget.

In 2021, we spent $6.9m and ended the year with 29 staff. This is not an apples-to-apples comparison, because those staff include five members of what was then the CEA ops team, and is now the EV Ops team, so the more direct comparison is with 24 staff at that time.

You can see on our dashboard some of the ways our programs have changed since 2021 (three in-person EAG events compared to one, nine EAGx events compared to zero, etc).

CEA’s spending in 2023 is substantially lower than in 2022: down by $4.8 - 5.8 million.

The graph below shows our budget as it stood early in the year, reflecting our pre-FTX plans, and compares that to how our plans and spending have evolved as we’ve adapted to the new funding environment. This has happened during an Interim period in which we’ve tried where possible not to make hard-to-reverse changes that constrain the options of a new CEO.

We currently have the same number of Core staff that we did at the end of 2022 (37), but staff costs are a relatively small proportion of our overall spending (around 20% in 2023).

• For example, we spend a lot on events, and have cut a lot of event spending, but largely by reducing passthrough costs rather than by firing people from what is already a small team relative to the scale of its activities.
• In contrast, the costs of the Online team responsible for the Forum are much more staff-heavy, and we don’t have plans to replace several people who left the team this year. We did recently hire one new person to work on Forum content.
• It’s also worth noting that we postponed as much hiring as we could during our ongoing Interim period, so we expect our total number of staff to increase in 2024 relative to today’s benchmark. We expect that increasing staff costs as a proportion of our spending will increase the quality and cost-effectiveness of our programs.

You can read more about CEA's relationship with Leverage Research on our mistakes page.

1. Healthy habits can be good for your wellbeing and productivity, in the short- and long-term
2. Establishing healthy habits is especially hard under conditions of scarcity: time, energy, bandwidth
3. It’s worth putting in effort to establish health habits during the good times

I keep daily yoga and meditation practices, one in the morning and one during the day, and I keep them during busy and stressful periods. I don’t think I would have started or maintained either (or habits related to sleep, food, phone) if I hadn’t entrenched them as fixtures of my routine when I was living an easier life.

This is not an argument for specific habits. Compiling the evidence behind and my experience of my preferred habits would require more scarce time than I currently have. And in any case, I don’t think I’ve found the Correct Combination for myself, let alone anybody else.

It is an argument for acting now, beginning to solidify whatever your preferred habits might be, before you come to really depend on them.