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this is: EA needs consultancies, published by lukeprog on the effective altruism forum.

Problem

EA organizations like Open Phil and CEA could do a lot more if we had access to more analysis and more talent, but for several reasons we can't bring on enough new staff to meet these needs ourselves, e.g. because our needs change over time, so we can't make a commitment that there's much future work of a particular sort to be done within our organizations.[1] This also contributes to there being far more talented EAs who want to do EA-motivated work than there are open roles at EA organizations.[2]

A partial solution?

In the public and private sectors, one common solution to this problem is consultancies. They can be think tanks like the National Academies or RAND,[3] government contractors like Booz Allen or General Dynamics, generalist consulting firms like McKinsey or Deloitte, niche consultancies like The Asia Group or Putnam Associates, or other types of service providers such as UARCs or FFRDCs.

At the request of their clients, these consultancies (1) produce decision-relevant analyses, (2) run projects (including building new things), (3) provide ongoing services, and (4) temporarily "loan" their staff to their clients to help with a specific project, provide temporary surge capacity, provide specialized expertise that it doesn't make sense for the client to hire themselves, or fill the ranks of a new administration.[4] (For brevity, I'll call these "analyses," "projects," "ongoing services," and "talent loans," and I'll refer to them collectively as "services.")

This system works because even though demand for these services can fluctuate rapidly at each individual client, in aggregate across many clients there is a steady demand for the consultancies' many full-time employees, and there is plenty of useful but less time-sensitive work for them to do between client requests.

Current state of EA consultancies

Some of these services don't require EA talent, and can thus be provided for EA organizations by non-EA firms, e.g. perhaps accounting firms. But what about analyses and services that require EA talent, e.g. because they benefit from lots of context about the EA community, or because they benefit from habits of reasoning and moral intuitions that are far more common in the EA community than elsewhere?[5]

Rethink Priorities (RP) has demonstrated one consultancy model: producing useful analyses specifically requested by EA organizations like Open Philanthropy across a wide range of topics.[6] If their current typical level of analysis quality can be maintained, I would like to see RP scale as quickly as they can. I would also like to see other EAs experiment with this model.[7]

BERI offers another consultancy model, providing services that are difficult or inefficient for clients to handle themselves through other channels (e.g. university administration channels).

There may be a few other examples, but I think not many.[8]

Current demand for these services

All four models require sufficient EA client demand to be sustainable. Fortunately, my guess is that demand for ≥RP-quality analysis from Open Phil alone (but also from a few other EA organizations I spoke to) will outstrip supply for the foreseeable future, even if RP scales as quickly as they can and several RP clones capable of ≥RP-quality analysis are launched in the next couple years.[9] So, I think more EAs should try to launch RP-style "analysis" consultancies now.

However, for EAs to get the other three consultancy models off the ground, they probably need clearer evidence of sufficiently large and steady aggregate demand for those models from EA organizations. At least at first, this probably means that these models will work best for services that demand relatively "generalist" talent, perhaps corresponding ...