[1] In 1992, James P. Grant, then executive director of UNICEF, asked Daniel C. Taylor, co-founder of The Mountain Institute, and his father Carl E. Taylor, founding chair of the Department of International Health at the Johns Hopkins Bloomberg School of Public Health, to investigate why there was no correlation between the amount of money that UNICEF invested in sustainable development projects and the output that the projects achieved.

The main issue that UNICEF faced was that they had many successful projects in specific communities, but fell short when they attempted to scale them up.

They called the approach that they developed SEED-SCALE (Self Evaluation with Essential Data - Selecting Communities As Learning Examples).

SEED-SCALE had three phases: (1) identifying a successful local project for social development; (2) transforming it into a community-based Action Learning Centre; and (3) a systematic process of facilitating community-to-community extension.

By 2012, Future Generations was working in China, Peru, India, Afghanistan, Canada, Haiti, and the United States.