The Academy for Educational Development (AED) stands as a pivotal organization in the realm of global development, having left an indelible mark on education, health, and economic initiatives worldwide. Founded over six decades ago, the Academy for Educational Development evolved from a U.S.-focused entity into a global powerhouse dedicated to uplifting disadvantaged communities. This article explores its rich history, mission, programs, and lasting legacy, highlighting how the Academy for Educational Development addressed critical social challenges through innovative approaches.
History of the Academy for Educational Development
The Academy for Educational Development was established in 1961 in Washington, D.C., by visionary educators Alvin C. Eurich and Sidney Tickton. Initially, the organization concentrated on providing technical assistance for higher education management within the United States. Eurich, a former president of the State University of New York, and Tickton, an expert in educational planning, recognized the need for systematic improvements in academic institutions. Their early work involved studying higher education systems, such as an initial project analyzing Kansas’s educational landscape.
As the 1960s progressed, the Academy for Educational Development expanded its horizons. By the 1970s, it ventured into instructional technology and education reform, incorporating tools like media and communication to enhance learning outcomes. The organization began extending its expertise internationally, focusing on developing countries where education and health disparities were stark. This shift was driven by a growing awareness of global interconnectedness, particularly in the post-World War II era of international aid.
Throughout the 1980s and 1990s, AED scaled up its operations dramatically. It established partnerships with government agencies, multilateral organizations, and private corporations. By the early 2000s, the Academy for Educational Development was running over 250 programs across the United States and more than 150 countries. Key milestones included collaborations with the U.S. Agency for International Development (USAID) and the World Bank, which funded initiatives in environmental communication, social marketing, and civil society building. Despite facing controversies in its later years, such as executive compensation scrutiny and a USAID suspension in 2010 over mismanagement allegations in Pakistan and Afghanistan projects, AED maintained its commitment to ethical development work.
In 2011, the Academy for Educational Development underwent a significant transformation. It merged with Family Health International (FHI), another prominent nonprofit, to form FHI 360. This merger was partly influenced by financial and operational challenges, including a $5 million settlement with the U.S. Department of Justice to resolve false claims allegations. Post-merger, all AED programs transitioned to FHI 360, ensuring continuity in its mission-driven efforts.
Mission and Objectives
At its core, the Academy for Educational Development aimed to improve lives by enhancing education, health, and economic opportunities for the least advantaged populations in the United States and developing nations. Its mission emphasized sustainable, cost-efficient solutions achieved through collaboration with national and local partners, beneficiaries, and donors. As a member of the U.S. Global Leadership Coalition, AED tackled economic and social challenges head-on, promoting flourishing societies.
The organization’s objectives were rooted in seven core values: passion, respect, results, integrity, innovation, diversity, and excellence. These principles guided its work, ensuring inclusivity and cultural competence. AED prioritized compositional diversity (in workforce representation), organizational diversity (in policies and practices), and diversity in cultural competence (in program delivery). This holistic approach allowed AED to address multifaceted issues, from health epidemics to educational inequities, with sensitivity and effectiveness.
Key Programs and Initiatives
The Academy for Educational Development organized its efforts into five main areas: global health, population, and nutrition; global learning; leadership and institutional development; social change; and U.S. education and workforce development. These categories encompassed a wide array of programs designed to foster long-term impact.
In global health, AED’s GreenCOM project stood out as a strategic environmental communication initiative for USAID. It supported agricultural and environmental programs worldwide, using social marketing to promote behaviors like sustainable farming and disease prevention. Similarly, the DOT-COM Alliance, particularly the dot-ORG program, leveraged information and communication technologies to advance development goals.
Education remained a cornerstone. The Center for Academic Partnerships facilitated international exchanges, including study abroad and service learning through the AED Development Fellows Program. AED also administered the National Security Education Program’s David L. Boren Fellowships, partnering with George Washington University to support graduate students in language and cultural studies. In the U.S., programs like Middle Start provided research-based professional development for educators, emphasizing rigor, equity, and achievement in middle schools.
Youth development was another focus. The Center for Youth Development and Policy Research launched the Promising Practices in Afterschool System in 1999, funded by the Charles Stewart Mott Foundation, to highlight effective afterschool models. Internationally, AED advised on the Iraq Education Initiative, aiming to send up to 10,000 Iraqi students to study in the U.S., U.K., Canada, and Australia through 2014.
