On that basis, SG 2000 and the government draw up a memorandum of understanding that lays out the responsabilities of both parties. SG 2000 insists on working through government agencies rather than setting up a parallel organization outside the government. This helps to ensure that the national extension agency really benefits from the lessons learned and will retain them when the SG 2000 projects draw to a close.

A lean staff allows SG 2000 to concentrate its funds on operations rather than on expatriate salaries, as the SG 2000’s projects have at most one or two expatriate advisors per country. The bulk of the work is carried out by national extension workers under the supervision of senior extension officials.

Initially, SG 2000’s principal objective was to demonstrate the potential of improved food crop technology, by the training of extension workers and farmers, mainly. From 1986 up to 2003, SAA operated in 10 countries (Ghana, Nigeria, Burkina Faso, Mali, Guinea, Ethiopia, Tanzania, Uganda, Malawi and Mozambique).
But now the situation is quite more complicated, and it requires that SG 2000 we establish stronger partnerships and cooperations, and more complete programmes (from technical training to management, agro-processing, marketing, farmers organizations, value-adding activities…).

The SG 2000 Country projects in Ghana, Tanzania and Guinea ended in 2003/2004, whereas in Malawi Ethiopia all the activities it ended in July, 2006.
The SAA Board of Directors decided in 2004 to concentrate its human and financial resources on a smaller number of countries. It chose Ethiopia, Mali, Nigeria and Uganda to receive 75% of the staff attention and resources. It means that some selected activities, mostly with our regional partners (WARDA, ect.) and our regional programmes (QPM, rice and agro-processing) will continue in non-focus countries for a while.

SAA believes this is the way to achieve a greater impact in helping the African governments and farmers to accelerate the agricultural growth.