In its concluding remarks, Khula indicated that the strategic plan focuses on the consolidation of existing strategies and structures to optimize service delivery and dedicated SME finance. Khula acknowledges that the wholesale model has limited the ability of the institution to make optimal impact and will be re-engineered. According to the acting CEO, the key strategic trust to raise delivery to next level and thus make a more meaningful impact to SMEs, is the design and implementation of Khula Direct. Khula emphasized that bolder investment is required to sustain momentum. Deliberations . Fall of Absa's involvement in the Credit Indemnity Scheme - the acting CEO indicated that it became evident during the recession that major banks had all reviewed their books, and scaled down their financing of SMEs. Since economy showed signs of recovery, there had been a small increase in economic activities. . Khula Direct or fund manager - Khula highlighted that it was initially set up as a wholesale operation and in order to enter the retail market meant that it had to reposition itself. However, it needs to manage its existing book, so it could not just walk away from the wholesale business. Khula intends starting direct lending slowly at first, but retail will probably overtake wholesale within three to five years. . Khula involvement with the Foundation for Africa Business and Consumer Services (FABCOS) - Khula has set up a R100m fund with FABCOS - Khula is providing R70 million and FABCOS R30 million. The aim of these funds is dedicated to small entrepreneurs in the townships and the take-up thus far has been very good. . Khula Direct vis a viz wholesale funding - According to the acting CEO, Khula's impact can be seen through the disbursement of R2.5 billion since its inception and the creation of 25 000 jobs. According to the acting CEO these figures could have been much more if Khula was able to lend directly. . Khula's limited funding in the Northern Cape - There is a RFI in Bloemfontein which services the Provinces of Free State and Northern Cape. Khula has a relationship with Business Partners and they are encouraged to invest in ventures in the area. However, the acting CEO conceded that this might not be sufficient. . Recapitalization of Khula - According to the acting CEO, Khula does not have the ability to borrow outside of government sources and Khula was last capitalized in 2006.