BANKSETA AR 31 AUGUST

PERFORMANCE INFORMATION

With the advent of technological changes and digitisation, each of the indicated categories of stakeholders adopted different technologies that altered the service delivery environment, requiring the BANKSETA to respond differently in order to deliver on its strategic objectives. Banks, which are our biggest stakeholders, increasingly adopted digitisation of their services necessitating the BANKSETA to adapt its training programmes to include online learning. Our funding windows had to be revised to include offering training programmes through virtual (online) platforms as opposed to physical classrooms. On the other end of the spectrum, we continue to have stakeholders such as SMMEs, CFIs and stokvels who have not adopted the latest technology trends in banking and still rely primarily on face-to face interactions. For these stakeholder training interventions still involve physical classrooms guided by face-to-face learning facilitation. BANKSETA also responded to this by tailoring projects to suit their unique circumstances. Organisational Environment In the current year a Chief Executive Officer and Company Secretary were appointed. The BANKSETA physical provincial footprint remains a concern as besides the Gauteng Head Office, the other egional offices are in Limpopo (also servicing Mpumalanga), Free State and Eastern Cape (also servicing Western Cape). This limited capacity restricted our ability to increase our monitoring of projects as well as reach out to other provinces. The BANKSETA Accounting Authority has approved a project to redesign the service delivery model of the BANKSETA which will see us increasing our footprint in the country in the near future. Key Policy Developments and Legislative Changes There has not been any major policy or legislative changes that impacted on service delivery during the period under review.

26

PART B: PERFORMANCE INFORMATION | BANKSETA ANNUAL REPORT 2021/22