Mobility

1. What is the current status of and progress with this training initiative?

• The MBT Executive Leadership Programme is an ongoing leadership capacity-building initiative designed as part of a strategic collaboration between the University of Cape Town Graduate School of Business Executive Education and Western Cape Mobility Department.
• The programme is targeted at active MBT members in leadership or decision-making roles, with a strong focus on collaboration, regional diversity and change management.
• The programme launched in October 2025 and has progressed from concept to full implementation, supported by a clearly defined delivery model. It comprised three block sessions, each delivered over two days between November 2025 and March 2026. After every formal block session, an intermodular group‑coaching session followed to cultivate peer learning and reinforce key concepts.
• At its core, this programme is a catalyst for transformation, a deliberate shift from reactive, fragmented leadership to a future shaped by integrity, strategic foresight, and inclusive impact. Grounded in Ken Wilber’s Integral Theory, it develops leaders through three essential dimensions: Me (Self‑Leadership), We (Leading Others), and It (Leading the Future). This integrated approach builds leaders who are not only capable in their roles today, but equipped to influence systemic, sustainable change across the sector.
• The programme is framed as a six-month leadership journey that redefines what it means to lead in the minibus taxi industry, creating leaders who are grounded, visionary, and ready to shape a new future.
• All modules have now been completed, and the programme is moving into the application phase. Panel presentations will take place in April, followed by the graduation.

2. How much funding has been spent by his Department to support this programme to date?

• To date, an amount of R600 000.00 has been invested in supporting this programme. This investment has enabled the full implementation of all programme components, including three block sessions, facilitation, content development, and participant support, which included transport allowance for those traveling far, and accommodation for all students over every block session. Resulting in a structured, outcomes-driven leadership development journey that is now moving into its application and impact phase. 
• The forthcoming panel presentations and graduation will further demonstrate the programme’s value and return on investment through improved capability, practical application of learning, and strengthened operational performance across participant teams.

3. How many executives from the minibus taxi industry have participated in the programme?

• There are 15 participants (8 males and 7 females) on the current programme, ten regional executives and five emerging leaders.

4. What measurable outcomes has his Department identified from the participation of executives in this training?

• The aim of the programme is to:
  • Create a shift from reactive and fragmented leadership to proactive, cohesive and purpose driven leadership.
  • Enhance leadership capacity across the integral (Me, We and It) model, including self-leadership, relationship leadership and future‑oriented strategic capability.
  • Strengthen governance, professionalisation and stakeholder collaboration within the MBT sector.
  • Improve ability to translate learning into actionable industry impact, including through community‑based projects and contribution to broader PSTP objectives.
  • Create alignment of MBT leadership with safety, service quality, governance and digital/technology enabled monitoring practices (e.g. Shayela Smart and related initiatives).

5. What specific areas of training were provided to participants?

• The core training modules delivered across the three domains are: Personal Leadership, Systems Thinking, Problem-solving and Crisis Management, Strategic Thinking, Entrepreneurship, Informal Economies and Innovation

6. How do these relate to his Department’s strategic priorities for transforming the minibus taxi sector?

The curriculum directly advances the Department’s MBT transformation priorities by:

• Leadership for safety, integrity, and dignity: Embedded across Personal Leadership, Problem-Solving & Crisis Management, and Innovation - raising day-to-day service standards. 
• Governance, accountability, and compliance: Reinforced by Strategic Thinking, Systems Thinking, and Personal Leadership - clarifying policies, procedures, and roles. 
• Professionalisation & formalisation: Advanced by Strategic Thinking, Entrepreneurship, and Informal Economies - codifying practices and improving consistency. 
• Technology adoption: Enabled by Systems Thinking and Innovation within an evidence-based framework - supporting monitoring and operational improvement. 
• Collaboration & regional alignment: Strengthened through Personal Leadership and Systems Thinking - facilitating association-to-association and government–industry alignment. 
• Financial sustainability: Driven by Strategic Thinking and Entrepreneurship - supporting recapitalisation and vehicle investment pathways. 

Inclusivity and community impact: Emphasised in Personal Leadership and Informal Economies - ensuring accessibility and equitable service.