Mobility

1. (a) It is anticipated that the pilot will commence during Q1 2027, subject to budget approval.

(b)(i) Shayela Smart is a province-wide programme, with all operators across the province being included (this equates to roughly 11 500 operators once fully rolled out province-wide).

(ii) The initial pilot phase will entail the rolling out across 31 routes operating out of Station Deck. This equates to roughly 2 000 vehicles.

(c) Shayela Smart is a joint initiative between Province, City of Cape Town, and SANTACO Western Cape. Province’s share of the programme over the rollout period is as follows (noting that the cost stabilises from financial year 4 when the programme will have fully rolled out):

• FY1: R73.8 million
• FY2: R150.8 million
• FY3: R254.2 million
• FY4 onwards: R258.2 million

(d) Phase 1 comprises the following interventions:

• Driver and vehicle monitoring – to support operational efficiency and compliance.
• Driver registration – to improve safety, enable accountability, and support the professionalization of the sector through accredited training.
• Industry-wide training – to capacitate the industry and thereby improve levels of service for passengers.
• Unified branding – to professionalise the sector and support operational efficiency and identification of compliant vehicles.
• Increased ranking capacity – through a combination of infrastructure-light interventions (remote holding areas and strategic stop and go facilities) and technology-based solutions, to alleviate congestion and allow for passenger demand to be fully met.

2. (a) The Business Plan was co-developed with the 8 regional leaders of SANTACO WC.

(b) Inputs were received through a series of workshops with industry

leadership, as well as written feedback, which informed refinements to the

programme. These inputs included:

• Support for the Shayela Smart Programme and its underlying principles, with proposals aimed at enhancing its effectiveness within the MBT industry. 
• A recommendation to reflect the industry as “decentralised” rather than “fragmented”, and to recognise ongoing efforts to strengthen industry organization.
• The need to acknowledge external and systemic factors contributing to industry-related violence, including route oversupply and demand management challenges. 
• Concerns regarding driver compliance requirements, particularly PrDP-related constraints, with proposals to explore amnesty or rehabilitation measures. 
• Support for training initiatives, with recommendations for flexible implementation and a focus on accredited programmes to improve industry attractiveness and retention. 
• The importance of empowering and capacitating industry-owned entities to manage facilities and operations. 
• Proposals for incentive-based systems to encourage compliance and improved performance among drivers. 
• Recommendations to introduce driver wellness measures and a standardised service charter; and 
• The establishment of industry-led structures to manage infringements and strengthen accountability.

3. (a) SANTACO WC regional leadership, having co-developed the Business Plan, and sees value in the Programme.

(b) SANTACO WC has recently elected new leadership for the forthcoming four-year term. As a result, there is a need to reaffirm the agreed process and the co-created solution with the newly appointed leadership. In addition, SANTACO WC has yet to conduct an industry-wide roadshow aimed at engaging and securing the support of the broader minibus taxi industry.