SAACP SAAPI YPG ACADEMY 1
3-4 INSIDE THE PSSA SG BRANCH: INTRODUCING OUR 2026 SUB-COMMITTEES 5-6 PSSA SOUTHERN GAUTENG SECTORS 7-8 UPCOMING EVENTS 9 WITS WHITE COAT CEREMONY 2026 10 WELCOMING OUR NEW ACADEMY REPRESENTATIVES 11-12 2026 PLANS AND PRIORITIES: WITS ACADEMY 13 CELEBRATING LEADERSHIP AND PROGRESS AT SAAHIP AGM 14 YPG’S VISION FOR 2026 15 A LOOK INTO THE VARIOUS PARTS OF A WITS PHARMACY STUDENT 16 SAAPI CONFERENCE 17 SAAPI WORKSHOPS 18 2
Dearest Colleagues, My name is Stephanie Leigh, and some of you may know me through my involvement in the Southern Gauteng Branch over the years, including my time serving as Vice-Chairperson under the leadership of Mr. Tshifhiwa Rabali from 2023 to 2025. Over the course of my career, I have engaged closely with the work of the Pharmaceutical Society of South Africa, and in particular the Southern Gauteng Branch, but more significantly with the individuals who give it substance. Through this, I have come to recognise that its strength does not lie in its structures, but in the collective contribution of its members across sectors and stages of practice. It is therefore both an incredible honour and a weighty responsibility to take on the role of Chairperson for 2026, and I would like to sincerely thank the Branch Committee for the confidence placed in me. I approach this role with a clear understanding that it is not about individual leadership in isolation, but about enabling a space where the profession can engage meaningfully, where different perspectives can be brought forward, and where the work of the Branch reflects the realities and priorities of those it represents. As we begin this term, what is particularly evident is the strength and composition of the current committee. The 2026 Branch Committee brings together colleagues from across community pharmacy, hospital practice, industry, academia, and our student and young pharmacist structures, creating a breadth of experience that allows for both continuity and renewal. Our vision is supported by the foundational and forward-looking work undertaken by the Branch Committee of 2025, which has enabled the current committee to focus not on rebuilding, but on continuing our legacy of advancing and strengthening the way in which the Branch operates and our profession is represented. In reflecting on the current position of the Branch, and the pace of change within the profession, it becomes clear that we need to be deliberate in how we respond to the evolving needs of our members. Pharmacy practice continues to shift in response to regulatory developments, system pressures, and changing expectations, and within that context the Branch must remain responsive in a way that is grounded in practice while still providing direction and support. This does not suggest that we need to do more, as there is already substantial work taking place across sectors, supported by a high level of commitment from those involved; rather, it points to the need for greater intentionality in how that work is connected, communicated, and aligned so that it translates into meaningful value for members. As part of this more intentional approach to how the Branch functions, there has been a deliberate effort to strengthen the structures that support our work. The continued support for focused sub-committees reflects our commitment to creating spaces where key areas such as collaboration, professional development, and communication can be given more sustained attention. These are not additional layers of activity, but mechanisms to ensure that the work of the Branch is more coordinated, more inclusive of sector perspectives, and ultimately more effective in how it serves members. Within this context, one of the most immediate opportunities lies in how we strengthen connections across sectors, as valuable initiatives often take place within sectors without necessarily extending beyond them. Where collaboration does occur, it strengthens continuity across the professional pathway, supports development at different stages of a career, and contributes to a more coherent professional environment. These connections therefore need to be actively encouraged and supported rather than left to develop incidentally. 3
way that is purposeful rather than ad hoc. It also means ensuring that successful initiatives are not confined to a single sector, but are shared, adapted, and built upon in ways that allow broader participation and impact. Closely linked to this is the question of communication, as members are not always able to access information, opportunities, and support in a way that is clear and straightforward, not due to a lack of activity, but because that activity is not always visible or easily navigable. If the Branch is to serve its members effectively, then communication must be approached more deliberately, ensuring that it is accessible, relevant, and reflective of what members need in practice. This includes strengthening how information is shared across platforms, improving the consistency and clarity of messaging, and ensuring that members are able to identify where to engage and how to access support without unnecessary barriers. It also requires a shift from simply disseminating information to enabling interaction, where communication becomes a two-way process that allows members to engage, respond, and contribute. At the same time, there is a need to consider more deliberately who we are engaging as part of this professional space, particularly in relation to Pharmacy Support Personnel, who remain integral to the functioning of the profession, but who often feel they are not always fully integrated into structures such as ours. A more inclusive approach to engagement in this regard is not an additional consideration, but a necessary one if the Branch is to reflect the profession in its entirety. This will involve ensuring that communication, activities, and platforms are inclusive of their roles and experiences, as well as creating opportunities for their perspectives to be represented and recognised within the work of the Branch. Underlying all of this is the recognition that the Branch is shaped by its members, and that its relevance depends on how well it reflects your experiences, your challenges, and your priorities within the profession. This requires creating space for a range of perspectives to be expressed and ensuring that engagement is not limited or influenced by the prominence of particular voices, but instead allows for meaningful contribution across the membership. In practice, this means fostering an environment where participation is encouraged, where differing perspectives are engaged constructively, and where the direction of the Branch is informed by the collective input of its members rather than a limited set of voices. The intention for 2026 is therefore not to redefine the Branch, but to refine how it functions, ensuring that it remains purposeful, connected, and responsive within a profession that continues to evolve. The year ahead presents an opportunity to strengthen how we work together, and I look forward to engaging with you as we continue to shape a Branch that reflects the needs and direction of the profession. 4
Sub‑Committees A s part of strengthening how the Branch works and supports its members, a number of sub-committees will continue to be supported in 2026. These are not additional layers of structure, but focused spaces where key areas of work can receive attention, and where members across sectors can engage more directly in shaping the work of the Branch. While each sub-committee has a specific focus, they are all aligned in a shared purpose to improve how we collaborate, how we learn, and how we connect as a profession. The Collaboration Sub-Committee is centred on one key idea: improving how we work together. This sub-committee brings together representatives from across all sectors to create a space where perspectives can be shared openly and considered collectively. Rather than operating in parallel, the aim is to create more delib- erate connections between sectors, particularly in areas where challenges and opportunities overlap. In practical terms, the sub-committee facilitates discussion, supports early engagement on emerging issues, and helps to coordinate responses that benefit from multiple perspectives. It also creates opportunities for shared learning, allowing sectors to inform and strengthen one another. Over the course of the year, the focus will be on enabling meaningful collaboration, moving beyond conversation to initiatives that are practical, relevant, and reflective of the profession as a whole. 5
professionals. This sub-committee guides the planning and delivery of CPD activities that are relevant to practice, accessible to members, and aligned with professional requirements. Its work is not limited to organising events, but extends to thinking more broadly about how learning happens, how it is structured, how it supports professional development over time, and how it remains meaningful in a changing practice environment. A key priority is ensuring that CPD reflects the diversity of the profession, so that activities are relevant whether one is working in community, hospital, academia, or industry, or an emerging professional, or and experienced practitioner. There is also a strong focus on encouraging active engagement with CPD, promoting formats that support reflection, discussion, and practical application. The intention is to move beyond attendance-based learning towards development that is continuous, relevant, and integrated into practice Chair: Dr Zelna Booth Vice Chair: Esther Shuping & Tshilidzi Shabangu The Golden Mortar Sub-Committee is responsible for shaping one of the Branch’s most visible platforms, the Golden Mortar publication. More than a newsletter, the Golden Mortar is a space where the profession speaks to itself. It reflects what is happening across sectors, highlights areas of growth and challenge, and creates visibility for the work being done by members. The sub-committee works across sectors to curate content that is relevant, representative, and engaging. This includes coordinating contributions from sectors, students, and stakeholders, while ensuring that the publication reflects both current developments and everyday practice. There is also a clear emphasis on expanding whose voices are represented, including greater visibility of pharmacy support personnel and increased contributions from students and emerging professionals. The Golden Mortar is more than a record of activity, it is a shared space for reflection, recognition, and connection within the profession. Together, these sub-committees reflect a more deliberate approach to how the Branch operates. A Branch that creates space for engagement, supports meaningful contribution, and strengthens how we connect as a professional community. We invite you to partner with us in this work. Whether through participation, contribution, or engagement within your sector, the strength and relevance of the Branch will continue to be shaped by the collective input of its members. If you would like to know more about any of our sub-committees, please contact the Office at office@pssasg.co.za (Avisha Morgan) or management@pssasg.co.za (Lailaa Cajee). 6
PSSA Southern Gauteng SAAPI Committee 2026 7
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Celebrating the Heart of Pharmacy – One Story at a Time Have you ever had a moment that made you stop and say, “This is why I’m proud to be a pharmacist”? Or perhaps a fellow pharmacist inspired you, mentored you, or made a difference in your journey? We want to hear your story – a short, heartfelt reflection on a real experience that reminded you of the impact, passion, and power of our profession. Whether it was a late-night patient save, a word of encouragement from a colleague, or a lesson that shaped your path. Share it with us and help us celebrate the incredible community behind the counter, the clipboard, and the care. Email: management@pssasg.co.za 9
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