 Professor Foster, you have been involved in eye care programmes for the last three decades. In your experience, what would you say has been the strength, the impact of planning for prevention of blindness over the years? I think to answer that question I have to kind of go back to what impact it's had on my life and to kind of explain that. So when I started I was a young doctor and I went to Tanzania as an ophthalmologist and for five years I was working as an ophthalmologist, helping a lot of people but basically doing clinics, doing theatre lists, routine day after day after day without actually thinking about what difference is it making. And then after five years I came back to England, I was doing some more studies and I was on a course and the question was asked, what do you want to achieve before you die? And that question really hit home to me, was I going to have a life that was just busy doing doing or did I actually want to achieve something and leave something behind, leave a legacy? So when I went back to Tanzania I tried to put that thinking into action and began to think about, well how did we want to plan the services at the hospital? How could we make them better? And how would they carry on when I left? And then from that I started working with the Tanzania Ministry of Health and looking at eye services in Tanzania and how to plan those so that they were more equitable for people and more available. And then subsequently after I left Tanzania I had the opportunity to work with CBM internationally and to visit many countries and start thinking about the problem of global blindness and the fact of the matter was 75% of blindness is avoidable. And so planning starts with why you're doing it and the why was blindness is avoidable. Therefore we have to do something about it and instead of just doing doing doing it was to plan services either locally or to district level or to country level or internationally but in order to achieve the problem or achieve overcoming the problem of avoidable blindness and thereby leaving a legacy for those that come after us. What would be your key take home messages for anyone who has done this course and is working at a district level hospital? So key take home message I think one of the dangers is sometimes we over complicate things so there's this idea of planning you know has to be a huge document with objectives and strategies and all sorts of words and so on. So I think my key home message would be first of all keep it simple. Make it understandable. You identify a problem and you want to see that problem address. You want to see change and then how are you going to do that and then do it the second thing keep it simple second step by step do it bit by bit achieve the first step and then the second step and then the third step. Don't try and make it a big five year plan where you're kind of thinking about all the resources that you need and you end up with a huge document and then nothing happens afterwards so identify the problem identify the change keep it simple go step by step remember it's about people and not about paper it's about getting people to work with you on it a team to address it. There's a very famous African saying which is how do you eat an elephant so the problem is how to eat an elephant and the answer is you do it mouthful by mouthful bit by bit step by step but with your friends you can't do it alone you have to have people with you so you have to share the vision share the idea and then work together to address it keep it simple step by step with your friends teamwork essence of plumbing.