Dr. Harper joined Sightsavers as CEO in 2005, following a career in the oil and gas sector, bringing with her fresh perspectives on leadership, partnership and innovation.

Over the past two decades, she has helped grow the already-successful organization to be synonymous with eye health across the development sector. Her career is a testament to how courageous leadership transcends industries and can elevate an organization to tackle big challenges.

With a PhD in energy studies from the University of Cambridge, her approach to leadership centres on leveraging local strengths and partnerships.

Operation Eyesight is proud to partner with Sightsavers on projects in Africa, and together with others we have helped pioneer the SAFE strategy to eliminate blinding trachoma, which is a leading cause of vision loss and blindness in the region.

I caught up with Dr. Harper in Mexico City in June 2024, at the International Agency for the Prevention of Blindness’ 2030 IN SIGHT LIVE event, where she offered valuable insights on women leaders and the future of leadership in the global eye health space.

What role do women leaders play when it comes to making and leading global change, like achieving the United Nations Sustainable Development Goals, for example?

In my experience, particularly in the global eye health sector, there are quite a lot of people at the senior levels who are women, and it’s pretty good in terms of gender balance. Many leaders of some of the big International NGOs, such as Helen Keller International and the Cure Blindness Project, have been women. 

What I have found more interesting are some of the challenges women face at the country level.

In meeting with women’s networks, we’ve realized that a lot of the challenges have not been in the actual workplace itself; but women trying to be leaders have faced pressures due to cultural expectations. In Asia, some women I spoke with have family who say to them, “How can you travel? How can you go on your own to a hotel? You know, that’s not decent.” Or, they may be expected to look after the home rather than pursue a career.

Women have shared with me that this is a big challenge; whereas at the global level, I think the gender mix of leaders is pretty equal.

Having worked across industries, have you ever found that as a woman you had to work harder or speak louder in order to be heard?

Well, I’ve always felt very loud, so I think that’s just kind of me anyway.

When I was getting my job with Sightsavers, I was coming from the private sector of oil and gas, and I thought, “Why are they going to want me? I haven’t got eye health experience. I haven’t got development or even charity experience.” So, I needed to stand out.

And so, I was very loud – I wore a bright blue silk jacket with huge earrings, and I was, in England you call them “Marmite candidates.” Half the trustees loved me, and half the trustees thought, “My, she’s loud.”

That was more about trying to be convincing in an environment where I thought I wasn’t the natural player, more than because I was a woman.

Coming from an oil and gas background, are there skills or experiences that have served you well in your role leading Sightsavers?

I think everybody assumes it’s hugely different, but it’s stunningly similar. You’re running an organization, so that means that it’s all about managing people. And people are people, you know. They have similar motivations – they want to do a really good job, they want intellectual stimulation, they want to feel they matter – and so, that was the same.

Actually, when you look at project management, there are a lot of similar skills in managing a project in oil and gas and managing an INGO program. Fundraising is basically sales and marketing, building relations and making people feel good that they’ve done something. It’s like selling anything; it’s very similar skills. Then of course, you’ve got financial management, IT and so on; it’s the same.

For me, the skills that I learned running an organization, working with people, were very translatable across industries. There are a few differences; people care more about salaries, or money, in the corporate world, while I found that in INGOs, people care more about status, or job titles. You still have all kinds of interesting challenges.

What do you think the development sector could learn from the private sector?

The biggest contrast I found between the two sectors was the speed of action. When I came to Sightsavers, I found the NGO sector was very slow and very consensus-driven, so they wouldn’t make decisions until they had consulted with everyone and had everyone in agreement. Sometimes that led to a solution that was perhaps not as bold as it could be, to avoid controversy.

Whereas the corporate sector often has a decisive, get-things-done, move-ahead approach. Sometimes, of course, that means the corporate sector does leave people behind, because that approach doesn’t depend on building consensus.

This is the difference that really struck me when I came into the sector, and this is where the two sectors can learn from each other.

What role do you think the private sector can play in achieving 2030 IN SIGHT?

The private sector has a huge role to play in 2030 IN SIGHT, particularly in the refractive error side, where the private sector’s the big player in the provision of eyeglasses. There is a lot of potential for growth in this area in middle-income countries. For me, this is the area where they probably will make the single biggest contribution.

In your 2018 TED Talk, you noted that, when it comes to the focus on trachoma, we don’t compete, we collaborate. Do you find that sometimes we do get a bit competitive in the eye health sector, and is there room for more collaboration?

Trachoma is the biggest example of collaboration. Both Sightsavers and Operation Eyesight are members of the International Coalition for Trachoma Control, which received funding from The Queen Elizabeth Diamond Jubilee Trust and the British government. This has been shared and is one of the best examples of collaboration in the international eye health sector.

But we [INGOs] also compete, and because of the way that funding mechanisms are set up, I think it’s inevitable. There are not enough resources for all the people who want them. So by definition, we are competing, not just within the eye health sector but across the development sector.

Sometimes we pitch projects together. For example, we have collaborated with the Fred Hollows Foundation, CBM and Orbis, and pitched jointly for funding. Sometimes we’re successful, and sometimes we’re not.

Different organizations from different parts of the world work in different regions globally. Even though Sightsavers has often been the grant maker and the leader, we make sure to bring in all the other organizations, because they may be better placed than us in some countries. For example, we’re working with Operation Eyesight in Narok, Kenya, along with other NGOs. 

What does partnership with organizations like Operation Eyesight mean to Sightavers?

At Sightsavers, partnership is absolutely at the heart of everything.

The most important partnerships are with governments in the countries because governments are the duty bearers. Whether it’s health, education or another government ministry, they’re the ones that have to lead. And for us, that’s the most important partnership. We never work in a country unless we are partnered with the government, because they have to want us there.

You also have to include players that bring different skills to the table, so we have partnerships with other NGOs that might have a different geographic footprint, skill or specialty. And then there are other partners like researchers. For example, we’re close with the London School of Hygiene & Tropical Medicine, and also with universities in countries where we work, particularly in Nigeria, where we have strong partnerships.

Sightsavers has specific skills, but we can’t possibly do everything. Partners bring different things to a coalition or bilateral arrangements. 

Then of course there are donors, particularly donors who have been working with us for many years, whose relationship with us is genuinely about partnership rather than simply contributing funds.

At Operation Eyesight, we have put ourselves on the path to growth through our Global Strategic Plan. As a growing organization, what is it that we should never lose sight of?

At Sightsavers, we grew quite quickly; we took on a lot of additional funds about 10 years ago. One of the most important things we learned is that, if you’re on a growth trajectory, as you grow your money, you must ensure you grow your implementation capacity at least as fast.

Your board of directors plays a critical role in supporting your ambitions. The board needs to remain at a high level and think about the overall strategy and how it’s going to hold management to account. They should ask, what are the key measures we’re going to use to see whether management is delivering? It’s also about having the right board members and encouraging them to work as a team.

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Thank you, Dr. Harper, for taking the time to chat, so we can all learn from your wealth of experience. We look forward to continuing to work with Sightsavers and other partners to eliminate avoidable vision loss. Together, we are empowering communities, strengthening health systems and addressing the root causes of avoidable vision loss, such as poverty, poor sanitation and gender inequality – For All The World To See.

Interested in partnering with Operation Eyesight? Learn more at operationeyesight.com/partnerships

The post Bold vision, courageous leadership: an interview with Sightsavers CEO Dr. Caroline Harper appeared first on Operation Eyesight.

Young Abigael (8) recently received a transformational gift: the Gift of Sight. In August, she had cataract surgery at our partner hospital in Eldoret, Kenya. Our team captured the heartwarming photo above just moments after the bandages covering her eyes had been removed and she was able to see the faces of her mother and siblings clearly for the first time. Soon afterward, Abigael headed outside to play with a hula-hoop and chase a ball around with her little brother, William. She had a big smile on her face as if experiencing these activities for the first time all over again.

To make a happy day even sweeter, Abigael’s little sister, Enock (4), also received cataract surgery. Post-surgery, nestled in her mother’s lap, she eagerly reached for a bright orange ball. It had been a big day for both girls, and no doubt a bit scary at times to be in a new environment and going through surgery, but they were incredibly brave, and their bright eyes took in the world around them with excitement and curiosity.

Little William (6) also had bilateral cataracts and his surgery was originally planned for the same day; however, he wasn’t feeling well, so he had to wait a couple more weeks for his operation. He was so happy when the day finally came for him to have surgery so his eyes could “see well”, just like his sisters’ eyes.

When our Kenya team called the family to check in, all three children were upbeat. Abigael was eager to return to school. She said to her mother, “Now that I see well, please buy me books and a nice bag so I can go and learn.” She wants to be a doctor someday, so she can help treat others.

As for the children’s mother, Naomi, she is relieved and grateful to see her children so happy. “It seemed like a dream come true when I was told my children would be able to get surgery that would restore their sight,” says their mother, Naomi. “I am overjoyed to see them playing happily and independently. I feel proud to be a mother of active children.”

Now that their vision has been restored, Naomi is excited for William and Enock to go to school. She used to wonder if it was even worth sending them to school only to have them struggle and fall behind the way Abigael had. “She keeps shuffling between the blackboard and her desk to read and write,” Naomi had explained when we first met her. “Sometimes when she gets to her desk, she has forgotten what she read on the blackboard.”

“When eating, William has to get so close that his nose touches the plate,” Naomi had explained. As for Enock, sunlight used to torment her young eyes. “I had lost all hope,” Naomi says. “I had resigned myself to staying with the children at home.”

Today, Naomi can finally see a positive and exciting future for her children, thanks to the generosity of donors like you and the support of our program partners.

In June, the family was visited by a community health volunteer named Bernard who told them about Operation Eyesight. Naomi and her husband were hesitant to take the children to the hospital at first. Despite having jobs as casual labourers, they feared the cost of surgery would be out of reach, especially with six kids to provide for. Bernard assured them that all hope was not lost and that there were excellent local doctors supported by Operation Eyesight who wanted to help people in their situation. Arrangements were made for the children to receive treatment at Moi Teaching and Referral Hospital in Eldoret, 84 kilometres away.

There are many families in Kenya and around the world with circumstances similar to Naomi’s family. With your ongoing support, many more children, women and men will receive the Gift of Sight and the gift of hope. Thank you for your generosity!

The post The Gift of Sight for three siblings, the gift of hope for an entire family appeared first on Operation Eyesight.

The post Q&A with Dr. G. Chandra Sekhar, Chair of Operation Eyesight India appeared first on Operation Eyesight.

Imagine if you were a teacher who had a visually impaired student pulled out of class because her parents believed witchcraft was the cause. It may seem strange, but this was Kizito’s experience.

Using the PEEK  app on his smartphone, he screened the girl and referred her to a partner hospital for diagnosis and treatment. She then received sight-restoring cataract surgery.

Before she was treated, the girl’s mother was accused of causing her daughter’s visual impairment by attracting bad luck into their home. Sadly, the father left shortly after.

After she received surgery, another teacher reached out to the father and educated him about his daughter’s condition. Once he understood that it was a treatable medical condition, he returned to his family. Kizito’s student is back at school, and she has hope for her future.

“Peek Vision helps to manage eye conditions within the school and facilitates referral and follow up with affected students,” Says Kizito. “Most importantly, Peek Vision is creating eye health awareness and advocacy within the community.”

Our kind-hearted donors are making it possible for teachers like Kizito to transform the lives of students. Make a donation today to help thousands more children receive the eye care they need, giving them hope for a brighter future – For All The World To See!

The post Peek Vision has changed this teacher’s life! appeared first on Operation Eyesight.