Ms Caroline Casey:

I wish to start with the issue of alcohol addiction, something I am personally very invested in understanding and seeing. There is a lot of entrepreneurship around that; it is just that we do not see it in such a high-level way. Ms Frances Black is certainly worth investigating and supporting. She has done considerable work and has been connected to the Rutland Centre. I have great respect for the work she is doing. Addiction and alcohol addiction work under what we call the definition of disability under the Americans with Disabilities Act. One of the key problems is for people who have had addiction issues and getting them into work and getting them recognised as valuable to the economy. So they would certainly fall under the work we do.

On the education issue, I heard Mr. Whelton speak, as I have heard him many times, about the sense of not fitting in and not doing it all the right way. There is a really important need. As far as I am concerned Mr. Whelton should speak at every school because it is about role modelling. It is critical for people to understand that there is a different way to do things. I feel there is something that one hugely has to offer. I want to add to Mr. O'Hara's point that Ashoka University is looking at building change-maker campuses at third level. We have a great change-maker back here, Sarah, and we are looking to meet all the deans of all the universities. We would love any connections.

Regarding the conversation on mapping, there has been mapping of the not-for-profit sector. There have been two big initiatives on that and one of the things we have seen come out of that is GuideStar so that we look at organisations. Mr. Seán Coughlan gave me reference to two particular reports: the centre for non-profit management - the TCD report, and the Patricia Quinn report, the Irish non-profit knowledge exchange database. So there has been mapping in the not-for-profit sector. Where I am specifically coming from, which is really important, connected to funding are the sectors in which we operate. Within the disability sector there are over 800 organisations in this tiny population. I would like to see the disability sector mapped to see where there is overlap of mission, purpose and funding. The National Disability Authority is perfectly placed to do that and we could achieve a huge saving. Ms Deirdre Mortell said it better than anybody. Value for money is not about being cheaper; it is about value for impact.

I would be a dreadful politician - I am afraid I cannot keep my mouth shut and I do not have a tough enough skin. I am respectful of everybody who serves in politics. It is easy to be critical of politicians, but I do not believe I am hard enough for it. Why am I leaving and is it a shame and a crime? It is not a shame and a crime. I am not leaving; I am not emigrating; and I am not putting on a big cape and going away. I am taking a different role within the organisation. I will be an adviser to Kanchi. It is very important that I remain strategically from a mission perspective. I choose not to sit on the board because if I want the leadership within the organisation I need to be mature enough to step away from some of the control issues that exist. I feel very strongly about the issue of cult of a founder, both of businesses and social entrepreneurship. I will always remain here. I am very passionate about the topic, but I feel we have great leadership within Kanchi that I would like to see grow.

I was asked how much we need. Unfortunately Kanchi is a system-changing organisation. Somebody recently asked my why we make it so difficult for ourselves and could we not just sell cheap wheelchairs. Why should we give people wheelchairs if they cannot get into a building and why let them into a building if they do not have money to spend? I passionately believe we need to change the system and we need business, media and Government leadership to do that. Unfortunately we have never benefited from what is the natural charitable funding. With the help of Ashoka and SEI in looking at breaking fundraising traps, we should be financially sustainable. As the ability awards scheme goes around the world - we have a licensing model - it feeds money back into a profit base. We currently need €220,000 to survive in this year, €180,000 to survive next year and €100,000 to survive the following year. We need approximately €500,000 over a three-year period and then we will not need any more. It is not an easy time to ask for that.