Assessment of the Estonian Research Development Technology and Innovation Funding System
Final Report by PREST
The Victoria University of Manchester
UK
Maria Nedeva
Luke Georghiou
Word document format
31 Oct 2005
26 Sept 2005
SCOPE 2015
"SCOPE 2015 is a European Commission funded initiative aimed at producing scenarios for research and technology development cooperation with Europe"
Main activities
Methodology
...
From CIS Scenario 2
"Political and administrative reform agendas, where they exist, remain largely on paper with little implementation success. Consequently, the region is still marked by poor governance, characterised by high levels of political and bureaucratic corruption and clientelism, and disregard for the rule of law. Whilst such conditions persist, foreign investors stay away and the majority of the population remain in poverty. Little progress can be made in promoting national sustainable development as government and the rule of law serve only the self-interests of those in positions of power.
RTD is not viewed as a national priority for development but rather as a hangover from the past and of little relevance to today – it is an expense that can no longer be afforded. Governments show little interest in seriously pursuing innovation strategies, preferring instead to focus economic development measures upon maximising the returns from resource extraction, a cheap labour force, and deregulated business environments. National firms avoid any form of technology except that embodied in imported equipment, thereby providing little demand for the products of indigenous RTD activities. Foreign firms quickly exhaust the supply of those national scientific resources of use to industry, since these are not being renewed."
CIS Scenario 1 ; 3
...
RTD in : Latin America ; Maghreb and Mashreq ; Sub-Saharan Africa
FAQs on expected results from SCOPE project and the Feedback Zone
Main activities
Methodology
...
From CIS Scenario 2
"Political and administrative reform agendas, where they exist, remain largely on paper with little implementation success. Consequently, the region is still marked by poor governance, characterised by high levels of political and bureaucratic corruption and clientelism, and disregard for the rule of law. Whilst such conditions persist, foreign investors stay away and the majority of the population remain in poverty. Little progress can be made in promoting national sustainable development as government and the rule of law serve only the self-interests of those in positions of power.
RTD is not viewed as a national priority for development but rather as a hangover from the past and of little relevance to today – it is an expense that can no longer be afforded. Governments show little interest in seriously pursuing innovation strategies, preferring instead to focus economic development measures upon maximising the returns from resource extraction, a cheap labour force, and deregulated business environments. National firms avoid any form of technology except that embodied in imported equipment, thereby providing little demand for the products of indigenous RTD activities. Foreign firms quickly exhaust the supply of those national scientific resources of use to industry, since these are not being renewed."
CIS Scenario 1 ; 3
...
RTD in : Latin America ; Maghreb and Mashreq ; Sub-Saharan Africa
FAQs on expected results from SCOPE project and the Feedback Zone
31 Aug 2005
foresight National Innovation Systems
Brainstorming Workshop "Shaping the European Dimension of Foresight", Brussels, 28/02-1/03/2005
http://www.cordis.lu/foresight/future.htm
Information and Presentations
CORDIS, Science and Technology Foresight
----
Session 2: Foresighting Systemic Changes
R. Barré pdf
S. Kangaspunta pdf
How throughly are we able to understand a system?
• What is the NIS? How does it work?
• What are the elements, linkages, connections, interdependencies, subsystems, limits...
• How does a system change?
• Do you need to know this for a foresight?
• Can foresight help to understand a system better?
How does a system change?
• The periphery alarms? (The center is passive until problems arise in the periphery)
• Through crisis? (Because ideological, economic, social & mental rigidities, unwillingness to change, fear of changing, need of security... block necessary organisational change caused by changes in the surrounding world before a crisis clears the table)
• Flexible adaptation?
• 'Mutations'?
• Can foresight be of help in this?
• Why some systems are better in renewing themselves? Does foresight play a role?
Citizen's role?
• How does the citizen fit in the systems?
• User connection to systems?
• Needs of a citizen - needs of the System?
---
A process for producing foresight knowledge
---
Evaluation
• Evaluation of systems also aims at producing knowledge for discussion, design and decision making concerning systems
• Evaluation of systemic risks
• Evaluation technology & other issues and their possible effects on systems
---
http://www.cordis.lu/foresight/future.htm
Information and Presentations
CORDIS, Science and Technology Foresight
----
Session 2: Foresighting Systemic Changes
R. Barré pdf
S. Kangaspunta pdf
How throughly are we able to understand a system?
• What is the NIS? How does it work?
• What are the elements, linkages, connections, interdependencies, subsystems, limits...
• How does a system change?
• Do you need to know this for a foresight?
• Can foresight help to understand a system better?
How does a system change?
• The periphery alarms? (The center is passive until problems arise in the periphery)
• Through crisis? (Because ideological, economic, social & mental rigidities, unwillingness to change, fear of changing, need of security... block necessary organisational change caused by changes in the surrounding world before a crisis clears the table)
• Flexible adaptation?
• 'Mutations'?
• Can foresight be of help in this?
• Why some systems are better in renewing themselves? Does foresight play a role?
Citizen's role?
• How does the citizen fit in the systems?
• User connection to systems?
• Needs of a citizen - needs of the System?
---
A process for producing foresight knowledge
---
Evaluation
• Evaluation of systems also aims at producing knowledge for discussion, design and decision making concerning systems
• Evaluation of systemic risks
• Evaluation technology & other issues and their possible effects on systems
---
30 Aug 2005
Global Foresight Network
GFN
Welcome designers and developers of ideas and processes which integrate futures thinking with 21st century navigation based strategy
Locations
"Strategic Foresight - the power of standing in the future"
Mike McAllum, and co-authors Dominique Purcell & Nick Marsh
The goal of the book has been to bring strategic planning up to date with the pressing requirements of the Knowledge Age.
Welcome designers and developers of ideas and processes which integrate futures thinking with 21st century navigation based strategy
Locations
"Strategic Foresight - the power of standing in the future"
Mike McAllum, and co-authors Dominique Purcell & Nick Marsh
The goal of the book has been to bring strategic planning up to date with the pressing requirements of the Knowledge Age.
17 Aug 2005
Latvian innovation/RTD policy
From the RIS project to the Latvian Innovation system
Strategy and Action Plan 2005 - 2010 (pdf format)
Summary and outlook
"Innovation policy is not effective if it aims at
individual and isolated goals, even if those goals
are brilliant. On the contrary, innovation policy
must be comprehensive, setting in to support the
implementation of initiatives that develop both the
integration-competence of companies and the
delivery-competence of support organisations. A
national, comprehensive and publicly co-funded
programme aiming at increasing management
competence of companies is necessary. When
designing such a programme, a number of key
considerations apply."
"Collaboration and co-operation are the keys to
success. Public support to companies should
always incorporate a horizontal element of
collaboration and co-operation. Collaboration
should be fostered between companies, between
companies and R&D-organisations and between
companies and other support-providing
organisations. Only by increasing interaction in the
Latvian innovation system will it be possible to fully
exploit the potential that is hidden in companies
and in the R&D system. Public policy should aim at
breaking this vicious circle. For example, an
opening-up of the R&D community to other sectors
of society is crucial for success. It may take ten
years, but eventually it must be accepted and even
encouraged that researchers work closely with
industry. The following is a list of policy-related
recommendations based upon the findings of RIS:"
1.- 12.
(pp.33-35)
------
Strategy and Action Plan 2005 - 2010 (pdf format)
Summary and outlook
"Innovation policy is not effective if it aims at
individual and isolated goals, even if those goals
are brilliant. On the contrary, innovation policy
must be comprehensive, setting in to support the
implementation of initiatives that develop both the
integration-competence of companies and the
delivery-competence of support organisations. A
national, comprehensive and publicly co-funded
programme aiming at increasing management
competence of companies is necessary. When
designing such a programme, a number of key
considerations apply."
"Collaboration and co-operation are the keys to
success. Public support to companies should
always incorporate a horizontal element of
collaboration and co-operation. Collaboration
should be fostered between companies, between
companies and R&D-organisations and between
companies and other support-providing
organisations. Only by increasing interaction in the
Latvian innovation system will it be possible to fully
exploit the potential that is hidden in companies
and in the R&D system. Public policy should aim at
breaking this vicious circle. For example, an
opening-up of the R&D community to other sectors
of society is crucial for success. It may take ten
years, but eventually it must be accepted and even
encouraged that researchers work closely with
industry. The following is a list of policy-related
recommendations based upon the findings of RIS:"
1.- 12.
(pp.33-35)
------
11 Jul 2005
Foresight at a crossroads
Michael Keenan, Fabiana Scapolo
PILOT PROJECT TO SCOPE THE
ESTABLISHMENT OF A EUROPEAN
FORESIGHT ACADEMY
EUR No: 21406 EN, Year: 2004 a link
List of Available Reports: EC, DG JRC - IPTS, ESTO network a link
"Foresight practice today stands at a crossroads. It can develop significantly further, diffusing into ever new areas and situations. Or it can retreat as a passing fad that has had its day for the time being, with a possible return in 2020. The determining factors on the direction that will be followed are manifold, and include the demonstrable usefulness of Foresight in policy and investment decision-making, and the development of a community of practice committed to Foresight as a process. At the time of writing, such a community of practice is beginning to emerge in Europe."
PILOT PROJECT TO SCOPE THE
ESTABLISHMENT OF A EUROPEAN
FORESIGHT ACADEMY
EUR No: 21406 EN, Year: 2004 a link
List of Available Reports: EC, DG JRC - IPTS, ESTO network a link
"Foresight practice today stands at a crossroads. It can develop significantly further, diffusing into ever new areas and situations. Or it can retreat as a passing fad that has had its day for the time being, with a possible return in 2020. The determining factors on the direction that will be followed are manifold, and include the demonstrable usefulness of Foresight in policy and investment decision-making, and the development of a community of practice committed to Foresight as a process. At the time of writing, such a community of practice is beginning to emerge in Europe."
8 Jul 2005
Genesis, Euforia
This important e-publication (European Foundation, 2001) helps in understanding the genesis of the Euforia project and will be of great interest to those involved in the many aspects of Knowledge Society research and reflection.
Living conditions, working conditions
and industrial relations in the
knowledge society
Summary of workshops
Dublin, 13-14 July and 27-28 November 2000
EUROPEAN FOUNDATION
for the Improvement of Living and Working Conditions
(an autonomous body of the European Union, created to assist the formulation of future policy on social and work-related matters)
http://www.eurofound.ie/publications/files/EF0123EN.pdf
"The European Foundation for the Improvement of Living and Working Conditions organized two research workshops in 2000 related to the emerging knowledge society. The challenge of the workshops was to produce new ideas for the Foundation's Four Year Rolling Programme 2001-2004 by putting together three future oriented project areas. The first area covered the Foundation's own project on the New Forms of Work in the Information Society, especially development of atypical work, telework, flexitime, flexispace, flexi contract and virtual company. The second area covered the work done by the Commission related to the development of information society, especially the strategic challenge to make Europe "the most competitive and dynamic knowledge-based economy in the world." The third innovative area consisted of national technology foresights projects from selected European, Asian and African countries.
This report is a summary of the workshop speeches, group works and discussions."
---
The Euforia project, web site
The Project poster (gif)
Living conditions, working conditions
and industrial relations in the
knowledge society
Summary of workshops
Dublin, 13-14 July and 27-28 November 2000
EUROPEAN FOUNDATION
for the Improvement of Living and Working Conditions
(an autonomous body of the European Union, created to assist the formulation of future policy on social and work-related matters)
http://www.eurofound.ie/publications/files/EF0123EN.pdf
"The European Foundation for the Improvement of Living and Working Conditions organized two research workshops in 2000 related to the emerging knowledge society. The challenge of the workshops was to produce new ideas for the Foundation's Four Year Rolling Programme 2001-2004 by putting together three future oriented project areas. The first area covered the Foundation's own project on the New Forms of Work in the Information Society, especially development of atypical work, telework, flexitime, flexispace, flexi contract and virtual company. The second area covered the work done by the Commission related to the development of information society, especially the strategic challenge to make Europe "the most competitive and dynamic knowledge-based economy in the world." The third innovative area consisted of national technology foresights projects from selected European, Asian and African countries.
This report is a summary of the workshop speeches, group works and discussions."
---
The Euforia project, web site
The Project poster (gif)
7 Jul 2005
Foresight in the Lisbon process
XTREME EUFORIA: COMBINING FORESIGHT METHODS a link
Rafael Popper, Werner B. Korte
Keywords: Foresight methods, Knowledge Society, Europe and the Lisbon objectives.
(EU-US SEMINAR: NEW TECHNOLOGY FORESIGHT, FORECASTING & ASSESSMENT METHODS. Seville 13-14 May 2004)
"The EUFORIA project was launched to explore the Knowledge Society and new ways of organising, designing and managing foresight activities. The combination of several 'hard' (performance indicators, critical influences analysis) and 'soft' (literature review, brainstorming, panels, workshops, Delphi and scenario building) techniques was carried out in a multi-cultural and cross-regional setting to achieve further insights and gain experiences with respect to the strengths and weaknesses of different individual and combined approaches for goal achievement as part of foresight activities."
---
Euforia, Knowledge Society Foresight Reports
---
The knowledge society in Greece: current situation and future trends
"Scenarios for the development of a KS in Greece
Background
Based on the current situation and the major drivers and trends characterising the course of Greece to the Knowledge Society, three scenarios were developed:
- the “Awakening” scenario where social change and radical reconsideration occurs and the conditions are created for the trends to have positive impacts and for the negative impacts to be tackled,
- the “Lethargy” scenario with no major changes from today (business as usual), and
- the “Nightmare” scenario where the characterising trends lead to negative impacts due to ineffectiveness of measures, no real change and other external factors with severe consequences."
---
Rafael Popper, Werner B. Korte
Keywords: Foresight methods, Knowledge Society, Europe and the Lisbon objectives.
(EU-US SEMINAR: NEW TECHNOLOGY FORESIGHT, FORECASTING & ASSESSMENT METHODS. Seville 13-14 May 2004)
"The EUFORIA project was launched to explore the Knowledge Society and new ways of organising, designing and managing foresight activities. The combination of several 'hard' (performance indicators, critical influences analysis) and 'soft' (literature review, brainstorming, panels, workshops, Delphi and scenario building) techniques was carried out in a multi-cultural and cross-regional setting to achieve further insights and gain experiences with respect to the strengths and weaknesses of different individual and combined approaches for goal achievement as part of foresight activities."
---
Euforia, Knowledge Society Foresight Reports
---
The knowledge society in Greece: current situation and future trends
"Scenarios for the development of a KS in Greece
Background
Based on the current situation and the major drivers and trends characterising the course of Greece to the Knowledge Society, three scenarios were developed:
- the “Awakening” scenario where social change and radical reconsideration occurs and the conditions are created for the trends to have positive impacts and for the negative impacts to be tackled,
- the “Lethargy” scenario with no major changes from today (business as usual), and
- the “Nightmare” scenario where the characterising trends lead to negative impacts due to ineffectiveness of measures, no real change and other external factors with severe consequences."
---
27 Jun 2005
Knowledge management systems
Rx for Learning - TUFTS UNIVERSITY CIO Magazine Feb. 1, 2001
Down from the Ivory Tower
"When the site made its debut in September 1997, students raved to their instructors about having around-the-clock access to course material on the Web. "The great thing was being able to look at the slides at home," says Bullitt, who lives 20 miles from the downtown Boston campus. Using the website as a personal knowledge management system, she organized her course materials into her own folders and made frequent electronic notes. "It's like having an annotated textbook that I could use anywhere, anytime," she says."
"Tufts' Health Sciences Database sets the standard for medical school knowledge management systems. Medical, veterinary and dental students use the website to study. Among its benefits, the system helps students master course material, keeps the curriculum up-to-date and increases organizational efficiency."
---
Knowledge Management Explorer Case Studies in Knowledge Management - articles, corporate web sites provide insights into the use of KM in industry. (THE KNOWLEDGE MANAGEMENT RESOURCE CENTER)
---
KM and High Performance KnowledgeBoard
Down from the Ivory Tower
"When the site made its debut in September 1997, students raved to their instructors about having around-the-clock access to course material on the Web. "The great thing was being able to look at the slides at home," says Bullitt, who lives 20 miles from the downtown Boston campus. Using the website as a personal knowledge management system, she organized her course materials into her own folders and made frequent electronic notes. "It's like having an annotated textbook that I could use anywhere, anytime," she says."
"Tufts' Health Sciences Database sets the standard for medical school knowledge management systems. Medical, veterinary and dental students use the website to study. Among its benefits, the system helps students master course material, keeps the curriculum up-to-date and increases organizational efficiency."
---
Knowledge Management Explorer Case Studies in Knowledge Management - articles, corporate web sites provide insights into the use of KM in industry. (THE KNOWLEDGE MANAGEMENT RESOURCE CENTER)
---
KM and High Performance KnowledgeBoard
26 Jun 2005
ForSociety ERA - Net project
ForSociety : Project Summary
Description of Work
"Foresight is being widely used all over Europe at national level to shape the future of research. The primary objective of the ForSociety ERA-Net is to improve the national programmes of the partners, enhance their European content and achieve a structuring effect on the ERA. These objectives will be delivered in a three-year period, through three sets of coordination activities organized in three work packages:
WP1: Systematic exchange of information and good practice between the participant's programmes in order to provide mutual learning opportunities, and to expand the ERA-Net activities beyond the partners.
WP2: Strategic activities in order to provide background analyses and studies on the programmes, and to prepare them for joint activities.
WP3: Development and implementation of joint activities in order to establish the foundations for a sustainable coordination between the programmes."
WP4: ERA-Net Management.
---
The COS together with the ERA Net Forsociety and the DG Research of the European Commission organized a conference "Present Needs Future Options” December 2-3 2004, The Hague
Description of Work
"Foresight is being widely used all over Europe at national level to shape the future of research. The primary objective of the ForSociety ERA-Net is to improve the national programmes of the partners, enhance their European content and achieve a structuring effect on the ERA. These objectives will be delivered in a three-year period, through three sets of coordination activities organized in three work packages:
WP1: Systematic exchange of information and good practice between the participant's programmes in order to provide mutual learning opportunities, and to expand the ERA-Net activities beyond the partners.
WP2: Strategic activities in order to provide background analyses and studies on the programmes, and to prepare them for joint activities.
WP3: Development and implementation of joint activities in order to establish the foundations for a sustainable coordination between the programmes."
WP4: ERA-Net Management.
---
The COS together with the ERA Net Forsociety and the DG Research of the European Commission organized a conference "Present Needs Future Options” December 2-3 2004, The Hague
25 Jun 2005
in a Knowledge society
---
Citizens and Governance
in a knowledge based-society
Work Programme 2002 -2003
This Work Programme - the basic text for ensuring communication between the European Commission and the research community in relation to the implementation of the Sixth Framework Program - Priority 7 "Citizens and governance in the knowledge based society".
Research Area 1 Improving the generation, distribution and use of knowledge and its impact on economic and social development
Research Area 2: Options and choices for the development of a knowledge-based society
Research Area 3: The variety of paths towards a knowledge society
Citizenship, democracy and new forms of governance
Research Area 4: The implications of European integration and enlargement for governance and the citizen
Research Area 5: Articulation of areas of responsibility and new forms of governance
Research Area 6: Issues connected with the resolution of conflicts and restoration of peace and justice
Research Area 7: New forms of citizenship and cultural identities
---
Citizens and governance in a knowledge based-society
Homepage, CORDIS FP6
---
"Priority 7" - 1st call for Proposals – List of funded projects
CITIZENS AND GOVERNANCE IN A KNOWLEDGE-BASED SOCIETY
Synopses of projects funded as a result of the First Call DRAFT
a link
---
Project Fact Sheet
Foresight and Society ERA-Net
Laying the Foundations for an ERA-Net on Foresight and Society
Biotechnology foresight
---
8 Jun 2005
How to teach: Knowledge and Knowledge Management
There are many things that you can do to encourage
knowledge workers to change the way they work and to
use KM systems, but by far the simplest and most obvious
is to involve them in the project from the very beginning.
Knowledge workers need to participate in the design and
development of such systems. They need to have ownership.
It only makes sense!
David Gurteen
Download Center, The Gurteen Knowledge Website
The Global Knowledge Review - May 2005
The Journal for Learning, Creativity, Innovation, KM and Personal Development.
---
Making Knowledge Work Conference Materials, May 2005
KnowledgeBoard The Global Knowledge Event: Gurteen and Bizmedia's two day conference: Making Knowledge Work, 17 - 18 May 2005
---
22 May 2005
Workshops in May
We see new trends. Web Office and Knowledge Academy (knowledge management, futures and foresight research domains) are on agenda.
Fostering strategic thinking and policy priorities setting (at European, national, regional, corporate levels), a field of inquiry on investments in intangibles should be considered of critical importance within a new, knowledge economy.
Rethinking the EU policy/Lisbon strategy objectives aiming to make Europe “the most competitive economy in the world”, two interacting issues are to be dealt with by individuals, organizations, governments: KNOWLEDGE UNDERSTANDING (to fill gaps between knowledge building and sustainable knowledge transfer to users) and KNOWLEDGE VALUATION ( to explore transparent decision-making related to investments in intangibles).
INTANGIBLES are:
"non-material factors that contribute to enterprise performance in the production of goods or the provision of services, or that are expected to generate future economic benefits to the entities or individuals that control their deployment"
(A working definition by the European HLEG on the Intangible Economy (2000)
----
European Observatory on Intangible Assets
THE INTANGIBLE ECONOMY
IMPACT AND POLICY ISSUES
Report of the European High Level Expert
Group on the Intangible Economy
By Clark Eustace
57. Defining intangibles.
"(...) the boundaries, constituents and definitions of the setvary
according to the perspectives of the different interest groups - for example whether we are dealing with accounting concepts, or measures of national income and wealth, or how to manage and extract value from key business investments and assets.
58. Some interest groups - notably the accounting standards bodies - necessarily limit their definition of intangibles to those factors over which legal rights have been assigned, such as patents, marks and copyrights. We took the view that control is more important than ownership and that any definition should encompass factors such as competencies, skills and know-how, networks and business relationships, as well as external factors arising from the legal, administrative and regulatory environment. The locus of interest has also been expanded through the use of scorecards36 for intellectual capital reporting by corporate innovators in this field, such as Skandia, Celemi and Ramboll. As a working definition, the HLEG took
intangibles to be:
"non-material factors that contribute to enterprise performance in the production of goods or the provision of services, or that are expected to generate future economic benefits to the entities or individuals that control their deployment "
.....
Building intangible value from the outside in
Dave Ulrich and Norm Smallwood
Human Resources Australia's information resource on HR issues
Fostering strategic thinking and policy priorities setting (at European, national, regional, corporate levels), a field of inquiry on investments in intangibles should be considered of critical importance within a new, knowledge economy.
Rethinking the EU policy/Lisbon strategy objectives aiming to make Europe “the most competitive economy in the world”, two interacting issues are to be dealt with by individuals, organizations, governments: KNOWLEDGE UNDERSTANDING (to fill gaps between knowledge building and sustainable knowledge transfer to users) and KNOWLEDGE VALUATION ( to explore transparent decision-making related to investments in intangibles).
INTANGIBLES are:
"non-material factors that contribute to enterprise performance in the production of goods or the provision of services, or that are expected to generate future economic benefits to the entities or individuals that control their deployment"
(A working definition by the European HLEG on the Intangible Economy (2000)
----
European Observatory on Intangible Assets
THE INTANGIBLE ECONOMY
IMPACT AND POLICY ISSUES
Report of the European High Level Expert
Group on the Intangible Economy
By Clark Eustace
57. Defining intangibles.
"(...) the boundaries, constituents and definitions of the set
according to the perspectives of the different interest groups - for example whether we are dealing with accounting concepts, or measures of national income and wealth, or how to manage and extract value from key business investments and assets.
58. Some interest groups - notably the accounting standards bodies - necessarily limit their definition of intangibles to those factors over which legal rights have been assigned, such as patents, marks and copyrights. We took the view that control is more important than ownership and that any definition should encompass factors such as competencies, skills and know-how, networks and business relationships, as well as external factors arising from the legal, administrative and regulatory environment. The locus of interest has also been expanded through the use of scorecards36 for intellectual capital reporting by corporate innovators in this field, such as Skandia, Celemi and Ramboll. As a working definition, the HLEG took
intangibles to be:
"non-material factors that contribute to enterprise performance in the production of goods or the provision of services, or that are expected to generate future economic benefits to the entities or individuals that control their deployment "
.....
Building intangible value from the outside in
Dave Ulrich and Norm Smallwood
Human Resources Australia's information resource on HR issues
25 Apr 2005
INAUGURATION PONTIFICATE BENEDICT XVI
VATICAN CITY, APR 24, 2005 (VIS) - Given below is the text of the homily - published in English, French, Spanish, Italian and German - delivered by the Pope during the Mass for the inauguration of his pontificate:
VIS-Press releases
the link
"Yes, the Church is alive - this is the wonderful experience of these days. During those sad days of the Pope's illness and death, it became wonderfully evident to us that the Church is alive. And the Church is young. She holds within herself the future of the world and therefore shows each of us the way towards the future."
"We are not some casual and meaningless product of evolution. Each of us is the result of a thought of God. Each of us is willed, each of us is loved, each of us is necessary."
VIS-Press releases
the link
"Yes, the Church is alive - this is the wonderful experience of these days. During those sad days of the Pope's illness and death, it became wonderfully evident to us that the Church is alive. And the Church is young. She holds within herself the future of the world and therefore shows each of us the way towards the future."
"We are not some casual and meaningless product of evolution. Each of us is the result of a thought of God. Each of us is willed, each of us is loved, each of us is necessary."
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