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IN ORDER TO PROVIDE CONSTRUCTIVE ADVICE, THE AUTHOR REVIEWS ERRORS ONE CAN COMMIT WHEN DEVELOPING ALTERNATIVESMISCLASSIFYING PROBLEMS, APPLYING STOCK SOLUTIONS, PRESCRIBING ACTIONS TOP DOWN, DUMMYING UP ALTERNATIVES, AND DOING EVERYTHING AT ONCEAND DESCRIBES A FRAMEWORK FOR CRAFTING ALTERNATIVE STRATEGIES FROM "MANIPULATING" KEY POLICY VARIABLES.

Vorwort -- TEIL 1: WARUM FAMILIENUNTERNEHMEN EINE INHABERSTRATEGIE BRAUCHEN -- Was ist ein Familienunternehmen? -- Was ist eine Inhaberstrategie? -- TEIL 2: EINE SORGFÄLTIGE ANALYSE ALS AUSGANGSPUNKT -- Die Family Business SWOT-Analyse -- Die 3-Dimensionen-Analyse -- Die 2-Kreis-Analyse -- Die 3-Kreis-Analyse -- Der finale Schritt: Die Erstellung einer »Themen-Landkarte« -- TEIL 3: DIE INHALTE EINER INHABERSTRATEGIE -- Leitgedanken für die inhaltliche Ausgestaltung -- Mitgliedschaft -- Selbstverständnis -- Inhaberstrategische Ausrichtung -- Strukturen und Regeln für das Unternehmen -- Strukturen und Regeln für die Familie -- Rollen und Rolleninhaber -- Teil 4: HINWEISE ZUR ERARBEITUNG UND UMSETZUNG DER INHABERSTRATEGIE -- Hinweise für den Strategieprozess -- »Es gibt nichts Gutes, außer man tut es« -- ANHANG -- Danksagung -- Über den Autor -- Impressum

This executive summary will explain the remit of the evaluation undertaken and its associated methods; review some of the key findings and recommendations that emerged; and explain what the reader will find in the report's subsequent chapters. There has been significant expansion in palliative care services in Ireland over the last 25 years, although gaps in provision remain (Irish Hospice Foundation, 2006). The Atlantic Philanthropies entered the field of hospice and palliative care in Ireland in 2004. The first project supported by The Atlantic Philanthropies was a baseline study of actual specialist palliative care (SPC) provision, as compared to that detailed by official government policy (Irish Hospice Foundation, 2006). The Atlantic Philanthropies issued a further 14 grants, totalling approximately €25 million, in an initiative called the 'End of Life' programme (Appendix 1). The earliest 'End of Life' project began in 2004 and the latest is scheduled to continue until at least 2014. The programme encompasses both specialist and generalist palliative care service development, and sought to reach patients and their families across care settings and irrespective of diagnosis. This report presents the findings of a five-phased evaluation of the programme, which assessed the progress and impact of the programme to date, and the strategic learning for the field. This assessment considered both the context of historical and contemporary development of hospice and palliative care across Ireland, and a changing economic and policy landscape. Note that, throughout the report, the terms 'End of Life' programme and Hospice and Palliative Care programme are used interchangeably.

Two different political environments -- policies with & without publics -- are identified that form ends of a continuum of policy publics. A contrast is drawn between these two polar political environments with respect to policy design & implementation challenges, as well as opportunities for policy learning. 2 Tables, 62 References. Adapted from the source document.

The cataloging of failures when putting policies in place has been the hallmark of implementation studies since the 1970s. The numerous lessons from this research can be distilled into guidance about improving policy design to enhance implementation prospects and other suggestions for overcoming administrative obstacles. This contribution extends these lessons by addressing how the governing arrangements for addressing policy problems—the policy regimes that are put in place—either work to reinforce or undermine political commitments enshrined within policies. Regimes mediate feedback effects of policies in affecting policy legitimacy, coherence, and durability. These notions about policy regimes are contrasted with traditional perspectives about implementation failures. The value of a regime perspective in studying policy implementation and governing is illustrated for the case of the Affordable Care Act in the United States of America (USA).