Nextgen Case Study Summary

The newborn and infant physical examination, NIPE, is performed by a qualified NIPE practitioner (Department of Health, DoH, 2015; Public Health England, PHE, 2013), within the first seventy-two hours of an infant’s life. This screening consists of a head-to-toe examination of the infant, including, but not limited to: the heart; the eyes; and the hips. During the examination, the practitioner will take the time to promote good health and wellbeing of the infant, by teaching the family how to identify signs of a well and unwell infant (Someren, 2013). The intention of the examination is to assess whether the infant has any congenital abnormalities (DoH, 2015; PHE, 2013). The NIPE is a developmental examination which is replicated between six and eight weeks after the infant’s birth, to screen for congenital disorders that become prominent in their physiology within this time period.

identified objectives which align with their mission and vision. A SWOT analysis is essential to

NEXT PLC is a retailing company that primarily operates in the UK, and has been trading for almost 150 years; however, the brand itself was first created in 1982 (Next plc, 2010a). The company offers a range of clothing, accessories, home ware and footwear. The company’s headquarters is located in Leicester, UK and is currently run by Chief Executive Simon Wolfson. NEXT distributes through three main channels: NEXT Retail, operating in more than 500 stores around the UK and Ireland, NEXT Directory, a website and catalogue list for over 2 million active users. And NEXT International, with chains of over 180 stores worldwide including an international website. However, NEXT also

This paper is to examine the key potential drivers within the present internal environment. Several models would be applied to support the answer and they are Stakeholder Power/Interest Matrix, Cultural Web, Resource audit, Value Chain, and threshold and core competences. With using Ryanair as an industrial example, this essay would talk about how important strengths and weaknesses are to be used in designing strategy.

To whom would you report the evaluations results, and how will your report(s) be tailored to various stakeholders? That is, what will different stakeholders need to know, and how is that information best consumed?

MOA should be drafted between NSWG-11 and NSWG-4 to incorporate ST-18 maintenance under the control of NSWG-4, thus providing proper, adequate support and oversight for the maintenance program

The day of 9/11 sparked the attention of the aviation industry, citing that it will never be the same again. Different sectors

ack in Nebraska, supplies of Ryanite goods sent to the region was starting to dwindle, forcing the Dutchman and his fellow Volksryanischen associates to contact their other associates, the RGA, for a resupply. In response, the Plaid Orchestra faction of the RGA sent in a detachment of their elite Nightingales to Nebraska, as part of a Sunday Morning Special that the Nightingales were conducting in the region. These Nightingales and their auxiliaries from nearby Iowa were known best by the Trouble Trio, in terms of rank and role within their unit. Sharon Lockhart, Kenneth Green, Ryan Boyd, and Nelson were the Nightingales, while Marcus McAlister, Jessica “the Clever” Jacobson and a Jackbooter named “Bristol” were their unit’s auxiliaries.

System processes which allow for the ability of disparate organizations to work together and share intelligence provide synergy and bring a wealth of diversified experiences. The FBI Joint Terrorism Task Force (JTTF) serves as such an example. The JTTF is comprised of law enforcement officers, analysts and specialist from local, state and federal agencies nationwide collectively working together and sharing intelligence for the purpose of disrupting and dismantling terrorist organizations and lone wolf attacks (FBI, n.d.) Mutual cooperative efforts not only benefit the organizations involved but serves a much broader purpose towards the health and safety of the community. I would submit that in the case of the Aviation Transportation System, inter-agency cooperation is not limited to just public safety but in fact covers all facets of the enterprise. Such cooperation will only make the enterprise better and more effective. The Plan's successfully marshaling of assets provides a uniqueness which cannot be mastered if handled separately. I think the overarching plan which includes the bundling of subcomponent plans makes it unique because it delivers a compressive policy which supports a vast infrastructure. Not only must the plan utilize security assets for the protection of life, property and infrastructure but must also incorporate measures for daily operations and to maintain quality control. For a large entity to work, its components must fit together and work in harmony. That's tough in a bureaucracy, but problems can be mitigated by understanding objectives and instituting carefully formulated policy. This allow its members to understand roles, responsibilities and

Supporters for privatizing air traffic control claim that it is time to address long delays and inefficiencies in an aging airspace network that doesn't fully utilize modern aviation technology. UK-based NATS projects delays will exponentially increase from the current 90,000 minutes a year to approximately 4 million in the next 15 years unless the United Kingdom government invests in modernization by replacing outdated airspace technology by switching to satellite-based control. In the United States the federal government has a history of moving at a snail's pace when it comes to updating national infrastructure. For example, New York City just completed a subway upgrade that was originally approved in 1929. A revamping of the system similar to the innovative changes that transformed call center voice recording equipment from simple recording devices to systems that capture conversations and enable digital archiving and instant sharing via cloud-based technology, will help modernize our airspace management strategies. The time to act is now if we want to avoid problems in the

The external environment to NextEra Energy, Inc. (NextEra), and their energy production is comprised of those uncontrollable forces outside of their organization. Because NextEra and their subsidiaries cannot control the dynamic forces that influence their external environment, NextEra can respond and adjust to their threats and influences with their controllable mix of elements from their internal environment. The uncontrollable forces in the external environment are - competition, government policies, natural forces, social and cultural forces, demographic factors, and technological changes.

Interagency cooperation is vital to the success of the Aviation Transportation System Security Plan, necessitated by the large network of facilities and personnel belonging to multiple Federal agencies spread across multiple locations under United States jurisdiction. The success of any security plan depends upon the framework, and it is not just computers, video cameras, intrusion detection devices and screening technologies that ultimately determine the success or failure of the security plan. The cooperation of players in the framework at all levels is necessary to ensure a relatively smooth execution of the security plan, and since the players are spread across multiple agencies and facilities, execution of the plan becomes ever-more complicated

The Air Transportation System has been reformed by the introduction of the Next Generation Air Transportation System (NextGen). This system is supposed to be implemented in the country by 2025. The system revises air routes and updates it to satellite system management; the promotion of usage of GPS technology for navigation, route length shortening, time reduction, and fuel saving, etc.

With the rapid growth of commercial air travel in the 1970s, the FAA recognized that the nation’s airports contributed significantly to the national economy and international commerce, as well as being a critical mode of transport for the public. Airports needed funding to improve safety and maintain airport infrastructure such as runways, taxiways, NAVAIDS, and land acquisition. The Federal Aviation Administration (FAA) formed the National Airport System Plan (NASP) to ensure these significant airports received Federal grants to make these improvements. The FAA revised the NASP with the Airport and Airway Improvement Act of 1982 and called the National Plan of Integrated Airport Systems (NPIAS) to reflect the further expansion.

The report is designed to understand the working practices of the two government bodies in the field of aviation i.e. US Federal Aviation Administration and General Civil Aviation Authority. The two authorities have a sole responsibility for the control and regulation of civil aviation in their respective countries. The report will discuss the operations specification similarity as well as contrast between the two bodies along with a brief understanding of their functions and procedure. The study will analyze the difference and reasons to those, along with that some recommendation will be suggested to improve those regulations.