Data supports the use of pedometry steps per minute values as an accurate indicator of MVPA. Pedometry demonstrates promise as a viable large-scale surveillance instrument for measuring MVPA in physical education.

Fifth-grade students’ physical activity levels were examined via heart rate telemetry and pedometry during school fitness and recess breaks. Twenty-seven students with a mean age of 11.03 (-.32) years participated in morning recess (MR), lunch recess (LR), and fitness breaks (FB) for three days. Structured FB’s consisted of students engaging in locomotor and nonlocomotor activities within an obstacle course framework, while recess breaks followed a traditional model. Results from repeated measures ANOVAs indicated students engaged in significantly more physical activity during FB than MR and LR. Fitness breaks provided a viable method for increasing children’s school time activity levels.

This study investigated whether feedback from pedometers motivated adults to increase their walking behavior. Participants (n =26) were enrolled in one of two 8-wk. "Walking for Fitness" classes. The study used a crossover design, such that Group 1 wore pedometers for the first 3 weeks (Feedback Condition) and sealed "disguised" pedometers for the last 3 weeks (No-feedback Condition). The order of feedback was reversed for Group 2. Analysis indicated that (a) neither group increased their walking behavior significantly over time and, (b) interactions between groups were not significant at Week 3 or 6, indicating that groups did not respond differently to feedback from the pedometers. If a motivational effect from pedometers exists, it may be small, dissipate before 3 wk., only work in combination with goal setting, or only motivate certain types of individuals.

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We describe the implementation of an electronic medication management system (eMMS) in an Australian teaching hospital, to inform future similar exercises. The success of eMMS implementation depends on: a positive workplace culture (leadership, teamwork and clinician ownership); acceptance of the major impact on work practices by all staff; timely system response to user feedback; training and support for clinicians; a usable system; adequate decision support.