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Program Management Directive amendment removes the Air Force Satellite Communications System single-channel transponder from the NAVSTAR Global Positioning System and adds a \"clock dither\"

Program Management Directive allocates responsibility for Spacecraft launches for the Defense Meteorological Satellite Program to the [U.S. Aerospace Defense Command; U.S. Air Force. Systems Command] and allows participation by civilian Personnel

[U.S. Air Force. Space Command; U.S. Air Force. Logistics Command; U.S. Air Force. Operational Test and Evaluation Center; U.S. Air Force. Communications Command; U.S. Air Force. Electronic Security Command; U.S. Air Force. Military Airlift Command] responsibilities for [Research and development; Equipment maintenance; Operational tests] for the [Defense Support Program; Mobile Ground System; Spacecraft communications] are outlined; Defense Support Program is designed to report Missile launches of [Intercontinental ballistic missiles; Submarine-launched ballistic missiles]; Program Management Directive suggests that most Defense Support Program Early warning satellites be launched using Titan IV Launch Vehicles while some Spacecraft launches may use the Space Transportation System

Program Management Directive for the Defense Support Program describes [Equipment maintenance; Technological development; Research and development; Operational tests] to be undertaken for the [Computer software; Computer hardware; Spacecraft; Sensors; Spacecraft communications; Data processing; CONUS Ground Station (Colorado); Overseas Ground Station (Australia); Simplified Processing Station; Mobile Ground Terminals; Sensor Evolutionary Development Program] and identifies the Government agencies responsible for various activities including the [U.S. Air Force. Space Command; U.S. Air Force. Logistics Command; U.S. Air Force. Systems Command; U.S. Aerospace Defense Command; U.S. Air Force. Electronic Security Command; U.S. Air Force. Operational Test and Evaluation Center]; Budgets for the Defense Support Program including allocations for Personnel are included

Program Management Directive defines the responsibilities of the [U.S. Department of the Air Force; U.S. Air Force. Systems Command; U.S. Air Force. Air Defense Command; U.S. Air Force. Strategic Air Command; U.S. Air Force. Logistics Command; U.S. Air Force. Electronic Security Command; U.S. Air Force. Operational Test and Evaluation Center; U.S. Air Force. Military Airlift Command] with regard to the Consolidated Space Operations Center (Colorado); Program Management Directive establishes the Consolidated Space Operations Center (Colorado) to carry out [Satellite tracking; Telemetry; Satellite control] and provide secure Military facilities from which to plan and conduct missions of the Space Transportation System

Program Management Directive assigns responsibilities for implementation of the Scope Dawn Project to the [U.S. Air Force. Chief of Staff; U.S. Air Force. Systems Command; U.S. Air Force. Logistics Command; U.S. Air Force. Military Airlift Command; U.S. Air Force. Pacific Air Forces; U.S. Air Force. Strategic Air Command; U.S. Air Force. Tactical Air Command; U.S. European Command. Air Forces]; U.S. Air Force. Chief of Staff is assigned Operational control of the Scope Dawn Project to provide Spacecraft communications capability to the Worldwide Airborne Command Post System using the Lincoln Experimental Satellites; Scope Dawn Project seeks to reposition Lincoln Experimental Satellites to remove a gap in Satellite communications over the central Continental United States which precludes communications between the National Emergency Airborne Command Post and the [U.S. Air Force. Strategic Air Command. Commander-in-Chief; U.S. Pacific Command. Commander-in-Chief]

This paper reports the final 24-month outcomes of a randomized controlled trial evaluating the effect of additional therapeutic contact (ATC) as an adjunct to a community-based weight-management program for overweight and obese 13–16-year-olds. ATC involved telephone coaching or short-message-service and/or email communication once per fortnight. Adolescents were randomized to receive the Loozit group program—a two-phase behavioral lifestyle intervention with ( n =73), or without ( n =78), ATC in Phase 2. Adolescents/parents separately attended seven weekly group sessions (Phase 1), followed by quarterly adolescent sessions (Phase 2). Assessor-blinded, 24-month changes in anthropometry and metabolic health included primary outcomes body mass index (BMI) z -score and waist:height ratio (WHtR). Secondary outcomes were self-reported psychosocial and lifestyle changes. By 24 months, 17 adolescents had formally withdrawn. Relative to the Loozit program alone, ATC largely had no impact on outcomes. Secondary pre-post assessment of the Loozit group program showed mean (95% CI) reductions in BMI z -score (−0.13 (−0.20, −0.06)) and WHtR (−0.02 (−0.03, −0.01)) in both arms, with several metabolic and psychosocial improvements. Adjunctive ATC did not provide further benefits to the Loozit group program. We recommend that further work is needed to optimize technological support for adolescents in weight-loss maintenance. Australian New Zealand Clinical Trials Registry Number ACTRNO12606000175572.

Background Physical activity and dietary change programmes play a central role in addressing public health priorities. Programme evaluation contributes to the evidence-base about these programmes; and helps justify and inform policy, programme and funding decisions. A range of evaluation frameworks have been published, but there is uncertainty about their usability and applicability to different programmes and evaluation objectives, and the extent to which they are appropriate for practitioner-led or researcher-led evaluation. This review appraises the frameworks that may be applicable to evaluation of physical activity and/or dietary change programmes, and develops a typology of the frameworks to help guide decision making by practitioners, commissioners and evaluators. Methods A scoping review approach was used. This included a systematic search and consultation with evaluation experts to identify evaluation frameworks and to develop a set of evaluation components to appraise them. Data related to each framework’s general characteristics and components were extracted. This was used to construct a typology of the frameworks based on their intended programme type, evaluation objective and format. Each framework was then mapped against the evaluation components to generate an overview of the guidance included within each framework. Results The review identified 71 frameworks. These were described variously in terms of purpose, content, or applicability to different programme contexts. The mapping of frameworks highlighted areas of overlap and strengths and limitations in the available guidance. Gaps within the frameworks which may warrant further development included guidance on participatory approaches, non-health and unanticipated outcomes, wider contextual and implementation factors, and sustainability. Conclusions Our typology and mapping signpost to frameworks where guidance on specific components can be found, where there is overlap, and where there are gaps in the guidance. Practitioners and evaluators can use these to identify, agree upon and apply appropriate frameworks. Researchers can use them to identify evaluation components where there is already guidance available and where further development may be useful. This should help focus research efforts where it is most needed and promote the uptake and use of evaluation frameworks in practice to improve the quality of evaluation and reporting.

The current US system of reimbursement for dementia care does not support the complex biospychosocial needs of families living with Alzheimer disease and related dementias. We propose an alternative payment system for dementia care that would provide insurance coverage for evidence-based, collaborative dementia care models. This payment model involves a per member per month payment for care management services that would target community-dwelling beneficiaries living with dementia and evidence-based education and support programs for unpaid caregivers. This payment model has the potential to align the incentives of payers and providers and create market demand for the implementation of collaborative dementia care models across the nation.

The efficacy of water quality policies aiming to reduce or prevent nitrate contamination of waterbodies may be constrained by the inherent delay or “time lag” of water and solute transport through unsaturated (soil) and saturated (groundwater) pathways. These delays must be quantified in order to establish realistic deadlines, thresholds and policy expectations, and to design effective best management practices. The objective of this review is to synthesise the current state of research on nitrate-related time lags in both the European and North American environmental and legislative contexts. The durations of time lags have been found to differ according to climatic, pedological, landscape and management scenarios. Elucidation of these driving factors at a watershed scale is essential where water quality is impaired or at risk. Finally, the existence of time lags is increasingly being acknowledged at a policy level and incorporated into the development of environmental legislation. However, the full impact of these time lags is not yet fully understood or appreciated, and continued outreach and education in scientific, public and policy venues is still required.