click links in text for more info
SUMMARY / RELATED TOPICS

Basketball at the 2007 Summer Universiade

The Basketball competition in the 2007 Summer Universiade were held on different venues in Bangkok, Thailand between 7–10 August 2007 and 12–18 August 2007. Twenty-four teams participated in the men's competition, drawn to eight groups of three. USA Basketball did not send a team to the event; the top two teams in each group were placed into four separate groups, played another round-robin within the group.. The last place teams in groups A, C, E & H formed consolation Group M, the rest Group N, played another round-robin within; the top two teams in the upper groups advanced to the quarterfinals. The others played teams with the same rank to determine 9th through 16th places; the top two teams in the lower groups played for the 17-20th places, the rest for 21st-24th places. Lithuanian team became the winner of the games, defeating Serbia in the final 85–66

Primary care ethics

Primary care ethics is the study of the everyday decisions that primary care clinicians make, such as: how long to spend with a particular patient, how to reconcile their own values and those of their patients and where to refer or investigate, how to respect confidentiality when dealing with patients and third parties. All these decisions are therefore ethical issues; these issues may involve other workers in primary healthcare, such as receptionists and managers. Primary care ethics is not a discipline. De Zulueta argues that primary care ethics has ‘a definitive place on the ‘bioethics map’, represented by a substantial body of empirical research, literary texts and critical discourse; the substantial body of research referred to by De Zulueta has a tendency to be issue-specific, such as to do with rationing, medical reports, or relationships with relatives. Much of the literature on primary care ethics concerns primary care physicians; the term primary care physician is synonymous with general practitioner.

Other primary care clinicians. In some healthcare systems primary care specialists may encounter many of these issues. Although the ethical decisions made in primary care are as less dramatic than those in high-tech medicine, their cumulative effect may be profound, because of the vast number of health care encounters which take place in primary care; each of these involves ethical judgements difficult straightforward. Since primary care is the first step in the patient journey, small decisions made may make big differences on. Most of the bioethical literature however deals with tertiary medicine, much less attention is paid to the daily concerns of primary care physicians and members of the primary care team. In countries with well developed primary health care, patients stay with the same practice for many years, allowing practices to gather a large amount of information and to develop personal relationships over time. Patients see the same clinician for a variety of problems, at once or at different times.

Whole families may see the same doctors and nurses, who may be their friends and neighbours. These factors affect moral decisions in primary care, raise ethical dilemmas which might not occur in secondary and tertiary medical care. Moreover, the transfer into the community of services provided in hospital may lead to the ethical dilemmas arising which were only encountered in secondary care. Spicer and Bowman argue that the ‘tertiary’ level ethical problems that dominate so much of the debate about healthcare ethics, such as genetics, organ donation and research, are experienced differently in primary care. Moreover, what might be argued to be core moral principles, such as autonomy and justice, may be reinterpreted when viewed through the lens of primary care. Toon, by contrast argues such re-interpretations are not exclusive to general practice and primary care. Doctors in other specialities may perform what he terms the interpretative function, but when do so they are acting as generalists and practising generalism.

The extension of this argument is that it is not just good primary care physicians who are aware of the ethics of the everyday, but good clinicians. According to Toon, doctors in primary care are charged with three tasks: 1. To deliver the best possible, evidence based medical care to patients who have physical or mental illnesses that can be understood and treated or cured within a biomedical framework 2. Insofar as it lies within their power, to help prevent avoidable illness and death in their patients 3. To help those who are or who believe themselves to be ill to cope with their illnesses, real or feared, to the best of their ability and so to achieve their maximum potential as human beings; the first two tasks involve understanding the patient as a biopsychosocial system that the doctor is seeking to influence, whilst the third involves seeing the patient as a fellow human being in need. Reconciling these tasks is not easy. In many health-care systems patients can only see specialists by referral from doctors in primary care, a system which restricts access to secondary care and is called “primary care gatekeeping”.

Although in some countries this developed as a mutually beneficial arrangement between specialists and primary care doctors, rather than from a desire to improve patient care, it is recognised that it benefits both individual patients and the health care system. Individual patients benefit from having a personal doctor who can integrate their health care and view their problems together rather than in isolation, who can protect them from over-investigation and over-treatment -which Toon characterises as the'furor therapeuticus' of specialist medicine. Patients as a whole benefit because the system ens

Salesforce Tower (Indianapolis)

Opened in 1990 near Monument Circle in Indianapolis, Salesforce Tower is the tallest building in the U. S. state of Indiana. It surpassed the AUL Tower in Indianapolis for the distinction; the building's twin spires pierce 811 feet into the Indianapolis skyline, while the 49 floors of office and retail space and 2 building equipment floors above that peak at the 701-foot roof. It is the regional headquarters of Salesforce, which moved into the tower in the late-2010s and occupies a large amount of space in the building. While the tower has two spires of equal height, only one of them is functional as a transmission antenna; the other mast is an architectural decoration. The building was designed by KlingStubbins, built by Indianapolis-based Huber Hunt & Nichols; the tower's step pyramidal cap reflects the design of the Indiana War Memorial, three blocks due north. The War Memorial, in turn, reflects the descriptions of the original Mausoleum; because of the height of this building, its roof was designed to house communications relay equipment, in order to provide additional revenue to the building's owners.

Over the past several years, two large banners have been placed outside the north and south communication bullpen areas of the roof in support of two of the city's professional sports franchises. These "Go Pacers" and "Go Colts" signs are visible being on the tallest structure in the city; the tower has no official observation deck, but views of the city can be seen from floors 21, 27, 31, 32, 33, 35, 39, 40, 41, 43, 44 in the common areas on the Ohio Street side of the complex. Additionally, views of Monument Circle and the immediate downtown area can be seen from floors 2, 7, 10 in the common areas on the Circle side of the complex. In 2017, electronic turnstiles were implemented in the tower as a security measure. In turn, the elevators are no longer accessible by the public; however Visitors Passes can be attained from the Security Desk in both the Circle and Tower-side lobbies. The tower can be seen from various spots around greater Indianapolis; the tower was conceived in the late 1970s by Frank E. McKinney, Jr. chairman of American Fletcher Corporation, the holding company for American Fletcher National Bank and Trust Company, which at the time was Indiana's largest financial institution, to allow for consolidation and expansion of his company's headquarters.

Land was being assembled for the building, with several predecessor structures along Ohio Street and Pennsylvania Street being demolished in those years and the early 1980s to clear the way for what McKinney hoped would soon be Indiana's tallest office tower. Before construction of the building began, American Fletcher became the first major Indianapolis bank holding company to be sold to an out-of-state financial institution, agreeing in the spring of 1986 to merge with Ohio's growing Banc One Corporation. Upon consummation of that merger, Mr. McKinney became chairman of Bank One's Indiana operations and tower planning picked up momentum. Ground was broken and construction began in 1988 on the newly designated Bank One Center Tower, to be integrated with AFNB's existing headquarters complex on Monument Circle and adjacent Market Street; this was done to secure the prestigious Monument Circle address for the new tower, which rises between Ohio Street and Wabash Street. Thus, the Ohio Street entrance to the tower is the complex's back door with a concourse-style passageway on the second level running over Scioto Street to connect the skyscraper to the main entrance in the original 1960 American National Bank Building at 111 Monument Circle.

A separate skywalk across Scioto once connected the Circle Building to the adjacent Fletcher Trust Building at 10 E. Market Street, but, removed after the bank moved all operations located in that structure into the new tower; the Fletcher Trust Building itself was subsequently sold and has since been renovated into a Hilton Garden Inn hotel. Banc One Corporation went through several additional major acquisitions before it was itself bought by J. P. Morgan Chase in the early 2000s. Upon consummation of that merger, the Indianapolis structure was renamed to become known as the Chase Tower, but Chase was not allowed to attach its name and logo to the top of the building until 2013 after the building changed owners. On May 6, 2016, Salesforce announced plans to lease hundreds of thousands of square feet in the building and start moving employees there in early 2017; the building has now been rebranded as Salesforce Tower Indianapolis. List of tallest buildings in the United States List of tallest buildings by U.

S. state List of tallest buildings in Indianapolis List of tallest buildings in Indiana Official website Salesforce Tower at SkyscraperPage Salesforce Tower at Emporis Salesforce Tower at SkyscraperCenter

Constance Prem Nath Dass

Constance Prem Nath Dass was an Indian educator and college administrator. She was president of Isabella Thoburn College, a women's college in Lucknow, which made her the first Indian woman to serve as the principal of a Christian college in India. Constance Prem Nath Dass was born in 1886 to a prominent Punjabi second generation-Presbyterian family from Firozpur in north west India, her father sent her older sisters, including Mohini Maya Das, to America and Edinburgh to have a western education but chose to have Dass educated in her home before attending schools in Lahore and in 1904, at Isabella Thoburn College. While at IT College, she met John Goucher who paid for her to study at Goucher College from 1909 to 1911. From Goucher, she earned a Bachelor of Arts, she returned to Isabella Thoburn College where she taught and earned a Master of Arts in English literature from the University of Allahabad. In 1931, Dass became the vice principal of Thoburn College. While on a sabbatical between 1938 and 1939, she earned a master's degree, Phi Beta Kappa, in education from Columbia Teacher's College.

Dass was appointed as the president of the college upon return, becoming the first Indian woman to serve as the principal of a Christian College in India. She retired in 1945. In 1946, she gave the commencement address at the invitation of Goucher College, she went to Ontario for a peace conference organized by John Mott for war refugees. She remained associated with IT College throughout her retirement, including serving on its Board of Governors until her death. Dass was awarded honorary doctorates from Boston University, she is the subject of the biography Constance Prem Nath Dass: An Extraordinary History, 1886–1971, co-written by her granddaughter, Amrita Dass and Nina David. While studying at IT College, she met her future husband Prem Nath Dass who proposed to her in 1906, she told him that she wanted to study in America, so he waited for her to return. Dass married Prem Nath Dass, from a prominent Christian family in the United Provinces, they had six children between the years 1915 and 1924.

She was a political moderate. Her husband died in 1931. Dass died in 1971

Broke-Middleton baronets

The Broke Broke–Middleton Baronetcy, of Broke Hall in the County of Suffolk, was a title in the Baronetage of the United Kingdom. It was created on 2 November 1813 for a Rear-Admiral of the Royal Navy, he was the grandson of Robert Broke, nephew of Sir Robert Broke, 1st Baronet, of Nacton, who were both descended from Sir Richard Broke, Chief Baron of the Exchequer during the reign of Henry VIII. The second Baronet was Sheriff of Suffolk in 1844 and his younger brother the third Baronet was Sheriff of Suffolk in 1864; the third Baronet assumed the additional surname of Middleton in 1860 after inheriting the estate of his cousin Sir William Fowle Fowle-Middleton. The title became extinct on his death in 1887. Admiral Sir Philip Bowes Vere Broke, 1st Baronet Sir Philip Broke, 2nd Baronet Admiral Sir George Broke-Middleton, 3rd Baronet Broke baronets Leigh Rayment's list of baronets