text:
<?php
/**
 * Message translations.
 *
 * This file is automatically generated by 'yiic message' command.
 * It contains the localizable messages extracted from source code.
 * You may modify this file by translating the extracted messages.
 *
 * Each array element represents the translation (value) of a message (key).
 * If the value is empty, the message is considered as not translated.
 *
 * NOTE, this file must be saved in UTF-8 encoding.
 *
 * @version $Id: $
 */
return array (
  'A role is group of permissions to perform a variety of tasks and operations, for example the authenticated user.' => '',
  'A task is a permission to perform multiple operations, for example accessing a group of controller action.' => '',
  'An operation is a permission to perform a single operation, for example accessing a certain controller action.' => '',
  'Authorization items can be managed under {roleLink}, {taskLink} and {operationLink}.' => '',
  'Cancel' => '',
  'Generate items' => '',
  'Generate items for controller actions' => '',
  'Here you can view and manage the permissions assigned to each role.' => '',
  'Here you can view which permissions has been assigned to each user.' => '',
  'Operations exist below tasks in the authorization hierarchy and can therefore only inherit from other operations.' => '',
  'Permission :name assigned.' => '',
  'Permission :name revoked.' => '',
  'Roles exist at the top of the authorization hierarchy and can therefore inherit from other roles, tasks and/or operations.' => '',
  'Source' => '',
  'Tasks exist below roles in the authorization hierarchy and can therefore only inherit from other tasks and/or operations.' => '',
  'There must be at least one superuser!' => '',
  'Update :name' => '',
  ':name created.' => ':name creato',
  ':name deleted.' => 'Rimosso :name',
  ':name updated.' => ':name aggiornato',
  'A descriptive name for this item.' => 'Un nome descrittivo di questo oggetto',
  'Add' => 'Aggiungi',
  'Add Child' => 'Aggiungi figlio',
  'Additional data available when executing the business rule.' => 'Dati aggiuntivi disponibili quando la regola di business viene eseguita',
  'An item with this name already exists.' => 'Un oggetto con questo nome esiste già',
  'Application' => 'Applicazione',
  'Are you sure you want to delete this operation?' => 'Sicuro di voler eliminare questa operazione?',
  'Are you sure you want to delete this role?' => 'Sicuro di voler eliminare questo ruolo?',
  'Are you sure you want to delete this task?' => 'Sicuro di voler eliminare questo task?',
  'Assign' => 'Assegna',
  'Assign item' => 'Assegna oggetto',
  'Assignments' => 'Elementi Assegnati',
  'Assignments for :username' => 'Elementi assegnati a :username',
  'Authorization item' => 'Autorizzazione',
  'Authorization items created.' => 'Autorizzazioni create',
  'Business rule' => 'Regola',
  'Business rule cannot be empty.' => 'La regola di business non pu? essere vuota.',
  'Child :name added.' => 'Aggiunto il figlio :name',
  'Child :name removed.' => 'Rimosso il figlio :name',
  'Children' => 'Figli',
  'Code that will be executed when performing access checking.' => 'Codice che verrà eseguito al controllo degli accessi.',
  'Create :type' => 'Nuovo :type',
  'Create a new operation' => 'Crea una nuova operazione',
  'Create a new role' => 'Crea un nuovo ruolo',
  'Create a new task' => 'Crea un nuovo Task',
  'Data' => 'Dati',
  'Delete' => 'Elimina',
  'Description' => 'Descrizione',
  'Do not change the name unless you know what you are doing.' => 'Non modificare il nome a meno che tu non sappia cosa stai facendo.',
  'Generate' => 'Genera',
  'Hover to see from where the permission is inherited.' => 'Passa sopra con il mouse per vedere da dove viene ereditato il permesso.',
  'Inherited' => 'Ereditato',
  'Invalid authorization item type.' => 'Tipo di autorizzazione non valida',
  'Invalid request. Please do not repeat this request again.' => 'Richiesta non valida. Per cortesia, non ripeterla.',
  'Item' => 'Oggetto',
  'Modules' => 'Moduli',
  'Name' => 'Nome',
  'Name of the superuser cannot be changed.' => 'Non è possibile modificare il nome del superuser.',
  'No actions found.' => 'Non sono state trovate azioni.',
  'No assignments available to be assigned to this user.' => 'Non sono stati trovati elementi da assegnare all\'utente.',
  'No authorization items found.' => 'Non sono state trovate autorizzazioni.',
  'No children available to be added to this item.' => 'Non sono stati trovati figli da assegnare a questo oggetto.',
  'No operations found.' => 'Non sono state trovate operazioni.',
  'No relations need to be set for the superuser role.' => 'Per il ruolo del super utente non è necessario inserire relazioni',
  'No roles found.' => 'Non sono stati trovati ruoli.',
  'No tasks found.' => 'Non sono stati trovati task.',
  'No users found.' => 'Non sono stati trovati utenti.',
  'Operation' => 'Operazione',
  'Operations' => 'Operazioni',
  'Parents' => 'Parenti',
  'Permissions' => 'Permessi',
  'Please select which items you wish to generate.' => 'Per cortesia, seleziona che elementi vuoi generare.',
  'Relations' => 'Relazioni',
  'Remove' => 'Rimuovi',
  'Revoke' => 'Revoca',
  'Role' => 'Ruolo',
  'Roles' => 'Ruoli',
  'Save' => 'Salva',
  'Select all' => 'Seleziona tutti',
  'Select none' => 'Seleziona nessuno',
  'Super users are always granted access implicitly.' => 'Ai super utenti è sempre consentito l\\accesso.',
  'Task' => 'Task',
  'Tasks' => 'Task',
  'The requested page does not exist.' => 'La pagina richiesta non esiste',
  'This item has no children.' => 'Questo oggetto non ha figli.',
  'This item has no parents.' => 'Questo oggetto non ha parenti.',
  'This user has not been assigned any items.' => 'Non sono stati assegnati oggetti a questo utente.',
  'Type' => 'Tipo',
  'Values within square brackets tell how many children each item has.' => 'Il valore tra parentesi quadre indica quanti figli ha ogni oggetto.',
  'You are not authorized to perform this action.' => 'Non sei autorizzato a svolgere quest\'azione.',
);


Kiratha Kaddi or Andrographis paniculata has been traditionally used as a remedy for fever, cold and ailments such as flu (influenza). Native to India and Sri Lanka it finds utility in the treatment of abdominal problems, body aches, respiratory disorders, snake bites and allergic reactions.
The plant is considered beneficial in treating cardio-vascular disease and in preventing liver toxicity, thus improving functions of the heart and liver. Andrographis is sometimes used to treat sore throat, coughs, swollen tonsils, bronchitis and allergies. It also finds applications in treating an enlarged liver, jaundice, and liver damage.
Kiratha Kaddi is also used for complaints related to the digestive system including diarrhea, intestinal gas, colic, constipation and stomach ache. The traditional kashaya or kodu vokath is a decoction made by adding a heaped teaspoon to a glass of water and boiling it. Cool and drink the blackish liquid that is obtained, which is extremely bitter in taste. Children may be given less than half a glass. It is usually had once a week or fortnight to keep the digestive system in good shape.


text:
Texas Southern's jerseys stolen before game at Oregon
Oregon head coach Kelly Graves talks to Texas Southern players before an NCAA college basketball game in Eugene, Ore., Saturday, Nov. 16, 2019. Texas Southern's uniforms went missing, forcing them to improvise with practice jerseys and athletic tape. (AP Photo/Chris Pietsch)
EUGENE, Ore. (AP) — Police say uniforms were stolen from Texas Southern's women's basketball team before their game at Oregon.
Eugene Police say a black duffel bag containing all the jerseys was taken from a downtown hotel conference room Saturday.
The Tigers wore practice uniforms during the game against the top-ranked Ducks. Some players had taped numbers to the back of their maroon tops.
Lt. Doug Mozan says the bag was taken from the Graduate hotel in downtown Eugene. He didn't have an estimate for the uniforms' value.
"We're really hopeful we do find them because we would like to have our guests get their stuff before they move on to their next set of games," he said. "We feel bad for our visiting team that they would have their uniforms stolen like this."
Team members and staff scoured the area. Police say they were hoping the public could help them find the uniforms before the game.
Oregon led 52-21 at halftime.
More AP college basketball: https://apnews.com/Womenscollegebasketball and https://twitter.com/AP_Top25
Join Thad Brown and Alexa Ross as they discuss the Bills AFC Championship game against the Chiefs, how it will differ from the Week 6 matchup, and Patrick Mahomes' head injury during the Chiefs Browns divisional game.
RPD investigating suspicious death
Jayme Closs is living her best life and dancing, 2 years after fleeing her kidnapper, family says
Bills vs. Ravens: Stories, odds, stats & how to watch AFC Divisional Round matchup
Court ruling allows some restaurants in orange zone to open under yellow zone restrictions

redpajama_set_name: RedPajamaCommonCrawl


text:
<?php
//RespuestaCortaType.php
namespace juanluisroman\CslmBundle\Form;

use Symfony\Component\Form\AbstractType;
use Symfony\Component\Form\FormBuilderInterface;
use Symfony\Component\OptionsResolver\OptionsResolverInterface;

class RespuestaCortaType extends AbstractType
{
    private $idiomas;
    private $niveles;

    public function __construct($idiomas, $niveles)
    {
        $this->idiomas = $idiomas;
        $this->niveles = $niveles;
    }

    public function buildForm(FormBuilderInterface $builder, array $options)
    {

        $builder
            ->add('nombre', null, array('attr' => array('class' => 'input-texto')))
            ->add('enunciado', null, array('attr' => array('class' => 'input-texto')))
            ->add('respuesta', null, array('attr' => array('class' => 'input-texto')))
            ->add(
                'idioma',
                'choice',
                array(
                    'choices' => array('Idiomas' => $this->idiomas)
                )
            )
            ->add(
                'nivel',
                'choice',
                array(
                    'choices' => array('Niveles' => $this->niveles)
                )
            )
            ->add('guardar', 'submit')
        ;
    }

    public function setDefaultOptions(OptionsResolverInterface $resolver)
    {
        $resolver->setDefaults(array(
            'data_class' => 'juanluisroman\CslmBundle\Entity\RespuestaCorta'
        ));
    }

    public function getName()
    {
        return 'juanluisroman_cslmbundle_respuestacortatype';
    }
}

redpajama_set_name: RedPajamaGithub


One of the best part of the holiday season is the anticipation of the big event. Creating your own DIY tree advent calendar is a fun way to get the entire family involved in the count down to Christmas day. The best part is that it will become a personalized piece that your family will cherish for years. Here are five great reasons you should create your own personalized tree advent calendar.
Most of us are looking for ways to make the holiday a little less stressful on our bank accounts. Every penny saved truly does make a difference. Tree advent calendars can be expensive to purchase, especially since it is an item you will only use once a year. However, you can create your own DIY calendar for about half of what it costs to purchase one.
By creating your own advent calendar, the whole family can contribute to the project. It is a great way to set aside special time with children or family. Not only will they have fun helping create this personalized item, but it will make a lasting holiday memory they will always cherish.
3 It Will Match Your Holiday Theme Perfectly.
Does your holiday decor have a specific theme? Another reason to make your own tree advent calendar is that you can purchase any material you like. You get to add your own touch of style and flare. As a result the finished product will match the rest of your holiday decor perfectly.
Handmade items always carry more sentimental value than something that is factory made. Since you will be creating this piece yourself, it will symbolize much more to your family. Your DIY Tree Advent Calendar will become a treasure that can be passed down and cherished by others in the future.
The best part about making your own Christmas advent calendar, is that you have the opportunity to personalize it. You can add family members names, or purchase trinkets that are special to you or each individual family member. No store bought product will be the same as the one you created specifically for your family.
Creating your own tree advent calendar is a great way to save money and get the entire family excited about the holiday season. For a fraction of what it costs to purchase one, you can create a personalized calendar that you and your family will love.
Check out these 37 Christmas Advent Calendars.
Beautiful and simple advent calendar by la maison de loulou.
DIY advent calender by La Petite Cuisine.
Advent Calendar on a Vintage Ladder For Christmas by Desire Empire.
Advent calendar by lapinblu– brown paper packages tied with baker's twine to a minimalist pine wreath.
French advent calendar by Petits Points.
A clothespin Advent Calendar by craft e corner.
A very simple and resueable calendar by Amy Christie for Design Mom.
Cute advent calendar by Crafts Unleashed. The little tubes are large enough to hold a small candy and/or a rolled up piece of paper with either a scripture reading or seasonal activity prompt.
Advent calendar using mini altoid tins by Stephanie.
Christmas Advent Calendar Wall Chart (with free printable pockets & tags by The Painted Hive.
Easy No Sew Burlap Advent Calendar filled with a scripture verse for each day by Finding Home.
Wood plank and mini bucket advent calendar by Our Vintage Home Love.
Toilet Paper Roll Advent Calendar.
Advent calendar made from a muffin tin and paper, attached with magnets.
This one involves little boxes and chalkboard paint plus a little tree to hang them on. This is super easy and inexpensive to make. You can make the whole thing in about an hour. Find the tutorial on Oh Happy Day.
Mini envelopes by A few things from my life.
Download and print the calendar by heylook right here.
Download the free printable by Yellow Bliss Board here.
Homemade Advent Calendar using paper rolls by northstory– you could use paper towel rolls cut in half too!
DIY Tree Advent Calendar – Feature by Rogue Engineer.
Make an Advent calendar using a wood board, a few decorative ornaments, and paper tags. For tutorial click here.


text:
What's next? The Library Crisis by Alina, Alen, and Carl Cancelar 10
By Philadelphia Student Union
On Blast
In Your Eyes, Athletics; In My Eyes, Home by Andrea
In Your Eyes, Athletics; In My Eyes, Home by Andrea description
The Philadelphia Student Union's On Blast team is honored to feature guest work from GW Radio, produced by PASS Program (Preparing for, Attaining, & Sustaining Success) at George Washington High School and JEVS Human Services (with support from Yowei Shaw & The School of Rock). Up with youth media for all! GW Radio is an original mini-podcast series produced by seniors at George Washington High School. After identifying many possible issues through a community mapping exercise, students chose the topic of education for their series because they all have a lot to say about what they want in their schools. Students engaged in a story-storming process to identify their own stories as well as other stories that they would like to feature. In small groups, they planned, recorded, and edited eight episodes exploring various aspects of their educational experiences in Philadelphia. Throughout this series, you will hear students share stories that express both positive interactions in school as well as injustices that they demand be made right. As you tune in to GW Radio, we hope that you are inspired by the strength and vision of students in Philadelphia and challenged to take action to improve our schools. Original soundtrack ?introduction: Alen
More episodes On Blast
The Library Crisis by Alina, Alen, and Carl
Pregnant Teens & the ELECT Program by Kiana
Public vs Private Schools by Sabria, Jasmine and Annaelle
Motivation: What Keeps Us Coming to School by Jon, Mostafa, and Mohammed
Coming to America: Immigrant Student Stories by Annaelle, Helda, Krina, Maria


Don't want to cook tonight? Want to support the Whittier Tech Junior Class? Bring this flyer/picture to Texas Roadhouse on Rt 28 in Methuen from 5:00 to 9:00PM and 10% of your purchase will be donated to the junior class.


text:
Ohio Dry-cleaning Franchise Plans To Expand In Utah
An East Coast-based dry-cleaning chain is making its debut in Utah with the addition of at least 15 stores over the next three years. Five of those will be located in Utah County.
Loveland, Ohio-based Martinizing Dry Cleaning, through its Utah franchisee Scott Ray, will open its first four stores in Sandy, Bountiful and Centerville as early as this summer. Other locations, each to be staffed by six to 10 workers, are planned in Utah, Salt Lake, Davis, Weber, Washington and Summit counties by 2012.
A 2,000-square-foot dry-cleaning plant will open in Highland by mid-summer of 2010, along with four retail stores, each averaging between 1,000 square feet and 1,100 square feet, in Provo, Orem and American Fork. About 100 new jobs will be added in Utah, including 30 in Utah County. Each store requires an initial investment of between $325,000 and $450,000.
George Strike, chairman and chief executive of the company, attributes the company's success to being conservative in adding new stores.
"Those that aren't successful expanded too rapidly as opposed to building a solid foundation of growth over the years. Some of the biggest casualties in dry-cleaning business are multi-store operations that either have not had a proper business model or tried to expand rapidly," he said.
To date, Martinizing Dry Cleaning has more than 600 stores companywide and has development agreements with its franchisees for 140 more over the next four to five years.
Despite the recession, Martinizing has maintained good growth in part because the company's target demographic is middle- to upper-middle income households in affluent neighborhoods, said Strike, a Salt Lake City native, who has a business administration degree from the University of Utah.
"Appearance remains important in maintaining a job. People may cut back on expanding their wardrobe, but they still want to look well-groomed," Strike said. "A number of retail establishments including dry cleaners have gone out of business or are reducing locations, and our franchisees can pick up incremental volume from those who have gone out of business." That Martinizing Dry Cleaning appeared to be a somewhat recession-proof franchise operation appealed to Ray, 46, who also operates as a contractor for Deutsche Post AG (DHL), especially after DHL announced in November it would cut back its domestic service shipments and restructured its nationwide operations.
DHL said it would slash 9,500 jobs and halt U.S. domestic services at its DHL Express unit after failing for five years to gain share in a market dominated by United Parcel Service Inc. and FedEx Corp. The U.S. job cuts come on top of 5,400 layoffs already this year, leaving between 3,000 and 4,000 U.S. employees.
Although Ray, a Layton resident, said he is one of DHL's 18 remaining contractors after the restructuring, he decided to diversify to other businesses.
"Owning a business for over 20 years and finding out it could be closed down at a moment's notice definitely made me re-evaluate my plans for the future," Ray said. "I've considered several franchises including food, home painting, sports training and day care. But Martinizing is the one that appealed to me and fits Utah's demographics." The company is currently seeking free-standing or grocery-anchored shopping-center sites of at least 1,800 square feet with drive-through possibilities in white-collar, affluent areas in Utah, as well as smaller satellite sites between 800 square feet and 1,000 square feet.
Founded in 1949 as Martin Equipment Co. in Buffalo, N.Y., the company was acquired by American Laundry Machinery Co. in 1951. The merged entity's corporate headquarters relocated to Ohio and became Martin Franchise Sales Inc. doing business as Martinizing Dry Cleaning.
Martinizing Dry Cleaning News and Press Releases
This article has been read 1067 times.
Would you like to own a Martinizing Dry Cleaning Franchise?
For more information about becoming a Martinizing Dry Cleaning Franchise owner, including a franchise overview, start-up costs, fees, training and more, please visit our Martinizing Dry Cleaning Franchise Information page.
Or complete our free franchise advise form for a consultation about Martinizing Dry Cleaning Franchise or any other franchise listed on The Franchise Mall.
Martinizing Dry Cleaning
2060 Coolidge Hwy.
Toll Free: (800)827-0207
Martinizing Dry Cleaning Franchise Information


text:
Oakland, Berkeley, And East Bay News, Events, Restaurants, Music, & Arts
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December 13, 2006 News & Opinion » Feature
The Method of King Jorge
How a former Richmond street tough transformed an Oakland middle school.
By Jonathan Kaminsky
Melissa Barnes
Running PE drills at Oakland Charter Academy.
Early one Wednesday in mid-October, a hulking man roamed the halls of Oakland Charter Academy, his many and varied tattoos hidden under a dark suit and tie. Jorge Lopez, the school's 35-year-old principal, was looking for trouble. He stepped into a classroom of 24 eighth graders, all wearing the standard white tops with khaki pants, all sitting silently at their desks in neat rows, all apparently under the spell of the prim Chinese-born woman standing before them, explaining an algebraic equation. No one looked up when Lopez entered, nor a few moments later when he left.
Just outside the classroom, Lopez removed from the wall a piece of paper with a large "6" painted on it. He replaced it with another, this one bearing a "5," to update the following reminder: "Days Left Until The State Test: 195."
Lopez, who took over the school three summers ago, ruthlessly eliminating its entire staff and remaking the place in his own image, looked almost embarrassed as he and a visitor stood beneath the sign in silence. "I'll be honest," he admitted, "there's nothing to do sometimes." He gestured down the empty hallway. "I mean, look at us."
It was not always this way. OCA, the city's first charter school when it opened in the fall of 1993, was created largely out of a desire by neighborhood parents — overwhelmingly poor immigrants from Mexico — for a safe and welcoming middle school for their kids. Embracing Latino heritage and bilingualism, and relying heavily on parent volunteers, the school quickly became a pillar of the neighborhood. Still, its test scores consistently ranked among the worst in the state. Although scores had risen substantially in the three years before Lopez took over, only one in ten students tested proficient in either English or math in March 2004. By many accounts, the school lacked effective discipline and order, and many teachers opted not to use textbooks in their classrooms. To Nena Pulido, an OCA eighth grader when the new principal arrived, life there before Lopez "was just like a party."
The young administrator came to OCA with a simple mission: to make it a great school. His formula was similarly straightforward. Lopez believed he could produce high test scores and ambitious, college-bound students by emphasizing mandatory attendance with more classroom hours; zero tolerance for bad behavior; a homework-laden curriculum stripped of cultural, linguistic, or artistic coursework; and inspirational or menacing speeches as necessary. "I run this school with a hard hand," he explained recently. "I don't take a lot of shit from parents. I don't take shit from kids. I don't take shit from teachers. My focus is the kids. I want them to leave. I do not want them in Oakland. If they do come back to Oakland, I want them not to live where they're living."
In a city whose thirty charter schools fare on average little better than the severely underperforming district schools they are meant to complement and compete against, OCA is an anomaly. Under Lopez, its test scores have improved more than those at any other school in the city. It is now Oakland's number two middle school by the Academic Performance Index, California's way of rating schools based on student test scores. This past March, nearly two-thirds of the school's kids tested proficient in both English and math. That is roughly twice the district average, and an increase of more than 600 percent in two years. "Where have multiculturalism, bilingualism, and parent involvement taken us in the ghetto?" Lopez queried, referring to the previous administration's core values, ideals widely held in the education establishment. "What I do produces results."
Back in the hallways, where it seemed nothing could break the spell of silence, Lopez spotted a mark: a young, slight boy walking toward him, his straight-ahead stare betraying a deep desire to get past this scary, powerful man without drawing his attention.
No dice.
"Are you being loud in class?" asked Lopez, acting on a day-old tip from the boy's sixth-grade teacher. He had managed in an instant to move to the middle of the hallway, blocking young Jose's way. It was unnecessary. Jose was clearly too terrified to do anything but try his best to weather the storm.
"No," Jose stammered, looking fixedly at the middle of Lopez' tie.
"Are you talking out of turn?" Lopez persisted in an even, menacing tone.
"No," Jose said nervously, still staring straight ahead.
"Look up," Lopez ordered. "Tell me you're not talking out of turn."
Jose looked into the narrowed brown eyes of the man towering over him.
"Sometimes," he managed.
"So when you look at me, all the sudden that's the trigger to tell the truth?" the principal asked. "What do you think I'm going to tell you? How should you act in class?"
"Raise my hand?" Jose offered hopefully.
"Keeping that mouth shut," Lopez agreed. He bent down and leaned toward the pupil's ear. "Where'd you go to school at before?" he whispered to the sixth grader.
"Jefferson," Jose said, confused by the sudden turn in the conversation.
"This ain't Jefferson," Lopez replied. "Don't do that shit here. Do you understand me?"
Having made himself clear, Lopez let Jose pass. The boy walked to his classroom, looking as if it were all he could do to keep from running.
"A brilliant kid," Lopez said after Jose was out of view, whispering so as not to disturb the quiet that once again surrounded him. "He just gets bored sometimes."
Jorge Lopez' desire to get his students out of Oakland is rooted in personal experience. Born in 1971, the second of three children to Mexican parents who'd had enough of picking lettuce in the Imperial Valley, he attended public schools in his hometown of Richmond, where he struggled from the start.
"They'd sit me in a circle and say, 'What is your problem today, Jorge? Let's talk about those feelings,'" he recalls bitterly of his days at Belding Elementary and Downer Junior High. "I sat in more circles than any Native American in the history of Indians."
Without a firm hand to guide him, Lopez says, he developed into "a straight-F student" who repeated seventh grade before being sent straight to Richmond High in order to remain with his peers. "Richmond schools are — it's like Oakland — they're not meant to educate. They're meant to just house you," he says.
Although he struggled in school, Lopez excelled as a street entrepreneur. By twelve, he was a veteran brawler and an emerging drug dealer. "It all started everybody hustling joints here and there and it developed into something big," he says. Soon, he was selling powder cocaine, speed, and whatever else interested people in early-'80s, pre-crack Richmond.
There was one line Lopez never crossed: "I was never a gang member," he says. "I was always a hustler. I always sold anything anybody needed. I figured if I joined a gang it cut off half my supply." This did not mean he was unaffiliated. When he flunked out of Richmond High in tenth grade, he was transferred to a continuation school. On his first day, a student welcomed him by pulling out a gun and pistol-whipping him. "It was a neighborhood thing," says Lopez, who lived in a Norteño part of town. He did not return to the school.
Instead, at sixteen, he began helping his mother with her job cleaning houses. After three months of this, an elderly client in the Berkeley Hills, disgusted to learn that he had dropped out, enrolled him at Berkeley High using her address.
With the new surroundings came new opportunities, and not just of the educational variety. "There is nothing like some rich white people," Lopez says. "They will buy all the drugs. And I came from Richmond with all the connections." He quickly mastered the first rule of commerce: Buy low, sell high. "I made tons of money at Berkeley," he recalls. "I had the biggest weed sacks all over Berkeley High School. I was known for it."
Nevertheless, he managed to graduate, he says, by staying at the back of the class and keeping quiet. "This was in the days before No Child Left Behind," he explains.
Shortly after he finished high school, Lopez got involved in a fight in San Francisco, in which he severely beat a man with a tire iron. It was the latest in a string of violent run-ins. Because he was seventeen, he got probation instead of prison.
His brother, Eddie, had seen enough. A star football player who had just been admitted to Chico State on a scholarship, Eddie asked Jorge to join him for a ride one August afternoon. Not until they passed Vallejo did Jorge realize he'd been had. There was a duffel bag of his clothing in the trunk, and like it or not, he was moving to Chico with his brother.
"For the first week I was in withdrawal," he says, recalling the expanse of orchards and open space. "I hated it." Soon, though, "Something clicked. Something told me, 'Use this.'" Lopez stopped drinking and smoking and began running several miles a day. He also signed up for classes at Butte College. "I was a young kid pulled out of Richmond and it did wonders for me," he says. "It was like a cleansing. And it just showed me that your environment is what really fucks you."
Out on Oakland Charter Academy's sun-drenched concrete schoolyard one recent afternoon, a group of boys made the most of their twenty-minute lunch with an energetic, raucous game of six-on-seven basketball. Nearby, most of the 150-strong student body sat at rows of tables beneath plastic tarps, eating homemade sandwiches of ham and cheese or peanut butter and jelly. Even if the school had a cafeteria, Lopez says, he would not offer the free or reduced-price lunches for which 87 percent of his students qualify based on family income. "There's a misperception that there isn't enough food," he says. "That's bullshit. The biggest problem is obesity."
Over by the basketball game was Alvaro, a big-boned eighth grader with short brown hair, wearing an oversize white polo shirt over his khakis. Lopez, who had stepped into the yard to survey the scene, approached Alvaro and introduced him to a visitor. "Tell about how you had to write the letter," Lopez asked. Alvaro hung his head in silence. "C'mon, tell the story," the principal persisted. Head still bowed, Alvaro gave a subdued account of one of the most humiliating moments of his young life.
One morning in late September, the boy explained, he got it in his head to steal a computer from his teacher. It was an old Apple laptop that sat in the back of the classroom, largely unused. Alvaro's friend Antonio was there when he took it, and Alvaro swore him to secrecy. Antonio, in an impressive display of disloyalty, went straight to Lopez to rat out his friend.
The next day, Lopez came into Alvaro's class to deliver a speech about how stealing from family is the worst thing you can do in this world. Here Lopez filled in the details where the boy's account grew vague. "All the kids were looking up at me, confused," he recalled. "Except Alvaro. He was hanging his head. That's how I knew he did it." Lopez made Alvaro stand up. "Tell the class you're a thief," he instructed him. He then sent Alvaro to every other class in the school to repeat his announcement.
Then came the really embarrassing part. "I was just thinking of different ways I could humiliate him," Lopez recalls. He wrote Alvaro a letter calling him "an idiot and a thief." In a rare nod to bilingual education, Lopez had Alvaro present the letter in Spanish to his family and friends, and collect signatures of those who had read it, including his grandmother, whom he visited that weekend in Los Angeles. "I told him to get twenty signatures," Lopez boasted. "He came back with 32."
When Alvaro's teacher stuck the returned computer out of sight in a storage locker, Lopez ordered that it be returned to its old highly visible spot at the back of the classroom. "It's like, I fucking dare you," he explained.
The principal's office at Oakland Charter Academy, which doubles as the teachers' lounge, sits just off the school's main entrance. It is clean and spare. One of the few decorative touches is a framed photograph Lopez keeps of himself with Governor Arnold Schwarzenegger, a self-professed admirer of the school. Most of the room is filled by a long, rectangular table with a chipped wood veneer, where Lopez, his hair slicked back and his goatee neatly trimmed, sat recently to recount the unlikely story of how he came to run this school.
It began in 2000, he explained, with his fall from grace at the Dolores Huerta Learning Academy, a charter school just a few blocks away. Lopez had been promoted from teacher to principal of the newly established and highly dysfunctional school when he was only 28, partway into its second year of existence. As he sees it, a grandstanding parent advocate on the school's board, eager to further her own political ambitions and fearful of his potential, preyed on his inexperience and forced him out before he could turn the school around. Lillian Lopez, the agitator in question, and no relation to Jorge, recalls it differently. She says she simply felt the school needed a more experienced leader. In any case, he left Huerta after just a few months as principal, with a bruised ego and an abiding distrust of school boards and meddlesome parents. He moved his family to Sacramento, where he earned a master's degree in education administration and worked for an education nonprofit.
One day in the spring of 2004, his phone rang. The caller was Ben Chavis, the controversial, tough-love principal of American Indian Public Charter School. Chavis took over American Indian when it was on the brink of closure due to poor test scores and promptly turned it into Oakland's highest-performing middle school. He had mentored Lopez while the younger man was at Huerta and later took him on as an intern while Lopez worked toward his master's degree. "I hear that OCA is looking for a principal," Chavis told his acolyte, wasting little time. "You should follow up with that."
"I'm all right," Lopez replied. He and his wife, herself a schoolteacher, were settled happily in Sacramento. Their young son, Maceo, had made friends, and they were looking to buy a house.
"Motherfucker, you're scared of Oakland," Chavis goaded.
"Fuck you," Lopez snapped back. "I ain't scared of nobody."
"Oh, yeah?"
"Who do I call?" Lopez asked.
A week before his job interview, Lopez drove from Sacramento to Oakland for some unannounced reconnaissance. He arrived during the school's lunch period, then 45 minutes, and passed unnoticed through the open front gate and into the schoolyard. Kids there were "running around like fools," he says, and he saw two leave unsupervised through the back gate. Upon further inspection, he saw that the school's computer lab, which he later converted into his office, was full of trash. There were about a dozen TVs with no cords, five broken copy machines, and several gallons of hot pink paint, some or all of which had been donated by parents. Assessing OCA, he grew excited. "It was the biggest crock of shit I had ever seen in my life," he says. Taking it over, he figured, would be his chance to transform it into the sort of school he should have gone to as a kid.
A week later, before a panel of OCA board members, Lopez laid on the charm. "You have a great school here," he recalls telling them. "And I want to continue the growth." Among those interviewing Lopez was Fernanda Gonzalez, a Cal graduate student in education and a backer of the school's Spanish-language and Latino-culture-infused curriculum. Lopez came across as passionate about his work, Gonzalez recalls, and as someone who knew from his own life experiences what the kids at OCA were up against. "It seemed like more than a job to him," she says.
Lopez saw the interview differently. "One thing I know about boards is they're dumber than shit," he says. "I went in and told them everything they wanted to hear."
It is hard to imagine anyone more different in temperament and leadership style from Lopez than the man he was hired to succeed at Oakland Charter Academy. Soft-spoken and unassuming, the bespectacled, salt-and-pepper-haired Francisco Gutierrez was easygoing and comfortable delegating authority. Four of his nine teachers comprised a "leadership team," tasked with overseeing the school's curriculum as well as its discipline. He also gave teachers considerable autonomy in the classroom. Former OCA math and science teacher Mirella Rangel recalls the arrangement fondly. "We were proud to teach kids to be bilingual and to have them appreciate their culture," she says. Gutierrez, she adds, "was really supportive of us."
After agreeing to work alongside Gutierrez for his first few weeks to ease the transition, Lopez formed a different view. "The teachers taught what they wanted to teach," he says. "And Mr. Francisco Gutierrez sat in his office and let it all happen. Like the sorry leader that he was." (Responds Gutierrez: "He is someone who feels entitled to say negative things about a person. I'm not interested in playing that game.")
Once aboard, Lopez quickly set about making Gutierrez's life miserable, insulting and demeaning him repeatedly and making a mockery of his staff meetings. Within a couple of weeks, Gutierrez was gone, vowing, he says, to "never, ever, ever again" agree to such a power-sharing arrangement. Next to go was the school's secretary, whom Lopez caught sympathizing with parents upset over the last-minute addition of a mandatory summer school for incoming sixth graders. Then, at the school board meeting in late June, Lopez employed a tactic he had learned from a book recommended by Chavis. The book: Sun Tzu's The Art of War, a copy of which Lopez still keeps in his office. The tactic: to obscure his primary objectives.
At the meeting, Lopez cited a looming fiscal crisis due to sloppy bookkeeping, and called for a 15 percent reduction in the school's budget. To cut costs, he proposed reducing teaching staff by switching to "self-contained" classrooms, where students stay in the same room with one teacher throughout the day. The board went along, unwittingly paving the way for Lopez to end the school's long tradition of teaching Spanish. In addition, since only one teacher had the necessary credentials to teach a self-contained class, Lopez was able to force the others out. Within weeks, the new principal had curtailed parent involvement and gotten rid of volunteering and planning committees, which were school fixtures. It was no less than a coup d'état. "It became no longer a community-oriented school," says Estella Navarro, an OCA cofounder, parent, and board member bitterly opposed to Lopez' changes. "It became his school."
The counterinsurgency was launched at the following month's board meeting, which Lopez had been told would be a "getting to know you" family affair. His baby daughter bobbing on his knee, Lopez watched as a group of students delivered a letter accusing him of firing their teachers unjustly, listened while parents railed against him for menacing their kids and taking away their soccer-playing privileges during the summer school then in session, and seethed as parents and teachers called for his ouster. "It was a three-ring circus," Lopez recalls. He accuses a former teacher of fomenting parent anger toward a last-ditch effort to get rid of him, but the teacher, David Barker, denies this. "The parents did that on their own," he says. "After the parents stood up [at that meeting] and told him they didn't want him there, he changed his behavior very quickly."
After a subsequent board investigation cleared him of any wrongdoing, Lopez determined to quell any lingering doubts. "Give me a year to show academic progress," he said at the final board meeting before the new school year. "If I don't," he promised, "I will resign and pay back my salary in full."
Barely a week into that fall's classes, Sarah Tin, one of Lopez' two new eighth-grade teachers, came into his office with some bad news. "None of them did their homework," she reported. Tin was in her early twenties and fresh out of college. In defiance of the outgoing board president, who wanted a Latino staff, Lopez had hired his new teachers off Craigslist, with no requirement for previous teaching experience, and with salaries starting at $40,000 — about $3,000 more than the district's starting pay.
As the principal feared, the eighth graders, ingrained with the old administration's ways, were proving the most difficult to change. Tin was having trouble with kids skipping class, not paying attention, and now, in an act of open mutiny, colluding to ignore a homework assignment. "It was the last straw," Lopez recalls.
He walked the short distance to Tin's classroom, where students sat at the individual desks Lopez had brought in over the summer after discarding the large round tables previously used in all OCA classrooms. "You guys are no longer students!" Lopez thundered as he walked in, shoving the books on one boy's desk to the floor. Three girls sitting to one side of the room raised their hands, hoping to get in a word. Lopez preempted them. "I said shut the fuck up," he hollered. "I do not want to hear shit from any of you."
He sent the three girls outside with rags to wash the school's walls. "Put your books on the floor," he told the rest of the class. After ordering Tin to collect their newly purchased textbooks, he took some of the boys out into the hallway and gave them brooms to sweep the floor in full view of other classrooms. Such hard-nosed tactics, Lopez acknowledges, would not work in an affluent school. "In the hills, they'd fire my ass in a second," he concedes. But the day after his tirade, Lopez was pleased to learn that almost all of Tin's students had done their homework.
Fast-forward two years. At the end of a recent school day, Lopez slipped into teacher Rebecca Anderson's sixth-grade class and stood to the side as she explained the homework assignment, an essay on a story they had read in class. Anderson, a young white woman with soft features and glasses, pointed to the whiteboard behind her with the words plot, setting, and character written in descending order.
"All of these things go back to what?" she asked. A half-dozen hands shot up.
"The story?" one dark-haired girl said enthusiastically.
"Okay," Anderson said. "Or the what? Jose?" It was the young student from the hallway.
"The thesis?" he offered timidly.
"Right," Anderson said. "If you don't have supporting details, it's a bad choice for a thesis. And if you don't remember how, your language arts book shows you exactly how to do it."
Her students nodded and took notes. Every last one of them was either paying close attention or doing an extremely good job of faking it. Lopez looked on in near awe. "If I had had this kind of school as a kid, I'd be a whole different person," he whispered. "I didn't learn that until I got to Berkeley High."
A few moments later, when Anderson had finished with her lesson, Lopez addressed the class. "You guys, I am very proud of you," he began. "You are alert, raising your hands. When I came in here, you didn't even look up." He produced a fat wad of dollar bills. "How many of you guys did your homework this weekend?" Arms shot up in a frenzy. Lopez went from student to student, pressing four dollars into the hands of all but the few who had not finished their weekend assignments. "This is an investment," he said as he made his way slowly around the room. "I expect hard work."
Jorge Lopez' mission has been accomplished. The teachers follow his lead, the students spend an average of two hours each night on homework, and neither the parents nor the school's board, which has turned over completely since he took the job, tries to tell him what to do. In the meantime, Oakland Charter Academy has joined American Indian Public Charter School as Oakland's second middle school to meet state standards for overall student performance. Under Lopez, OCA now ranks in the top 10 percent of schools with a similar socioeconomic makeup statewide, and in the top 30 percent overall. Last summer, Lopez sent 31 students to gifted-and-talented programs at Johns Hopkins, Stanford, and Cal, something unheard of at OCA before his arrival.
To all appearances, these achievements are real. Anticipating his critics, Lopez insists that he has never forced out students who lag behind or act up. Of the 57 students who entered sixth grade at OCA in the fall of 2004 — all of whom were admitted before Lopez arrived — 47 remain. According to data that Lopez provided, nine of the ten who left moved out of the area and one left without explanation. Five were held back a grade. None have been kicked out, Lopez says. In March 2005, after less than one school year under Lopez, 33 percent of those students tested proficient in math, and 35 percent tested proficient in English, according to state figures. By the following spring, 66 percent of the school's seventh graders were proficient in math, 68 percent in English.
Liane Zimny, who monitors charter schools for the district, sees no indication that Lopez has tried to manipulate test scores by pursuing promising students while discouraging struggling ones to apply. "It takes a person of high ethics not to be tempted into playing a numbers game," she says.
Perhaps most compelling is the praise heaped on Lopez by his former students. With the textbooks Lopez introduced in her eighth-grade year, says Karely Ordaz, a self-professed history buff, "It made sense how stuff happened. Like the American Revolution. I mean, I already knew they won, but now I know that they came first, and they set up colonies, and they got bigger. And they didn't like being with Britain, so they overthrew it."
Ordaz, neither of whose parents speak English, had no educational goals to speak of before she met Lopez. "I didn't even think I was going to finish high school, to tell you the truth," she says. "I was tired of school already. And I was in seventh grade." Lopez's demands, and her ability to respond to them, Ordaz says, "made me want to go to college and move on and be somebody and make money."
Ordaz is now a tenth grader at the newly established American Indian Public Charter High School, to which Lopez encourages his graduating eighth graders to apply. Her appreciation for Lopez is echoed by several fellow OCA alums now at American Indian High. Among them is Christhian Cortez, who was a problem student when Lopez took over at OCA. The wispy fifteen-year-old, who entertains dreams of hip-hop stardom, shudders to think what would have happened had the new principal not arrived when he was an eighth grader. "Probably right now I'd be in a screw-up school that wouldn't teach me nothing," he says. "And I'd be all screwed up." Like Ordaz, Cortez plans to attend college, and he has Lopez' promise for help with tuition should he need it.
What these students didn't get from Lopez was a curriculum that included Spanish classes and an emphasis on Latino culture. Although the school has admitted more blacks and Asians since Lopez took over — in accordance with plans to diversify its student body drawn up shortly before Lopez' arrival — OCA's students are still overwhelmingly children of non-English-speaking immigrants from Mexico and Guatemala. And while Lopez acknowledges that teaching kids to be proficient in Spanish is a worthy goal, it is not, he says, a primary responsibility of his school.
Fernanda Gonzalez, a former board member and supporter of cultural and Spanish education, laments this omission. "I think you can do both," she says of combining a rigorous back-to-basics curriculum and a focus on Spanish and Latino culture. Gonzalez also questions Lopez's bullying leadership style, which she likens to that of "a king." She quit the board in late 2004 amid frustrations that Lopez did not consult it before firing a struggling teacher he had recently hired.
Yet despite Gonzalez' pedagogical and managerial disagreements with Lopez, she is, ultimately, a fan. "It was the most remarkable year-to-year shift that I have ever seen at a school," she says of Lopez' first year. "He is the best thing that could've happened there."
Estella Navarro, a cofounder of OCA who was recently kicked off the board in what she saw as an attempt to stifle dissent, is unforgiving of Lopez for misleading her about keeping parents involved at the school. Yet she is glad he became principal. Her youngest daughter stayed at OCA after Lopez arrived, and Navarro says the girl learned more under him than before he got there. "If I saw that he came in and they weren't learning anything, then I would go crazy," she says. "But I can't do that. The school improved. The kids know their stuff. It doesn't matter how I swallowed the pill, I swallowed it."
While still unhappy with Lopez' tactics, David Barker, the former OCA teacher who wanted him ousted back in the summer of 2004, is also solicitous. "I don't know of any principals in the Bay Area other than Jorge Lopez and Ben Chavis who send their kids to Johns Hopkins in the summer," he says, referring to the gifted-and-talented program. "It's incredible."
OCA is not for everybody, of course. As a charter school, it must admit students without regard to academic ability, and fill its rolls through a lottery. However, since prospective students have to apply, those whose parents are unable or unwilling — and thus are more likely to be from disadvantaged backgrounds — are not in the applicant pool. That pool, furthermore, is likely to become increasingly self-selecting as the school's tough-love reputation grows, and families begin seeking out OCA for its rigor. Already Lopez has noticed that this year's incoming sixth graders are better prepared than their predecessors for the discipline and hard work. Still, as district spokesman Alex Katz notes, it is not the principal's job to meet the needs of all the neighborhood kids. "Charter schools are supposed to offer different models," he says. "These schools are not going to work for everyone."
Oakland Charter Academy also is a small school by design, with an enrollment hovering around 150, and simply cannot accommodate all who wish to attend. Fernanda Gonzalez justifies her support of OCA with a simple, if somewhat harsh, analysis. "Ideally, we'd do it for all kids," she says. "Would I rather we do it for none? No."
Perhaps the biggest obstacle to replicating the principal's success is that beating a school into shape this dramatically requires a particular kind of leader, and people like Jorge Lopez come around only so often. And if he has his way, Lopez will be spread thinner in the not-so-distant future. As Chavis did with American Indian, Lopez intends to open his own high school as early as next fall. He's looking for a space near the middle school, which would allow him to run both schools directly. Barring that, he would oversee both, but hire a site administrator for the new location.
Meanwhile, Lopez has his hands full at home. As he would have his students do, he has managed to escape his old street life, and now lives on three-quarters of an acre just above Highway 13, with his wife and three young children. The house, a daycare center before the couple bought it last year, sits at the foot of a steep, heavily wooded expanse of eucalyptus and pine trees. On a recent Sunday afternoon, Lopez sat on his patio, his normally slicked-back hair a bit disheveled from a day spent working in the yard. He fretted about a tree on the far side of the lawn that was damaged in a storm last year and all but certain to fall. And his wife's fenced-in garden, he pointed out, showed clear signs of a recent visit by a deer. Catching himself, Lopez shook his head and laughed his riotous cackle. "That's when you know you're a middle-class Mexican," he said, still chuckling. "When you're worried about deer and trees instead of guns and bullets."
Five-year-old Maceo, his eldest child, wandered out to the porch wearing a T-shirt from Alameda's Rising Star Montessori School, where he is enrolled in kindergarten at an annual cost of $8,000. According to the Rising Star literature, the school promotes "academic excellence in a warm, nurturing environment that celebrates diversity."
"They're soft whiteys," Lopez acknowledged, sipping a glass of water as he admired his son. "But he doesn't need the same shit I needed. Look at what he comes home to." He watched as Maceo climbed onto a massive swing set left behind by the daycare. "I want my kids to do whatever they want," Lopez said. "I always say business or banking, but I really have no idea. But going into education? That's dead. Anyway, they'd never be good inner-city school principals. They didn't grow up in it."
And his students?
"Some of them," the principal said emphatically, "are going to make damned good administrators."
This article was inspired by the writings of Carey Blakely, the site administrator at American Indian Public High School, a new Oakland charter school. Blakely is working on a book titled Crazy Like a Fox: The Ben Chavis Story, which examines her subject's unique upbringing and influence on inner-city public education. Blakely, like Chavis, believes Oakland students can thrive in a learning environment that provides structure, rigorous academics, and high expectations.
Contact the author of this piece, send a letter to the editor, like us on Facebook, or follow us on Twitter.
Tags: Feature, Jorge Lopez, Ben Chavis, Education
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text:
Q: How to prove that a separate linear model for each class is equivalent to using interaction with the class? I learned in this question's comment by @amoeba that

Also, the difference between "building separate models" and "using categorical variable" is not clear to me. activity ~ condition + species + condition*species - this uses species as categorical variable, but this is fully equivalent to a separate regression activity ~ condition for each species separately.

I did a numerical example and observed they are the same (by checking the difference between two vectors). But how to mathematically proof this? I think it is related to design matrix with categorical variable dummy coding?

PS: here is my my numerical experiment
# code to show build model for each cut group is equal to using the formula
# price ~ carat + cut + carat * cut

# -------------------------------------------------------------------------
# make data, 3 classes, only 1 feature
# -------------------------------------------------------------------------
library(dplyr)
d=ggplot2::diamonds
d=d[,c("cut","carat","price")]
d=subset(d,cut %in% c("Very Good","Premium","Ideal"))
d$cut=factor(d$cut, ordered=F)
d

# -------------------------------------------------------------------------
# method 1, build 3 models for each class by using subsets
# -------------------------------------------------------------------------

s1=subset(d,cut=="Very Good")
fit1=lm(price ~ carat,s1)
p_s1=predict(fit1,s1)

s2=subset(d,cut=="Premium")
fit2=lm(price ~ carat,s2)
p_s2=predict(fit2,s2)

s3=subset(d,cut=="Ideal")
fit3=lm(price ~ carat,s3)
p_s3=predict(fit3,s3)

# -------------------------------------------------------------------------
# method 2, build 3 models by using interaction in formula
# -------------------------------------------------------------------------

fit0=lm(price ~ carat + cut + carat * cut,d)
p0=predict(fit0,d)

# -------------------------------------------------------------------------
# show they are the same
# -------------------------------------------------------------------------
# sort and show they are the same
d_ext=cbind(d,p=p0)
d2_ext=rbind(cbind(s1,p=p_s1),cbind(s2,p=p_s2),cbind(s3,p=p_s3))

d_ext=arrange(d_ext,cut,carat,price)
d2_ext=arrange(d2_ext,cut,carat,price)

norm(as.matrix((d_ext$p-d2_ext$p)))

A: It is not quite the same. Why it is about the same can be seen from writing down the regression equations for each case and spotting that you have (with suitable labeling) the same terms describing the mean response in each subgroup.
Why it is not quite the same is, because you in one case assume (and estimate) a single variance across all subgroups, while the separate models have a separate variance for each subgroup.

redpajama_set_name: RedPajamaStackExchange


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Why the banks need Zopa
by Zopian blogger in Archive
As an external adviser who has worked closely with Zopa for many years now, this may seem an odd title for my first Blog on the site. But the events of this week serve to underline this fact more than ever before.
As Barclays and HSBC post half year profits akin the GDP of a small country (£3 billion each, in just 6 months) and the bonuses at Canary Wharf appear to be flowing like honey again, it is a bit like punk never happened.
Despite some Cheshire cat smiles in Docklands, things are very different for these banks' customers. The charges banks are taking – primarily through the spread between the interest they charge on lending and the interest they pay on savings – have never been higher. They've stopped lending to anyone other than the most secure borrowers, and even then at rates in the teens or worse, despite Bank of England and LIBOR rates being at record lows.
Despite Alistair Darling's threats, the Conservatives promising major reviews of the banks if they are elected, Mervyn King saying it's all quite outrageous, and the FSA standing in the wings like some giant toothless dinosaur, the banks are just carrying on as if nothing has happened.
But of course something has happened. Our children's children's children will still be paying off the costs – direct and indirect – of the banking industry's enormous mistakes of the recent past. Without effective action from the Government and regulators, these mistakes will be made all over again, as personal greed and the arrogance of bankers stomps all over the lessons that should have been learned on the way to being bailed out by the taxpayer.
The problem is that unlike so many other far healthier industries, the banks have no effective competition. Microsoft is kept in check by Apple and increasingly Google. Warner, EMI and Sony are battling it out with the digital download phenomena. Tesco has to watch out for Sainsburys, M&S and Waitrose. Even the BBC has to keep something of an eye on ITV and Channel 4.
Banks don't have the self-righting mechanism of genuine competition. It's become a cosy club where customers are simply the supplier of money for banks to punt in their casino operations, politely called 'investment banking'.
Meanwhile, Zopa – the world's first online peer-to-peer lending marketplace – passes the £50 million of loans milestone and does 40% of that in just this year alone. Compared to the banks the numbers are of course tiny, but the pace of growth is quite remarkable.
Could Zopa become the first real competitive pressure banks feel to put their customers more at the centre of what they do? I think so. And that would be good for all of us – even ultimately the banks themselves. Imagine a world in which people liked their bank…
But when I have suggested this to one or two bankers in charge of strategy for a couple of the big banks, they laugh – out loud.
They are amused because in their eyes, peer-to-peer finance is so small, they think it doesn't even warrant thinking about. When I made the point that P2P finance is growing fast and that every new phenomena had to start somewhere (iPods etc) there is a chilling response. In hushed, conspiratorial tones they say, "If Zopa ever gets big enough to matter, we will just undercut it on price for as long as it takes to kill it off, then get back to normal. Simple."
As memories of British Airways v Laker and then Virgin Atlantic come rushing back, I feel room for optimism by remembering another new kid on the block, much closer to Zopa in many ways, and one that every big retailer laughed at in their early years – eBay.
It took them many years, but they have now not only revolutionised the second hand goods industry, they are the largest retailer in the world.
Maybe those bankers are laughing just a little too loudly…
Categories: Archive
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Creators: 'Confessions' of a Waverly screenwriter
Maggie Gilroy
mgilroy@pressconnects.com | @MaggieGilroy
When asked where we should meet for our interview, Tina Field Howe suggests the "scene of the crime."
Howe, of Waverly, is not a con artist, but a screenwriter. Her murder mystery short film was filmed at DeGennaro's Restaurant at En-Joie Golf Club in Endicott.
The two-scene short film, also directed by Howe, was shot in September.The film features an all local cast and crew, including a film crew from WENY-TV and actresses Janelle Daddona and Belinda Williams. Produced by Rob Piecuch, of Horseheads, it was the first film shot by Bustin' Loose Films, in association with Late Morning Productions, headed by Piecuch.
After scouring several local golf courses, Howe chose En-Joie. As the short is Bustin' Loose Films' first film, the production company did not have a large budget to produce the film. In fact, Howe described it as a "no-budget film." But while the other courses required different fees and regulations, Michael Deuel, the PGA Head Golf ProfessionalC of En-Joie, told Howe she could shoot at DeGennaro's Restaurant for free.
"Country Club Confession" chronicles two friends and the events that follow after one friend shares a dark secret with the other.
"Everybody was caught off guard by my twist," Howe said. "You have to build a twist. Something unseen or something flip flops. A short film, if it's one minute or twenty minutes, it's got to have tension and twists and everything built into it just like a feature film does."
The film is currently being edited and color corrected and Howe hopes to have a final cut soon.
Prior to screenwriting, Howe published a children's picture book and two young adult sci-fi novels. Howe began adapting her novels into screenplays in her early 50s. As she describes herself as a "visual writer," her transition from page to the screen was natural.
"It's never too late to really get started," Howe said. "It's never too later to learn something new. It's never too late to develop a passion, I've always had it, but it just didn't take time to develop it."
Howe remains a student, and has taken online screenwriting courses and also attended The Writers Lab in New York City, a four-day retreat presented by the New York Women in Film and Television and funded by Academy Award winner Meryl Streep. Howe's mentor at the lab Jessica Bendiger (who wrote the screenplay to "Bring it On") gave Howe feedback that she incorporates into her screenwriting.
And "Country Club Confessions" was another step in Howe's learning process.
"I've learned a ton working on this," Howe said of "Country Club Confessions."
Howe is currently optioning different scripts to producers and hopes to be a full-time screenwriter. She is now writing a bio-pic of Cindy McCoy, a 1960s roller-derby star.
"There's all this stuff in play all the time," Howe said.
Follow @MaggieGilroy on Twitter
Tina Field Howe
Age: Over 40
Hometown: Waverly, N.Y.
Residence: Waverly, N.Y.
Education: BA Anthropology and Art from SUNY Brockport. Master Screenwriting Program through ScreenwritingU.
Family: Parents, Jesse and Elizabeth Field Howe of Waverly. Son, Matthew.
Catch her next: The directorial debut of the short film she wrote titled "Country Club Confession," shot on location at En-Joie Golf Club in Endicott.
Freelance photographer delves into abstract art
Creators: Artist's new career path is inspired by his father


Such incredible honor to capture Niki and Safi during their Mehndi Ceremony! There is a part of me that wishes every wedding started off with such a celebration! It was full of beautiful henna work, delicious food stations and fun entertainment provided by family and friends. You could really feel the overwhelming love family and friends have for these two, both individually and as a couple. And to think it all started with a mutual friend setting them up some time ago! It's good to know matchmaking is still alive and well these days.
Niki and Safi did an excellent job planning out their wedding day details, not just states away, but a country away in Canada! Their visions of soft tones and classic color combinations came to life beautifully with the Waldorf Astoria in Orlando, FL as the backdrop for their celebration. This was only the beginning! Be sure to stop over here to see the full wedding day unfold!


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Associate Professor, University of North Carolina School of Medicine
Dr. Frohlich received a degree in electrical engineering at the Swiss Federal Institute of Technology in Zurich, an International Diploma in electrical engineering at the Imperial College in London, and his PhD in computational neurobiology at University of California, San Diego. He completed a postdoctoral fellowship at Yale University where he made the breakthrough discovery that the electric fields generated by the brain represent an active neuronal communication mode. In 2011, Flavio moved to University of North Carolina to translate this discovery into novel therapeutic strategies for disorders of the brain.
Dr. Frohlich's research focuses on the treatment of psychiatric illnesses, specifically how brain network activity can enable the development of novel diagnosis and treatment paradigms.


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Hello, I would like to see more pictures of the 2001 KAWASAKI VN800EI VULCAN DRIFTER, stock# C00781.
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Smile of Dakini is primarily track contains a beautiful melody played on the Native American flute /G key/. The background for the flute is an electric guitar. The effect is similar to Pink Floyd in the early years.Clearly heard rain stick and Tibetan bells sounding slightly.


Some problems that look hard really aren't. Take illegal immigration, for instance.
Every employer is already required under present law to fill out Form I-9 for every employee hired since 1986. The employer records what documents were presented by the applicant to prove their legal status.
It is illegal to employ an illegal alien.
There is no profiling; the form is required for every employee.
The employer fine for noncompliance can be as much $11,000 per employee and six months in jail. Technology already exists for employers to verify that the presented documents are genuine. Without jobs, the illegal aliens would leave on their own. No need to deport 12 million people.


walking tours is between April and October.
holidays. Generally July and August are the busiest months.
Hussite Days (4 -6 June 2019) - Theatre presentations of the life of the 15th century Catholic reformer Jan Hus.
Summer of culture in Tabor (July–September 2019) - Open air concerts, historical evenings, exhibitions.


text:
The Context of Racism at Auburn Fraternities (posted 9 November 2001, 3pm)
An Auburn fraternity brother dresses as a member of the Ku Klux Klan for Halloween
[The incident of AU fraternity members wearing Ku Klux Klan costumes for Halloween] could portray Auburn as a racist community. I do not believe Auburn is a racist community.
–Grant Davis, secretary to the Auburn University Board of Trustees
Funny that it keeps happening, then. Davis's comments were made two years ago in 1999, when members of Pi Kappa Alpha dressed as Klansmen for Halloween and were mildly punished once it came to the eyes of the administration. The hate images put on display this Halloween 2001 by two all-white Auburn fraternities are shocking and horrifying in their own right, but they are not anything new to the Auburn community. Just in the past few years, the Auburn community has seen repeated incidents of racial hate and remains deeply engaged in institutional racism on many levels.
As previously mentioned, two years ago there was a parallel incident where Pi Kappa Alpha fraternity members dressed as Klansmen for Halloween.
Auburn's historically white fraternities are, and have always been, almost completely racially segregated against Blacks.
Among Auburn's registered student organizations is a campus chapter of The League of the South, a neo-Confederate group that is tracked as a hate group by the Southern Poverty Law Center.
Numerous complaints of racial discrimination by Bourbon Street Bar managers in downtown Auburn, including managers inventing phoney dress codes on the spot and lying about city ordinances in order to exclude Black patrons from the bar.
Pervasive racism in hiring, promotion, and benefits in the Facilities Division (whose workers are overwhelmingly Black, managers overwhelmingly white) has prompted marches, demonstrations, and finally a federal civil rights lawsuit against the University. In response, Auburn dealt with the problem by… ignoring worker complaints and shifting building service workers to a night shift of 4:00pm to 12:30am, which will result in many of them having to quit in order to keep family commitments.
The Auburn University Board of Trustees consists of twelve white men, one white woman, and one Black man. The senior administration is almost exclusively white (one exception, of course, is the director of Multicultural Affairs). Auburn remains under a court desegregation order to increase hiring of Black administration and faculty and to increase Black student enrollment, but the much-vaunted 24% increase in Black enrollment still leaves Black students at Auburn as only 7.2% of the entire student population.
And there's a lot more that I couldn't put together for this hastily-compiled list. Of course, none of this was mentioned or responded to in the administration's white-washing diversity rally media event. Instead there was everything I had hoped for in a serious, harsh response to the individuals who committed the most recent acts–and everything I had feared in distancing, disavowal, and refusal to deal with the larger environment that nutured the kind of moral obliviousness that would allow frat boys to think that their vicious re-enactments of hatred and genocide were all just a big stupid lark. Look, this is a serious problem in the Auburn community, and one that we'd better get damned serious about dealing with. If we fail, as Martin Luther King Jr. put it, I fear that very shortly we will learn that racism is a sickness unto death.
Please send polite and carefully-considered e-mails to Vice President for Student Affairs Wes Williams and Interim President William F. Walker urging them to take this hate incident seriously by ensuring that the individuals who committed it and the fraternities who hosted it are severely punished, urging them to permanently dissolve the local chapters of Beta Theta Pi and Delta Sigma Phi. Further, politely but firmly ask them to make sure that their response to this incident include a careful look at the broader racial environment at Auburn and that concrete new programs be implemented to address racism in the Auburn University community.
7 replies	to The Context of Racism at Auburn Fraternities Follow replies to this article
Discussed at www.radgeek.com /# 2pm • 2 Feb 2004
Geekery Today:
One Down, One To Go… – Beta Theta Pi dissolved in Frat Racism Scandal
The national board of Beta Theta Pi has announced that it will be suspending and indefinitely dissolving its Auburn chapter [link courtesy of the ever-awesome Max] in response to the fracas over racist hate imagery at the local chapter's Halloween…
And the other shoe drops – Delta Sigma Phi Dissolved in Frat Racism Scandal
In response to the racist hate imagery at Halloween party, Auburn University has revoked its recognition of the local chapter Delta Sigma Phi [AU], and the national board of directors of Delta Sigma Phi voted to dissolve the local chapter….
Chad Milner /# 5pm • 12 Aug 2005
Your article is nothing more than a black on white racial slur. Freedom of speech and freedom of opinion is what got your forefathers out of slavery. You should embrace freedom of speech and look at the fraternity members as racist rednecks, not try to infringe on their rights as Americans. Your opinion is what gives good hard working black men a bad name.
brittney /# 9am • 1 Feb 2007
i do not even see how you can joke around like that, that is a hate crime. i dont think it is funny at all, that the "kkk" went around killing african-american people. i dont think you would like it very much, if someone was chasing me trying to kill me wearing a creepy costume, i woulnt think it was funny at all, but if it happened to you, i would laugh, and hope that they would kill you!!!!!
jasmine /# 10am • 8 Feb 2008
i think this is very disrespectful not just to the black race but to everybody i this is a sign of racism
SHANE /# 6pm • 18 Apr 2008
I wonder how many young African-American football players (who make-up 75% of most SEC teams) would be conducive to signing a scholarship with this University after viewing just the photographs?
Reply to brittney
Dear God, Why?
Media Punditocracy Cuts Women out of the Discussion
Blackface ∙ Fellow Workers ∙ Politics ∙ Race ∙ Take Action ∙ Terror
Alabama ∙ Auburn ∙ Auburn University Board of Trustees ∙ Beta Theta Pi ∙ College Campuses ∙ Delta Sigma Phi ∙ Halloween


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Hanna Pennington, Executive Editor|July 9, 2019
PHOTO COURTESY OF UNIVERSITY COMMUNICATIONS Marshall's Collegiate Recovery Community will be housed in Gullickson Hall following renovations to the space.
PHOTO COURTESY OF UNIVERSITY COMMUNICATIONS
The Marshall University Collegiate Recovery Community is making strides to provide for, educate and support students in all forms of recovery in a space on campus where they feel comfortable.
While collegiate recovery communities have been in existence for years, Amy Saunders, managing director of Marshall's Center of Excellence for Recovery, said the university's program has greatly expanded more recently.
"Collegiate recovery programs have been around for about 30 years, but they haven't really taken off everywhere," Saunders said. "Over the last few years, people have learned a lot more about them and how important they can be on college campuses."
Saunders said the focus of the programs have undergone a shift throughout the years, as well.
"The programs used to focus more on alcohol and those kinds of issues, and it's really grown nationally," Saunders said. "It's not just about substance use anymore. It's focused on mental health, eating disorders, gambling, those other kinds of addictions that are important too and providing support to those students once they get in recovery. If they're just starting recovery, or if they may need treatment, this is a helpful support group outside of that."
The program's funding, Saunders said, comes from a variety of grants, including state rewards and a large grant called Transforming Recovery.
Saunders said the funds have assisted in various of aspects of the program, including securing a peer recovery specialist for students, training and other outreach projects.
"One of the things we are also doing is trying to focus on how to address and create a support network for allies for people who are in recovery," Leah Tolliver, director of wellness and gender programs at Marshall, said. "We want to create a community that is very educated about resources on campus and how to support those in recovery, as well as different ways in which we can get people seeking out services support."
Saunders said having educated allies on campus can help reduce the false narratives about those with substance use disorder and other health problems.
"A lot of folks who have substance use disorder or mental health disorders face a lot of stigma," Saunders said. "We still have to really try to get people to understand that these are chronic health issues, and the ally training will really help faculty and other staff and students start to understand some of that."
Jeff Garrett, professor in counseling at Marshall, said college is a critical time to be in recovery and having a support system can play a significant role in a student's success.
"A lot of time people who use drugs and alcohol start at a pretty early age, people begin to use and have these problems, and then by the time they get to college, it's full blown. There are many people who probably wouldn't identify as in recovery, but they do have mental health or substance use problems, and this is a critical time because college is a huge transition. For them to have support and a safe place to go where they can surround themselves with people that care about recovery or support, it's really critical," Garrett said. "I am in recovery myself. I have 16 years of sobriety, and one of the ways that's happened is by having supportive friendships."
Tolliver, Garrett and Hanna Karr, the program's graduate assistant, have attended several training sessions in order to bring new information to campus.
In turn, this training can be passed through different parts of the Marshall community.
"We are working on partnership with all departments on campus," Tolliver said. "It's important to have programs like this on campus that will create an environment where students can be successful in their recovery as well as in their academic pursuit, because they're both tied. If you don't feel supported in your recovery then you don't feel connected to the university, and that will affect how you are achieving academically as well as socially."
Marshall also recently received a grant through a group dedicated to higher-education alliance in southern West Virginia, which will help continue to break down barriers between other universities and colleges.
"We will be working with other campuses to grow these services, Marshall kind of taking the lead," Saunders said.
Tolliver said the next step for the community is to secure funds for renovations in Gullickson Hall, where the program will have an official physical location.
Hanna Pennington can be contacted at [email protected]
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Host Rev. Charles Henrickson and guests Rev. Randy Asburry and Rev. Warren Woerth discuss Article XXIV: Of the Mass. Rev. Charles Henrickson is pastor of St. Matthew-Bonne Terre, Missouri. Rev. Randy Asburry is pastor of Hope Lutheran Church in St. Louis, Missouri. Rev. Warren Woerth is pastor of Good Shepherd Lutheran Church in Arnold, Missouri.
Concord Matters is hosted by Rev. Sean Smith, Rev. Charlie Henrickson, and Rev. Joshua Scheer.
If you ask host of Concord Matters and pastor of St. Matthew Lutheran Church in Bonne Terre MO, Rev. Charles Henrickson what makes him happy, this native Chicago Northsider may respond "The Cubs' World Series Championship, of course!" He may pause long enough from talking about his beloved Chicago Cubs (which we St. Louisans forgive him for) to cook up his famous roast pork loin with baked potatoes and spinach, or sip piping coffee from his prized VDMA coffee mug. A lover of Scrabble and Lexulous online games, you may find him writing parodies and hymns (and hymn parodies), or teaching Latin and Greek online, or maybe even reading Bo Giertz's "Hammer of God" or the "Lord of the Rings" trilogy.


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https://www.ourmidland.com/sports/article/Northeast-Little-League-loses-can-still-advance-13133693.php
Northeast Little League loses, can still advance to state quarterfinals
Published 7:39 pm EDT, Sunday, August 5, 2018
TECUMSEH — Midland Northeast needs a big win Monday — or some help — to advance out of pool play at the 10-11-year-old Little League state tournament.
Northeast won 24-0 over Plymouth-Canton in Saturday's opener, then fell 13-3 in four innings to Grosse Pointe Farms on Sunday.
Northeast (1-1) faces Kingsford (2-0) at 11:45 a.m. Monday in the final game of pool play. Kingsford has won 9-7 and 15-0.
Grosse Pointe Farms (1-1) and Plymouth-Canton (0-2) play at 2 p.m.
The top two teams advance to Tuesday's quarterfinals. The Little League tie-breaker is runs allowed per defensive innings.
Northeast can advance with a win over Kingsford by at least a seven-run margin. Northeast also can advance if Plymouth-Canton beats Grosse Pointe Farms by enough runs.
On Sunday, Northeast's Zach Buschlen hit a three-run home run in the top of third inning to give his team a 3-2 lead.
Grosse Pointe Farms scored one in the third, then exploded for 10 runs in the fourth inning to end the game by mercy rule.
"The wheels just kind of fell off," Northeast coach Bryan Nieto said. "But it's a confident group. They don't hang their heads. The kids are ready to go tomorrow and get back after it."
If Northeast advances, its quarterfinal game will be at 11 a.m. Tuesday.


The buying during the morning trade remained subdued, but it picked up later as eager shoppers indulged in token buying.
New Delhi: Gold and jewellery sales are expected to have gone up by up to 15 per cent on the auspicious occasion of 'Dhanteras' Monday as consumer demand revived on reports of further jump in the yellow metal rates in the coming weeks.
The buying during the morning trade remained subdued, but it picked up later as eager shoppers indulged in token buying, while some took delivery of their wedding jewellery. There was more demand for coins compared to jewellery.
Even organised players like P C Jewellers and Kalyan Jewellers are expected to have seen better sales as quality and better designs at competitive prices attracted more footfalls.
Dhanteras is considered to be an auspicious day for buying gold, silver and other valuables and is largely celebrated in northern and western parts of India. The buying continues till late night.
"Consumer demand has revived on reports of further increase in gold rates up to Rs 35,000-40,000 per ten gram in the coming weeks due to weak rupee. We estimate sales to be higher by up to 10 per cent than the year-ago," All India Gem and Jewellery Domestic Council (GJC) Chairman Nitin Khandelwal.
Gold prices are ruling high at Rs 32,690 per 10 gram Monday in the national capital as against Rs 30,710 per 10 gram on the Dhanteras day in 2017.
"Anecdotal feedback from the industry suggests that though footfalls seems to be good, demand could be moderate," World Gold Council (WGC) India Managing Director Somasundaram PR said.
Among organised players, P C Jewellers Managing Director Balram Garg said, "We are seeing 10 per cent growth in volumes and 15-18 per cent in value terms compared to last Dhanteras."
There was demand for both gold and diamond jewellery at its 95 stores spread across the country, he added.
Kerala-based Kalyan Jewellers Chairman and Managing Director TS Kalyanaraman said, "We have seen positive momentum this Dhanteras and are expecting 8-9 per cent increase in revenue over last year based on early data."
The key contributors for this increase is the steady shift of clientele from unorganised to organised players like Kalyan, he said. The jewellers operates 100 stores in India.
"We are seeing growth all across our stores. Footfalls are gaining momentum from late afternoon. We are expecting better sales and a healthy double digit growth," Titan Company Senior Vice President (retail and marketing jewellery division) Sandeep Khulhalli said.
As gold prices are ruling high, the demand is more for small to medium size jewellery, especially finger rings, earrings, bangles among others, he added.
Echoing a similar trend, WHP Jewellers Director Aditya Pethe said that the company has met the expected sale target with 10-20 per cent growth in footfall, while Anmol Jewellers founder Ishu Datwani said he sees 15-20 per cent jump in sales on the Dhanteras day.
Stating that there was surge in gold and silver coins despite liquidity crunch and high prices, Kundan Group Director Vidit Garg said the company sees its coin sales to double this time from 75,000 pieces sold in the year-ago.
The city-based Khanna Gems Pvt Ltd Managing Director Pankaj Khanna said the company has got into the bullion business this year and sold 20 kg of silver coins Monday. The sales were better than expectations.
India Bullion and Jewellers Association (IBJA) director and PNG chairman and managing director Jewellers Saurabh Gadgil said: "We are expecting 10-12 per cent growth in gold and jewellery sales in volume terms and 25 per cent jump in diamond jewellery sales."
Appreciating gold price is also prompting costumers to opt for gold, he added.
However, gold refiner MMTC-PAMP India Managing Director Rajesh Khosla said that market was subdued as there was a general reluctance to enter the market. "Much of our demand for coins is from corporate this time."


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Q: Im wondering how to add existing files to my github repository, even if i already have items there I am in a computer programming and algorithms class, we set up and account on repl.it, and github. Then she told us to use the terminal in repl.it her instructions were.
git remote add origin (your repository URL)
git push -u origin master
put in user name and password
git add file or . for all
git commit -a -m 'stuff'
git push
add username and password

But when doing this i run in to various problems. I have done research into some of them such as it failing to push some refs, or it refusing to merge unrelated histories. But i've basically fixed that now. But every-time i go through the process of,
git add ., git commit "Name", git push origin master --force.

It ends up just replacing the existing document i had. Not adding the new one. I need to add all of my coding projects to github for grading. But if it keeps replacing them i don't know what to do. Sorry if the question has been asked before, but i didn't see any related ones.

A: Some points in your question are not clear to me. I'll try to explain some things anyway.
With this command you connect your local git folder with a remote repository.
git remote add origin (your repository URL)

Here we are pushing to the remote repository.
'-u' is shorthand for '--set-upstream', that connects your local 'master' with your remote 'master' branch
git push -u origin master

Add a single file, so it gets tracked. In other words: mark it for the next commit.
This is not pushed right now. Pushing is done with 'git push'
git add file

Be careful with this one. You add everything. It is cleaner to make small commits with changes/files that are related. In other words: one feature one commit, one bug-fix one commit, etc.
git add .

Well, thats redundant. 'git commit -a' adds 'all' changed files and puts them into one commit. '-m' is handy for writing the commit message directly in your console.
git commit -a -m 'stuff'

Pushes every commit to your remote repository
git push

The (properly) bad thing!(!!). Really. Dont. Do. This.
The git docs explain it pretty good:

"git push --force" is a method reserved for a case where you do mean to lose history.

and

"This flag disables these checks, and can cause the remote repository to lose commits; use it with care."

git push origin master --force

I guess you used force because you had a merge conflict? Solve it, dont just ignore the warning and --force it to ignore those checks.

You said ...
"It ends up just replacing the existing document i had"
Maybe because of you where using the '--force' flag. I would need an exact example, so just a guess.
"Not adding the new one."
Try something out, just to understand it:

* add a file.txt (not with git add, add it to the folder)

* in your console type 'git status' that shows every change you did. The new file should be seen as 'new but not tracked'

* now type 'git add file.txt'

* again type 'git status'. now the file should be seen as 'tracked and added'

* if you now typed 'git commit -m "added file.txt"' you would create a commit and add that file into the commit

* if you would 'git push' now, the newly created file gets pushed to your remote repo

Git is soooo powerful. Learn it, even if the beginning is hard, it is worth it!
Read up the documents your teacher (hopefuly) handed out and/or read up online tutorials.
Git gets more and more mandatory.