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Boarding at St. Columba's College
The great majority of our pupils board at the College. We are a seven-day boarding school, with classes on Saturday mornings and a full set of events and activities over the weekends. Now find out more about boarding at St. Columba's and explore our seven boarding houses.
Why Boarding?
For families who have not traditionally sent their children to boarding school the very idea might seem very alien. Here are some reasons why boarding might be an attractive option for your children:
Boarding enhances independence and allows young people to make some of their own decisions.
Boarders stay together in dormitories, where they learn to live with each other, appreciating each other's differences, strengths and weaknesses. This is great preparation for life after school and in the workplace.
Boarding creates very close bonds of friendship which often survive all through one's life.
Boarding gives maximum time for sports and activities, as time is not wasted in travelling to and fro. This means that parents do not need to spend excessive time in the car twice every day taking children to and from school and then to clubs and music lessons after school and at weekends.
In many families both parents are working late throughout the week and time spent at home with children is often rushed and of limited quality.
Children do all their academic work at school, in a supervised environment, rather than at home where there can be distractions from TV and computers and battles over how much work is being done. Don't you like the idea of not fighting with your children over homework every evening?
Why Board at St. Columba's?
Fundamental to our community at St Columba's is our commitment to full boarding. We do have local day pupils, but over 80% of our pupils are seven-day boarders. Visitors are quickly struck by the friendly atmosphere between staff and pupils, and among pupils themselves, and our small size ensures that all members of the College are known to each other.
Columba's does have day pupils but is fundamentally a boarding school. It is not a day school with a few boarders tacked on, with the majority of the school going home after school each day. Most Irish 'boarding' schools actually have a large majority of day pupils.
Columba's boarding is seven days a week, with Saturday school and chapel on Sunday. Boarders here are not left on their own if they stay in for the weekend since most of the boarders are in every Saturday night.
Not just our boarding staff but the majority of all of our teaching staff live on site with their families, creating a unique sense of community throughout the week, in evenings and at weekends.
Our boarding staff are all teachers, not separate staff or gap students. This means that our staff see their charges in all aspects of their lives, in the classroom and on the games field.
Our facilities are excellent and the campus is very beautiful, with wonderful views of Dublin and on the edge of the Dublin Hills.
All/Boys/Girls/Junior/Senior/
The Beresford girls live in a beautiful Georgian building which was originally a family home. It is now the heartbeat of the College and known as the main college building. It is made up of the main staff area, offices, the boarding house itself as well as being right beside the dining hall!
Beresford House provides a cosy homely atmosphere for the youngest girls in the College. Girls in Form I live along with a group of about twelve Form V and VI girls. The girls entering in Form I make lasting friendships which last throughout their school days and beyond.
The senior pupils play a vital role in helping to integrate the junior girls.
In the words of one Form I pupil "being a junior in Beresford is a great way to experience boarding life, making friends and discovering new things. In boarding life there is always going to be some challenges but in Beresford there's a certain family element that is genuine and kind. Where your friends and older girls are always looking out for you, as well as the house staff who support in any way they can".
Beresford accommodates 27 pupils and comprises boarders and day pupils as well as a diverse mix of nationalities.
The Staff involved in Beresford House include the House Mistress Derarca Cullen, Assistant Housemistress Suzanne McEneaney and House Tutors Aoife Thompson and Cathy Boobbyer.
Glen is the oldest house in the College and is the largest boys' boarding House, catering for pupils from Form II to Form VI. It is named after the Glen stream which flowed down from Kilmashogue Mountain through the school property. The House has had several homes through the decades in various buildings. In 2004 Glen was amalgamated with Grange and moved to its current location, the Grange building (which it shares with Hollypark House), and which also includes four classrooms.
There are 52 beds in Glen in dorms of either two, four or six berths. There are four common rooms with kitchen facilities. Day boys have an area for their academic belongings and a changing and showering area for games. The House 'hub' area is a central point for informal meetings between boys and House staff where notices are posted, where Glen Artist-in-Residence pieces are displayed and where a cup of tea and a chat can be enjoyed of an evening.
Glen is the current holder of the annual House Singing, House Football and House Rugby competitions.
For the coming year Glen has identified homelessness as a pressing concern in Irish society and the boys have nominated the Peter McVerry Trust as their chosen charity. Our house motto, Lag Not in Zeal is taken from a Romans XII, a text read twice annually in the College – on the first day of the school year and on St. Columba's Day.
The Glen staff team currently comprises Mr. Ronan Swift (Housemaster), Mr. Barry Finn (Assistant Housemaster), Mr Ashley Kemp and Hein Havinga (House Tutors). The Head of House for 2019 / 2020 is Philip Shekelton (also a College Prefect).
Gwynn is a house that caters for senior boys (boarders, day pupils or day boarders) from Form II to Form VI. The house is named after the Reverend Gwynn who was the Chaplain and Acting Warden during his time at St.Columba's. The house has been situated in a variety of locations over the years. In 2004 Gwynn boarders moved from Garden House to the Founders' Building and the day pupils continued to use Garden house. From October 2017 day pupils and day boarders moved to the Masterman Library which is connected to Founders'. In the Masterman every day pupil or day boarder has a spacious locker for their academic and sports belongings. There is a changing and showering area and a large work space.
Gwynn is a very traditional boarding environment with five dorms, each with 5 beds. The dorms are spacious and every boy has a work space with ample storage for clothing, books & belongings. Generally, each dorm contains pupils from the same Form. There is one common room in the house with kitchen facilities and a kitchenette for the senior pupils at the senior end of the house. The common room is used by all forms. It is used for house meetings, celebrating birthdays, watching TV and chilling out.
All of the pupils in the house regardless of form get to know each other very well. There is a very friendly and homely feel to Gwynn as it is smaller than some of the other houses. Day pupils and day boarders are encouraged to spend time in the boarding house and many enjoy staying late on Saturday evenings to socialise.
Gwynn has a proud tradition of doing well at all of the inter House competitions such as Rugby sevens, Football, Cricket, Debating, Singing, Hockey, Choir, Drama & Academics.
For the coming year Gwynn has chosen Team Hope as their charity. Every year the Gwynn boys help to pack gift wrapped shoeboxes with toys, sweets and gifts for children in Africa and Eastern Europe. Team Hope are also involved in water filter projects, clothing, housing, medical and educational projects.
Our house motto is RESPECT. If everyone in the house (staff and pupils) treat each other with the level of RESPECT that we would like to be treated with, then we will reap what we sow. R.E.S.P.E.C.T is an acronym for:
R is for Responsibility – we encourage boys to take responsibility for their own actions & futures – with Rights come responsibilities.
Keep areas tidy develop self discipline work ethic effort marks
E is for Empathy
S is for Support – we recommend that pupils ask for support from staff, parents, peers, their faith and that they support others
P is for Positivity – we ask pupils to be positive and proactive with a good sense of humour especially when things don't go as planned
E is for Encouragement – we try to promote positivity, team work and the importance of encouraging others
C is for Character– we ask people to consider how their actions or lack of actions can impact on others & that their actions become habits, their habits become their lifestyle and that shapes their character
T is for Truth – being honest with others and with oneself is an essential ingredient in a successful life
The Gwynn staff team currently comprises Paul Cron (Housemaster), Tristan Clarke (Assistant Housemaster), Peter McCarthy, Chris Maye (House Tutors). The Head of House for 2019 / 202o is Sakhile Khumalo (also a College Prefect).
Stackallan
The name Stackallan resonates with the very origin of our unique pioneering school St.Columba's College in 1843 and its original location in Stackallan House located in the north of County Meath. The name Stackallan is derived from the Irish Teach Challáin, the house of Saint Callan. Saint Callan was an Irish saint of the sixth century, famed for having his adversaries turned into stones. This is not an ability the current house staff use for pastoral or disciplinary purposes!
The College relocated to its current location in 1849. The 'House system' in its modern sense was introduced by Warden C.W.Sowby in 1934 and in 1939 a new boarding house called Stackallan was created. It was located in the Argyle building until 1973 when it moved into the Cadogan building.
In 2006 during the most recent phase of College building, Stackallan House reversed the trend of westward movement and returned to the Argyle building. The House now occupies the Upper and Middle Argyle building right in the geographical heart and centre of the College. In real terms this means above the Dining Hall and close to Cloisters and Chapel, saving valuable walking minutes during the working day.
Stackallan House currently is the home to 28 boarding pupils and ten day pupils. It has four house staff attached to it, all whom live on campus. It has a reputation for traditional values of honesty and integrity, and full involvement in all areas of college life: sport, music, drama and volunteering for charitable works.
The House has had four Housemasters since 1955: N.H. Lush 1955-1980; N.F.D.Falkiner, 1980-1997, L.J. Canning 1997-2019 and M. O'Shaughnessy from 2019.
The Stackallan Team
The Housemaster of Stackallan is Mr. Michael O'Shaughnessy, who also teachs French and Spanish, and leads university applications. He is assisted by Mr. Humphrey Jones, also Head of Biology, while Mr. Keith Ryan is the resident House Tutor. Mr. Patrick Tice is a non-resident House Tutor, and teachs some English and Classical Studies. He is a past pupil of the College and a former member of Stackallan House.
The Head of House for 2019 / 2020 is Edward Fizgibbon.
Hollypark
Named after the original main building on campus (where it was first situated), Hollypark is the oldest and largest of our girls' boarding houses. It moved to the Grange Building in 2004 and enjoys stunning views over the city. It comprises 12 dormitories, varying in size, housing 52 Form II – Form VI boarder girls.
Each Form has their own common room complete with mini kitchen and there is plenty of communal space around the house for us all to get together for social events. Our day pupils are encouraged to become fully integrated into house life, sharing the common space with their peers while also enjoying their own dedicated facilities.
Life within the House involves all forms mixing together with the older girls beingexcellent role models. We foster responsibility, acceptance and a caring atmosphere, which in turn provides a stimulating environment for the girls to learn.
As a house we have chosen to support Crumlin Childrens' Hospital as our House Charity in 2018-18. It is a charity the girls are all familiar with and have a personal affection towards. All money raised will be given directly to the Cystic Fibrosis Unit to support research and fund much-needed equipment for the team.
The house team consists of Ms. Julie Robinson (Housemistress), Ms. Lisa Lynch (Assistant Housemistress), Mrs Jean Morley and Caroline Finn (House Tutors). The Head of House for 2019 / 2020 is Margot Aleixandre.
Iona is a boarding house for Senior Girls from Forms II to VI. Currently there are 46 girls in the house, both boardings, day boarders and day pupils. The house was established in 1994 with Mrs Sherwood appointed as the first housemistress. Iona is located in the Fellows Building, which once was home to the now defunct Grange Boarding House.
Iona have chosen to support the Deaf and Dumb School in Sicuani, Peru (once visited by Mrs Sherwood) as their charity for this academic year. The school is run by two Carmelite nuns and receives no funding from government and are therefore totally depends on donations. Iona are also having a knitting club during activities, knitting hats and scarves for orphans in Eastern Europe.
The Iona team consist of Mrs Donna Sherwood (Housemistress), Dr. Laura Rice (Assistant Housemistress), Mrs. Justyna O'Shaughnessy and Ms Grace Mullane (House Tutors). The Head of House for 2019 / 2020 is Anna Philippa Wedemeyer. The Senior Prefect, Megan Bulbulia, is also a member of Iona.
Tibradden
Tibradden House is located at the heart of the campus and is home to our youngest boys (Form I) with some old pupils acting as monitors, assisting the House Staff on a daily basis.
The Tibradden House staff consists of Mr. Scott Crombie (Housemaster), Mr. Sean Duffy (Assistant Housemaster), Mr. William Gibbs and Graham Glutz (House Tutors). The Head of House for 2019/2020 is Han Neuger.
Day Pupils & Day Boarders
Day pupils and day boarders are fully integrated into the different houses and participate fully in the life of the community (day boarders remain at school until the end of the evening study, and day pupils go home at about 5.30 pm). Many pupils who begin their time at the College as day pupils enjoy life here so much that they move in to board at a later date.
Housemasters & Housemistresses
Donna Sherwood, Iona
Derarca Cullen, Beresford
Paul Cron, Gwynn
Ronan Swift, Glen
Julie Robinson, Hollypark
Scott Crombie, Tibradden
Michael O'Shaughnessy, Stackallan
Debating NewsJanuary 21, 2020 - 3:07 PM
Staff and Pupils' Concert 2020January 20, 2020 - 9:20 AM
A Great ManJanuary 17, 2020 - 10:33 AM
End of Term Sports UpdateDecember 12, 2019 - 1:08 PM
'The Submarine', December 2019December 12, 2019 - 11:32 AM


Being Elon Musk would be a pretty cool job. He just builds rockets all day and films them being tested for the world to see. Must be nice.
This test is for the Starship Raptor engine, which will power a rocket that goes to Mars by 2022, if everything goes to plan. It's pretty awesome to see it in action. Watch below.


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Q: Docker SDK for Python: how to build an image with custom Dockerfile AND custom context I'm trying to replicate this command with the Docker SDK for Python:
docker build -f path/to/dockerfile/Dockerfile.name -t image:version path/to/context/.

path/to/dockerfile and path/to/context are different paths, ie:
/opt/project/dockerfile and /opt/project/src/app/.
The directory structure is the following:
opt
├── project
│   ├── dockerfile
│   │   └── Dockerfile.name
│   └── src
│       └── app
│           └── target
│               └── app-0.0.1-SNAPSHOT.jar
└── script.py

The command is working correctly from the CLI, but I'm not able to make it work with the SDK.
From the documentation, the images build method has the following parameters:

*

*path (str) – Path to the directory containing the Dockerfile (I'm guessing this is the context)

*custom_context (bool) – Optional if using fileobj

*fileobj – A file object to use as the Dockerfile. (Or a file-like object)
When I use the method like this:
client.images.build(
    path = path_to_context,
    fileobj=open(path_to_file, 'rb'),
    custom_context=True,
    tag='image:version'
)

I get this error:
Traceback (most recent call last):
  File "script.py", line 33, in <module>
    client.images.build(
  File "/Library/Python/3.8/site-packages/docker/models/images.py", line 298, in build
    raise BuildError(last_event or 'Unknown', result_stream)
docker.errors.BuildError: {'message': 'unexpected EOF'}

The content of the Dockerfile is the following:
FROM openjdk:16-alpine
COPY target/app-0.0.1-SNAPSHOT.jar app.jar
CMD ["java", "-jar", "-Dspring.profiles.active=docker", "/app.jar"]

but I'm guessing the error is not due to that for the command correctly works with the CLI, it's only breaking with the SDK.
Am I doing something wrong?
Thanks!
Edit:
Simply removing custom_context=True does not solve the problem, for the context and build paths are different. In fact it causes another error, relative to the fact that the file does not exist in the current path:
Traceback (most recent call last):
  File "script.py", line 33, in <module>
    client.images.build(
  File "/Library/Python/3.8/site-packages/docker/models/images.py", line 287, in build
    raise BuildError(chunk['error'], result_stream)
docker.errors.BuildError: COPY failed: file not found in build context or excluded by .dockerignore: stat target/app-0.0.1-SNAPSHOT.jar: file does not exist

A: Even if the documentation refers to the "path within the build context to the Dockerfile", it works for a Dockerfile outside the build context if an absolute path is specified.
Using my project tree:
client.images.build(
    path = '/opt/project/src/',
    dockerfile = '/opt/project/dockerfile/Dockerfile.name',
    tag = 'image:version'
)

A: I removed custom_context=True, and the problem went away.
EDIT:
Using your project tree:
import docker
client = docker.from_env()

client.images.build(
    path = './project/src/app/target/',
    dockerfile = '../../../Dockerfile/Dockerfile.name',
    tag='image:version',
)

redpajama_set_name: RedPajamaStackExchange


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Most Jewish Israelis oppose Palestinian state, new poll shows
By Mairav Zonszein October 19, 2014 | Edit
No poll is perfect, but this one happens to be an accurate reflection of the Israeli government's policies, much of its rhetoric, and the reality on the ground.
A large majority of Jewish Israeli citizens (74 percent) oppose the establishment of a Palestinian state along the pre-1967 borders, according to a new poll conducted by the Jerusalem Center for Public Affairs, a right-wing think tank. The organization also found that 76 percent oppose a Palestinian state if it means dividing Jerusalem.
The poll surveyed 505 Jewish Israelis, dividing them along their personal political orientation. Three hundred and four identified themselves as right wing, 125 as centrists and 68 as left wing. It is interesting to note that of those who consider themselves "centrists," 63 percent oppose a Palestinian state along the pre-1967 border, compared with only 19 percent who identify as left.
When it comes to Jerusalem, a not surprising majority of both rightists and centrists oppose conceding East Jerusalem to a future Palestinian state. However, while 51.5 percent of leftists support it, nearly 40 percent of them oppose it. This means that even those who consider themselves left wing in Israel are on the fence about giving up East Jerusalem. From this we can conclude that most Jewish Israelis oppose a two-state solution, and even those on the left are not quite sure about it. It also illustrates that the notion of what is considered "left wing" in Israel has shifted to the right along with the rest of the public.
Palestinian activists lifting the Palestinian flag in the "Bab Al-Shams" village. (photo: Oren Ziv/Activestills)
On the issue of the Jordan Valley, a large majority of Jewish Israelis, including those identified as left (42.6 percent), oppose withdrawal for the establishment of a Palestinian state.
The poll, published in Israel Hayom, is obviously meant to serve Netanyahu's agenda. And while it is dangerous to rely on solely on a single poll to back up any claim, this specific poll – no matter how flawed or skewed – happens to be an accurate reflection of the Israeli government's policies, much of its rhetoric, and the reality on the ground.
Prime Minister Netanyahu has said time and time again that Jerusalem is the eternal capital of Israel and will never be divided. Members of the Likud party have openly come out against the establishment of a Palestinian state and leaders of both Yisrael Beiteinu and the Jewish Home party could not be more explicit in how much they oppose the notion of a Palestinian state.
Just the other day, Defense Minister Ya'alon said plainly that he is "not looking for a solution, I am looking for a way to manage the conflict and maintain relations in a way that works for our interests. We need to free ourselves of the notion that everything boils down to only one option called a [Palestinian] state."
U.S. Secretary of State John Kerry is welcomed by Israeli Defense Minister Moshe Ya'alon in Jerusalem on May 23, 2013. (State Dept Photo)
So even though many polls over the years have shown and still show that a majority of Jewish Israelis support a two-state solution based more or less along the 1967 border with land swaps – such sentiment is reflected less and less in the way Israelis vote and talk. This new poll seems to provide a much more honest assessment of the reality on the ground and the reality in the halls of government.
If government policies, government rhetoric, the reality on the ground and polls like this one don't convince the U.S. government and the rest of the world that Israelis have no interest in negotiating a peace deal that includes a viable Palestinian state, what will?
Polls: Two-state solution was a casualty, even before the war
After Kerry, only BDS may save the two-state solution
COMIC: Why even god can't reach a two-state solution
East Jerusalem
1967 borders
Mairav Zonszein is a journalist and editor who writes about Israel-Palestine and its role in U.S. politics. Her publications include The Guardian, The New York Times, The Washington Post, The New York Review of Books, The Intercept, VICE News, Foreign Policy and many more.

redpajama_set_name: RedPajamaCommonCrawl


We might live in the Computer Age and with the streamlined connectivity of the World Wide Web, but most doctor's appointments—for new and existing patients alike—still start with a phone call. If your medical office doesn't have someone answering those calls all day, every day, chances are you're missing out on new patients and sources of greater revenue. To make the most of your medical business, consider the lead capturing value of an answering service that specializes in serving doctors and other medical professionals.
The medical profession has been using answering services longer than most other industries; having a go-between to take messages and use doctor-set criteria to determine when an emergency call should be put through creates an effective buffer that gives doctors the time off they deserve without the worry that patients won't receive the critical care they need. Modern medical answering services are far more than middlemen and message takers, however—they can actually help you grow your business and your profitability through more effective and efficient lead capturing and follow-through.
When a new potential patient calls, they are far more likely to make an appointment if they are able to speak with a real live human being after the first few rings. Long hold times or voicemail systems might cause them to move onto the next doctor instead. At the same time, paying in-office staff to answer all calls at all times isn't financially feasible for most smaller medical practices and even many large institutions. A medical answering service gives new patients the human contact they want and medical offices the efficient and accurate information-taking they depend on, meaning you'll never miss a lead simply because you couldn't answer the phone.
The benefits of a doctor-dedicated call center don't end there, either. A HIPAA-compliant answering service will be able to perform a basic over-the-phone intake, recording necessary information regarding a patient's health status, current complaints or problems, insurance, and more, and can even set appointments based on your office's schedule and availability. Callers won't simply be leaving a message to be passed on when the doctor gets around to it, but will feel as though they're speaking to a caring and knowledgeable member of the staff who is making sure they'll be seen as quickly as possible.
Meanwhile, you get the information you need to give patients the medical care they need without the time and resource drain of lead capturing, intake procedures, and appointment setting. You can see more patients and actually improve the quality of care they receive while reducing expenses and increasing revenue.
Get on board with the right medical inbound call center, and give each call the best possible chance to turn into a paying patient. With better lead capturing and conversion, your medical business can go from flatlining to the peak of financial health in no time.


Who is ready for the 4th of July?!? Eeek! I'm so excited. We are spending the day with friends and I'm really looking forward to it. While most of the day is spent eating food and lighting off fireworks, I thought I'd put together a kid friendly activity and share this FREE Fourth of July Word Search!
Have a wonder and safe 4th of July!
Note: I originally shared this post on The 36th Avenue.


It includes T/T, O/A , L/C, PP etc. Sample and Small orders are accepted ensuring minimum risk to your business. Making your business easier.
Including employees from different department will provide you professional service in several products such as Production process, Product technology and After-sale service. Barrier-free communication.
Product quality is our core, that includes procurement of raw materials, production inspection, we do it all in-house to make sure we monitor every single process and avoid any defective products.
MCOP Company is one of the most reliable and trustworthy Auto lighting manufacturers in China. The company came into existence in the year 2013. We made success in the sales of the auto lighting across the world and by the end of 2017, Our customer base is more than 20 countries.
We are equipped with technology and manpower as the one of the best suppliers of auto lighting for many brands. We have more than 10 designers in the R&D Department, all of whom are highly qualified and experienced in the related field.
We has set up a sound strict ISO9001 quality management system. At the same time, most of the products have got the DOT/SAE/Emark/SGS/CE/FCC certification. MCOP adheres to Quality first, Customer first, Full participation, Pursuit of Excellence. Will never forget the idea of Quality is Life. Constantly blaze the new trails. Keep the pursuit of product ahead of peers and the quality satisfied with customer, price advantage in the market.
After years of development, we have accumulated rich experience in the ODM and OEM supporting services. For the queries regarding the Wholesale and agency, we have a team of experts to handle the queries. Especially, the popularity of our new ATV/UTV lighting parts in USA has grown immensely in recent years.
© 2019 MC ONE PIECE ELECTRONIC TECHNOLOGY CO., LTD. All RIGHTS RESERVED.


Mile 6.8 – Schwartz Bar. Extensive evidence of mining activity.
leads you to the site which also offers a dramatic view of the area.
Mile 19.2 - Large camp with a Chinese rock house located just above the beach.
Mile 22 – Low water spring located on river right just above a set of class II rapids.
dropping down into Snowhole Canyon.
Mile 29 – Snowhole scout on river left.
Perce. Great opporunity to see the remnants of a classic pit house.
Mile 44.5 – ¾ mile hike up to the historic Wapshilla Ranch on river right.
Mile 45.4 – Stunning examples of columnar basalt.
Mile 47.5 – Blue Canyon entrance. A couple of camp spots are located near here.
high water, these are the most dangerous rapids in the Lower Salmon River Canyons. These rapids cannot be lined or portaged without great difficulty. Scouting during high flows from river left is mandatory and quite hard.
Mile 51-52 – There are a couple of medium sized camps located in this area.


text:
Previous Gallery La Ville Noire
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Jorge Panchoaga
The Uncanny
Pongo Léonard
Sarah Pabst
Lobismuller
Laia Abril
How to Secure a country
La Ville Noire
Giovanni Troilo
Inside Outside Under Bucharest
Massimo Branca
"I would have liked a childhood like other children who have their parents, their toys... It has been different for me: street people are my family now." Bruce Lee, king of the tunnels
A hole in the ground. A border between two parallel universes.
When I first visited their subterranean house in Bucharest city centre, I never expected that, over time, I would become part of their family. Children, aged up to forty years, were the street tribe of Gara de Nord.
Trained by violence, they have learned to growl in order to be heard. Many of them, growing up without parents and in social exclusion, bear the marks of early-discovered addiction, disease and prison. Sometimes it seems they rush towards death on purpose, and sadly someone has truly told me so.
Yet, by themselves, they have learned the values of hospitality and sharing. In search of affection and safety, these kids have given each other mutual support gathering around a fatherly and authoritative figure. With a few rules, easily misunderstood by the 'civilized' world, they managed to found a small community opposed to the society above ground.
The leading figure of the group, a charismatic and experienced man called Bruce Lee, spent the last years trying to provide a comfortable house for his family. He was proud to show their struggle for self-sustenance, despite being neglected by the rest of the world. As if they were natives of the street, they sought survival through the resources that were available to them. But in July 2015 local authorities arrested Bruce Lee and many others. Accused of organized crime and drug trafficking, they will be sentenced to 10-20 years in prison.
For two years I lived on the streets of Bucharest with one of the most marginalized communities in Europe. I witnessed a complex reality, in which illegality and drugs were largely the side effects of a process of adaptation to their marginalization. With this work I would like to enable the audience to imagine what underground life was like in Gara de Nord, without their eyes being clouded by pity, judgment or fear, and make them part of a personal encounter.
alt="© Massimo Branca "
For three years Bruce Lee was the formal leader of the street community of Gara de Nord. He was always eager to recount his past adventures and his plans for the future.
The text 'vino cu noi' ('come with us') stands above the head of Azavoae (19). Under his feet, the tunnel that used to be home to many.
The last of five children, Catalina was entrusted to social services after her birth. When she was 3 she was reunited with her biological family, but around the age of 13 she left again to live permanently on the streets.
Blackout inside the tunnel. Before the arrival of Bruce Lee, who brought electricity underground, the tunnels were very dark spaces, lit only by candles.
After police demolished the tunnel entrance inside the park in October 2013, the community opened the access in the middle of the traffic island in front of the train station.
Once a day Bruce Lee cooked a hot meal for everybody, using a little gas heater. 'We eat together, we are like a family'.
Washed dishes and a copy of Leonardo da Vinci's 'The Last Supper' are seen inside the tunnel. Religious faith is strongly felt by those who gradually stop believing in everything else.
In winter more then 40 people gathered underground to find shelter from the cold weather, sharing time and resources in a space of only a few square metres.
For a period, Catalina tried to stop using drugs, but she felt weak and kept eating and sleeping all the time. 'I dream about injecting myself' she admitted. Catalina contracted HIV when she was 14.
Orlando (now in prison) and Albert (died in 2015)
Despite her very young age, Catalina was surprisingly aware of her fragile condition. Nonetheless, she seemed to accept her life and refused to leave the environment she recognized as 'home'.
Catalina died in May 2014, just one month after she turned 18. On my notebook she wrote: 'it's too late, I'm a drug addict and there is nothing left to do'.
Each one had his/her own little intimate space inside the tunnel. Lonely mother Ana (38) unable to take care of her two sons, entrusted them to social services.
Catalina wrote some of her memories, including some short poems: 'when I look at the starry sky, I don't feel very talented, but the stars inspire me'.
Bruce Lee dreamed of buying a big house for the homeless, a place where they could feel safe. He kept saying that God inspired his actions.
In summer 2014, Bruce Lee began erecting walls inside the 'baraca', trying to set up an equipped place to stay on the surface during the approaching winter.
After many months of work to restore the 'baraca', Bruce Lee managed to build a comfortable apartment, equipped with bunk beds, kitchen, fridge and bathroom.
For many people Bruce Lee was a living legend. Most of the street inhabitants claim to have spent a period of relative calm and serenity while he was in Gara de Nord.
b. 1985 - Massimo Branca is an Italian independent documentary photographer.
More info on website: www.massimobranca.com
Site of project 'Inside Outside Under Bucharest': insideoutsideunderbucharest.com
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220BOE, Barrington 220 School District, Featured, Local Leaders, News
Meet the Candidates Running for Barrington 220 Board of Education | Sandra Ficke-Bradford
Published On: March 28, 2021
Posted In: 2021, Day 87 of 365, March 28
One of eleven candidates running for Barrington 220 Board of Education (BOE), incumbent Sandra Ficke-Bradford says her 12 years serving on the board will bring invaluable experience and continuity to our school district during a time of great transition.
Emotions are high with the community divided on how the district has handled learning during the pandemic. The new board will oversee new equity initiatives, teachers union contract negotiations and facilities improvements to be funded by $147 million in bonds approved by voters in the 2020 referendum. This as Barrington prepares to welcome the community's new superintendent of schools in July.
Voters will choose four Barrington 220 board members on the April 6th ballot, early voting is underway now and we're continuing our candidate profiles today by getting to know more about Sandra Ficke-Bradford.
Ficke-Bradford is one of two incumbents on the list of eleven BOE candidates including Lauren Berkowitz Klauer, William Betz, Erin Chan Ding, Katie Karam, Jonathan Matta, Malgorzata McGonigal, Thomas J. Mitoraj, Mike Shackleton, Robert Windon and Steve Wang.
Find all published profiles at 365Barrington.com/220BOE.
Here's more about Sandra Ficke-Bradford's background, her experience and why she says the community stands to benefit from her continued leadership.
Meet the Candidate: Sandra Ficke-Bradford
365: What brought you to Barrington? How long have you lived here and what made it feel like home to you?
Name: Neal and I moved to Barrington from out of state 20 years ago, choosing the Barrington area mainly for the schools. I was raised in Cincinnati, Ohio and Neal grew up in Texas. We both come from families of educators and public servants. We understand not just the importance of public schools, but the service required by the community to ensure the schools' excellence.
Right from the start we were committed to finding ways to contribute to the community. As a young couple starting a family, the Barrington United Methodist Church (BUMC) was among the first organizations to welcome us in the community. Over the years, I served BUMC on the Building Committee (following the fire of 1998), the Futures Committee, and the Human Sexuality Design Team. Neal served on the BUMC Missions Committee, was a Chief in Indian Guides and most recently he served as the freshman BHS football parent liaison.
365: How would you describe what your family's experience has been with learning in Barrington 220?
Sandra Ficke-Bradford: We have three children, two of whom have already graduated from high school and our youngest is currently a sophomore at Barrington High School. Our children attended A.C. Lines, Grove Avenue, BMS Station and BHS. With three children, each with very diverse interests, it has been extremely beneficial to grow up in a community and a school district whose breadth of offerings and across-the-board excellence has prepared them to pursue very different paths!
Our oldest, Emma, graduated from BHS in 2017. Thanks in large part to her academic experience in Barrington, she was extremely successful in her college pursuit. Not only did she receive merit offers from top universities, but we were shocked she had already earned more than 50 credit hours simply based on AP classes at BHS. Ultimately, she accepted a full academic scholarship to the University of Cincinnati, where she has been able to concentrate on a unique combination of anthropology and computer science engineering as a member of the Honors College. We often hear that BHS preparedness gives our graduates a sizable head start compared to other districts, and we certainly found that to be true in her case.
Our second child, Jackson, likewise benefited from Barrington schools on his journey to become a professional dancer. Jackson's passion for dance began in Barrington at the Bataille Academie for Danse. While at BHS, he danced with BHS Orchesis and Dancewerks. When Jackson determined that his path to become a professional dancer required him to attend the Chicago Academy for the Arts (CAA), his mentors from BMS Station, BHS, local dance studios and the community provided the support he needed to achieve this goal. Moreover, his strong foundation in both academics and fine arts made his transition from public to private a smooth one. Jackson graduated with a dance degree from CAA in 2020 and he is currently pursuing a dance career as a professional dancer at Ballet West.
Our youngest, Maxwell, is a sophomore at Barrington High School. Maxwell is a dedicated athlete, competing in both BHS Baseball and Football. Like his brother, Maxwell found his love for sports in the Barrington community, growing up with Barrington Youth Football, Baseball and Wrestling. His coaches and mentors contributed to his athletic success by creating a fun and fair competitive atmosphere throughout his years of playing. Today, having a son in high school, we are keenly attuned to the challenges of pandemic learning as well as playing sports during a global pandemic. Not only do we have a deep empathy and understanding of the challenges faced by families in the district, but we have a real-time perspective on what has worked, what hasn't and how best to move forward for the benefit of our kids and community during this evolving public health crisis.
The benefit of a Barrington education can be illustrated in a personal story. When my daughter, Emma was a junior we attended a college recruiting event out of state and were among the last in line to shake hands with an Ivy League recruiter. It was getting late and we could see that the recruiter wanted to wrap things up. When Emma finally had the opportunity to introduce herself, and mentioned she was a student at Barrington High School, the recruiter suddenly stopped and took more time to talk with Emma. He said he knew about Barrington, and he gave her his business card. He did that for no other student at the late hour. Witnessing first hand that Barrington's reputation for excellence was well known to this Ivy League recruiter, I couldn't help but feel proud as both a parent and a school board member.
365: Why are you running to be a member of the school board? What kind of impact do you hope to make? How has your experience prepared you for this role at this time?
Sandra Ficke-Bradford: The past several months have prompted me to make a frank and honest assessment of where we are as a school district, where I think we could be headed, and what I can personally contribute to the unfolding future and success of the district. A number of factors, beyond the encouragement of my son and my family, motivated me to run.
Perhaps the greatest reason for my decision is that this year will bring a fresh board with more new faces than we have seen in previous years. While I look forward to the new energy and enthusiasm this new board will bring, I believe that it is important for me to provide invaluable insight, historical grounding, continuity, and extensive operational experience, which will be necessary in navigating some of the issues this board will confront – in some cases for the first time ever – in an informed and effective manner.
For example, a 10-year strategic plan, which expired at the end of 2020 and needs to be swiftly revisited, finalized, and executed. The community-approved bond $147 million referendum needs to be implemented to bring our facilities to the desired safety and educational expectations. The teachers union contract as well as a complex, 72-square-mile transportation contract will need to be completed. I look forward to developing an organic camaraderie working with these new board members toward a common goal of excellence in our district and in the spirit of open communication, compromise, cooperation and unity.
As a longstanding Board member, I have been part of the 2010-2020 strategic plan (still in place, until a new plan is formalized) since its inception. Witnessing this plan come to fruition was not just rewarding but eerily prescient because that plan prepared us for a pandemic no one saw coming. Ahead of our time, we had implemented technology solutions giving students remote access to technology and empowering staff to adapt the curriculum accordingly. We had implemented a calendar change enabling a break between semesters for students. We were among few school districts in the nation who were able to meet a lockdown on Friday and be ready to educate on Monday. Globally, we were entering uncharted territory, with pass-fail lessons for all of us unfolding on a day-by-day basis. While we realize it wasn't perfect, our foresight and technology investment enabled us to put some of the most critical worries aside, prioritizing content delivery, effectiveness, and the well-being and safety of district families and staff, without needing to develop an emergency technology infrastructure on a parallel and extremely rushed timeframe.
It feels strange to say that I have more school board experience than all the continuing school board members combined. Unfortunately, this means that I alone know what 10 years actually looks like, as we are tasked with building a new strategic plan to meet the next 10 years. My 12+ years of experience serving the district-wide community will bring invaluable perspective and continuity as a board member. I am well positioned to efficiently and effectively serve without a steep learning curve on complicated periodic business items such as teacher and transportation contracts. I have in-depth understanding of what a full contract or plan cycle looks like and I can provide important context about what has and has not worked in the past. I am extraordinarily qualified to meet the urgent needs of the moment and am fully committed to upholding a high standard of excellence in the district. If elected, I will continue to be accessible to our community and to act in both a proactive and fiscally responsible manner for the benefit of our children.
Another key reason I decided to seek reelection is the chance to work with a new and highly anticipated superintendent. This summer, the Barrington family welcomes Dr. Hunt as the new Superintendent of 220 schools. I am confident that my experience will be invaluable in helping Dr. Hunt accelerate his acclimation to Barrington. Together, we will engage and work with the community to establish the next 10 years of strategic goals and priorities, with particular focus on addressing and overcoming the pandemic education gap.
I am proud that I was involved in the hiring of our first Director of Equity, Race and Cultural Diversity Initiatives, Nate Rouse, as well as the adoption of the related Equity Statement. Within a few short months, we have already witnessed the positive impact he has had in the district and the community in terms of establishing important partnerships with Be The Change Barrington (BTCB), B-Strong Together, the Barrington Area Library, and Courageous Conversations for No Name Calling Week 2021. I look forward to working with Director Rouse in order to continue leading the initiative for racial equity in our district.
As of this year's election I will have served on the Board for nearly 12 years. During my tenure, I have held the positions of Secretary and Vice President and served six years on the Policy Committee and six years on the Finance Committee. I have also served on the Labor Management, Insurance and Resource Allocation Committees. As a member of the Board I have been involved in hiring two Superintendents and negotiating several Barrington Education Association (BEA) and Barrington School Employees Organization (BSEO) contracts, including those which will come due during the tenure of the newly seated board. During my tenure on the Finance Committee, we contributed to the now-22 consecutive years' balanced budget and began DSEB borrowing from ourselves and engaged in an energy savings program, saving thousands of dollars annually. When I served on the Policy Committee, I had the opportunity to review each and every board policy. This was a necessary step when we migrated to an enhanced software platform, which we initiated specifically to enhance transparency and be more user-friendly for members of our community. If re-elected, I would be able to utilize my in-depth knowledge of board policy to ensure the smooth operations of the board.
At the end of the day I would like to continue to serve on the Board because I love Barrington schools and I truly believe that I have made and will continue to make a positive impact on our district. I am driven every day to make our schools the best they can be, and I feel an important sense of responsibility to continue doing so. I am committed to making decisions that are in the best interest of the students, staff and the community, while taking seriously the input of our families and the measurable impact the board's decisions have on our children and our community. As a result, I would welcome the opportunity to prepare and mentor this new board so that we can consistently and seamlessly continue to lead the district towards a brighter future.
365: What are your biggest concerns for our students and our school district today?
Sandra Ficke-Bradford: In my opinion, the most immediate concern is addressing the pandemic education gap. While this work has already begun, I believe it should remain a primary focus for the foreseeable future. As a district, we must work toward ensuring that our students are not only prepared to return to full-time in-class instruction, but also that they are prepared for the next stage in their academic career whether that be high school or college. This pandemic has impacted our children and our community in a myriad of ways. The challenges of the pandemic have affected us all, and the solutions must be a combined effort. We have witnessed so much division over the last year, and I am hopeful that we can come together as a board and as a community to recognize that we are all working towards the same goal: the academic success and social and emotional wellbeing of our children. We all understand that there are downsides to distance learning, just as there are downsides to in-person learning under current health guidelines and restrictions. There are also great positives to be found in both, and great opportunities for innovation and creativity. We should not fight with our neighbors. Instead we should find new and constructive ways to reach a solution through open communication and compromise. I think we, as a school board, with new initiatives, fresh faces, and a new superintendent can accomplish this—but only with the support of our community, our teachers, and our children.
I am proud of how the teachers and certified staff have strived to serve student needs during the pandemic. When all is said and done, our teachers and staff—whether old faces or new, whether current or future—are the greatest asset we have in Barrington. They have a tremendous ability to impact our students and families. While the end of the 2020 school year was not ideal and the first half of the 2020-21 school year was difficult, I have seen firsthand the lessons learned and enormous growth by both teachers and administrators. They have tirelessly developed creative solutions to make the best of a horrible situation and implemented consistent improvements along the way. Education is fluid, not static, and today we are challenged like never before. I believe there are silver linings yet to be found and applied, just as I know there are challenges yet to be discovered and conquered. I look forward to the opportunity to think outside the box to meet the educational needs of the students and families in the Barrington school community.
365: What do you think are the biggest opportunities we have for our students/school district today?
Sandra Ficke-Bradford: Communication can be improved so that students and families are aware of the many, many opportunities and programs already in existence. Did you know, for example, that the Barrington Transition Program educates students until the age of 22? How about the Business Incubator course believed to be the first of its kind in the nation? I plan to continue working on transparency with the staff and community. I am especially encouraged to work more on this issue with a new board and superintendent. We are fortunate to live in an outstanding district with an engaged community, excellent teachers and motivated students; I am dedicated to expanding the dialogue between community and staff.
In addition to opportunities already mentioned, we have considerable opportunities in new academics and trade programs, recently funded facilities improvements, and even in delivering on existing opportunities that have been under-communicated and are ripe for buildout.
I would like to look for ways to expand and/or enhance our student program offerings with an eye to introducing students to new areas of academics and trades. It is critical to consider how the industry and workforce needs have changed as a result of the pandemic, and to explore what these changes mean for the future study/work landscape for our children. From there, we should work backwards to ensure that we prepare our children to meet and thrive in a new post-pandemic economy the moment they exit our premises.
This board will also have direct influence on how the 2020 referendum dollars are spent. The crowded facilities in District 220 were one of my primary motivations to get involved at the district level more than a decade ago. For example, the mobile classrooms are not a good long-term solution and will need to be replaced. Other buildings are showing their age and have not seen significant renovations in 20 years. The High School was built over 70 years ago. Facilities planning is important to ensure we are best utilizing the space available and can plan for the needs of the future.
365: What do you love about our community?
Sandra Ficke-Bradford: I love the kindness, involvement, and traditions of the Barrington community. The 4th of July parade, Art in the Barn, Cruise Night and the Farmer's Market are some of my favorite "small-town" events that really bring us all closer as a community. I have also witnessed Barringon's ability to come together, support one another, and form initiatives through organizations like B-Strong Together and Be The Change Barrington (BTCB).
Last November I partnered with BTCB to host a Virtual Vigil: Barrington Is Kind: A Vigil for Barrington's LGBTQ Youth. The vigil was organized in response to a deeply hurtful and shocking event, which personally impacted my family. While driving home from Utah in October we were notified by a neighbor that our house and garage had been vandalized by spraypaint and defaced with offensive graffiti and slurs. It was horrifying to think that someone in our community would do this. Out of this sadness, however, came great love as friends, neighbors and others in the community rallied around us to show their support. Neighbors lent us a tarp to cover the graffiti; friends decorated our yard with signs of love and acceptance; and many people reached out to us to express empathy and solidarity. The culmination of this support was found in the intimate and impactful virtual vigil, which included several community speakers, a guided discussion, some time for reflection, and an at-home candle lighting. Following the event, an elementary teacher told me she was inspired to change her reading curriculum to incorporate the story of Mary Edwards Walker, the only woman to receive the Congressional Medal of Honor for her work in the Civil War; she shared with me that Mary also liked to wear pants. I know that this great love and support prevails in the Barrington community and this was just one example of that.
I also love the fact that I have enjoyed both a bird's-eye administrator view, from my seat on the school board, and an on-the-ground family view, from my role as a mother in the district. Sometimes one is brighter than the other, and sometimes it feels the other way around. But more often than not, the perspective of both is invaluable.
365: What's one of your favorite things to do or places to be in Barrington, with whom and why?
Sandra Ficke-Bradford: We enjoy watching students and community members doing what they love by attending fine arts and athletic events. Even when our children were not yet enrolled in school, we attended parades and events as early as 2001. When traveling, we have had the great joy to watch BHS graduates perform in Broadway productions in New York City & Detroit, as well as train for the Olympics in Park City.
While in Barrington, I like to bring guests to dine at the Canteen for breakfast or lunch. I have met colleagues there from as far as Singapore and as near as Schaumburg, who have come to visit and enjoy our community.
365: Do you have any favorite role models who made a lasting impact on you & why? Any favorite words to live by? From whom and why?
Sandra Ficke-Bradford: The words and wisdom of my mother, Marion Ficke, influence me daily. She taught me to be kind, treat everyone with respect, be enthusiastic and serve my community. I rarely saw my mother without a smile. Marion approached life with kindness and love whether recruiting someone for the need of the day or listening to a problem that needed to be solved.
My mother also valued public education and service. Both of my parents served on booster boards together while my siblings and I were in school; my father serves on the Foundation Board to this day. In this vein, I like to quote something my husband Neal said as we discussed filling out questionnaires for this election: "Public education is the cornerstone of the American democracy." My family and I believe that to be true. A country is only as strong as its education, and its education is only as strong as that available to everyone, without regard to ability to pay. And that education—the public education—is only as strong as the families and communities that support it.
365: Where may we find more information about you and your campaign?
Sandra Ficke-Bradford: SandraFor220.com.
Voter priorities in this election include refining best practices after lessons learned during Covid-19, the future education and safety of our students and stewardship of the $147M voter-approved bond referendum for planned school improvements, district-wide. There have been two candidate forums in March. Barrington 220's PTO President's Council hosted the first forum on March 3rd.
The second candidates forum was hosted on March 13th by the League of Women Voters, Palatine Area.
Barry Altshuler, Leah Collister-Lazzari and Angela Wilcox will remain in their positions. Board President, Penny Kazmier and Gavin Newman are not seeing reelection. Incumbents, Sandra Ficke-Bradford and Mike Shackleton are among the eleven who will be on the April 6th, 2021 ballot.
For early voting locations CLICK HERE for Lake County, CLICK HERE for Cook County, CLICK HERE for McHenry County and CLICK HERE for Kane County.
Stay tuned for more Barrington 220 Board of Education candidate profiles in the days ahead. With the April 6th election fast approaching and early voting underway now, we'll be sharing our final profiles this week.
Barrington's schools are a big part of what gives Barrington its unique character and we appreciate all who are willing to help lead the way on behalf of Barrington families, children and young adults.
Formed in 1973, Barrington Community Unit School District 220 educates over 9,000 students at one high school, two middle schools (grades 6-8), eight elementary schools, and one early childhood center. District 220 encompasses 72 square miles in 4 counties and covers 12 villages: all of Barrington, Lake Barrington, Tower Lakes; and portions of Barrington Hills, Carpentersville, Deer Park, Fox River Grove, Port Barrington, Hoffman Estates, Inverness, North Barrington, and South Barrington. Learn more at Barrington220.org.
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Beyonce Scores the Cover of TIME "100 Most Influential People" Issue
April 24th, 2014 by K104
Courtesy: TimeThere's certainly no doubt that Beyonce is one of the world's most influential entertainers. Now TIME magazine has dubbed her one of the world's 100 most influential people — so much so that she's featured on the issue's cover.
An essay written by Facebook COO Sheryl Sandberg notes how Beyonce "took the world by surprise" last December with the unexpected, unpublicized release of her smash, self-titled album, followed by her sold-out Mrs. Carter Show world tour. For her part, Beyonce says in a video essay that being selected by TIME "[Is] not about fashion, or beauty, or music. It's about the influence I've had on culture. And to be amongst the other influential people is a huge honor for me."
Beyonce's included in the category "Titans," along with Pharrell Williams, whose essay by Justin Timberlake begins, "At 41 and still with the swagger and appearance of a college kid, he has been the biggest part of our soundtrack for the past 15 years. And you will never see him doing it without a smile on his face."
It's probably no surprise that Miley Cyrus is on the list, too. Dolly Parton pens that essay, noting that Miley was "smotherin' and chokin'" beneath her Hannah Montana persona, "So she felt she had to do something completely drastic. And she did. She made her point, she made her mark, and more power to her."
You can see the complete list of TIME's influential people at Time.com.
100 Beyonce cover influential issue most people scores time
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Beyoncé and Megan Thee Stallion drop Savage remix to support Houston's COVID-19 relief Read More
Matthew Knowles with DeDe in the Morning Read More


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