The work he was upon would ______ him, he hoped, the fellowship to Oxford.

The work he was upon would him, he hoped, the fellowship to Oxford.

A:allow B:accept C:earn D:reward

The richest man in America stepped to the podium and declared war on the nation’s school systems. High schools had become "obsolete" and were "limiting—even ruining—the lives of millions of Americans every year. " The situation had become "almost shameful. " Bill Gates, prep-school grad and college dropout, had come before the National Governors Association seeking converts to his plan to do something about it—a plan he would back with $ 2 billion of his own cash.
Gates’s speech, in February 2005, was a signature moment in what has become a decade-long campaign to improve test scores and graduation rates, waged by a loose alliance of wealthy CEOs who arrived with no particular background in education policy—a fact that has led critics to dismiss them as "the billionaire boys’ club. " Their bets on poor urban schools have been as big as their egos and their bank accounts.
Has this big money made the big impact that they—as well as teachers, administrators, parents, and students—hoped for The results, though mixed, are dispiriting proof that money alone can’t repair the desperate state of urban education. For all the millions spent on reforms, nine of the 10 school districts studied substantially trailed their state’s proficiency and graduation rates—often by 10 points or more. That’s not to say that the urban districts didn’t make gains.
The good news is many did improve and at a rate faster than their states’ 60 percent of the time—proof that the billionaires made some solid bets. But those spikes up weren’t enough to erase the deep gulf between poor, inner-city schools, where the big givers focused, and their suburban and rural counterparts. "A lot of things we do don’t work out," admitted Broad, a product of Detroit public schools and Michigan State who made a fortune in home building and financial services: "But we can take the criticism. "
The confidence that marked Gates’s landmark speech to the governors’ association in 2005 has given way to humility. The billionaires have not retreated. But they have retooled, and learned a valuable lesson about their limitations. "It’s so hard in this country to spread good practice. When we started funding, we hoped it would spread more readily," acknowledges Vicki Phillips, the director of K-12 education at the Bill ＆ Melinda Gates Foundation. "What we learned is that the only things that spread well in school are kids’ viruses. "
The business titans entered the education arena convinced that America’s schools would benefit greatly from the tools of the boardroom. They sought to boost incentives for improving performance, deploy new technologies, and back innovators willing to shatter old orthodoxies. They pressed to close schools that were failing, and sought to launch new, smaller ones. They sent principals to boot camp. Battling the long-term worry that the best and brightest passed up the classroom for more lucrative professions, they opened their checkbooks to boost teacher pay. It was an impressive amount of industry. And in some places, it has worked out—but with unanticipated complications.
The author thinks that the rich men’s money

A:will fuel the nation’s efforts to save urban schools. B:is not big enough for saving the failing school programs. C:has bet on the wrong target which could not possibly be met. D:could hardly transform failing classrooms as they hoped for.

The richest man in America stepped to the podium and declared war on the nation’s school systems. High schools had become "obsolete" and were "limiting—even ruining—the lives of millions of Americans every year. " The situation had become "almost shameful. " Bill Gates, prep-school grad and college dropout, had come before the National Governors Association seeking converts to his plan to do something about it—a plan he would back with $ 2 billion of his own cash.
Gates’s speech, in February 2005, was a signature moment in what has become a decade-long campaign to improve test scores and graduation rates, waged by a loose alliance of wealthy CEOs who arrived with no particular background in education policy—a fact that has led critics to dismiss them as "the billionaire boys’ club. " Their bets on poor urban schools have been as big as their egos and their bank accounts.
Has this big money made the big impact that they—as well as teachers, administrators, parents, and students—hoped for The results, though mixed, are dispiriting proof that money alone can’t repair the desperate state of urban education. For all the millions spent on reforms, nine of the 10 school districts studied substantially trailed their state’s proficiency and graduation rates—often by 10 points or more. That’s not to say that the urban districts didn’t make gains.
The good news is many did improve and at a rate faster than their states’ 60 percent of the time—proof that the billionaires made some solid bets. But those spikes up weren’t enough to erase the deep gulf between poor, inner-city schools, where the big givers focused, and their suburban and rural counterparts. "A lot of things we do don’t work out," admitted Broad, a product of Detroit public schools and Michigan State who made a fortune in home building and financial services: "But we can take the criticism. "
The confidence that marked Gates’s landmark speech to the governors’ association in 2005 has given way to humility. The billionaires have not retreated. But they have retooled, and learned a valuable lesson about their limitations. "It’s so hard in this country to spread good practice. When we started funding, we hoped it would spread more readily," acknowledges Vicki Phillips, the director of K-12 education at the Bill ＆ Melinda Gates Foundation. "What we learned is that the only things that spread well in school are kids’ viruses. "
The business titans entered the education arena convinced that America’s schools would benefit greatly from the tools of the boardroom. They sought to boost incentives for improving performance, deploy new technologies, and back innovators willing to shatter old orthodoxies. They pressed to close schools that were failing, and sought to launch new, smaller ones. They sent principals to boot camp. Battling the long-term worry that the best and brightest passed up the classroom for more lucrative professions, they opened their checkbooks to boost teacher pay. It was an impressive amount of industry. And in some places, it has worked out—but with unanticipated complications.

A:will fuel the nation’s efforts to save urban schools B:is not big enough for saving the failing school programs C:has bet on the wrong target which could not possibly be met D:could hardly transform failing classrooms as they hoped for

All the housewives who went to the new supermarket had one great ambition: to be the lucky customer who did not have to pay for her shopping. For this was what the notice just inside the entrance promised. It said: "Remember, once a week, one of our customers gets free goods. This May Be Your Lucky Day!"
For several weeks Mrs. Edwards hoped, like many of her friends, to be the lucky customer. Unlike her friends, she never gave up |loping. The cupboards in kitchen were full of things which she did not need. Her husband tried to advise her against buying things but failed. She dreamed of the, day when the manager of the supermarket would approach her and say: "Madam, this is Your Lucky Day. Everything in your basket is free. "
One Friday morning, after she had finished her shopping and had taken it to her car, she found that she had forgotten to buy any tea. She dashed back to the supermarket, got the tea and went towards the cash-desk. As she did so, she saw the manager of the supermarket approach her. "Madam," he said, holding out his hand, "I want to congratulate you! You are our lucky customer and everything you have in your basket is flee!/

A:is always very lucky B:had no friends C:hoped to get free shopping D:gets disappointed easily

All the housewives who went to the new supermarket had one great ambition: to be the lucky customer who did not have to pay for her shopping. For this was what the notice just inside the entrance promised. It said : " Remember, once a week, one of our customers gets free goods. This May Be Your Lucky Day!"
For several weeks Mrs. Edwards hoped, like many of her friends, to be the lucky customer. Unlike her friends, she never gave up hoping. The cupboards in kitchen were full of things which she did not need. Her husband tried to advise her against buying things but failed. She dreamed of the day when the manager of the supermarket would approach her and say," Madam, this is Your Lucky Day. Everything in your basket is free. "
One Friday morning, after she had finished her shopping and had taken it to her car, she found that she had forgotten to buy any tea. She dashed back to the supermarket, got the tea and went towards the cash-desk. As she did so, she saw the manager of the supermarket approach her. " Madam," he said, holding out his hand, "I want to congratulate you! You are our lucky customer and everything you have in your basket is free!/
Which statement is TRUE

A:Mrs. Edwards is always very lucky. B:Mrs. Edwards had no friends. C:Mrs. Edwards hoped to get free shopping. D:Mrs. Edwards gets disappointed easily.

I had hoped that I ______ the lecture on American Romanticism.

A:attend B:attending C:could attend D:can attend

The woman who lost the key hoped the finder would turn it over to ______.

A:officially anyone B:official anyone C:anyone official D:anyone officially