Bain swerved, but his motorcycle saddlebag hit the sport-utility vehicle’s front bumper, and he went down. Bain was thrown into a tree and died 30 minutes later at a hospital. The case was filed last month with the District Attorney’s Office. Bain, an Agua Dulce resident and 15-year veteran of the Sheriff’s Department, died two days before his 46th birthday. In March, the city of Lancaster re-dedicated Eastside Park in his name. Among those in attendance were Bain’s parents, his wife, Diana, and one of his three daughters from a previous marriage. [email protected] LANCASTER – A Lancaster motorist who turned in front of a sheriff’s motorcycle deputy during a pursuit, causing a collision that killed the deputy, has been charged with misdemeanor vehicular manslaughter. Alphonso Ralph Durso, who was 73 at the time of the March23,2006, collision that killed Deputy Pierre Bain, faces up to a year in jail if convicted. The collision occurred when Bain was chasing a van westbound on AvenueK and Durso was making a left turn from eastbound AvenueK onto northbound 20th Street East, Deputy Jon White said. “His light was green, and he was out in the intersection. Deputy Bain had his lights and sirens on, and Mr. Durso, instead of remaining stopped or yielding to the right, continued with his left turn and hit Deputy Bain’s motorcycle,” White said. (661) 267-5744160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set!
NAPA — It’s impossible to know who actually put together the first depth chart for the Raiders. Former coach Jack Del Rio used to say it was media relations director Will Kiss.That was Del Rio’s way of not reading too much importance into where players stand heading in to the first preseason game. Jon Gruden hasn’t given many clues as to where the depth chart stands, and even if he did, would you believe him?But for what it’s worth, the initial Raiders depth chart released in advance of the …
Environmental group objects to planOne group that did not sign proposed settlement, which is called a “stipulation,” was Environment Northeast. It said the settlement would unfairly penalize customers who have taken steps to decrease their use of electricity.In a letter to the PUC, Environment Northeast Senior Attorney Beth Nagusky said the group was “very pleased” with the stipulation’s attempt to “decouple” utility profits from electricity sales.“However,” Nagusky added, “we have serious concerns with some of the rate design changes adopted in the Stipulation, particularly the increase in the fixed customer charge (and the concomitant reduction in the volumetric per kWh charge) for the residential customer class.”While increasing the fixed customer charge, the settlement also reduces the amount of electricity included with the minimum charge, from 100 kWh to 50 kWh per month.“The proposed rate design changes will result in the most dramatic bill increases (13% to 25%) for the below average users, which includes those who have taken action in their homes to reduce electric demand by conserving and purchasing more efficient lights and appliances,” the letter said. “The changes will also disadvantage customers who have installed distributed generation to reduce their demand on the grid, including at system peaks. These customers will pay higher bills regardless of their decrease in consumption of kWhs from the grid.”By shifting more revenue to fixed charges, as opposed to volumetric charges, the agreement “sends the wrong price signal to ratepayers,” Nagusky said, and reduces the incentive to conserve. She said that if the PUC decides to accept the stipulation, it should at least make the amount of power included with the minimum charge 100 kWh.Agnes Gormley, senior counsel in the Maine public advocate’s office, said the $3 increase is based on an average Maine customer who uses 525 kWh of electricity per month. Maine’s largest electric utility has agreed to a new rate plan that would add $3 to an average residential power bill while dropping a controversial proposal to charge homeowners with photovoltaic (PV) arrays a monthly “standby rate.”Maine is one of many states wrestling with the impact of rooftop PV and small-scale wind projects — what’s called “distributed generation” — on utility earnings. Central Maine Power, with more than 500,000 residential customers, had sought approval for a new rate plan that would have added about $13 to the monthly bill of a residential customer with a grid-tied solar array.The utility, a U.S. subsidiary of a Spanish holding company, had argued the standby rate would help spread the costs of maintaining the grid evenly among its customers. Solar advocates protested.But as reported by The Portland Press Herald, a rate settlement agreement filed with the Public Utilities Commission in early July scraps the standby rate.The PUC must still vote to accept the plan.Major parties to the rate case, including both business and environmental interests, have agreed to the plan, the newspaper said, as has the state’s public advocate office. The settlement agreement caps months of private talks in the 14-month-old rate case.
Related Posts Owen O’Brien Tags:#business model#Business plans#Entrepreneurs#entrepreneurship#fail to succeed#failure#Fear of Failure#success How OKR’s Completely Transformed Our Culture China and America want the AI Prize Title: Who … “Failure is success in progress” ― Albert EinsteinEntrepreneurs are enthusiastic and serial failers.Entrepreneurs seem to be constantly looking for solutions and alternative ways of doing everything. And crucially, they don’t give a damn about failure, because they know that failure is, in fact, discovery. Some have declared, “The only way I will know if something works is by doing it and that means doing what seems impossible or unlikely.”Entrepreneurs are comfortable with failure, almost enjoying it.This is because every experience, positive or negative tells you something. If you are working in a specific area of expertise, which you are likely to be, tech, law, medicine, marketing, for example, your experiences of doing will become a rich mixture of interconnected successes and failures.The very act of doing will develop, over time, a focussed and overall understanding of your area which will be unrivalled by those simply thinking about it, or, dare I say it, studying it.The learning gleaned from action is called tacit knowledge.As Michael Polanyi (1967: 4) wrote in The Tacit Dimension, we should start from the fact that “we can know more than we can tell.”For that reason, I am skeptical about business plans.These plans are mostly not worth the paper they are written on. On the one hand a business plan seems to be leading people down a deceptive path of fantasy and disaster. Yet, on the other hand, business plans can be very dangerous, stopping people from doing anything at all.The business plan is a blueprint for the financials and can give basic indications of whether what you are thinking of is even worth doing at all. The problem is that these business plans often stop you from employing the basic trial and error methodology adopted by most the most successful entrepreneurs and stable businesses. The tradition business plan rarely reflects reality, particularly in a start-up situations.We don’t always do what we say we will, in fact, we often don’t do that at all. We reach for convenient existing theories of business to explain things and business plans are usually formulaic and poor imaginings for the needed action: go talk to the customer stupid. Get a mentor; learn more about your subject.There is a tendency to direct start-ups in developed countries into incubation centers.These centers are usually run by state enterprises whom, with the best of intentions, actually cosset the fledgling enterprise from the realities of the commercial world, and in doing so, prevent the very essential learning that is so necessary to develop a real sustainable and gritty business model.There is a toughness and street-wise element to successful enterprise. These successes will not be created in comfortable shiny offices with too many people sitting around chatting in the cafeteria, at the water cooler or even in meetings, wondering where the customers are.Enterprisers with the experience of — learning by doing — will often say that your mistakes cost you money, and that ensures you don’t make them twice. Richard Branson advises you to “pick yourself up, brush yourself off, don’t let your ego get the better of you.” In other words: get over it — and quickly.Go ahead, feel bad for failing. You should feel lousy, and that bad feeling is good for your business. Studies now show that you will be less likely to repeat the same error twice.In a recent study, Dr Selin Malkoc from Ohio State University said, “All the advice tells you not to dwell on your mistakes, to not feel bad. But we found the opposite.”“When faced with a failure, it is better to focus on one’s emotions – when people concentrate on how bad they feel and how they don’t want to experience these feelings again, they are more likely to try harder the next time.”Failure has been acknowledged by successful people from Steve Jobs to Bill Gates for helping them achieve their final success.Irish playwright Samuel Beckett is quoted as saying, “Ever tried. Ever failed. No matter. Try Again. Fail again.”It is probably worth seeing yourself as an “experimenter” in the business world. Consider that the enterprises you undertake or take on as a business are often experiments to see if your ideas are correct when faced with reality. In some ways the pioneers of electric cars and autonomous vehicles are yet to see whether their enormous experiments will work when the market decides.In business, failure is the customer telling you to go back to the shed and iterate one more time.Vitally, the secret is surviving the various events that make up success. Therefore it is important to minimize the downside. If you are going to get it wrong, make sure that you won’t fall too far and that you can pick yourself up and get on with it, one more time. Don’t over-commit to a line of action that will destroy your future financial freedom to change, or iterate again on your idea. Refrain from committing yourself personally to long lease contracts, for instance.James Dyson is definitely the king of failure – 5,126 of them to be exact. That is the number of prototypes he developed over the course of 10 to 15 years before releasing his iconic bag-less vacuum in 1993. The upright domestic model, DC01, used the patented “Dual Cyclone” technology. Dyson says his willingness to fail is the reason for his success.Dyson said, “The failure is the starting point, because when something fails, you understand why it fails. Then you start to think of ideas as to the ways you can overcome that failure. The moral of the tale is keep on failing – It works.”So go on then and fail away all you like. Keep in mind that your failures are only lessons, after all, and crucially, it is the only way you are ever going to find out. After many failures, when you finally find out you’ve got it right, you will have failed your way to success. Owen is an entrepreneur, teacher, songwriter, and general ideas man and has run several businesses over the past 30 years. Working as a barman, and then a sales representative, he decided to go out on his own when he found that he has no difficulty selling and making deals for other companies. What Nobody Teaches You About Getting Your Star… How to Get Started in China and Have Success
Have you ever had one of those really big ideas, the kind that’s certain to produce breakthrough, revolutionary results? Have you ever had trouble bringing it to life?You have had some big ideas about how you could improve your results. You’ve had some great ideas about how you could make things better at work. And you’ve had some gigantic ideas that would produce dramatically better results for your dream clients.But your big ideas stalled out. They died prematurely. Here’s why and what to do about it.You Didn’t Sell ItWithout the support of the people you need to make your big idea work, it isn’t going anywhere. If you didn’t make selling your big idea a marketing campaign, selling it to the people you needed onboard, your big idea was doomed from the start.Executing a big idea is 10% big idea and 90% big execution. Half of that 90% of execution is pure sales and marketing: you have to go and change hearts and minds.If you want your big idea to succeed, you have to sell it. You have to shout it from the treetops, sharing your idea far and wide. You also have to go from individual to individual, building consensus around your big idea.You Didn’t Execute ItIf your idea failed, it’s not likely that the idea itself was bad. It’s more likely that your execution was bad. You took half-measures when full measures were required. You underfunded it in both time and money. You underestimated the effort required to get the idea up and running.The world is littered with great ideas and great insights that went nowhere because someone lacked the will to execute on them.Most of the time your big ideas have value. If you are going to make them work, you have to relentlessly focus on the execution. Spend more time taking actions—and gaining the commitments of others to take action on your big idea—than you do talking about how wonderful your idea is.You Gave Up Too SoonSometimes you sell the idea well and you start to execute. But the results aren’t there; they come slowly and only with great effort. So you throw in the towel, believing that your big idea wasn’t so great an idea after all.But the tipping point, the point where the breakthrough you imagined occurs, is always just a bit beyond that point where most people give up.If you want to see your big idea come to life and produce the results you imagined, you have to see it through. You have to continue to sell it and continue to execute throughout the dark place where it seems hopeless, where it seems it’s a lost cause. When everyone else is ready to throw in the towel, you rally the troops and push through until you get your big idea to breakthrough.Don’t make these three mistakes and see your big idea generate the big results you dreamed it would.QuestionsWhy do most big ideas fail?How do you get the support you need to make your big idea a reality? Whose support do you need?What are the steps large and small that you need to execute for your big idea to work? What does your action plan for taking these steps look like?How do you keep going through the dark spots where it looks hopeless for your big idea? What do you do to push through?