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Governance for GIS: Decisions and decision-making
Rapid advances and increasing investment in geographic information systems (GIS) and location technology have created considerable concern over governance. Organizations need to think big and focus small to establish an effective GIS governance program.
The friends who met here and embraced are gone,
Each to his own mistake.
― W.H. Auden
The CIO of a medium-sized city government was concerned. The City was in the midst of a large-scale digital transformation that promised to reinvent how services were delivered to its citizens. The City had committed millions to revamping department systems and investing in critical "smart" infrastructure. Early results were promising: the City had enjoyed a high-profile win by integrating road disruption notifications with social media. The ability to be notified of planned and unplanned disruptions on a map in real time was a hit with residents. However, the CIO noticed a concerning trend—the demand this win created for new map-based solutions was stretching his team's ability to deliver.
In the past, GIS was acknowledged as an important system of record for City assets as well as the home for most of the City's mapping information. This new demand had pushed expectations for location-driven applications to new levels. But without a way to manage demand, set expectations and nurture development of these apps, the CIO recognized he was facing failure. Without strong GIS governance, could he deliver on the promise to reinvent the City through digital technology?
This premise is not unusual. Much of the success with GIS comes not from implementation of the technology but the ability to build a location capability. This means marrying the technology of GIS with the science of geography and ingraining it in the organization's DNA. A well-developed, robust GIS capability is the foundation on which the dreams of a location-based digital transformation are built. To do this, good governance is critical.
By governance, we mean the system of control. This control extends to the applications and infrastructure that drive your location platform, the data at the heart of your maps and information products, the people who build and support the platform, and the capital used to grow and sustain your location capability.
In short, governance is one of the most important factors determining the long-term success of a GIS. Without good governance, plans stall. They are doomed, as W.H. Auden put it, "each to his own mistake". In this article, we discuss some of the reasons why organizations fall short in this regard and look at a comprehensive framework for GIS governance.
Where do organizations go wrong?
GIS governance often falls short for several reasons.
First, governance is generally a poorly understood topic in GIS circles. It's not uncommon to hear managers say that they know they need governance, but they don't know exactly what it means. This speaks to a lack of a shared understanding of why governance exists in the first place. What results are often piecemeal, unstructured attempts at implementing governance in a single area such as data access or application ownership. A fine starting point but not comprehensive when considering the range of decisions required to sustain a modern GIS.
Second, GIS governance programs often lack attention to the ongoing job of governing. It's one thing to establish a steering committee and assign accountabilities, but another to keep the program going beyond a semi-annual meeting. A well-executed program requires commitment and energy to govern day to day.
Third, governance of GIS relies too much on other, broader levels of governance. To be clear, GIS doesn't exist in isolation. So, it's not surprising to see governance of GIS fall under an organization's IT governance or data governance programs. The problem is that these corporate-wide governance programs are often too general and overlook some of the unique aspects of GIS that require focused attention. These include platform decisions, unique geospatial data considerations (standards, models) and worker skillsets. Effectively, this speaks to the hierarchical nature of governance. Where higher levels of governance dictate broad standards (e.g. corporate data privacy policy) and lower levels shape those standards appropriately (e.g. geospatial asset information access rules).
Lastly, governance is a cultural shift that requires discipline. For some, this means rules, and rules mean bureaucracy. Organizations that fail in their governance ambitions often fail because the opposition to change was too much to overcome. A systematic and explicit approach to governance is needed so that stakeholders understand the value of taking this on.
A comprehensive definition
To address these challenges, we need to start with a broad definition of governance.
Governance is about decisions and decision-making. Specifically, it's about defining the major decisions that need to be made with regards to an organization's GIS (the decisions), and how and by whom those decisions are made (the decision-making). Done right, governance creates a system of accountability that defines and enforces the rights of stakeholders.
To be clear, governance is not management. Governance is about setting direction. Management is about executing according to those directions. The distinction is important because much of the GIS conversation has traditionally centered on management topics. While management is vital, we want to draw a clear line between the two to keep the focus on doing the right things (governance) versus doing things right (management).
In practice, governance involves executing a set of governance processes. These processes are defined based on the major GIS decision area they support (discussed in the next section). Each process is comprised of a defined set of goals and metrics (KPIs), structured activities, roles and responsibilities, and policies and procedures.
Collectively, governance processes drive key business outcomes. These include: improved accountability, compliance, delivery oversight and resolution of issues. Effective governance brings structure to decision-making and clarity over responding to change.
Ultimately, governance creates stakeholder value. With greater accountability and control, the organization is positioned to make better decisions with their GIS—decisions that align with and support the strategic mission of the organization and work to find an effective balance among the competing constraints of benefits, risk and resources.
Exhibit 1 summarizes the GIS governance value pyramid.
Exhibit - GIS Governance Value Pyramid
A structured framework
With the definition of governance in mind, we can turn our attention to the specifics of implementing governance for GIS. Based on our experience, we've identified six major decision areas for GIS, called domains (Exhibit 2). These are comprised of over 20 governance processes which we have compiled into best practices. Building a successful governance program requires a clear focus and maturity across these areas.
Exhibit - GIS Governance Framework
Strategy. Smart organizations have a clear vision of where they want to go with GIS and how to get there. Effective GIS governance means establishing core principles, determining short-term and long-term objectives, defining the optimal organizational structure and monitoring progress against the plan. Governance of the Strategy domain supports alignment of the GIS vision with the business vision.
Specific governance processes included in this domain are Guiding Principles, Strategic Plan, Stakeholder Relationships, Organizational Structure and Innovation.
Platform. Applications and infrastructure are the foundation of GIS. Many decisions must be made that impact the integrity of the technical environment and alignment with the strategy, now and in the future. This cuts across the vast world of location-based technology, including mapping platforms, geoanalytics solutions, mobile applications, imagery management and so on. Governance of the Platform domain enables a sustainable, flexible and fit-for-purpose GIS technology architecture.
Specific governance processes included in this domain are Technology Architecture, Solution Portfolio, Platform Access and Platform Performance.
Data. Data is at the heart of GIS. This is true whether we're talking about geospatial or non-geospatial data, or structured or unstructured data. Effective GIS governance establishes consistent GIS data standards, architectural models, data usage and access controls, accountability across the data lifecycle, and quality controls. Additionally, a key architectural decision relates to the structure of data ownership. This refers to ownership of systems of record versus ownership of derived sources and the business rationale behind decision rights.
Specific governance processes included in this domain are Data Architecture, Data Usage, Data Stewardship and Data Quality.
Workforce. GIS requires unique skills and competencies across a range of technologies and disciplines. As a broad enabler, however, GIS is also leveraged by all manner of stakeholders. This means effective GIS governance considers development of the competencies, talent and external relationships across the entire workforce. Governance of the Workforce domain supports sustaining a skilled and informed workforce.
Specific governance processes included in this domain are Training and Development, Talent Management and Partnerships.
Delivery. An effective GIS is well supported and delivered as a service to the business. Good governance supports practices that promote efficient delivery of GIS as a service, including needs capture, delivery, communication and change management. Governance of the Delivery domain establishes an effective GIS operation.
Specific governance processes included in this domain are Service Management, Communications, Business Needs and Change Management.
Investment. The end game for GIS governance is an answer to the question: "where do we invest our resources?" Effective GIS governance provides a mechanism for prioritizing investment decisions and monitoring progress. Governance of the Investment domain aligns resources with GIS priorities and business priorities.
Specific governance processes included in this domain are Budget Management and Investment Prioritization.
Management structure
To bring it all together, an effective governance program requires a strong management structure. This means organizing stakeholders into meaningful teams and establishing clear reporting relationships. While there is no single management structure that works for all organizations, we generally see GIS governance roles arranged like that described in Exhibit 3.
Exhibit - Typical Governance Management Structure
Influencers. This group is comprised of influential and vocal stakeholders who do not make the final decisions on the GIS but whose input is critical to its success. They're generally interested in business value, risk and alignment with the overall business objectives.
Steering Committee. The steering committee is the primary decision-making body for the organization's GIS. They're tasked with setting the overall direction and approving key GIS decisions.
Strategy Working Group. This group is generally responsible for developing the governance processes supporting the Strategy and Investment domains. Depending on the size of organization, these stakeholders might sit on other working groups or be a part of the steering committee.
Technical Working Group. This group is responsible for developing the governance processes supporting the Platform and Data domains. Stakeholders in this group might also participate in corporate IT governance and data governance programs. They often act as an important conduit to these other, broader governance programs.
Operational Working Group. The operational working group develops the governance processes supporting the Workforce and Delivery domains. These stakeholders are typically involved closely in the day-to-day operations of providing GIS services. They may also work closely with broader IT service delivery programs.
This management structure represents general groupings of key governance roles. In many cases, individuals will play multiple roles and contribute to multiple aspects of governance. This is especially true for smaller organizations.
Implementing governance for GIS is a challenging but extremely valuable undertaking. It takes focus and commitment. With a bit of structure, however, any organization can achieve the benefits of good governance. This doesn't mean it should happen overnight. By focusing on the key problem areas and implementing the processes and management structure that will bring these problems areas under control, organizations can set themselves on the path to good governance.
If you'd like to learn more about governance for GIS and our evolving framework, drop me a line at firstname.lastname@example.com or leave a comment below.


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Title: Paper Dolls
Author: Hanna Peach
Genre: New Adult Romantic Suspense
Release Date: April 24, 2016
My life comes down to this. Two faces. One choice.
Salem is my twin sister. She loved me. She protected me. She forgave me, even after I failed her. I just got her back after searching for three long, lonely years.
Then there's Clay. Sweet yet intense and nursing a dark past of his own, he's all the redemption I don't deserve. He wants to open me up and know the insides of my soul. I want to let him, but I'm scared he'll run from what he finds.
But I can't have them both.
My name is Aria. And today, I must choose. One of the two people I love has to die.
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In moments like these, everything slowed. Salem always joked that it was life's way of making sure you didn't miss the turning points, the important bits. As if gravity sank heavier and heavier with the weight of the moment until the world was too heavy to turn and everyone held their breath.
It certainly felt like that now. My next action, my next word, would change all of our lives.
"Aria," Clay's deep voice reached my ears. "Whatever happens…I love you." The usual assuredness and authority was gone. Instead, strain and hurt had crumpled up and shoved into his throat. Choose me. Save me. Love me.
Before him my life had felt like a stack of old movies; frames missing or out of order, muted crackling sound, flickering and shuttering away, unloved and unseen in an old unused cinema.
Then I found him. Or he found me.
He created a warm shield around me where I could be safe. He coaxed away all my layers and shed all my masks and his love soaked right into my skin, right into the very soul of me. He pulled out the fossil buried inside that had been my heart and breathed life into me.
How could I give up the man I loved? The one who loved me with a fierce and unwavering passion, the man who made me feel like I could defeat demons as long as he was by my side.
Winking in the threads of sunlight piercing through the solemn gray clouds, seed fluff twirled about me like swirling, dancing couples. Spinning around like Salem and I used to do in our backyard, hands clasped together tightly, turning round and round, eyes to the sky, our twin voices giggling and floating into the air like dandelions.
She had been my shield before Clay.
"I'm nothing without you, Aria," Salem's voice trembled, desperation leaking into the breaths between her words. Choose me. Need me. Love me.
How could I end her? I just got her back. For so long we shared almost everything, and she protected me. Her whole life had been about protecting me. Because she loved me that much.
How could I turn against her, toss her away like an old broken toy?
But I had to choose.
I could see us now, the three of us making a chain like when I was a kid, folding pieces of colored paper into rectangles, cutting out an arm, a leg, and half a head, and unfurling my new patterns in the light to reveal a line of paper dolls. Clay, Salem and I − we were all just paper dolls in a paper chain, me in the middle, each end pulling tighter and tighter until something had to tear.
Even now as I stare between Clay and Salem, trying to digest our impossible situation, Hope is still there, that terrible pixie, fluttering on my shoulder, whispering.
Maybe it doesn't have to end this way?
Fuck you, Hope. Here's the truth.
Nobody is coming.
No one will save us.
And someone isn't going to make it out of this forest today.
"Choose," my sister screamed. "It's either him or me."
My fingers tightened around my gun in a reflex. This was it. I either ended her. Or destroyed Clay.
I squeezed my eyelids shut for a moment, just for a moment of peace. Just for an instant I could shut out the inevitable, and in this blessed darkness I believed I could conceive a way that both could exist in my life. A way that I could choose Salem and Clay.
You can't have both.
You tried.
Choose now.
But how?
What do you do when someone puts a gun to your head? Clay's words came back to me, echoing as loud in my mind as if he had just spoken them. You refuse to bend. You push back. You find another way. You take that gun off him and put it back in his face. But you do not give in.
Find another way…
I knew what I had to do. A kind of peace settled on my skin, as delicate as gossamer, as light as silk.
I opened my eyes to a world of bright light until my vision adjusted. The torn and pained faces of the two people I loved came into focus. The only two people I've shared air with while we slept, the same two people I'd crawl into Hell to be with, and the only two people I would die for. I forced the ghost of a smile forward.
And turned the gun on myself.
Author Bio
Hanna is the bestselling author of the Bound romantic suspense series and the Dark Angel fantasy series. Although she writes in more than one genre she can't write a book without weaving together a complicated plot and filling it with twists. She writes what she believes: good people can do bad things, ordinary people can do great things, and choose love above everything.
Eternally restless, Hanna has lived in Indonesia, Australia, Germany, Scotland, England, Croatia and Ireland – everything she owns fits into one suitcase. She's planning her next move with her gorgeous (and understanding) partner right now. If not writing, she can be found wandering a dusty market in Marrakesh or trekking a mountain in Peru, often using her travels as settings in her novels.
To WIN a copy of her next release go to www.hannapeach.com/subscribe.
Author Links

subset: commoncrawl


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Consumer Electronics Show revealed full range of technological gadgets for everyday lives. The LG's rollable TV prototype was one of the most exciting announcements of CES 2018. LG arguably surpassed its biggest rival Samsung in terms of TV picture quality. The bad news is LG has no plans to actually release a rollable TV in 2018. The new LG InstaView ThinQ fridge might just be the coolest refrigerator on the planet. It's packed from top to bottom with awesome new tech, but the star of the show is the touchscreen display that runs webOS and supports all sorts of smart features. Knock on the screen twice, however, and it instantly becomes transparent to show you what's in the fridge behind the door without having to open it. A Korean tech giant on Thursday announced new robots that take aim squarely at the jobs of many services industry workers around the globe.
credit: LGEPR


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- Area: 210 m²
- Year: 2009
Photographs:Paolo Rosselli
Text description provided by the architects. The five units single family housing project is built in an area east of Collina d'Oro and next to the old nucleus of Barbengo, which is accessible from Cadempino towards Agra-Collina d'Oro.the land descends towards east and is open towards south and north.
Footprints of old terraced vineyards that once provided grapes for production of wine that are typical characteristic of such terrain, runs through the land.
The five housing units are positioned in such way to create a unique and articulated complex assessed on different levels in order to follow the natural topography of the land, while uniting the green area around them, as if they all have a common garden. Each unit is different in plan, covers 140 sqm. of land, and built on two levels, the day level, and the night level.
The day zone is at the garden level (lower), with a single open and free living room. The night zone is at the upper level (entry). Main spaces are oriented towards south and east, looking towards the valley.
The project is designed according to minergie standards in order to be efficient in energy saving and ecological concerns, with the use of solar panels for producing warm water, which are installed on the covered roof of the parking spaces of each unit.


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The fact is that we all want to lead an extravagant and luxurious life. From cars to rugs, we all run to satisfy our senses, and somehow we all have an internal desire to fulfill our dreams, as well as to lead a standard and comfortable life. Some elegant and rich cars appear in our minds, thanks to which we feel the best in the world. Fortunately, we can enjoy driving wonderful and royal vehicles or rented vans. You can sit back, relax and make your dream come true. That is why you can use them for transport from the airport, family celebrations, weddings, foreign delegations, meetings etc. Given our pleasure and preferences, Autoride provide rental of luxury limousine cars with chauffeurs in Oakland.
BMW 7 Series
It is one of the best and elegant luxury cars designed with convincing innovations. It also hosts a unique driving experience. That is why it is made with charm for people who value every moment. What's more, it provides them with unique and extraordinary self-esteem and pride. Oakland residents rent a BMW 7 Series because it is a luxury first-class car that creates a difference in crowd. As a result, it offers all the latest high-tech features with a very exciting seating experience. It's beneficial for people who are looking for adventure and an aristocratic perspective.
Mercedes-Benz S-Class
This is the latest version adapted to your lifestyle. This is only a header with panoramic sunroof. The mechanical construction of the royal car soothes and catches the eye. Therefore, it has a long mask with impressive frameless side windows. It gracefully provides a dynamic, yet compact drive with great pleasure for the tenant. It is ideal to attend company conferences or after important events that will set an example of your luxury and dignity.
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Raising The Bar
Spamming seems to becoming a hot topic again. Not the type
of Spam you get in your inbox asking you to buy Viagra or
letters from an African Lawyer who wants you to share the
inheritance of a milionare client. What I want to talk
about today concerns ordinary well meaning people who
though ignorance or lack of awareness end up becoming
perpetrators of this social menace and end up damaging
their reputation at the same time
I Don't Like Spam
Most people don't like to eat Spam all the time so make
sure this isn't what you are serving to all your friends.
Do You Want To Make The Right Impression?
Part of this blog post was written in the summer but I
thought I would re-edit it and include some recent
conversations and share it with a whole new audience.
My latest book, The Facebook Strategies Guide addresses
these sames issues and from my own observation. 95% of the
people using Facebook for Business are needlessly making
themselves look like spammers.
Attention Grabbers
If a complete stranger came and knocked on your front door
and demanded that you go with them to look at their new
car or dragged you out of your house and forced you to go
inside their new shop, don't you think you might get a bit
upset. Why is it then that so many people act that way on
Why Should I Give You My Attention?
How many times have you had someone send you a friend
request on Facebook and then straight away before you've
had time to take a second breath they have asked you for
something, demanding your attention, whether its to check
out their group, look at their website, join their MLM
program or Get Rich Quick scheme.
What these people maybe fail to realize is their approach
is getting them entirely the opposite results than they
might expect. The reason being is they fail to see the
message they are sending from the other side or think a
little bit about who they are sending to. Without having
this view you assume that the whole world will naturally
be interested in everything you are doing and you demand
that they give you attention.
Relationships First – Deals Second
Trying to sell yourself or your products without first
taking the time to build some sort of relationship is not
going to be the most effective strategy in today's web 2.0
world. In a world where word of mouth is the new marketing
force to reckon with. Adopting this aproach is effectively
shooting yourself in the foot.
Serve Others First And You Will Be Rewarded
When you friend someone don't ask them for something
straight away, take the time to send a personal message
and ask what you can do to help them. If you want to get
your self really noticed then you are going to have to
learn to give before you receive.
This will instantly set you apart from everyone else and
will show that you are actually interested in them and not
just in serving yourself or your business. Serving others
is one of the highest virtues you can adopt and is one of
the quickest ways to have your own needs met as well.
People will always remember you in a positive light and
that is what can influence them to open your emails,
listen to your sales messages and buy your products or
services in the future. Attention is one of the most
valuable commodities that all businesses are competing for.
Don't Be Too Aggressive
Once you have their attention and you have started a
conversation you can decide if you want to mention what It
is you are promoting. If you are too aggressive in your
marketing or sales approach you can turn people off very
It's easy to spot people who are not genuine so be very
careful here and make sure you do this in a skillful way,
a casual mention of what you have to offer can be much
more powerful than the direct approach.
People hate being sold to but they do like to buy. If you
position yourself in the right way, you can be the person
they choose to go to when they are ready.
Consider Starting Your Own Group
If you want to get a targeted group of people all in one
place then consider forming your own group, you can invite
all your friends and in this way, only the people who are
interested will be subjected to your marketing messages
and they have the option of leaving the group at any time.
Selling directly to new friends via their profile, instant
messenger or wall is one of the quickest ways to start
losing friends and as spam becomes more widespread more
people are becoming less tolerant of unsolicited messages
in their inbox.
I join a lot of groups to see what they have to offer, one
thing I have noticed is the difference between how some of
the group leaders treat their members.
The Trusted Friend
Some Facebook groups send me a continual stream of
messages promoting this product or that service, I have to
admit that I tend to ignore most of them, Its like I
almost don't see or hear anything of what they are
communicating, I filter it out and it just goes in the
noise and distraction file.
There are however a few group leaders who have adopted a
different strategy, they keep sending me useful
information and good links to things I am interested in,
and they have a totally different way of communicating.
It's not that they never try and sell me something its
just they do it in a different way so I don't mind because
I have placed them in a different file,that of the trusted
If you are networking, planning on using Facebook to promote
your business or you would like to start your own Facebook
group in the future,I think there is an important lesson
to learn here. Becoming the trusted friend gives you great
power and influence. It is a position that is earned
through service and through consistency and congruency in
your message.
A Real Life Example And Lesson
Social Traffic group
talks about his own experiences in his recent blog post
"I've been in the promotional product business for 19 yrs.
and networking has been one of the keys to the success
I've had. Being fairly new to the whole Social Networking
gig I had been crossing the spam line and did not realize
it at all.
Seems I was putting the "cart before the horse" if you
will, jamming me and what I do down the throats of
everyone and anyone I'd connected with online via
Facebook, LinkedIn as various other networks.
I guess I was really excited about all the people I'd been
connecting with and lost focus on all the successful
networking I'd accomplished over the years at local
chamber events, BNI meetings and such. Where I listened,
and didn't really give to much information on me or my
company – and focused on building a relationship first and
letting the natural transition of getting business and
referrals grow an flourish with time.
I didn't know I was borderline spamming online because
know one was honest with me, I kept doing it until someone
finally brought it to my attention…and I "got it".
It was Simon Ford that put me on the straight and narrow.
His words of wisdom could have been taken the wrong way,
but the message he sent me was crystal clear and I took it
to heart and have and will be working on becoming a better
Social Networker for sure."
Simon Ford's Message To Tim
Please take this message as feedback, not criticism…
There are over 500 million pages indexed in Google for the
word cards, each page means nothing to me. Why do you
think your pages are any different? Is it because we are
members of the same Facebook group?
When I need a solution for cards, I will turn to my
network of people that I like and trust to find it.
Likewise, I listen to people who I like and trust. Only
they could ever convince me I may need a {offenders key
word} solution, when I didn't otherwise know it…I could
only ever consider doing business with someone I really
liked and trusted..
That said, if the desired outcome of you introducing
yourself to me was to have me buy from you, do business
with you, or in fact collaborate with you on any level,
from where I sit, as your target, your strategy is counter
I will never listen to anyone who tells me they are
interested in building a relationship with me followed by
shoving a self serving link in my face. The approach
instills distrust in fact, making it even harder for you
to become someone I like or trust beyond such an
This is not social networking, It's spamming Tim.
To think that the caliber of people who have all
congregated in our social traffic group see your approach
other way is miss-guided.
I have done you a favor and deleted your wall post off the
group wall and from my personal feed so not that many
people have seen them. This provides you another
opportunity to introduce yourself with a mind set of being
"Interested", not "interesting".
I am confident if you make the most of the opportunity you
will be enlightened by the results. I would love to hear
about your journey of discovery when you have arrived…
That's when I can see us building a genuine relationship
that will deliver your desired outcome and a hell of a lot
I look forward to that day.
With respect,
Simon Ford
Education Is The Only Viable Long Term Solution.
As an individual you have a responsibility to your wider
network to educate all its members. If you see a person
doing something that is damaging their reputation take the
time to let them know.
Do it in a way that encourages them to change without
being too critical, give people the benefit of the doubt,
especially those who are new to Social Media and are only
just getting started, you can point them to relevant notes
and blog posts and show them by example how you would like
to be treated as a friend and business contact.
Be Respectful
It's clear from most discussions that talk about Spam that
each person has their own personal definition. You might
be the type who gets outraged and angry when someone
abuses your trust.
Publicly humiliating someone who transgresses your social
code might feel good momentarily, but it's not the best
long term solution. Instead of creating an enemy why not
do what Simon did an tell them how you feel. Treat them
in a respectful way even if you feel like you are the one
who is the victim. This kind of pro-active approach will
win you loyal friends and the respect of all those who you
communicate with.
Want To Learn More
For those who would like to learn more about using
Facebook in the right way you can check out my new book
The Facebook Strategies Guide. It's a valuable resource
packed full of information that will take your social
networking to a whole new level
I hope you have enjoyed this post, If it's been of some
value to you please share it with your network, send it to
your Tweeps on Twitter or press the share button on
you can also follow me on Twitter


text:
What is Legend of Grimrock? Old-school dungeon crawling game inspired by Dungeon Master, Eye of the Beholder and Ultima Underworld.
Explore a vast dungeon riddled with hidden switches, pressure plates, sliding walls, trapdoors and more. Discover secrets, cast spells with runes and craft potions with herbs. Fight murderous monsters and seek lost artifacts in ancient tombs. Create a party of four characters and customize them with different races, classes, skills and traits.
Legend of Grimrock is a dungeon crawling role playing game with an oldschool heart but a modern execution. A group of prisoners are sentenced to certain death by exiling them to the secluded Mount Grimrock for vile crimes they may or may not have committed. Unbeknownst to their captors, the mountain is riddled with ancient tunnels, dungeons and tombs built by crumbled civilizations long perished now. If they ever wish to see daylight again and reclaim their freedom the ragtag group of prisoners must form a team and descend through the mountain, level by level.
The game brings back the oldschool challenge with highly tactical real-time combat and grid-based movement, devious hidden switches and secrets as well as deadly traps and horrible monsters. Legend of Grimrock puts an emphasis on puzzles and exploration and the wits and perception of the player are more important tools than even the sharpest of swords could be. And if you are a hardened dungeon crawling veteran and you crave an extra challenge, you can arm yourself with a stack of grid paper and turn on the Oldschool Mode which disables the luxury of the automap! Are you ready to venture forth and unravel the mysteries of Mount Grimrock?


text:
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Baseball's Active Leaders, 2023
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Monday December 10, 2012
Movie Review: Dark Shadows (2012)
"This thing is spectacularly off," I said.
"I keep waiting for it to find a rhythm," Ward responded, "and it never does."
We were halfway into Tim Burton's "Dark Shadows," surely one of the worst movies of the year. The cast was good, the trailer looked funny, the reviews were OK. In The New York Times, Manohla Dargis called it enjoyable; on Salon, Andrew O'Hehir trumpeted Michelle Pfeiffer's return to the screen (after only a year away?), while on Slate, Dana Stevens wrote, "[Burton] and Depp, both avowed childhood fans of the original series, seem to be in their element and having a grand old time." Turns out these positive reviews were in the minority. Among top critics on Rotten Tomatoes, "Dark Shadows" garnered a 37% rating, which, to me, is still 37 percentage points too high. It's an abysmal movie.
Sleepy, Hollow
It opens with 10 minutes of backstory. In the 18th century, the Collins family, including young Barnabus, leave Liverpool, England, for the wilds of Maine, where they start a fishing empire, create the town of Collinsport, and build the stately, gothic mansion known as Collinwood.
Barnabus, of age now, and played by Johnny Depp, is about to diddle the servant, Angelique (Eva Green), who asks if he loves her. He cannot tell a lie: he doesn't. Hell hath no fury like a woman—or, in this case, witch—scorned, and she uses her powers to kill his parents by falling steeple. Distraught, he descends into the black arts, but manages, through the pain, to find his one true love: Josette (Bella Heathcote, this decade's Heather Graham). Ever jealous, Angelique compels Josette to throw herself off Widow's Hill, turns Barnabus into a vampire, then turns the town against him. A torch-wielding mob descends, chain him in a coffin, and bury him alive for 200 years. Cue credits.
It's now 1972. A young woman on a train, who looks like Josette (same actress), is obviously hiding something (she changes her name, per a Victoria, B.C. travel poster, to Victoria Winters), and heading for a job as a governess at Collinwood, now decrepit. There, she and we meet the modern, dysfunctional Collins family: matriarch Elizabeth (Pfeiffer), who is starched and overly proper; her eye-rolling teenage daughter, Carolyn (Chloe Grace Mortez); Elizabeth's brother, Roger (Jonny Lee Miller), a weak, shallow man who ignores the needs of his son, David (Gulliver McGrath), whose mother died at sea three years earlier. David claims he still sees his mother; he claims he still has conversations with her. That's why Collinwood has an in-house shrink, Dr. Julia Hoffman (Helena Bonham Carter, of course), who arrives at evening meals frequently plastered. There's also a disgruntled butler/handyman, Willie (Jackie Earle Haley), who is frequently plastered, and whose every joke falls flat.
Barnabus Returns
Only after meeting all of them, as well as the ghost of Josette who plagues Victoria, do we get the resurrection of Barnabus by a night-time construction crew, each of whom screams, runs and crawls from this nightmare. Barnabus then goes to Collinwood and we meet the family all over again: Elizabeth, Carolyn, Roger, et al. Elizabeth wants to keep Barnabus' secret—that he's a 200-year-old vampire—from everyone, including the family, so she introduces him as Barnabus III. From England. All of these jokes fall flat. Then Barnabus meets the new governess, Victoria, who looks exactly like his long-lost true love, Josette, and discovers that his nemesis, Angelique, has survived all of these years and is now running the town.
What does he do? Get revenge on Angelique? Court Victoria, who looks like his one true love?
Neither. He sets about restoring the family name and reputation. We get a montage—backed by the Carpenters' "Top of the World"—of workers sprucing up Collinwood and the Collins Canning Factory opening its doors again. When Barnabus finally meets Angelique, she makes a pass at him; the second time they have rough sex. He also sucks the blood out of a band of hippies in the woods. Then he kills Dr. Hoffman, who, under the pretense of curing him of vampirism, and wanting eternal youth, tries to turn herself into a vampire. Before this, she goes down on him. Later, Barnabus throws a ball headlined by Alice Cooper. "Balls are how the ruling class remain the ruling class," he says.
His revenge? Forgotten. His one true love? Whatever. What should be driving the story forward isn't, and what is driving the story forward isn't funny.
Occasionally we get bits where Barnabus grapples, to humorous effect, with 1972 mores. He sees the golden-arched "M" of McDonald's as a sign of Mephistopheles. He wonders over the sorcery of television and yells at Karen Carpenter, singing on a variety show of the day, "Reveal yourself, tiny songstress!" In Dr. Hoffman's office, he shakes his head and says, "This is a very silly play." Cut to: an episode of "Scooby Doo."
But most of the movie is scattered, pointless, painfully tin-eared.
All of it leads to a final confrontation between the Collins family and Angelique, where we find out, in a pointless third act reveal, that long ago Angelique turned Carolyn into a werewolf. We also find out that it was Angelique who killed David's mother at sea. At this point David's mother finally reveals herself, in all her howling fury, and destroys Angelique.
Why didn't David's mother do this sooner? Why didn't Barnabus? Why do the Collinses consider Barnabus worthy of the portrait over the fireplace when it was Barnabus' father who built up everything? And since when do witches turn men into vampires?
The fault isn't Depp's: his line readings; his reaction shots, are generally good. But nothing anyone else does is worth a damn. Tim Burton lets his freak flag fly. He paints Johnny Depp chalky white again, as in "Edward Scissorhands," "Ed Wood," "Willie Wonka," and "Sweeney Todd." He has the living and the dead raise a family again, as in "Beetlejuice." But there's no juice here. Burton's always been a lousy storyteller, sacrificing plot and plausibility for imagery, but even the imagery here feels stale. Burton's love of the dead finally feels dead.
My favorite moment? The end. And not because it's the end but because of the Hollywood hubris it represents. As Barnabus and Victoria, both vampires now, kiss on the rocks beneath Widow's Hill, the camera dives underwater and heads out to sea, where we come across the body of Dr. Hoffman in cement shoes. And her eyes suddenly open. Ping! The end. It's a set-up for a sequel that will never be made. It's an ending that assumed a success that never came.


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la bruket
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determining that a judgment may be void, and therefore subject to relief under 60(b), if the court that rendered it lacked jurisdiction of the subject matter
Summary of this case from Fink v. KirchnerOpinion
Argued October 26th, 29th, 1883. Decided November 19th, 1883.
District of Columbia — Administrator — Surety. 1. When an administrator duly appointed in the District of Columbia, is removed, and an administrator de bonis non appointed in his place, the administrator de bonis non is not entitled to demand of the administrator so removed the proceeds of a claim against the United States due the intestate and collected by the former administrator; and cannot maintain suit against a surety of the former administrator to recover damages for failure by the former administrator to pay such sum to the administrator de bonis non. 2. A decree by the Supreme Court of the District of Columbia, directing an administrator who has been removed to pay over to an administrator de bonis non appointed in his place a sum collected by the former from the United States for a claim due to the intestate, is void for want of jurisdiction, and furnishes no ground for maintaining an action against a surety of the former administrator for failure of that administrator to comply with the decree.
Mr. A.S. Worthington for the plaintiff.
Mr. W.D. Davidge for the defendant.
This was an action at law on an administrator's bond. The bond was made by Charlotte L. Ames and Cunningham Hazlett, as administrators of the estate of Horatio L. Ames, deceased, with Frederick P. Sawyer and the defendant in error, David Walker, sureties. It was in a penalty of $120,000, was payable to the United States, and was subject to the condition that the said Ames and Hazlett should well and truly perform the office of administrators of Horatio Ames, deceased, and discharge the duties of them required as such without any injury to any person interested in the faithful performance of said office. Hazlett died at a date not given, and after his death and until January 9th, 1875, Charlotte L. Ames continued to be sole administratrix, and on the day last named she was removed from said office by order of a justice of the Supreme Court of the District of Columbia, and on the same day Nathaniel Wilson was appointed administrator de bonis non. On January 22d 1876, Charlotte L. Ames, in the settlement of her account as administratrix, was directed by the decree of a justice of said supreme court, holding a special term for the transaction of orphans' court business, to pay over to said Nathaniel Wilson, administrator de bonis non, of the estate of Horatio Ames, deceased, on or before February 8th, 1876, the sum of $34,876.75. She failing to pay this sum or any part of it, Wilson, administrator de bonis non, on April 12th, 1876, brought this suit in the name of the United States for his use on the bond above mentioned against Charlotte L. Ames, David Walker, and the administrators of the estate of Frederick P. Sawyer, who, on August 31st, 1875, had departed this life. The suit was afterwards discontinued as to Charlotte L. Ames and the administrators of Sawyer, and was prosecuted against David Walker alone.
The declaration contained two counts. The first count set out the obligation of the bond without stating the condition. The second count stated the obligation of the bond and averred the condition as above set forth, and assigned as breach the failure of Charlotte L. Ames to pay over to Wilson, the administrator de bonis non, the said sum of $34,876.75.
The defendant pleaded to the first count the condition of the bond and its performance.
To the second count he pleaded, first, "that by the condition of the bond the defendant, as surety, became liable to the plaintiff, as administrator de bonis non, only for such of the assets of the estate as had not been converted into money by the said administrators or the survivor, and the defendant says that the assets of said estate consisted wholly of a claim or chose in action owing by the government of the United States, and that the money claimed in this action is the proceeds of said claim or chose in action collected from the government and thereby converted into money," etc. The second plea to the second count averred that the defendant, as surety as aforesaid, was liable only for such assets of said estate as had not been administered by said administrators or the survivor, and that the money claimed in this action is for assets which had been administered before the removal of said surviving administrator from office and the appointment of plaintiff. Both these pleas also aver that defendant was not a party to the proceeding in which the order to pay over was made and was not served with process therein, nor did he voluntarily appear.
In his replication to the firstt plea (the plea of condition performed) the plaintiff set out three breaches, each of them consisting in the failure of the administratrix to pay over the money to her successor, in compliance with an order of the court.
The plaintiff demurred to the remaining pleas. The defendant demurred to the replication to the first plea.
Issue was joined on both demurrers, and the court, in general term, overruled the plaintiff's demurrer, sustained that filed by the defendant, and entered judgment for the defendant. The plaintiff thereupon sued out this writ of error.
The first question presented by the record is, whether it was competent for the administrator de bonis non of the estate of Ames to sue on the bond of the principal administrator to recover money collected by him from the United States and not paid over or accounted for.
It is well settled at common law that "the title of an administrator de bonis non extends only to the goods and personal estate, such as leases for years, household goods, c., which remain in specie and were not administered by the first executor or administrator, as also to all debts due and owing to the testator or intestate." Bacon's Abr., Title Executors and Administrators, B 2, 2, citing Packman's Case, 6 Coke, 293 (Part VI. 1, 8 b).
In illustration of this rule the same authority says:
"It is holden that if an executor receives money in right of the testator, and lays it up by itself and dies intestate, that this money shall go to the administrator de bonis non, being as easily distinguished as part of the testator's effects, as goods in specie.
"But if A dies intestate, and his son takes out administration to him and receives part of a debt, being rent arrear to the intestate, and accepts a promissory note for the residue, and then dies intestate, this acceptance of the note is such an alteration of the property as vests it in the son; and, therefore, on his death, it shall go on to his administrator, and not to the administrator de bonis non."
An administrator de bonis non derives his title from the deceased, and not from the former executor or administrator. To him is committed only the administration of the goods, chattels, and credits of the deceased which have not been administered. He is entitled to all the goods and personal estate which remain in specie. Money received by the former executor or administrator, in his character as such, and kept by itself, will be so regarded, but if mixed with the administrator's own money it is considered as connected, or as, technically speaking, "administered." Beall v. New Mexico, 16 Wall. 535; Coleman v. M. Murdo, 5 Randolph, 51; Bank of Penn. v. Haldeman, 1 Penrose Watts, 161; Potts v. Smith, 3 Rawle, 361; Bell v. Speight, 11 Humph. 451; Swink v. Snodgrass, 17 Ala. 653; Slaughter v. Fronau, 5 Mor. 19; Gamble v. Hamilton, 7 Mo. 469.
In the case of Beall v. New Mexico, 16 Wall. 535, it was said by Mr. Justice Bradley, speaking for this court, that "by the English law, as administered by the ecclesiastical courts, the administrator who is displaced, or the representative of a deceased administrator or executor intestate, are required to account directly to the persons beneficially interested in the estate — distributees, next of kin, or creditors — and the accounting may be made or enforced in the probate court, which is the proper court to supervise the conduct of administrators and executors. To the administrator de bonis non is committed only the administration of the goods, chattels, and credits of the deceased which have not been administered."
Such was the law of Maryland before the organization of the District of Columbia, and such it continues to be in the District, unless changed by statute. In the case of Hagthorp v. Hook's Adm'r, 1 Gill Johnson, 270, it was held by the Court of Appeals of Maryland that the authority conferred by the letters of administration de bonis non issued under the act of 1798, No. 101, ch. 14, sec. 2, was "to administer all things described in the act of assembly as assets not converted into money, and not distributed, delivered, or retained by the former executor or administrator under the direction of the orphans' court. Such an administrator can only sue for those goods, chattels, and credits which his letters authorize him to administer."
To the same effect are the cases of Sibley v. Williams, 3 Gill Johnson, 52; Hagthorp v. Neale, 7 Gill Johnson, 13; and Lemmon v. Hill, 20 Md. 171.
In the case of Ennis v. Smith, 14 How. 400, it was said by this court:
"We understand by the laws of Maryland, as they stood when Congress assumed jurisdiction over the District of Columbia, that the property of a deceased person was considered to be administered whenever it was sold or converted into money by the administrator and executor, or in any respect changed from the condition in which the deceased left it. It did not go to the administrator de bonis non unless, on the death of the executor or administrator, it remained in specie or was the same then that it had been when it came to his hands. When the assets have been changed, it is said in Maryland that they have been administered."
But counsel for appellant contend that this rule applies only to the case where an executor or administrator has died, and not to the case where he had been removed; that while the words "not administered," in the commission of an administrator de bonis non, still frequently mean not changed in form, yet, as applied to an administrator de bonis non in place of a living administrator, they have come to mean almost invariably not fully and legally administered; and it is said that this distinction appears in the laws of Maryland in force before the organization of the District of Columbia, and continuing in force until the passage of the act of February 20th, 1846, "to enlarge the powers of the several orphans' courts held in and for the District of Columbia." 9 Stat. 4.
In support of this view we are referred to chapter 101 of the Maryland act of 1798, 2 Kilty's Laws, by which it is provided in sub-chapter 5, sec. 5, that where letters testamentary have been granted in a case of the discovery of a will, and consequent revocation of letters of administration, it shall be the duty of the administrators to file their accounts and to "deliver to the executor, on demand, all the goods, chattels, and personal estate in their possession belonging to the deceased," and on failure their administration bonds shall be liable to be put in suit; and to sub-chapter 6, sec. 13, of the same statute, where it is provided that if an executor or administrator shall not file his inventory within thirty days, his letters may be revoked and other letters granted, and thereupon the power of such executor or administrator shall cease, and he shall deliver up to the person obtaining such letters all the property of the deceased in his hands.
These statutes do not tend to support the distinction relied on by plaintiff in error; for, as is well established by the authorities we have cited, the goods and chattels, personal estate and property of the deceased are such only as remain unchanged and in specie. When a debt due the deceased is collected or a chattel of his estate is sold, the money received becomes the property of the administrator, and he is accountable therefor to those beneficially interested in the estate, and, under the acts referred to, the removed executor or administrator was not bound to turn it over to his successor.
It may be conceded that the words unadministered assets, as used in statutes, have sometimes been construed to include the proceeds of assets sold or collected and not accounted for or paid over; and that an administrator de bonis non might call a removed administrator to account for such proceeds. But whatever may have been the rule elsewhere upon this question, we think that by the provisions of the act of Congress of February 20th, 1846, to enlarge the power of the several orphans' courts held in and for the District of Columbia, 9 Stat. 4, reproduced in sections 975, 976, 977, 978 of the Revised Statutes relating to the District of Columbia, the common law is not changed, and that the statute applies the same rule to the case of a removed as has been applied to the case of a deceased executor or administrator.
Section 974 provides that if the security on the bond of an executor or administrator shall become, for any cause, insufficient, the court may order him to give further security. Section 975 provides that if he fails to comply with such order the court may remove him, and appoint a new administrator.
Section 976 is as follows:
"The court shall further have power to order and require any assets or estate of the decedent which may remain unadministered to be delivered to the newly appointed administrator de bonis non, and to enforce a compliance with such order by fine and attachment or any other legal process."
We think the meaning of this act is plain. When it was passed, the words "assets or estate of the decedent which remain unadministered," had a uniform and well settled meaning in the statute law of Maryland, in force in the District of Columbia, and that meaning, as we have seen, was assets or estate remaining in specie and unchanged in form. The act of 1846 must be construed as using the words in this well settled signification, unless the contrary appears. But there is not a word in the act of 1846 to indicate that Congress intended to give any new or different meaning to these words.
Independently of this consideration, the meaning of the law is not doubtful. It would be an unnatural construction to say that the law required the removed executor or administrator to deliver to his successor assets which had been converted or wasted, and which no longer existed, and when there remained only a right to sue for their value. When assets have been turned into money by an executor or administrator and the money mingled with his own, the assets have ceased to exist as assets or estate of the decedent.
It is the assets and estate of the decedent that are to be delivered. The authorities we have referred to all concur in the proposition that where personal property of an estate under administration has been sold or a debt collected, the proceeds are not property of the decedent, but are the individual property of the executor or administrator, and he is liable to an action for not accounting.
When assets have been turned into money by an executor or administrator, he is bound to account, not for the identical money received, but for an equal amount; and if he fails to account for and pay over this equal amount he is liable in damages, which are measured by the proceeds of the assets so turned into money. The statute surely cannot mean that the removed administrator must "deliver" damages to his successor.
Our conclusion is therefore that the act of February 20th, 1846, does not apply a different rule to the case of an administrator de bonis non succeeding a removed administrator, from that applied to one succeeding a deceased administrator, and that no action lies on the bond sued on in this case in favor of the administrator de bonis non to recover money collected by Mrs. Ames from the United States on a claim belonging to the estate of the decedent. On the contrary, the defendant, as surety on the bond of the removed administrator, is liable only at the suit of creditors, distributees, and legatees entitled to the funds.
The next point taken by the plaintiff in error is that the decree of the justice of the Supreme Court of the District, directing the administratrix to pay over the fund to her successor, was conclusive in this suit.
We are of opinion that in making the order referred to, the Supreme Court of the District exceeded its jurisdiction, and that its order is for that reason void. Its authority, and its sole authority for making the order, is to be found in section 976, above referred to, of the Revised Statutes relating to the District of Columbia:
"The court shall have further power to order and require any assets or estate of the decedent which may remain unadministered to be delivered to the newly appointed administrator de bonis non."
It appears from the pleadings in the case that the money ordered to be paid was the proceeds of a debt due the decedent which his administratrix had collected. It was not, therefore, as we have seen, assets or estate of the decedent. It was the property of the removed administrator. The court was therefore without power to direct the payment of the money to the administrator de bonis non. Although a court may have jurisdiction over the parties and the subject-matter, yet if it makes a decree which is not within the powers granted to it by the law of its organization, its decree is void. The limitation was well expressed by Mr. Justice Swayne, in Cornett v. Williams, 20 Wall. 226, when he said:
"The jurisdiction having attached in this case, everything done, within the power of that jurisdiction, when collaterally questioned, is held conclusive of the rights of the parties, unless impeached for fraud."
The case of Bigelow v. Forrest, 9 Wall. 339, is in point. It was an action of ejectment. Bigelow, who was defendant in the court below, relied for title on a sale made under a decree of the United States District Court rendered in a proceeding for the confiscation of the premises sued for under the act of July 17th, 1862. Referring to this decree, Mr. Justice Strong, speaking for this court said:
"Doubtless a decree of a court having jurisdiction to make the decree cannot be collaterally impeached, but under the act of Congress the district court had no power to order a sale which should confer on the purchaser rights outlasting the life of French Forrest."
And the judgment of the court was that so much of the decree of the district court as was in excess of its powers was void.
In Ex parte Lange, 18 Wall. 163, Mr. Justice Miller deliver ing the opinion of the court, after stating that the circuit court had exceeded its authority in pronouncing sentence upon Lange, and that its judgment was therefore void, said:
"It is no answer to this to say that the court had jurisdiction of the person of the prisoner and of the offence under the statute. It by no means follows that these two facts make valid, however erroneous it may be, any judgment the court may render in such case."
In the case of Windsor v. Mc Veigh, 93 U.S. 274, Mr. Justice Field, after a review of the cases bearing upon this subject, announces their result as follows:
"The doctrine invoked by counsel, that when a court has once acquired jurisdiction it has a right to decide every question which arises in the case, and its judgment, however erroneous, cannot be collaterally assailed, is undoubtedly correct as a general proposition, but is subject to many qualifications in its application. It is only correct when the court proceeds, after acquiring jurisdiction of the cause, according to established modes governing the class to which the case belongs, and does not transcend in the extent or character of its judgment the law which is applicable to it."
In this case the statute gave the court power, on the removal of an executor or administrator, to order the assets of the decedent, which might remain unadministered, to be delivered to the administrator de bonis non. The court made an order directing the delivery of the proceeds of administered assets. This was beyond the power conferred by the statute, and not within the jurisdiction of the court. The order was, therefore, void.
The result of these views is, that
The judgment of the Supreme Court of the District of Columbia must be affirmed.


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Massey Ferguson a global brand of AGCO (NYSE:AGCO), is introducting the new 5600 Series of mid-range tractors.The dynamic MF5609 and MF5610 bring new features and capabilities not currently available on the market to producers. From powerful AGCO Power engines to high-flow hydraulics to a comfortable and spacious cab, the Massey Ferguson 5600 Series consists of ideal tractors for loader work, hay production and general on-the-farm use, giving North American producers the performance, efficiency and ease of operation they need.
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