The White House's cybersecurity coordinator Howard Schmidt is getting attention for his effort to make U.S. cybersecurity strategy more "transparent," by posting summaries of the 12 principles driving the approach. That sketch of the Comprehensive National Cybersecurity Initiative's framework is, as of yesterday afternoon, posted on the National Security Council's Web site. Included are things like treating federal networks as a single protected entity and boosting cybersecurity education.
There's certainly been disagreement on the left over whether it makes good strategic sense to reinsert the public option back into the health-care debate at this point in the process. But it's smart to separate that debate from the remarkable success that the grassroots push orchestrated by Democracy for America, Credo, and the Progressive Change Campaign Committee have had in shaping that debate. What the netroots has done on the public option is something of a master class in how you might go about doing effective online organizing.
After decades of discrimination, litigation, and negotiating, it looks today like an agreement has been reached on compensation to black farmers. This is one of those times that government works that Paul Waldman wisely counsels us to celebrate. So, a few words of praise for the real progress made by President Obama's negotiation of the Pigford agreement.
Yesterday, the Bipartisan Policy Center ran a "cyber attack" exercise designed to demonstrate what it would look like if cell phone networks were attacked, Internet resources were damaged, and portions of the U.S. electrical grid brought low. Former White House officials and national security experts like Michael Chertoff and John Negroponte participated. A few points:
When I heard that Google was rolling out yet one more application, in the form of Google Buzz, the first thought that came to mind was that the Internet is starting to feel like a one-company town. I was soon online, catching up on the fascinating story of Pullman, Illinois. Built on the edge of Chicago by the Pullman Palace Car Company in the 1880s, the 300-acre town was the company's answer to the industrial-age conundrum. How do you reap the efficiencies of gathering workers in one place without descending into urban chaos? Pullman did it by controlling everything. Workers and their families attended Pullman schools, shopped in Pullman groceries, and worshiped in Pullman churches.