dr. patrick gallagher, 14th director of department of commerce, national institute of standards and technology, nist. and alongside him, cameron kerry, now the distinguished fellow in the governance program here at brookings, but previously the general counsel and acting secretary of the department of commerce, and dean garfield, the present ceo of the information technologies industries council. i'm not going to take too long over bios. i think you have got those, but just to recap, pat became nist director in november 2009, also served as the undersecretary for commerce, joined nist in 1993 as a research physicist having obtained his ph.d. from the university of pittsburgh to where he is due to return later year having just been recollected as their -- elected as their new chancellor. cam joined us at brookings in december, affiliated with the center for technology and innovation. he's also a visiting scholar at the mit media lab. he became the general counsel of commerce in may 2009 working across commerce's bewildering range of legal issues, and before that he was a lawyer specializing in,

dr. patrick gallagher. and one of the things he has done in that capacity is to really take in hand the cyber security management at the department of commerce. i think you called it eating our own cookie. in terms ofat, making management at the highest levels of the department security,e for cyber and not simply something that our cio's deal with. >> when do you see that being made publicly available, published? know, there isou no obvious exemption. there may be security issues and aspects of them. >> let me go back to the point that the framework is not about the controls. in any organization, you're going to have the dynamic set of controls. in piles are drowning of controls that they have been looking at, and by the way, other mandates outside the security space. what is unique about the framework from the government's perspective is the management approach to really integrate it into how you run the department. and to make those decisions, not just technology decisions, but skill sets and hiring and c