The question is only who pays for it, and how.

I owe a lot of my professional identity and success to CSS-Tricks. CSS-Tricks repeatedly gave me the opportunity to write for them. In doing so, they helped to both socialize and normalize accessibility as a mainstream frontend concern. I’m deeply thankful to them for this. The team was also a joy to work with, notably Geoff Graham. He’s a mensch, and one of the nicest people you can interact with in the frontend web space. If you have not been following the news about the site, Kevin Powell has a good video about the whole situation: Content skipped. I’m not speaking on behalf of Geoff, Chris, or others involved with running the current version of CSS-Tricks. I’ve got skin in the game as an author. This is my personal opinion, born of my feelings and beliefs. I think a lot of the web’s infrastructure should be co-ops, and CSS-Tricks is knowledge infrastructure. To that point, I should also point out that the website covers far more than just CSS. The corporate model of ownership can be a risk. If infrastructure is not part of a corporation’s core strategy, it is not a priority. As Kevin’s video touched on, it seems like promotion via owning the frontend content space isn’t part of Digital Ocean’s strategy anymore. It is not that CSS-Tricks does not have value. It is that Digital Ocean cannot see it. It is deeply, tragically ironic to me that Digital Ocean allowed this to transpire. This is because I know for a fact that the techniques and philosophies shared by CSS-Trick authors helped to shape iterations of their product’s UI. Some may be quick to point out that this knowledge now—illegally—exists inside of LLM training data, so the risk of the website going away is mitigated. To this, know that we should be striving to keep resources like CSS-Tricks going. Human creativity is the force that creates new techniques, strategies, and technologies. The web will calcify without voices sharing what they know, forever locking us into endless permutations of a fixed point in time. Unlike corporations, co-ops don’t have to be motivated by profit. By not needing to prioritize growth at all costs it means co-ops can instead prioritize and incentivise things like preservation and cultivation. It is also a successful model of operation, one that even already exists, and flourishes in the tech space. Collective ownership can also serve as checks and balances for, and protection against hierarchical decision-making. I only need to point to the chaotic and aberrant decisions many CEOs in the technology space have been making as of late to demonstrate the value of this approach. Paddy Srinivasan, if you somehow wind up reading this: Save some face and take a big swing. Give CSS-Tricks back to the people who love it.

Neat set of hacks lets you run any NixOS package in a browser hosted VM

How can something that “just works” be so annoying? situation We live in Cambridge off a little road down a drive in shared ownership between us and our neighbouring houses. All the utilities are buried under this drive, including the phone line. anticipation Over the last few years we have been canvassed repeatedly by CityFibre saying that they can deliver fibre all way to our house. I saw them digging trenches and leaving tails of purple fibre cladding along nearby roads, ready to hook up all the houses. I thought they would need to do something similar to deliver fibre to us. So when they turned up and knocked on our door, I talked to their salesbods and walked them up and down the drive and pointed out where the existing BT line goes. Then they gave up trying to sell to us. This happened about three times. disaffection We were not eager enough for an upgrade to deal with these impediments. notification A few months ago we were told that CityFibre would soon come and do the upgrade, since there’s a nationwide deadline for turning off the copper phone network at the end of the year. We expected that this would force them to actually plan some digging works, so we talked to our neighbours about it. We were all ready for some huge faff to follow the next visit by the CityFibre bods. installation CityFibre turned up on the promised morning bright and early. To our enormous surprise, a brown fibre housing was already poking out of the ground next to our copper phone line. It had been fed through 50 metres of 5cm duct without us being aware they were even working on the street. Within a couple of hours, the technicians had drilled through our wall, installed the ONT, blown fibre through the unexpected pipe, plugged in the CPE (superficially identical to the old one), and left telling us to anticipate that it might not work properly until tomorrow. activation Around lunch time, the copper phone line stopped working completely. Some faff ensued, switching all our devices over to the new WiFi network. For a while we thought this was the death of our land line, but in the course of debugging other issues, I realised that the router has a built-in VoIP adapter (I don’t think we were told it has a built-in VoIP adapter) so I plugged the phone in and it Just Worked: they had ported our phone number across and everything. Flawless. I was seriously impressed. rumination It has been a few weeks since the switchover, and apart from a couple of horrible Clown-afflicted IoT devices, it has been fairly smooth. What prompted me to write this up was realising that we delayed this upgrade for years because the sales people were not given enough technical information about how the installation process works: the fact that houses typically have a 5cm duct containing the copper lines (probably standard for the last 40 years) and the fact that fibre can be shoved through a few tens of metres without difficulty. And worse, the sales people didn’t have an esclation path for difficult cases: they just gave up instead. From a technical point of view, the installation was impeccable. (I guess the loose 24 hour window for the cutover time was because OpenReach and CityFibre don’t have tight requirements on ISP reconfiguration schedules.) From the sales point of view, it was crap. Maybe it would have gone faster if we offered to switch early without asking if the drive would be a problem? But I guess the difference between “yes!” and “yes, but will this be a problem?” is too much to expect from a minimum-wage door-to-door salesbod whose employer didn’t give them enough information or any escalation path.

Read the post here.