May 6, 2024

Technophoria: Data Security Is a Classroom Worry, Too

Edmodo’s free software allows teachers to set up virtual classrooms where they can post homework assignments, give quizzes and use third-party apps to complement lessons. Students can create individual profiles, including their photograph and other details, within their teacher’s class and post comments to a communal class feed.

Mr. Porterfield, an engineer at Cisco Systems, examined Edmodo’s data security practices by registering himself on the site as a fictional home-school teacher. As he went about creating imaginary students — complete with cartoon avatars — for his fictitious class, however, he noticed that Edmodo did not encrypt user sessions using a standard encryption protocol called Secure Sockets Layer.

That cryptography system, called SSL for short and used by many online banking and e-commerce sites, protects people who log in to sites over an open Wi-Fi network — like the kind offered by many coffee shops — from strangers who might be using snooping software on the same network. (An “https” at the beginning of a URL indicates SSL encryption.)

Without that encryption, Mr. Porterfield says, he worried about the potential for a stranger to gain access to student information, and thus hypothetically be able to identify or even contact students.

To test this hypothesis, he used a computer on his home Wi-Fi network to log in as an imaginary student; then, using another computer, he installed free security auditing software, called Cookie Cadger, to spy on the student’s online activities. Though the risk of this happening with actual students seemed small — Edmodo and other companies say they have no evidence that this kind of breach has occurred — he contacted his school district about his concerns.

“There’s a lot of contextual information you could use to gain trust, to make yourself seem familiar to the child,” he says. “As a parent, that’s the scariest thing.”

In response to an inquiry from me last week, Sara Mandel, a spokeswoman for Edmodo, said the service provided “a safe alternative to open, consumer social networking sites” because students could participate only in groups created by their teachers and because teachers decided whether students could send private messages to one another.

She added that “any school that chooses” had been able to use a completely encrypted version of the site since 2011 and that the company “is working to ensure that all of our users are using an SSL-encrypted version.”

SCHOOL administrators and teachers said they liked these online learning systems because they could control the information that students might share.

“Kids can’t talk to each other. They can only speak to the group,” says Heather Peretz, a special-education teacher at Great Neck South Middle School in Great Neck, N.Y., who uses Edmodo in her English class. “It helps them learn to be good digital citizens so they are not making inappropriate posts.”

But as school districts rush to adopt learning-management systems, some privacy advocates warn that educators may be embracing the bells and whistles before mastering fundamentals like data security and privacy.

Although a federal law protecting children’s online privacy requires online services to take reasonable measures to secure personal information — like names and e-mail addresses — collected from children under 13, the law doesn’t specifically require SSL encryption. Yet school districts often issue only general notices about classroom technology, leaving many parents unaware of the practices of the online learning systems their children use. Moreover, schools often require online participation so students can gain access to course assignments or collaborate on projects.

“What we are finding with this type of database is that parents are uninformed,” says Khaliah Barnes, a lawyer at the Electronic Privacy Information Center. “Most don’t understand how the technology works.”

Online security experts have long warned consumers about unencrypted Web sites that collect personal details. That is because on open Wi-Fi networks, hackers using simple software programs can see and copy the unique code, called a session cookie, that servers issue to authenticate a person who has logged into a Web site. By replicating that cookie, a hacker can acquire the same privileges, like the ability to edit a profile or grade a quiz, of the authenticated user for that session.

Article source: http://www.nytimes.com/2013/06/23/business/data-security-is-a-classroom-worry-too.html?partner=rss&emc=rss

Spinoff of Time Inc. Rattles Employees

But another executive was drawing a crowd of his own: Richard Stengel, Time Magazine’s managing editor. Throughout the evening, well-wishers made their way through the crowd to Mr. Stengel, among them Suze Orman, who told him how great she thought it was that Time Inc. was separating from its parent company, Time Warner, and striking out on its own.

The encouragement seemed heartfelt, but also framed by the timing and the setting. Only days before, Time Warner announced that it was spinning off its struggling magazine division, after failing to reach a deal to sell many of Time Inc.’s magazines to the Meredith Corporation. And the high-wattage party, with Mr. Stengel as one of the hosts, seemed like just the kind of lavish expense that Time Inc. might have to leave behind as it confronts the steep financial challenges buffeting the magazine industry.

The new magazine company is expected to start with $500 million to $1 billion in debt, in contrast to the publishing company that the News Corporation will spin off this summer, which will have no debt. Circulation and advertising revenue at Time Inc. have suffered sharp declines.

In the three months that ended Dec. 31, revenue fell 7 percent, to $967 million, while revenue at Time Warner’s cable channels has soared. After the split occurs, Time Inc. will no longer have the lucrative film and television assets to prop it up.

“It’s sort of put up or shut up time,” Mr. Stengel acknowledged. “I think great, let’s really test that hypothesis that people will pay for great content and great journalism. We can now invest our own capital.”

Time Inc. executives hope that they can build a company that can pour its profits into helping its magazines transition into the digital age, rather than hand them back to the parent company. They also hope that their new independent structure will let them restore the journalistic vision created by the founder, Henry Luce.

Analysts tracking the magazine industry point out that even though Time Inc.’s profits have declined in recent years, the newly created company will remain by far the biggest player in the business. On its own, Time Inc. generates one-quarter of the revenue produced by the nation’s top 50 magazines, according to data tracked by John Harrington, a magazine industry consultant.

He said that Time owned four of the nation’s top 10 revenue-generating magazines — People, Sports Illustrated, Time and InStyle. Together they produce $3.1 billion of the $6.379 billion generated by the nation’s top 10 grossing magazines, he estimated. People alone brings in $1.4 billion.

“Time Inc. as a whole is still the biggest force in magazine publishing,” Mr. Harrington said. “They’re an attractive group of magazines.”

The announcement of the spinoff last week at least provided some clarity to nervous Time Inc. employees. On Jan. 30, Time Inc. said it would lay off 6 percent of its global work force, about 500 employees. Two weeks later, Time Warner announced it was in talks with Meredith, leaving those who had kept their jobs to nervously await word of the fate of their magazine, and whether they might have to relocate to Meredith’s headquarters in Iowa.

Several current and former Time Inc. employees spoke about the unease at the magazines, requesting anonymity so they could publicly discuss private conversations. “This is for the most part a really nice place to work and people are happy to know that it will stay intact,” said a current Time Inc. executive. “The layoffs were really hard. The uncertainty on the heels of the layoffs made it particularly painful. Some people were really nervous about this Meredith idea.”

A former company executive who is still in touch with many employees said, “Morale dipped dramatically when the layoffs occurred just a couple of months ago. No merit increases were given. Bonuses were extremely low. Then rumors spread Meredith was going to purchase the magazines and morale dipped. Generally people are really pleased that Time Inc. is going to be given the opportunity to survive on its own.”

Some employees blame Time Warner’s chairman and chief executive, Jeffrey L. Bewkes, for the problems at Time Inc., saying his priorities lay elsewhere.

Amy Chozick contributed reporting.

Article source: http://www.nytimes.com/2013/03/14/business/media/spinoff-of-time-inc-rattles-employees.html?partner=rss&emc=rss