Efficient Implementation on Low-Cost SoC-FPGAs of TLSv1.2 Protocol with ECC_AES Support for Secure IoT Coordinators

Security management for IoT applications is a critical research field, especially when taking into account the performance variation over the very different IoT devices. In this paper, we present high-performance client/server coordinators on low-cost SoC-FPGA devices for secure IoT data collection. Security is ensured by using the Transport Layer Security (TLS) protocol based on the TLS_ECDHE_ECDSA_WITH_AES_128_CBC_SHA256 cipher suite. The hardware architecture of the proposed coordinators is based on SW/HW co-design, implementing within the hardware accelerator core Elliptic Curve Scalar Multiplication (ECSM), which is the core operation of Elliptic Curve Cryptosystems (ECC). Meanwhile, the control of the overall TLS scheme is performed in software by an ARM Cortex-A9 microprocessor. In fact, the implementation of the ECC accelerator core around an ARM microprocessor allows not only the improvement of ECSM execution but also the performance enhancement of the overall cryptosystem. The integration of the ARM processor enables to exploit the possibility of embedded Linux features for high system flexibility. As a result, the proposed ECC accelerator requires limited area, with only 3395 LUTs on the Zynq device used to perform high-speed, 233-bit ECSMs in 413 µs, with a 50 MHz clock. Moreover, the generation of a 384-bit TLS handshake secret key between client and server coordinators requires 67.5 ms on a low cost Zynq 7Z007S device

Teensites.com: A Field Guide to the New Digital Landscape

A 2001 report from the Center for Media Education, provided here as background to work produced by Kathryn Montgomery after coming to American University and CSM (see http://www.centerforsocialmedia.org/resources/publications/ecitizens/index2.htm -- Youth as E-Citizens'), surveys the burgeoning digital media culture directed at -- and in some cases created by -- teens.This report surveys the burgeoning new media culture directed at -- and in some cases created by -- teens. TeenSites.com -- A Field Guide to the New Digital Landscape examines the uniquely interactive nature of the new media, and explores the ways in which teens are at once shaping and being shaped by the electronic culture that surrounds them

Government Response to Raising our sights: services for adults with profound intellectual and multiple disabilities

"This is the Government’s response to Raising our Sights report by Professor Jim Mansell published 19.3.10, commissioned by DH to respond to concerns raised in the consultation for Valuing People Now that adults with complex and multiple needs often do not receive the support they need to live independently." - Pag

Knowledge management and innovation: How are they related?

Companies in today’s globalised world must innovate to compete. Many successful companies have found that knowledge management strategies and practices are central to ongoing innovation (Boutellier et al., 1999; David & Foray, 2001; ADLittle, 2001; Tidd et al., 1997). This paper brings together research regarding knowledge management processes and practices that are found in R&D organisations and in other innovative firms. The paper contends that such practices could be employed across a range of firms to enable and enhance the potential for innovation within firms in multiple sectors

Evaluating Innovation

In their pursuit of the public good, foundations face two competing forces -- the pressure to do something new and the pressure to do something proven. The epigraph to this paper, "Give me something new and prove that it works," is my own summary of what foundations often seek. These pressures come from within the foundations -- their staff or boards demand them, not the public. The aspiration to fund things that work can be traced to the desire to be careful, effective stewards of resources. Foundations' recognition of the growing complexity of our shared challenges drives the increased emphasis on innovation. Issues such as climate change, political corruption, and digital learning andwork environments have enticed new players into the social problem-solving sphere and have con-vinced more funders of the need to find new solutions. The seemingly mutually exclusive desires for doing something new and doing something proven are not new, but as foundations have grown in number and size the visibility of the paradox has risen accordingly.Even as foundations seek to fund innovation, they are also seeking measurements of those investments success. Many people's first response to the challenge of measuring innovation is to declare the intention oxymoronic. Innovation is by definition amorphous, full of unintended consequences, and a creative, unpredictable process -- much like art. Measurements, assessments, evaluation are -- also by most definitions -- about quantifying activities and products. There is always the danger of counting what you can count, even if what you can count doesn't matter.For all our awareness of the inherent irony of trying to measure something that we intend to be unpredictable, many foundations (and others) continue to try to evaluate their innovation efforts. They are, as John Westley, Brenda Zimmerman, and Michael Quinn Patton put it in "Getting to Maybe", grappling with "....intentionality and complexity -- (which) meet in tension." It is important to see the struggles to measure for what they are -- attempts to evaluate the success of the process of innovation, not necessarily the success of the individual innovations themselves. This is not a semantic difference.What foundations are trying to understand is how to go about funding innovation so that more of it can happenExamples in this report were chosen because they offer a look at innovation within the broader scope of a foundation's work. This paper is the fifth in a series focused on field building. In this context I am interested in where evaluation fits within an innovation strategy and where these strategies fit within a foundation's broader funding goals. I will present a typology of innovation drawn from the OECD that can be useful inother areas. I lay the decisions about evaluation made by Knight, MacArthur, and the Jewish NewMedia Innovation Funders against their program-matic goals. Finally, I consider how evaluating innovation may improve our overall use of evaluation methods in philanthropy

On Message: Using Strategic Communications to Advance Social Change in Black and Latino Communities

This report aims to highlight examples of efforts involving black- and latino-serving nonprofits that utilize strategic communications to enhance their advocacy work and improve opportunities in communities of color. a project of the abfe/hip initiative, this publication is informed by the findings of a nationwide scan to identify groups taking the lead to integrate strategic communications in their advocacy, organizing, and social change efforts in black and latino communities. conducted in 2007, the scan included an analysis of emerging research in nonprofit communications; a cataloging of the notable successes of several nonprofits and coalitions across the country; an online survey of grantmakers with an interest in high-priority issues in black and latino communities; and follow-up interviews with nonprofit leaders and the grantmakers funding their work. the scan also included information gathered under the guidance of a national advisory committee of media practitioners, grantmakers, advocates, researchers, and nonprofit leaders who volunteered, at the request of abfe and hip, to provide structure and lend leadership to the research