That’s the good news in a report from RootMetrics, which measures real-world cellphone performance nationwide.

Sprint, AT&T and T-Mobile all reduced their call failure rates from the first half of the year to the second, according to RootMetrics. Verizon’s rate increased fractionally, but was still an industry-best 0.7 percent for the second half of the year.

“In 2012, we found strong call performances from all carriers: the gap between each carrier’s average rate of call failures (dropped and blocked calls) was relatively minor,” RootMetrics said in its report.

Data speeds, meanwhile, are also showing across-the-board improvement as the major carriers spend billions to expand LTE service nationwide. Verizon was the first, and has the largest LTE network, but all its rivals are working hard to catch up.

A separate report from RootMetrics released earlier this year showed AT&T with the fastest LTE network and Verizon with the broadest LTE coverage.

Earlier today, Microsoft co-founder Bill Gates discussed technological innovations for vaccines, ahead of a Global Vaccine Summit being held next week in Abu Dhabi.

Set during World Immunization Week, 300 people — including Gates, who is co-chair of the Bill & Melinda Gates Foundation and who will be delivering a keynote address — will gather on April 24 and 25 to talk about what the world community needs to do move forward the effort to vaccinate children, including a plan to eradicate polio by 2018.

It’s an important effort since, according to the Gates Foundation, every 20 seconds one child dies from a disease that could have been prevented by an existing vaccine.

“The key thing to understand is that vaccines are miraculous,” said Gates in a roundtable telephone interview with several reporters, noting that they are low-cost in relation to the huge benefit they provide.

Two key next steps, he said, have to do with a variety of technologies that are being explored to help in the delivery of vaccines, and also finding ways to make them cheaper.

“There is an under-investment in general, particularly in doing things for the poorest,” he said, requiring his private organization and others to pay for the research or to work with big pharmaceutical companies to create technologies that can also be deployed in more lucrative ways in rich countries. “Usually, there is a missing market incentive.”

Still, there is innovation in the sector, even if it is slow.

Gates referenced a “super-thermos” approach that is being field-tested in Senegal that keeps vaccines cold without needing more energy. Another effort is under way to formulate vaccines so that they do not need to be kept cold in the first place. A third is to combine several vaccines together to get the prices down.

Also important are improvements in satellite mapping technology, which allows field workers who deliver the vaccines to better assess where the need is. That’s especially important since a lot of the work is still on the ground, such as the push to eradicate polio in much the same way as smallpox has been. Currently, noted Gates, it is still an issue in just three countries: Pakistan, Afghanistan and Nigeria.

And since reaching near total coverage is critical — “The difference between 85 percent and 90 percent [coverage] can be the difference between success and failure,” said Gates — making sure health workers find the people they are trying to vaccinate is paramount.

“It’s kind of a high-tech thing compared to how it was being done,” said Gates.

But, although there have been great hopes around the use of mobile devices in the field to access and record accurate data on patient visits, immunizations and other health information, it’s still an uphill battle against easier paper solutions.

“The paper-based systems are preferable,” said Gates, because of lack of reliable connectivity and ease of use. “It’s a high threshold to get rid of that and use cellphones.”

Or, as Gates noted in a blog post from a recent visit to Ghana, where cellphone data-keeping is being tested: “Many of us are looking at potential digital strategies for record-keeping, but paper is pretty good.”

(Photo courtesy of the Gates Foundation)

“Success depends on the talent, morale and motivation of the workforce for private and public employers alike,” the document states.

But for at least one big tech company, the issue goes far beyond business strategy.

“DOMA hurts legally married same-sex couples and prevents companies from treating all employees as equals,” Apple spokesman Steve Dowling told AllThingsD. “Apple strongly supports marriage equality and we hope the Supreme Court will declare the law unconstitutional.”

Indeed, Apple was one of the companies, along with other heavy-hitting tech firms like Facebook, Twitter, Cisco, Intel and Qualcomm, included in the business-centric effort, jointly filing an amicus brief that combats legislation like Proposition 8 and DOMA.

But the typically press-averse Apple’s willingness to comment on the matter, beyond the company’s inclusion in the joint filing, is indicative of Apple’s view of human rights in a broader sense, rather than just marriage equality issues viewed through an economic lens.

Apple has a past of combating issues like Prop 8 in particular. In 2008, the company made another rare statement of opposition against the initiative when it was first on the table and donated $100,000 to the “No on 8” campaign.

“Apple views this as a civil rights issue, rather than just a political issue, and is therefore speaking out publicly against Proposition 8,” the company stated at the time.

Apple has also long offered the same health benefits for same-sex couples as those opposite-sex couples enjoy, including health insurance with comparable premiums and beneficiary rights. This sort of coverage requires negotiation with insurers to get it done, which is no easy feat.

Not to mention it can involve fighting with local, potentially hostile governments as a result of said coverage. As far back as the early ’90s, Apple was involved in a court case levied against the company by a county in Texas. Hoping to spur the local economy by attracting tech companies, Williamson County offered tax breaks that Apple readily accepted and set up shop. But county officials were willing to turn down the more than 1,500 tech jobs Apple would have brought to the region after learning of Apple’s policy of offering comprehensive health care benefits to homosexual couples. (Williamson County officials eventually backed down, and Apple emerged the victor.)

To be sure, Apple isn’t the only company outspoken on gay rights and issues of equality inside the workplace. Companies like Facebook and Twitter have taken largely progressive stances on health benefits offered to prospective employees, including fully inclusive packages for transgender employees, who often face hardships when it comes tp insurance coverage issues.

But while it’s great to see companies recognizing same-sex marriage for any reason, it’s even better that a few, even the normally quiet ones, are being vocal about the principles involved.

The problem is such asset sales have a shaky track record of preserving competition. In the Black Hills gold rush town of Deadwood, the upshot of such an order has been spotty service.

Over the years, Deadwood has seen devastating fires, a smallpox epidemic and the saloon shooting of lawman Wild Bill Hickok. In April came a new problem for some residents in Deadwood and elsewhere: On the heels of a federal order, Alltel Corp. customers had to switch to cellphone service provided by AT&T.

Read the rest of this post on the original site »

Tonight at 1 am PT, techies who have nothing else to do — that would be me! — can click onto a brand new tech site called The Verge.

Well, kind of — it’s the result of many months of work by the gang that defected from AOL’s popular Engadget tech powerhouse, set up temporary shop under the Web site name This Is My Next and busied themselves with creating The Verge.

I have another screenshot below of the new site that will be focused on news, reviews and features about tech, and which has been getting a final tweaking all today.

From my quick perusal, it has a vibrant and slick design, with a lot of packed boxes, swooshy movement and plenty of content.

Along with the launch, The Verge’s parent company — formerly doing business as SB Nation, focused on sports — will also transform into Vox Media.

In a chit-chat with Vox’s CEO Jim Bankoff, top exec Marty Moe and Josh Topolsky, The Verge’s Editor-in-Chief, the trio of former AOLers all said they were going to for the big time.

“We want to build the platform for talented native Web voices, in sports and tech for now, and then we plan to grow more verticals,” said Bankoff.

“We want to create more than a news site or blog about tech — the frustration at AOL was that we did not get the resources or manpower to realize that bigger vision,” said Topolsky.

(You’re speaking to the choir, brother!)

Said Moe: “We think this category has not had a large enough vision…not enough has been innovated over the years and we think it is a big opportunity.”

Topolsky said the site, along with a mass of original content from 30 writers, will also be helped by a strong database of information about all its topics and gadgets and also focus a lot on community input.

“What we want to do was graduate beyond the blog,” he said.

(Hmm…and here I just got the hang of this blog thing.)

Bankoff, who would not say how much Vox spent on launching The Verge — my back-of-the-envelope guess, several million dollars — said that costs were spread out between the tech and sports sites with centralized sales and product teams.

Initial launch sponsors are BMW, Sony and Samsung, said Moe, who is aiming to sell “major brand advertisers on the idea that we will be the premiere destination of consumer tech coverage.”

It has to grow past big sites like Engadget to do so, but Topolsky said that This Is My Next had three million unique visitors in the last month and more than 10 million page views.

“We have done that with a lot of editorials and in-depth reviews,” he said. “I think people are really hungry for great content and stories.”

As to competitors, Topolsky said that “this not to necessarily I win if you lose,” although his clear aim is to unseat sites like CBS-owned CNET, Engadget and Gawker Media’s Gizmodo and perhaps even newsier sites such as TechCrunch and AllThingsD (as if!).

“We are going to do the nuts and bolts stuff,” he said. “Somewhere between Engadget and Wired.”

Topolsky compared The Verge to a “boutique hotel — we have the same stuff everyone else has, but it is a much more elegant experience.”

Later, that will change, he promised, noting that “this is only version 1.0.”

Of course — but what else would you expect from a gadget site?

(Good luck and congrats to the entire The Verge team from AllThingsD!)

And here is another lovely screenshot, as promised:

Yahoo turned in another weak performance in the second quarter, with yet another decline in revenue.

This time it was five percent, compared to last quarter’s six percent. In other words, at least things are looking up as they go down!

While earnings per share rose smartly, Wall Street is still looking for strong sales growth from the Silicon Valley Internet giant, which seems unable to provide it.

Blamed most this time for the revenue fall: Yahoo’s changes in its display sales operations in the key Americas region, reasons for which were largely unspecified in the initial company press release. (You can see the damage in this slide deck from the company here.)

Maybe Yahoo CEO Carol Bartz will explain it all in its upcoming conference call with analysts (or she could try the I-don’t-know approach taken by News Corp. CEO Rupert Murdoch in PhoneGate hearings in Britain earlier today!).

2 pm PT: It starts with the usual regulatory blah-blah, which I always enjoy.

Bartz gets right into it, opening with the key problems with China’s Alibaba Group, as well as its display and search revenue weaknesses.

The fight with Alibaba is over its Alipay payments unit, which was spun out of the Chinese company without Yahoo’s say-so. Yahoo is a big shareholder.

Bartz says that the company was working on a settlement night and day.

But she quickly gets onto how display did not perform as expected in its key Americas arena. “Obviously, I am not happy,” she said.

Obvi! Neither are shareholders, Carol.

She says it was not about new competitive development. It was not about the economy. It was not about engagement.

So what was it? Changes in its sales leadership and organization, says Bartz, which has included talent walking out the door in droves.

A lot more than Yahoo expected, but no surprise to anyone who has been paying any attention to the brain drain at the company.

Bartz promises a new approach to sales, part of its endless turnaround, which is beginning to feel like a digital version of “Waiting for Godot.”

Search revenue, though, says Bartz, was better than expected.

2:11 pm: CFO Tim Morse is on now, running through the numbers and the display shortfall in the Americas region.

“We simply did not have appropriate coverage,” says Morse, noting consumer products, tech and autos as weak spots in the advertising market.

Thank goodness, then, for the guarantees from search revenue in the Microsoft partnership deal.

More numbers and then it is back to Bartz to talk about search, which is going better than the last quarter, when it was the culprit for the revenue decline.

She says that Microsoft and Yahoo were working together to improve the issues.

“We’d like to be further down the road,” says Bartz about the goal of search revenue per search growth, as well as settling all the other problems, such as the Asian issues.

And, by further, I am presuming she means actual forward movement, which is what roads are actually for.

2:27 pm: Q&A time, the part of our program where Wall Street analysts do not ask the questions that need asking (and where I win fancy journalism awards for pointing this delta out!).

Therefore, Bartz is first thanked for providing “color” about the display disaster and is not asked about more specifics of the disaster itself.

The second question still does not get to it either, but she does note Yahoo’s sales force has to sell beyond “Gee, we’re big” and come up with better ad solutions.

“The issue is we did not have enough sales people in front of the big clients,” says Bartz.

That’s because all those former Yahoos are now working at Groupon, LivingSocial, Facebook and on down the line and now in front of big clients for those hotter companies.

2:34 pm: Question about its Asian assets. Yahoo’s talks with Yahoo! Japan and Alibaba are separate, says Bartz, although I would add that they have non-movement in common.

And also a question about Yahoo’s interest in the acquisition of the Hulu premium online video service.

Bartz winks verbally and says nothing, which translates into: Of course, it is interested.

More on the reasons for the display fall-off, which Bartz makes clear is not due to big competitive threats, but internal issues.

Maybe she’s saving big competitive threats as the reason for a revenue decline in the third quarter!

I look forward to the quarter I get the finger pointed at me for causing revenue to fall, due to my snarky posts.

Now, we are into softball questions about improvements in engagement. It’s up, but no one asks why Yahoo is still not doing anything very cutting edge in product innovation compared to competitors.

I believe Google has launched at least 14 new social networks since this Sunday, along with its strong quarterly performance last week. And Apple, well, blew away its quarter today as it is about to release more cool new stuff later this week.

And that might be the crux of the issue for Yahoo, which might not solve its woes by throwing a more focused sales army at the issue.

That’s because Yahoo’s products are simply not nearly has social as Facebook or even Google right now, which might be the true problem as old customers move on to new advertising solutions.

Whatever the reason, Yahoo clearly needs a refresh of its ad products and how it sells them, especially in its fast-growing mobile, video and communications products.

Bartz talks about getting better expertise, a tighter regional focus and other issues of going to market, which is perhaps something she might have realized many, many quarters ago.

After all, she’s been in charge for a while, and these issues are not new.

In fact, in an earlier quarter, Bartz was stressing “tentpole” events and anchor media properties and the power of the size of Yahoo as a selling point.

This was in April, in fact, in the first quarter of this year.

As I wrote then:

“CEO Carol Bartz excited was the Silicon Valley Internet giant’s traffic gusher for big tentpole events such as the Super Bowl and the Oscars. In fact, Bartz practically sounded like a gushy “Entertainment Tonight” flunky when talking to Wall Street analysts about Yahoo’s Oscar news, games and other offerings. She proudly noted the site’s efforts generated more than a billion pages views.”

Now big is out! Moving on!

The last question is another about Yahoo’s talks with its Asian partners.

“It’s complex,” says Bartz.

You can say that again.

Would it surprise you to know that BoomTown doesn’t really care anymore if TechCrunch editor Michael Arrington sidelines as a blogger while he makes investments in tech companies his tech news site covers?

In a post yesterday, titled “An Update to My Investment Policy,” Arrington made his seemingly cogent arguments that plenty of disclosure made it all “fine,” took one of his typical look-at-me swipes at anyone who dared to question this logic (apparently, we’re crappy “direct” competitors, so we haters have no standing to comment!) and presumably went on his merry investing way.

While I was first irked–because it was an appalling show to many of us cranky standards-insisting whiners–I soon realized Arrington had made a good argument about who he is and, frankly, who he has always been.

In other words, it’s a kind of there-he-goes-again thing, vaguely icky but hardly surprising and completely genuine.

Meanwhile, his new boss, AOL content head Arianna Huffington, pointed me to his post in an email.

When I asked her for an on-the-record comment, as usual, she politely and quickly complied, writing in support of Arrington:

“TechCrunch is committed to transparency. Michael has written about the guidelines he follows–that he rarely writes about companies in which he is an investor, and that, when he does, he clearly discloses this information. The same rules apply when TechCrunch’s writers cover these companies.”

Hold the phone.

Because while I kind of understand where Arrington is coming from, what I don’t understand is how this kind of convenient and on-the-fly rule-making can govern a much larger company whose strongly and repeatedly stated goal by Huffington herself is to create quality journalism.

Since I believed Huffington–whom I like very much as an Internet figure and as a friend–I was confused at what the rules for the whole of AOL content were now.

That’s why I sent her a long new list of questions to answer, which are:

1) What are, if any, the ethical guidelines about making investments for the editorial staff at HuffPo media group properties?

2) Since Arrington now seems to have permission to do so from you, can other editors at AOL properties do the same–that is, make very adjacent investments to what their site covers, as long as they disclose it? For example, can an editor who runs the entertainment site make investments in entertainment companies she/he has coverage responsibility over? (By the way, did you give him permission to make these investments? Did he ask?)

3) Is there anyone who polices what is fair coverage of competitors–i.e. companies competing with companies your editors invest in?

4) If an editor makes investments in a company and someone who works for them writes about that company, does that editor have to recuse himself from the story? Is that even possible?

5) Since you just fired someone for what you called an ethical breach–asking freelancers to work for free and also seemingly defending an attempt to curry favor with an advertiser/client–why is this not an ethical breach?

I had a lot more questions, still unanswered by Huffington, but you can see where this is going.

Simply put, does AOL, which is touting itself as a 21st-century media company, need to have 21st-century rules of the road? Or perhaps not so much?

UPDATE: Now, it is a real clown circus at AOL, with the company declaring that editorial personnel cannot make investments, except Arrington!

“As a rule, in order to avoid conflicts of interests, AOL Huffington Post Media Group editors, writers, and reporters may not have a financial interest in a company or industry that they regularly cover,” AOL said in a statement to Business Insider today, even though I nicely asked for a comment on the issue yesterday. “Arrington operates from a unique position.”

And how! Where do I get such a faboo ethical hall pass from Content Principal Huffington?

I suppose I should go all slouching-towards-Bethlehem here, and wring my hands over this unusual ruling, but what’s the use?

As you might have read: “The best lack all conviction, while the worst are full of passionate intensity.”

How did this all start, especially since I feel like this ridiculous tempest in a Silicon Valley teapot over Arrington’s investment-making might actually be my fault a little bit?

Here’s why:

On Tuesday night around 10 pm (just when I start getting revved up), I wrote a testy email to Arrington’s bosses at AOL–Huffington and CEO Tim Armstrong–as well as the Internet portal’s sharp PR head, asking for a response about what seemed to me to be a glaring conflict of interest at TechCrunch related to new investment activity by Arrington and the site’s coverage of those particular companies he had invested in.

It was all disclosed, of course, but it still felt, as I said, icky.

And, given the recent and loudly stated goal of promoting quality journalism by Huffington–including the recent dismissal of AOL’s Moviefone site editor over what the company considered ethical lapses–it seemed pertinent to ask.

Mostly because I don’t think they actually knew much–if at all–about Arrington’s increasing investing action. Armstrong said as much in an email to me, and Huffington assured me they were going to check it out tout de suite.

But rather than the answer I was waiting on, up popped Arrington’s missive yesterday, which I assume came after his bosses asked for some info on this.

In it, he explained his controversial decision to go back into investing again, in what is clearly a more significant manner.

It was a practice he had abandoned years earlier, apparently after being pecked by detractors for it.

But, dear readers, no more! Let Arrington be Arrington!

And that seems to be a talented blogger with a flare for the dramatic, with a clearly sharply-honed news nose and sassy writing skills, but a scribe who much prefers to be a playah than just an observer and chronicler of that play.

And, after more reflection, I thought: Well, maybe it is a better idea for Arrington to go play with all the boys in Silicon Valley, which would probably be more fun than taking flack for lack of traditional journalistic ethics he never ascribed to in the first place.

I once jokingly nicknamed Arrington Yertle the Turtle after the Dr. Seuss book on one dubious king of one small pond in Sala-Ma-Sond, after he went particularly nuts on the topic of news-embargo breaking.

That diatribe on how he saw news rules–which is to say, there aren’t any that bind him–was vintage Arrington, too. And, after reading his latest post, I suddenly realized that it’s pointless to give a turtle a hard time for not being a fish.

But Huffington is another story. She has put herself in word and deed right into the center of the debate on where news is going on the Web, especially after AOL paid $315 million for her Huffington Post news and opinion site.

Huffington has certainly taken a lot of hits over the years as the HuffPo has grown, some deserved, but she has clearly led an impressive effort.

In fact, I think the cute-kitten and celebrity-loving angle played up by her detractors to dismiss her is silliness, because she and the Huffington Post are clearly more than that and are obviously having a major impact on the future direction of content in the digital age.

But that power she has sought also gives her a responsibility to say exactly what that means on a real and granular and consistent level, beyond the platitudes of wanting to make great journalism that she declares all the time now.

In other words, very specifically: What does Arianna Huffington stand for in regards to journalism? What are her rules and standards and codes? And, perhaps more importantly, what does she not stand up for?

These are questions I hope Huffington–who is really good at smacking back at criticism, too (See: the New York Times’ Bill Keller)–will address in one of her patented blog-xplosions and many times over, too.

Until then, here’s a link to my very long and very detailed ethics disclosure on All Things Digital, which is exactly how our little site thinks it should be in the digital age.

In short, besides signing the Dow Jones Code of Conduct–standard at The Wall Street Journal and other DJ publications–all our editorial staff is required to also pen their own in-plain-English personal and detailed account of disclosures that are pertinent to their job.

(You can read an extensive interview with me on the subject, in fact, which was posted here by Two Bananas Marketing, this week.)

My ATD disclosure is probably the most detailed of all of them, since I gay-married Megan Smith a dozen years ago. She later became a VP at Google, which I cover from time to time, especially related to other companies I focus on more, such as Yahoo.

Most of the time, if you care to read my posts on Google, I am probably tougher and snarkier than not, mostly because I know the search giant from its earliest days.

And, even though I once wrote extensively for the Journal about Google since its founding and before Megan arrived there, I thought it wise to lay it all out in detailed detail.

(By the way, if you want to try to tweak me by asking what News Corp.-owned Fox News’ ethics rules are, I don’t know, as ATD belongs to Dow Jones, which has had them forever. I will say, though, that Roger Ailes often freaks me out.)

In any case, as Arrington preaches, the more disclosure the better, and perhaps I should say even more so here, given the current swirl, by noting explicitly that I garner exactly no financial benefits from my relationship with Megan.

That might seem odd, because she certainly earns more. But I don’t know how much nor do I ask, since we have separate bank accounts and she always pays up–well, almost always–when half the bills are due. While it sounds painfully un-romantic, we only spend overall what each of us can afford equally in an exact 50-50 split.

In addition, I also legally signed away all rights to inheritance–although I had no such marriage rights in the first place, being gay–of Megan’s assets, which are in a trust for her relatives and our sons (for when they are too old to have any fun).

More to the point, I believe this makes me the only person to marry an exec at a hot Silicon Valley company with no prospect of any gold-digging.

Thus, I clearly would make the worst investor ever–not that I ever invest in tech or plan to while I am a reporter covering the sector.

Thank god, I suppose, that Michael Arrington is there to take up the slack.

In fact, Bartz practically sounded like a gushy “Entertainment Tonight” flunky when talking to Wall Street analysts about Yahoo’s Oscar news, games and other offerings. She proudly noted the site’s efforts generated more than a billion pages views.

There will be more of that, it seems, with the elevation of Yahoo exec Sam Silverstein (pictured here) as head of its special events coverage. Sources said it will be a major area of emphasis, given obvious advertiser interest.

It’s all part of a lot of dramatic changes being made in the media unit at Yahoo, which is run by its newish Audience head Mickie Rosen.

Previous to his new duties, Silverstein has been mostly focused on major sports events for Yahoo, but has also been managing content on its front page and in tech and green arenas.

The move to taking over more comes after Lawrence Yee–who led Yahoo entertainment efforts and was once the managing editor of its omg! celebrity site–headed to TMZ.com, the competing and much sassier celebrity site, owned by AOL. His new job is as managing editor of its TooFab site, TMZ overlord Harvey Levin confirmed to me.

Also gone recently is Annette Cardwell, who was managing editor of Yahoo’s Shine women’s site, who is now working as director of digital content and games at Future US, according to her LinkedIn profile.

Now it will be up to Silverstein, who is well-regarded at Yahoo, to run the upcoming Royal Wedding coverage by himself.

William and Kate, as well as Bartz, will be watching.

Unlike a carrier-favored approach, known as femtocells, signal boosters work with all flavors of cell signal as opposed to a single network. However, the industry says that improperly designed gear can lead to signal oscillation, which can cause interference.

In a statement, FCC Commisioner Mignon Clyburn said the devices can help address an important issue with regard to service gaps, while ensuring they don’t cause interference.

“These devices have demonstrated they can help address the coverage gaps that exist within the wireless service areas in both rural and urban environments,” Clyburn said.

Clyburn praised the commission for working with the cellular industry and the makers of the gear to come up with rules that should help minimize the chance of interference. Among the proposed rules is one that would require devices to shut themselves down if they are operating outside of technical guidelines.

However, the cell industry says it is still worried about interference.

“While we have yet to read the (proposed guidelines), we remain concerned that poorly manufactured or improperly installed boosters can do much more harm than good for both consumers and public safety officials,” Brian Josef, CTIA vice president of regulatory affairs, said in a statement. “The record is full of examples of such harm. One of the leading advocates for changes in the commission’s rules, who also happen to be one of the leading manufacturers of boosters, has marketed and sold devices that have caused significant harmful interference.”

Sellers of such gear, meanwhile, applauded the ruling.

“In short, the FCC is formalizing what most of us have known all along: cellular coverage is not good enough,” The Repeater Store said in a blog posting. “In the modern age we are ever more reliant on our phones for important calls and increasingly data services. The FCC recognizes that the task of providing this service cannot fall on the carriers alone and is moving to make cellular signal boosters part of the solution.”

Lloyd R. Meese, CEO of Wi-Ex, which makes such a booster, praised the move, noting his company’s gear already complies with the proposed regulations.

“We recognized from the beginning that oscillation could be an issue and developed patented technology as a solution to the problem,” Meese said in a statement.

In a blog post, AT&T expressed hope that the new proposal would at least clarify the rules and make it easier to go after offending equipment.

This action comes in addition to a separate move by the commission to require carriers to allow data roaming of rivals onto their networks at terms set by the commission. Verizon and AT&T had opposed that move, though Sprint praised the decision.

Nestled within that amount was $350 million to draw a map showing a detailed, block-by-block inventory of the existing broadband infrastructure in the U.S. It took two years, but the results were unveiled by the National Telecommunications and Information Administration today on the Web site Broadbandmap.gov.

This is far from the first time someone has tried to tackle the problem of mapping existing broadband pipes in order to show where service is lacking. But prior attempts have generally been haphazard because service providers tend to carefully guard the precise maps of their physical plant as competitively sensitive. And prior federal efforts fell short because the maps were based on ZIP codes. If one person in some geographically large but sparsely populated rural ZIP code had access to service, prior federal maps showed that area as “served,” even if the majority of the population didn’t have access. The new map uses the far more granular census tracts.

The map shows some new data that shouldn’t come as a surprise to anyone who’s been following the saga of broadband in America: Anywhere from 5 to 10 percent of Americans lack access to broadband at acceptable speeds. Recall that the Federal Communications Commission last July set a benchmark of 4 megabits per second downstream and 1 MBPS upstream as what it considers acceptable.

Another key finding is that so-called “community anchor institutions” are going without adequate access to broadband. These are schools, libraries and hospitals, where different kinds of services are needed. As a rule of thumb, a school needs about 50 to 100 MBPS for every 1,000 students, and most of the schools surveyed had speeds of 25 MBPS or less, and precious few libraries reported speeds approaching that.

When residential service isn’t available, these are the institutions that people turn to when they need to use the Internet. A few years ago I visited a rural county in Tennessee where the local library had broadband and provided free wireless. If you watched the parking lot after the library was closed you’d often see people pull their cars up with laptops and use the Wi-Fi to work on homework assignments with the kids. Even the local sheriff’s deputies would pull up and use it to check their email.

There was some good news. Alongside the map, the NTIA released a separate report on broadband adoption. It found that 68 percent of households have access to a cable modem, a DSL line or a home fiber connection, up from less than 64 percent a year ago. The usual demographic disparities remain: People living on low incomes or with disabilities, along with seniors, minorities and those with low educational attainment, tend to lag behind other groups in home access. The city-country divide remains as well: 70 percent of city dwellers, versus 60 percent of rural residents, access broadband at home.

But here’s a stat that should surprise you: 28.3 percent of all the people in the nation do not use the Internet, period. That’s down about two percentage points from a year ago, but still means that out of every 25 Americans, seven don’t use the Internet at all. I don’t know about you, but that surprises me.

Whether he is walking the halls of Nokia’s headquarters in Espoo, Finland, or even just buying groceries at the market, Nokia’s chief executive is constantly flooded with suggestions for how the company should regain lost ground.

Elop recalled being at dinner just over a week ago and being approached by three young people who wanted to share their suggestions.

“The three of them couldn’t quite agree on what the right strategy was, but they clearly each had an opinion,” Elop said.

For his part, Elop has deeply considered three possibilities for its high-end smartphone business–sticking with plans to develop around MeeGo (a mobile version of Linux), shifting to Android or adopting Microsoft’s Windows Phone.

Without tipping his hand, Elop spoke with Mobilized last week about the pros and cons of the various options. The interview came before releasing his big “burning platform” memo and literally as the final decision was being made.

For Elop, it came down to which approach would offer enough differentiation and yet would also be part of an ecosystem that would be large enough to attract developers, advertisers, carriers and all the other partners.

“It’s not just differentiation but sustainable differentiation,” Elop said. He also said that as big as Nokia is, it can’t afford to go it alone.

It is also critically important to Elop that the company be more competitive in the United States. Although the company ships more phones worldwide than any other company, its presence in North America is basically nonexistent. And yet, he said, the U.S. is where the pace is set for the high end of the market.

“We need to be in the United States in one way, shape or form,” Elop said. “We have to have a viable way to reopen doors.”

So where did that leave the various options?

Although MeeGo left plenty of room for differentiation, that option would also mean trying to be unique at the same time, as the company would have to convince others to build on the platform.

“For it to be a valid ecosystem, that also implies other [phone makers]–our competitors–would be attracted to it as well,” Elop said. “That’s one of the things that give it critical mass and credibility.”

Although Elop didn’t say so in our interview, his comments in this week’s memo suggest that his confidence there was low.

“We thought MeeGo would be a platform for winning high-end smartphones,” Elop said in his memo to staff. “However, at this rate, by the end of 2011, we might have only one MeeGo product in the market.”

As for Android and Windows Phone, Elop said Nokia could offer a significant boost to either ecosystem.

“Android is growing very nicely; it has significant market share,” he said. “The combination of Android’s existing market share plus the market share that Nokia could bring to the Android ecosystem is a very large number and would signal a very substantial shift in the dynamics of the mobile operating system market.”

As for Redmond’s operating system, Elop said it is early days.

“Windows Phone is in its early formative stages in terms of getting customer traction and so forth. It’s a beautiful product and I say that as someone who is competing with it.”

However, that may not be the case much longer. While Elop was still leaving all doors open when he spoke with Mobilized a week ago, the options appear to have narrowed significantly in recent days. His memo on Tuesday appeared to rule out MeeGo as the best option, while a tweet from Google’s Vic Gundotra suggests Android is out and a tie-up with WIndows Phone is Elop’s final choice.

But, no matter what decision gets made at the high end, Elop said that the company probably needs a separate strategy at the low end of the market, where there is intense competition from Chinese phone makers building phones around low-cost chips from MediaTek.

Friday’s investor meeting will also address other aspects of the company, including its services strategy, its plans for its Navteq navigation unit and its plans to leverage its huge patent portfolio. The announcement also comes just ahead of the cell phone industry’s big trade show, Mobile World Congress, which gets going on Sunday in Barcelona.

Mobilized is here in London and will have live coverage of the meeting, which kicks off at 11 am local time. That’s 3 am PT, so set those alarm clocks early.

[CLICK HERE FOR LIVE COVERAGE OF THE PRESS EVENT]
But a select crowd will get to see the iPad newspaper tonight, at an equally notable Manhattan location: Rupert Murdoch’s apartment, where the News Corp. CEO is hosting a “low key” cocktail party.

Although News Corp. owns this Web site, my email invite to tonight’s pre-launch launch event hasn’t arrived, and I’m told it never will. The company hasn’t offered me a peek at the Daily, either.

But at this point I’ve still got a pretty decent sense of what Murdoch’s guests will see this evening, and the rest of us will see tomorrow: A newspaper that’s both old-fashioned and cutting-edge.

People who have gotten up  close to the the Daily describe a digital paper where many of the news stories look just like news stories you’d see anywhere else.

Others will look more like iPhone apps, featuring interactive graphics or videos, or photos you can swipe, pinch and zoom–with perhaps almost no text at all.

And there’s more! There’s no 3-D video yet, though it’s on the agenda. But there will be an audio feature so you can have stories read aloud to you. And there’s a crossword puzzle! And Sudoku!

A Daily-watcher who thinks the thing is amazing compares it to the Daily Prophet, the magical newspaper read by Harry Potter and his wizard pals.

More jaded observers tell me it’s more or less what they’ve seen in existing iPad magazine apps, particularly Hearst’s Popular Mechanics and Condé Nast’s Wired. The big difference is that those magazines come out monthly, and the Daily will get beamed to your iPad… daily.

Still, the most striking thing about the Daily has nothing to do with any technical bells and whistles. It’s Murdoch’s insistence that he can sell a digital newspaper app to consumers trained to expect that digital news is what you get on the Web, for free.

The Daily is almost defiantly anti-Web: It will have a free site, with a grudging sample of perhaps 10 percent of the newspaper’s stories, but that’s it. While Web news sites increasingly focus on aggregation and filtering of other people’s content, the Daily will focus on making its own stuff, even though plenty of other people are already doing it.

And while News Corp. officials have tried to argue that the Daily isn’t a newspaper but something else, it is most definitely produced using a newspaper model: Six sections, written once a day–the Daily team is particularly excited about its sports coverage–and delivered in the wee hours of the morning.

The Daily will allow for some midday updates, but it’s really designed to land with a digital thud on your virtual doorstep, just like the newspapers Murdoch has loved all his life.

Murdoch will charge 99 cents a week for a subscription, and he’s certainly going to get some takers at the start, especially since the Daily will be free for the first two weeks after tomorrow’s launch.

Which will be a noisy one. The press will give it plenty of free promotion, and News Corp. will augment that with a digital ad campaign, in addition to offline marketing donated and/or bartered from other Murdoch properties. Perhaps there’s a way to mention it once or twice during Sunday’s Super Bowl broadcast on Fox.

Much more important will be the endorsement from Apple, which is using the Daily to roll out a new “push” subscription feature.

Apple CEO Steve Jobs, who was supposed to appear onstage in San Francisco with Murdoch to bless the launch, will send content boss Eddy Cue to New York tomorrow instead.

That’s still Apple’s seal of approval, though, and I can’t think of another time the company has so conspicuously blessed a single third-party product. That alone will be enough to prompt an enormous number of people to try it out.

Remember that Apple already has a customer base of  some 125 million iTunes users–if you do want to buy this thing, you won’t need to pull out a credit card. A few button clicks will do.

The real question, of course, is how many people are going to pay for the Daily a month down the road, when the buzz is gone. And there’s no way to guess at that when you get your first look at the thing. No matter when that happens.

Murdoch, who runs Europe and Asia for his father Rupert’s company (which also owns this Web site), offered up the quasi-launch date during an onstage interview at the DLD conference in Munich.

As far as I can tell from the coverage, Murdoch didn’t reveal any other details that haven’t been reported–he confirmed that the service will cost 99 cents a week, etc.–but Staci Kramer at paidContent seems to have a good summary. You can watch the chat yourself here.

Meanwhile, I can offer up one tiny morsel of news about the Daily. And granted, it really is tiny. But: Here’s something you won’t see when the app launches, but will eventually–3-D video.

People familiar with the Daily tell me plans for future editions of the app include a gee-whiz feature that will allow correspondents to offer readers a 360-degree view of whatever they’re talking about.

It’s easier to show than to tell, and I can’t embed a sample here, but you can see one on this YouTube page. Most of the applications we’ve seen for 3-D Web video so far involve music videos set in party scenes. But you can imagine how much more interesting this might be if it involved someone reporting from, say, Tunisia.

The street is looking for revenue to jump more than 20 percent, and profits to grow at just a slightly smaller pace. If you’re a bottom-line person, the consensus calls for net revenue of $6.05 billion and earnings of $8.07 a share (or more–some “consensus” numbers I’ve seen go as high as $6.06 billion and $8.09 a share).

Those numbers reflect the strength of Google’s core search business, but as usual, Wall Street would also like to hear about mobile, video and display ads.

And, as usual, it shouldn’t expect much: Last quarter Google made a big point about unveiling a few limited metrics for those businesses. But they were…limited.

Still, it’s always worth listening to Google’s call, which I’ll be doing this afternoon. Check back then for a link to live coverage.

And who knows, the Google guys might tip their hand! Last quarter, analysts asked what the company thought about daily deal sites like Groupon, and product SVP Jonathan Rosenberg allowed that the industry was “a very exciting and hot space.” Turns out it was $6 billion–but not more–worth of exciting!

And as always, here’s the helpful “cheat sheet” that Citigroup’s Mark Mahaney thoughtfully provides. Click to enlarge:

The event is set to kick off shortly and Mobilized will have live coverage here.

1:05 pm: Well, despite timely warnings to get in our seats beginning at 12:45, it’s now five minutes after and the techno is still pumping.

1:11 pm: Okay. Getting started. Loud music gets louder. Cue video.

Tony Melone and Marni Walden take the stage and CEO Daniel Mead (at least I think it is Mead) is doing an intro.

1:15 pm: Another video now playing with partners. Since HTC CEO Peter Chou is in there, I think it is probably safe to say their oft-rumored LTE smartphone will make an appearance.

1:16 pm: Samsung and Ericsson execs also in the video.

1:17 pm: Verizon exec now touting the advantages of its 4G network including its spectrum, which it says will give it the best in-building coverage.

Also talking about how it is sharing its spectrum with rural service providers.

1:18 pm: Mead: “We’re very pleased to be part of bringing broadband to rural America.”

1:21 pm: Mead hands off to CTO Tony Melone to talk 4G and LTE.

Melone says that the company knows there is a lot of skepticism of the company’s move to go straight to LTE but that the bet is paying off with more networks and running faster than planned.

“The customer feedback we are getting is everything we had hoped for and then some,” Melone says.

Melone talks about 4G LTE plans.

Thirty-six months from now we will have the nation covered with LTE, Melone says. Two-thirds of the population will be covered in 2012. This year alone, he says, Verizon will add 140 new markets, including places like Little Rock, Detroit and Sioux Falls.

1:26 pm: On to devices.

Ten devices coming by mid-year being shown on stage: Four smartphones, two tablets, two notebooks and two mobile hotspots.

1:33 pm: LG CEO shows off the LG Revolution, what appears to be a slimmish smartphone.

Next up, Skype’s CEO talks about a new partnership that will allow for Skype to be always on and integrated into the address book of all of Verizon’s LTE smartphones,

1:34 pm: He’s followed by HTC CEO Peter Chou, who introduces the HTC Thunderbolt.

Chou says he’s been personally testing and using the Thunderbolt, which features the new Skype video chatting along with HTC’s Sense user interface.

“Let me tell you, it’s blazing fast,” Chou says.

Other features include a built-in 4G hotspot and a 4.3-inch Super LCD screen.

1:37 pm: He thanks Qualcomm and Google engineers that worked together to create the device, so guessing this one isn’t using Nvidia’s Tegra chip.

Next up is Electronic Arts VP Travis Boatman. EA’s mobile games lineup ranges from Monopoly and Tetris to Need for Speed and the FIFA 11 soccer game.

The new mobile version of Rock Band for Verizon’s LTE network lets people form a band and remotely jam over the network.

Samsung executive goes onstage to show off three devices for the LTE network, One is a mobile hotspot, one is a smartphone and the other is a 4G version of the Galaxy Tab.

Phone packs 4.3-inch Super Amoled Plus display, which is said to boost colors and offer improved display. It’s got an 8-megapixel rear-facing camera with HD video and a 1.3-megapixel front-facing camera for video chat.

The tablet has a 1.2GHz processor developed by Samsung, while the hotspots provide connections to up to five users at a time.

Most impressive is the fact that the Samsung executive pulled all three devices out of various pockets.

Marni Walden shows off the remaining devices–a Novatel MiFi hotpot that works with both 3G and 4G networks.

There is also a Compaq Netbook, an HP notebook, as well as the previously announced Motorola Xoom and Motorola Droid Bionic.

1:47 pm: On to Q&A (hoping laptop No. 2 holds out through the end of question time.)

First question has to do with LTE speeds, which often exceed the 5- to 12-megabit speeds promised. Mead says that the company’s goal is to meet the promised speed range once the network is fully loaded, something that is not the case today.

Next question is on battery life. Melone says the company believes it will be able to meet customer expectations in that regard.

The company says it won’t announce pricing or rate plans for the 4G products, beyond noting its current prices for 4G laptop cards and service.

As for simultaneous voice and data, Walden says the company intends that at least some of its 4G launch devices will support talking and accessing data at the same time.

“It could be on some devices and not all,” Walden says.

Walden also confirms all the phones it showed Thursday are running Android.

1:55 pm: Asked about net neutrality, Mead says that what the industry needs is “unfettered development.”

“We think the free market system works very well, and we don’t need a lot of heavy intervention.”

Speaking at an investor conference on Wednesday, Motorola CEO Sanjay Jha made his best case for the company and its opportunities in both smartphones and tablets. Motorola also plans to have 4G phones in the market early next year, Jha said, without giving specifics. But he also acknowledged the company is headed for some serious turbulence.

The first quarter is normally down from the prior quarter, but this year’s first quarter is shaping up to be a lot worse, with the cellphone unit expected to post a loss.

“We have an additional challenge potentially with Verizon,” Jha said, speaking in code so as not to use the iWord. “There is a competitive dynamic developing.”

Mobilized isn’t afraid to say the phone that must not be named. He’s talking about a Verizon iPhone.

Jha talked a lot about the company’s efforts to diversify–selling more phones to carriers other than Verizon, increasing sales in Latin America and China, and adding tablets. Jha said the company will sell both 7-inch and 10-inch tablets.

However, clearly not everyone was impressed. As noted by Barron’s, Nomura Securities launched coverage of Motorola stock on Thursday with a “reduce” rating, saying that a CDMA iPhone could ultimately push Motorola into the mid-tier of the smartphone battle, where it will face more competition from Asian makers, such as Samsung.

And the timing could hardly be worse for Motorola, which is spinning off the cellphone unit, a process that is slated to be completed on Jan. 4.

Longer-term, Motorola faces the challenge of using an operating system, Android, that is used widely in the industry, while spending more than rivals on research and other development costs.

One conference attendee suggested HTC’s research costs are a third of what Motorola spends. Jha said that there is a difference in the two companies’ cost structures, but rejected the idea that it was that pronounced.

“I think we are investing more in software differentiation,” he said. “I think we will make that investment matter.”

There’s also the fact that the phone businesss is so hit driven. That’s something the company learned on the positive side with the RAZR way back when, and on the negative side in the drought that followed the release of that slim flip phone.

Although the competition among Android devices is fierce, Jha said he doesn’t regret the company’s bet back in 2008 to focus so much of its resources on that operating system.

“There are obviously tradeoffs in every decision,” Jha said. “But on balance it’s been a very, very good decision for us.”

Jha said he knows that in order for Motorola to produce the kind of profit margins it wants long-term, it will have to be able to differentiate its software. Hardware differentiation, he said, gives only a six-month advantage versus doing something unique in software.

“I don’t think I can get to a gorilla position from where I am in one easy sweep, but I think it is possible to create differentiation in this business,” Jha said.

And the hit reporters/bloggers keep on coming at All Things Digital.

Today, we are honored to add Tricia Duryee to the staff of our site, where she will be covering commerce, online payments, gaming and more.

In other words: She’ll show us the money.

Or not, in some cases.

The broad commerce beat is important to ATD, as we focus on what we think is another key space on the Web–a topic that straddles retail, mobile, social and virtual, as companies old and new try to come up with sustainable business models online.

While Amazon and eBay, as well as new upstarts such as Groupon and Square, are the obvious candidates for Tricia’s coverage, how commerce is innovating on the Internet is a wider-ranging story we aim to cover closely.

And Tricia is just the kind of superb beat reporter we were looking for to pioneer the coverage for us.

She comes to ATD from her recent job as Editor of mocoNews.net, an online site dedicated to covering the wireless industry. MocoNews is a sister publication of paidContent.org, and both are owned by the Guardian News & Media.

Tricia joined mocoNews in February 2008 and has written about how the Apple iPhone has changed the cell phone industry, how ringtones are giving way to mobile TV and how the carriers are building out the next-generation of networks.

Prior to mocoNews, Tricia spent eight years at the Seattle Times. In her first five years, she covered venture capital and Seattle’s start-up scene.

And, in her final three years, she wrote about the regional wireless industry, which included stories such as Cingular’s $41 billion acquisition of AT&T and how T-Mobile’s Sidekick was a must-have among celebrities, including NBA All-Stars such as Ray Allen.

The Seattle native attended the University of Oregon, where she received a degree in journalism and a minor in business.

Tricia is located in Seattle still, in a 102-year-old house, with a 10-year-old dog and a more recent husband.

We’re also thrilled Tricia is reporting from there and hope she’ll give our readers a flavor of what’s going on in tech in the Pacific Northwest, which is one of the key digital hubs in the U.S.

And the hit reporters/bloggers keep on coming at All Things Digital.

Today, we are honored to add Tricia Duryee to the staff of our site, where she will be covering commerce, online payments, gaming and more.

In other words: She’ll show us the money.

Or not, in some cases.

The broad commerce beat is important to ATD, as we focus on what we think is another key space on the Web–a topic that straddles retail, mobile, social and virtual, as companies old and new try to come up with sustainable business models online.

While Amazon and eBay, as well as new upstarts such as Groupon and Square, are the obvious candidates for Tricia’s coverage, how commerce is innovating on the Internet is a wider-ranging story we aim to cover closely.

And Tricia is just the kind of superb beat reporter we were looking for to pioneer the coverage for us.

She comes to ATD from her recent job as Editor of mocoNews.net, an online site dedicated to covering the wireless industry. MocoNews is a sister publication of paidContent.org, and both are owned by the Guardian News & Media.

Tricia joined mocoNews in February 2008 and has written about how the Apple iPhone has changed the cell phone industry, how ringtones are giving way to mobile TV and how the carriers are building out the next-generation of networks.

Prior to mocoNews, Tricia spent eight years at the Seattle Times. In her first five years, she covered venture capital and Seattle’s start-up scene.

And, in her final three years, she wrote about the regional wireless industry, which included stories such as Cingular’s $41 billion acquisition of AT&T and how T-Mobile’s Sidekick was a must-have among celebrities, including NBA All-Stars such as Ray Allen.

The Seattle native attended the University of Oregon, where she received a degree in journalism and a minor in business.

Tricia is located in Seattle still, in a 102-year-old house, with a 10-year-old dog and a more recent husband.

We’re also thrilled Tricia is reporting from there and hope she’ll give our readers a flavor of what’s going on in tech in the Pacific Northwest, which is one of the key digital hubs in the U.S.

While some television networks and cable channels are doing a lot of coverage, the Chilean miner rescue is unfolding minute by agonizing minute on the Web.

And also on social networking sites, such as Twitter, which you can see below, along with live Web video from CBS (CBS) News on Ustream.

CBS has been doing the feed since early yesterday and presumably will continue until all the miners are out.

Truly, given how well it has turned out, enjoy: