Azulstar soon answered several RFPs and partnered up with major firms to bring Wi-Fi to Rio Rancho, N.M., Winston-Salem, N.C., Sacramento, Calif., and most notably Silicon Valley--a set of dozens of cities along with county government and private enterprise all wanting some kind of tiered Wi-Fi across 1,500 sq mi.

While EarthLink, MetroFi, and even Kite Networks (with their extensive Arizona buildout in Tempe launched a bit before any other large competiting network) seized the headlines, and later made news about their stalls, failures, and exits, Azulstar seemed quietly to sink into the sand. The Wireless Silicon Valley deal fell apart, as did Sacramento after efforts to get stakeholder and outside investment seemed to fail to materialize, and the marquee partners--Cisco, IBM, and Intel--just wouldn't step up to the plate to make the project move forward. Azulstar was the lead techology firm, but the money just didn't come. (Both California projects are moving forward with a different set of partners and expectations now.)

Rio Rancho was perhaps one of the biggest letdowns. City manager Jim Payne explained in an interview a few weeks ago, "They had a number of things that were going against them from the start, and they did make an attempt to meet the requirements of the contract." But Rio Rancho voted to not just terminate the contract after years of attempts to make the network work, but rejected a proposal from Azulstar a few weeks ago to switch over equipment on the poles. Azulstar now has to remove all its devices.

All of this might make the typical company head a bit depressed about his firm's future, and less than sanguine about the potential for wireless broadband to work at all. Not so for Tyler van Houwelingen, Azulstar's chief, and I have to admit that he convinced me that the wireless provider has a fighting chance, due to a good combination of timing, spectrum policy, and a large dollop of can-do spirit.

This is the first large-scale Wi-Fi network announced that had no public/private component to it. While Verizon once said they'd blanket New York City with payphone-based Wi-Fi nodes, that never materialized, and it was unclear how seamless the coverage would ever be. This is a full-blown metro-scale network that's not beholden to any political interest, and which can likely use mounting rights already available to Cablevision. (In the past, I've said this, and folks have said that franchising agreements would exclude additional mounted equipment of this kind. Years later, I have to say I've never found anything to support that opinion, but welcome more documented information in the comments.)

The idea is for Wi-Fi to act as a mobile broadband component for Cablevision, to dilute the impact of the Sprint/Clearwire deal announced yesterday. While cable companies rarely compete in a given territory, the Sprint/Clearwire joint venture will make it easier for a customer to get home and mobile broadband and voice from one company, and then turn to another firm for video. This buys Cablevision a quadruple play (voice, video, data, mobile broadband) with a future quintuple play by adding (as they say they will) voice over Wi-Fi service.

Sources indicate that BelAir equipment will be used, which makes sense given BelAir's release nearly three years ago of a cable-plant compatible Wi-Fi node designed essentially for precisely this contingency. This is a nice win for BelAir, which will likely be selling somewhere north of 15,000 nodes based on the coverage area and service described. BelAir gear also powers Minneapolis, the only successfully completed big-city Wi-Fi network in North America.

AT&T appeared to have flipped a switch several days ago on its "attwifi" SSID that has appeared alongside T-Mobile's during this several-month transition at Starbucks from one operator to another. iPhone users were presented with a custom login screen that prompted them for their phone number to obtain free access. That gateway page disappeared a few days. I haven't tested if it's back, but at least AT&T has, at long last, made the connection that its iPhone customers might enjoy the same free access to hotspots as its 7m fiber and qualifying DSL customers.

Update: And....that information is now gone, Computerworld reports. It'll be back.

The Cloud partners with Devicescape for no-configuration connections: The Cloud will use their software and service to allow its users to connect to its hotspots and those of its roaming partners. There are 10,500 locations in The Cloud's own network. Devicescape's software is available for computer operating systems, as well as several mobile platforms. While Devicescape's software works across many networks without their direct promotion, the distribution of their package by the Cloud gives Devicescape more leverage with equipment makers, and makes use of The Cloud much easier for that network's customers, increasing retention and ostensibly signups.

Ruckus alleges patent infringement by partner NetGear: Ruckus Wireless did license its patents to NetGear for two models of the WPN824 router released by NetGear, but alleges in its lawsuit that NetGear released a subsequent model that wasn't covered by the deal. I rarely mention legal matters, but this is a unique case: hardware is involved and an existing partnership. The outcome could be expensive for NetGear if it's found to infringe, because this model (I don't know about the particular version) was one of the best-selling Draft N routers.

Nextel had splintered holdings in the 800 MHz band that were difficult to administer, and caused verifiable interference with (and vice versa) splintered public safety spectrum in that band. Sprint agreed to pay the estimated multi-billion-dollar cost of getting new equipment to public safety agencies in exchange for a hunk of spectrum that they wouldn't have to buy at auction from the FCC. The cost for a whole set of swaps, migrations, and givebacks was $4.8b, but there was technically no limit on how much Sprint would have to pay for public safety migration--as much as it cost is the true limit.

Last August, the Wall Street Journal did a lengthy update of the 2005 deal, explaining that the effort was vastly behind schedule, and was vastly underbudgeted, too. One county in Pennsylvania estimated that its costs could run $18.5m to $150m, with the low number far above Sprint's own estimates.

It would be seemingly unfair to allow Sprint's delays in moving fire, police, and first responders off the band to also delay Sprint's requirement in vacating the band. We'll see how the FCC chooses to respond. It could cost Sprint billions and further accelerate the loss of Nextel customers, because Sprint would lose a number of active iDEN sites.

They have no one to blame but themselves. Sprint's management has blundered through this merger for years. They kept separate Kansas and Virginia headquarters, failed to produce high-quality dual-network devices, gave few incentives for Nextel customers to move to Sprint's dominant CDMA network, bled employees, and botched this migration.

Now Sprint did have the problem of needing to help move incumbents in the 1.9 GHz spectrum it received and the 800 MHz spectrum it was giving up. The articles on this court decision don't note whether Sprint's 1.9 GHz network is free and clear, nor whether Sprint had been working for the last three years to get its Nextel users to get dual-band handsets that would work with the new frequency.

With the WiMax plan also on the table, Sprint was basically committed to building or rebuilding and supporting four network architectures: CDMA (for 2G), EVDO (for 3G), WiMax (for 4G), and iDEN (for 2G).

Sprint is in the position where it may variously be sold (to Deutsche Telekom to merge with its T-Mobile USA division, which would add both GSM and UMTS/HSPA to the mix!), sell off its Nextel division (to a public safety venture headed by Cyren Call), and/or spin off its WiMax division or form a broad venture with Clearwire to build and market it.

Update: Oh, yeah, and Qwest walks away from Sprint partnership, switching to Verizon Wireless as its partner. Qwest spun off its cell division years ago, and has no overlap in its wireline territory with Verizon.

About 18 months later, the Current Communicatins and TXU (now Oncor) Electric Delivery deal, which was expected to pass 2m homes by the end of 2008, is over, with Oncor purchasing the telecommunications network for $90m a few days ago. Oncor will use just the smart grid features that allow dramatically improved network monitoring--which is a well-understood aspect of data over powerlines, dating to much slower and primitive networks. The Dallas Morning News reports that just 64,000 homes were wired for BPL so far, and that Oncor will not offer Internet access. Oncor had agreed in 2006 to pay $150m for smart-grid features.

Google was a Current investor, which gave more credence to their plans in 2006. The company had already rolled out some smaller markets, overcome equipment problems, and had a positive relationship with the ARRL, the amateur radio society, in resolving interference issues. Hams have been the biggest complaintants with the FCC over BPL because hams are primary and secondary licensed users in the bands they use, while BPL is an unlicensed use.

The French deployment by SIPPEREC, a utility that manages power for the suburbs of Paris, stated that 1.5m homes would eventually be passed with BPL service, but no information has been released since Feb. 2007 about the project, which makes it likely that it simply didn't happen.

Even when I was researching the Economist piece, I was troubled by the many European deployments that were announced, went into trials, and then disappeared without a trace. Still, there were some active projects in Spain, Switzerland, and Ireland, and the rollouts in France and Texas seemed both committed (contracts were signed) and imminent. But the laws of physics always win, and I can only think that BPL equipment from whatever vendor simply cannot deliver results that work within budget and reliably enough to make network deployment for broadband make any sense.

The FCC's 2006 order that overruled a number of ARRL objectives stated, essentially, that interference was okay even with licensed purposes as long as it was within tightly controlled parameters. Part of the "BPL is dead" argument I make today stems from an appeals court decision in late April which affirms the FCC licensed/unlicensed approach, but which requires the agency to re-evaluate its information about interference. The FCC failed to disclose fully information from studies it relied on in setting rules, which violated public process. The ARRL wrote up the appeals decision on their site, and notes that a study in the UK that was fully released showed a much lower threshold would be needed.

The agency's need to redo some of its work, a potential shift of power to Democrats on the commission starting 20-Jan-2009, and the fact that other work shows the rules were established incorrectly could result in restrictions on BPL that make it even less likely to be rolled out. [Initial links via DSL Reports]

The service is enabled by JiWire, which has gradually transitioned itself from a site that developed a hotspot directory supplemented by editorial coverage and how-to's on wireless data, to one that's now hotspot directory plus hotspot advertising. The transition is interesting, as it reflects what I've seen on Wi-Fi Networking News: Wi-Fi is easier to use, as is cell data; costs for equipment is lower or you don't need to make a choice about equipment; and usage is up so far at hotspots that there's an audience there for commercial-based access.

MetroFi has famously declared free access to metro-scale services paid for by advertising to be unworkable; that may be so, given that they were the biggest proponent of it for a few years, and no other company followed them into that approach. However, metro-scale ad-supported Wi-Fi, in which residential and roaming users alike looked at banners and commercials in exchange for servcie is a far cry from the focused hotspot advertising market.

Hotspot ads involve a very open exchange between surfer and service, and JiWire pushes the watch-for-access model quite heavily. What's saving a few bucks worth to you? 15 seconds? 30 seconds? If so, we have a deal for you, they say, that also works for the advertiser and the service provider (and JiWire). It's not subtle; you have to watch the ad to gain access. But it seems like a reasonable exchange, with two hours' access up to a full day running $4 to $12 in the U.S. at paid locations. (Of course, I subscribe to Boingo Wireless's roaming service now, so I can bypass the ads in favor of paying $22 per month for unlimited usage, too. That's part of that tradeoff.)

(Disclosure: I own a very small number of share in JiWire as part of my early working relationship with them.)

Stories with pictures at MacRumors and Ars Technica. I'll test this out with my neighborhood Starbucks tomorrow. [Link via Fabio Zambelli]

Update: Well, that didn't last. It was clearly a test, only a test, and AT&T has pulled the plug for the moment. I suspected that with no announcements, and a national network, they might simply have flipped a switch not understanding how rabid we are all.

The brilliant xkcd comic takes it to the next step: Wireless zero config? Try overzealous wireless config.

Microwave oven may have disrupted reader's Wi-Fi: Rob Pegoraro over at the Washington Post notes that a friend of his discovered through the process of elimination that his microwave oven was acting as a big interferer with his Wi-Fi network. The oven in question eventually started smoking and burned itself out, and its removal resulted in the network working fine. All microwave ovens produce low-intensity 2.4 GHz radio waves when in use; they don't leak the high-intensity signals that are reflected to agitate water molecules and heat food. But Wi-Fi uses such low signal strength to encode data that microwave ovens can be enough of an interferer to slow networks down. They won't cook you though, unless you crawl inside and close the door.

Although several other quick-service restaurants like McDonald's lack any comprehensive Wi-Fi plan--Burger King, Wendy's, and Subway to name three of the largest--Wayport is locked out of working with direct competitors. This opens the potential for another firm to handle a several-thousand-location network. Wayport has worked with both McDonald's corporate-owned stores (about 2/3rds of stores in the U.S.), as well as reaching out to franchisees, who Lowden noted pay a predetermined flat rate for the service via McDonald's. "It's made them incredibly efficient to be able to offer this to their franchisees at one price, instead of variable pricing," he noted. Wayport acts as the layer between various telecom providers, applications and services, and the stores.

Wayport provides several kinds of back-office services, although credit-card processing was the first thing htey rolled out. They've extended to remote video feeds for security, Redbox DVD rental systems that are found in some McDonald's, and kiosks used for job applications. Lowden said Wayport offers things as straightforward but critical as a dial-up fail-safe when a broadband connection drops.

Wayport also manages AT&T's hotspot network, which puts them in the unwiring seat for the 7,000-odd Starbucks stores that will converted from T-Mobile to AT&T service during 2008. Wayport was once the clear leader in the hotspot builder market, with T-Mobile in the second position. Now, Wayport will be operating through a direct contract or management agreement over 18,000 hotspots in the U.S.; T-Mobile will likely be the second biggest with a couple thousand locations (Borders and FedEx/Kinko's tops among them). The No. 3 player is hard to figure. Panera?

I've been predicting for some time that media on the edge--music, videos, movies, and games stored on servers on the local Wi-Fi network--will be the next big development in venue-oriented Wi-Fi, with Starbucks likely far in the lead. Lowden wouldn't comment on any specific plans in the works, of course, but said generally, "Storing and caching all that content on the edge...hasn't been leveraged in the past, but it will be in the future to create a very unique experience." At Barnes & Noble, Wayport caches some multimedia data that's available to customers in the stores.

The advantage for in-store media storage is that you can leverage the speed of the local network, and add additional access points to distribute network load. The choke point is no longer the Internet connection, but local network speed. I expect--though Wayport, AT&T, and Starbucks haven't said it--that Starbucks infrastructure will be all 802.11n for this reason, likely with both 2.4 GHz and 5 GHz support for the best throughput in the higher-frequency band for media transactions. (In fact, I wouldn't be surprised if you could only buy movies via 5 GHz.)

Lowden also noted that the proliferation of mobile devices with Wi-Fi built in have led to them reaching out to venues that wouldn't have made sense for them to work with previously, and for unlikely candidates to reach out to them, too. Wayport is now working with a number of healthcare facilities that, while they have their own network infrastructure, wanted to outsource public access Wi-Fi (whether they choose to charge or underwrite it), and certain applications that they're not as experienced with running themselves.

A little history: In 2001 and again in 2004, the heat seemed to be on the public side of Wi-Fi: lots of money to be made, ostensibly, lots of partnerships and venues to be built, and an overcrowded supply of infrastructure builders. The year before, Wayport looked to be an also-ran in the hotspot provider business.

Despite being one of the earliest firms to put Ethernet and then Wi-Fi into hotels, and build out hotspots in airports; and despite their survival of the first hotspot meltdown in 2001 during the dotcom crash and brief venture capital shortage; and despite their early entrance into allowing wholesale pricing for hotspot aggregators; the firm seemed about to be eclipsed by apparently deep-pocketed Cometa (with AT&T, IBM, and Intel in various capital and support roles), Toshiba's mom-and-pop focused turnkey system, and T-Mobile, which had the Starbucks contract. What a difference a year makes.

Cometa, Toshiba, and Wayport contended for the contract to build out back-office and public-access service at McDonald's in the U.S., and Wayport won. Within a few weeks, Toshiba passed its few hundred locations to Cometa, which shut its doors in May 2004. Wayport, meanwhile, had cooked up a strategy for McDonald's that it announced later that month.

Their approach involved a fixed-rate charged for unlimited access by retail network partners for all the locations in their pool. This meant that partners had a fixed cost, instead of a per-session cost, and Wayport could obtain specific revenue even before usage by a partner ramped up. Wayport hasn't discussed the details of this arrangement in depth since, but has partnered with Sony with its Mylo, Nintendo with its DS game player, and ZipIt with its wireless messaging appliance.

The McDonald's deal also apparently gave Wayport a way to extend its work with SBC-later-AT&T; Wayport had earlier in 2004 became the managed-services contractor for SBC to build out The UPS Store/Mailboxes Etc. nationwide. (UPS dropped AT&T as its partner in mid-2007, although that didn't appear to have anything to do with Wayport's role.)

AT&T through Wayport developed its large resold/managed footprint that incorporated resale of Wayport's McDonald's locations with the UPS Store and a few hundred other managed locations, including a handful of airports. The Cingular acquisition of AT&T Wireless put more airports in SBC's hands, too. (SBC was once the 60 percent majority owner of Cingular; when SBC and BellSouth, the other owner, merged that put the newly rebranded AT&T in charge of Cingular which it relabeled as AT&T. Confusing, huh?)

Stalled-Fi in Florida: The Sun Sentinal newspaper looks at stalled, dropped efforts at city-wide Wi-Fi in Palm Beach County. Boynton Beach had a network early on, in 2005, but the city dropped the operator in March 31 due to complaints over maintenance. Delray Beach (E-Path) and West Palm Beach haven't advanced.

Minneapolis Wi-Fi requires booster for best use: This isn't an enormous surprise, or anything, and one of the consultants on the Minneapolis project said that USI Wireless starts with the notion that a booster is needed, which is highly sensible. Reporter Steve Alexander found service was highly variable outdoors with a standard laptop Wi-Fi adapter. The company sells boosters: a $160 high-gain laptop card and an $80 ($5/mo rental) home bridge. Alexander didn't re-test problem areas with the high-gain card. You can see the map of Alexander's test locations.

Orange Line in Los Angeles can't attract Wi-Fi operator: A spokesperson suggested riders should take advantage of "existing satellite" providers, where I think he'll be red-faced to know he should have said cellular. Or the reporter misheard. Say satellite and cellular each ten times fast. Now drink a glass of water.

Scarborough (Yorkshire Coast, UK) offers free Wi-Fi: 5.5m visitors pass through this coastal town each year, and a local business association has decided to unleash free Wi-Fi. The service will be pointed outwards for boats in the harbor, as well as inland.

Free Wi-Fi float in Sebastopol parade: The Apple Blossom Festival Parade last Saturday included "a fluorescent and sparkle-clad crew that shouted, 'Free Wi-Fi.' " The parade was led by a 1906 San Francisco Earthquake survivor.

EarthLink announced its most recent quarter's earnings a few days ago, and they managed to turn a GAAP profit, while staunching the bleeding of so many businesses that had no short-term and seemingly little medium-term potential for net revenue. The company dramatically slashed its marketing, which they found only caused subscribers to join and quit. While revenue dropped from $290m to $235m year over year in Q1, operating costs and expenses were cut from $321m to $198m, with the most noticeable drop in sales and marketing ($99m to $31m) and operations and customer support ($60m to $39m). They recorded $58m in earnings versus a year ago's $22m loss.

Employees dropped from 2,108 to 922 during the period, while subscribers dropped from 5.7m to 3.6m. But it's worth noting that the biggest drop happened last year already: the 31-Dec-2007 subscriber count was 3.9m. They're making slightly more money from each of those remaining customers, and have slightly lower churn. Their municipal write-off is lower, too, as they've taken most of the expense, and have offloaded more and more of their future obligations.

The company still has the same problem that it had before it started unwinding its services beyond dial-up and broadband: None of its markets are expanding, and it has increasingly poor access to reasonably priced broadband to resell to customers, as no cable or DSL providers are obligated to provide true wholesale rates.