<cite>The Monitor</cite> Heads to a Galaxy Far, Far Away

Not sure if you noticed, but it’s Star Wars Week on Wired. We’ve already dealt with the old movies and what the new movies will need, but it’s time to leave the big screen and get a handle on the best of the ancillary Star Wars products out there. To that end, we’ve got a new comic book that takes place between installments of the Original Trilogy, and two analog (or at least analog-inspired) games to take you back to your childhood. Beware, because we are descending to levels of Deep Nerd heretofore unplumbed.

Tasting notes for this week’s show:

• Brian Wood, the writer of Dark Horse’s new Star Wars ongoing comic, is also the man behind The Massive — the trade paperback of which is coming out next month. Highly recommended.


• Game publisher Fantasy Flight, maker of X-Wing Miniatures, also has a card game that’s pretty great. It’s a “living” card game rather than a conventional collectible game, meaning that you don’t have to pay through the nose chasing the best cards (though expansion packs are released periodically).


• A minute isn’t really enough to get across a full description of all the tables in Zen Studios’ new Star Wars Pinball, so here’s a deeper rundown.

Working on the Play section and editing features, Peter handles Wired magazine‘s pop culture and entertainment coverage: movies, TV, music, videogames, comic books and anything else that is absolutely integral to the survival of our species.

Read more by Peter Rubin

Follow @provenself on Twitter.

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The New Old Age Blog: A New Commission: Time to Cheer or Yawn?

The fate of the Class Act, which would have established the nation’s first voluntary public long-term care insurance program, was sealed in 2011 when the Obama administration shut it down, essentially calling it unworkable.

As long as the language remained part of the Affordable Care Act, supporters allowed themselves to hope, or perhaps fantasize, that the administration might return to the subject. How to care for an aging population, and who pays for that and how, are questions that won’t go away.

But Congress quietly administered the coup de grâce last month, during the fiscal cliff negotiations. The budget deal stripped the Class Act language from the Affordable Care Act. R.I.P.

In its place — thanks to the intervention of Senator Jay Rockefeller, Democrat of West Virginia — the negotiators created a Commission on Long-Term Care, charged with developing plans for “a comprehensive, coordinated and high-quality system” ensuring long-term care for older adults and people with disabilities.

Its 15 members — three picks each for the president, the Senate majority and minority leaders, and the House speaker and minority leader — face a tight deadline. Within six months, they are supposed to recommend legislative or administrative actions, including actual legislative language. Then bills are to be introduced in both houses of Congress on the very next day they are in session.

Which sounds like urgency, but is it? Even Connie Garner, the longtime Kennedy staff member who directs the advocacy group called Advance Class, was skeptical. “What can you really do in six months?” she said. Actuaries and policy types had been working on the Class plan for 19 months before the plug was pulled. “And so what if you introduce a bill?” she went on. “You can introduce stuff and nothing happens.”

So when Advance Class held its monthly board meeting a few days after the Class Act officially bit the dust, Ms. Garner figured this push for a national long-term care approach was dead, along with her organization. She had prepared a valedictory, praising the group for at least putting the issue on the national agenda.

“But they said, ‘No, we’re going to keep Advance Class going; we’re going to fight the long fight,’ ” she recalled. So on we go.

Discouragingly, the commission has already hit delays: Its members were to be named within 30 days of the budget deal’s enactment, but only the Congressional Democrats have made appointments.

Senator Harry Reid, the majority leader, nominated a veteran health policy scholar, Judy Feder, who is now at the Georgetown University Public Policy Institute; the labor executive Laphonza Butler, who heads California’s United Long-Term Care Workers Union; and Javaid Anwar, a Nevada internist.

Representative Nancy Pelosi, the House minority leader, appointed Bruce Chernof, chief executive of the SCAN Foundation, which promotes quality care for the elderly; Judith Stein, founder of the Center for Medicare Advocacy; and George Vrandenburg, a retired corporate lawyer who has put his philanthropic muscle behind Alzheimer’s causes.

We have heard nothing yet from the White House or the Republican Congressional leadership.

Maybe that barely matters. “I can’t imagine anything coming out of this commission that won’t be totally forgotten a year from now,” said Jesse Slome, executive director of the American Association for Long-Term Care Insurance. “How many commissions have there been?”

Yet one thing that he and the proponents at Advance Class can agree on — maybe the only thing — is that this issue demands attention.

Otherwise, Mr. Slome says, we are stuck with what we have when it comes to older people who might need expensive care for 30 years, and disabled people who might need care for even longer. And what we have, he said, amounts to “a little here, a little there, a little Medicare, a lot of Medicaid, a little long-term care insurance and a lot of unpaid family caregiving.” (I would say very little long-term care insurance, and a vast amount of unpaid family care.)

Discussing the future of Medicare and Medicaid without including long-term care is pointless, Mr. Slome added. Ms. Garner notes that she meets frequently with Republicans and that they never dismiss the issue as unimportant.

Well, there’s a start.

---

Paula Span is the author of “When the Time Comes: Families With Aging Parents Share Their Struggles and Solutions.”

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DealBook: American and US Airways Announce Merger Deal

6:35 a.m. | Updated

Ending a yearlong courtship by US Airways, American Airlines agreed to merge with the smaller carrier, paving the way for the creation of the nation’s largest airline.

The boards of the companies have unanimously approved the deal, valued at $11 billion, according to a news release Thursday morning. A merger would bolster American’s domestic footprint, strengthen its presence in the Northeast and give it a bigger network to attract business travelers and corporate accounts.

Under the terms of the deal, US Airways’ shareholders will own 28 percent of the combined airline, while 72 percent of the stake will be held by AMR shareholders, creditors, labor unions and American employees.

The merger would create a rival with the size and breadth to compete against United Airlines and Delta Air Lines, which have grown through mergers of their own in recent years and are currently the biggest.

But while United and Delta went through bankruptcies and mergers over the last decade, American has been steadily losing ground while racking up losses that have totaled more than $12 billion since 2001. It was the last major airline to seek court protection to reorganize its business when it filed for bankruptcy in November 2011.

The wave of big mergers in the industry has created healthier and more profitable airlines that are now better able to invest in new planes and products, including Wi-Fi, individual entertainment screens and more comfortable seats for business passengers. But some consumer advocates said they worried that reducing the number of airlines would lead to higher fares over the long run and allow airlines to increase revenue by imposing new or higher fees.

The deal, which was completed in recent days, could be formalized as American leaves bankruptcy. W. Douglas Parker, the chairman and chief executive of US Airways, will take over as American’s chief executive. Thomas W. Horton, American’s current chairman and chief executive, will be chairman, though his tenure could be limited.

The merger still needs to pass several steps. It must be approved by American’s bankruptcy judge in New York. US Airways shareholders, who will also have to approve the deal.

In addition, it will be reviewed by the Justice Department’s antitrust division, though analysts expect regulators to clear the deal.

If approved, the nation’s top four airlines — American, United, Delta and Southwest Airlines — would control nearly 70 percent of the domestic market.

The merger is a victory for Mr. Parker. Over the last year, he has convinced American’s creditors that the carrier needed to expand its network to compete. In April, he won the critical backing of American’s three labor groups, which defied American’s management and publicly endorsed a deal with US Airways.

The biggest challenge for the merged company, which will be called American Airlines, will be to integrate operations over the next couple of years. That is no easy task since airline mergers are often rocky — involving complex technological systems, big reservation networks as well as large labor groups with different corporate cultures that all need to be seamlessly combined.

United angered passengers last year after a series of merger-related computer and reservation mistakes, and late and delayed flights.

Mr. Parker has done this before. In 2005, when he was the head of America West, he engineered a merger with the larger US Airways.

In this case, the merged American Airlines will still be based in Fort Worth and have a combined 94,000 employees, 950 planes, 6,500 daily flights, eight major hubs and total sales of nearly $39 billion. It would be the market leader on the East Coast, the Southwest and South America. But it would remain a smaller player in Europe, where United and Delta are stronger. The merger does little to bolster American’s presence in Asia, where it trails far behind its rivals.

American has major hubs in Dallas, Miami, Chicago, Los Angeles and New York. US Airways has hubs in Phoenix, Philadelphia and Charlotte, N.C., and has a big presence at Ronald Reagan National Airport in Washington.

In reviewing previous mergers, federal regulators have not focused on the overall size of the combined airline but instead looked at whether a merger would decrease competition in individual cities. To do so, regulators examine specific routes, or city-pairs, and look at whether a merger reduces the number of airlines there.

The last time the Justice Department challenged a merger was the proposed combination between United Airlines and US Airways in 2001. It rejected that on the ground that it would reduce consumer choice and possibly lead to higher fares.

Since then, the department has allowed a wave of big mergers that have reshaped the industry, said Alison Smith, a former antitrust official and now a partner in the law firm McDermott Will & Emery.

American and US Airways only have about 12 overlapping routes, a figure that is unlikely to set off regulatory opposition, she said. One problem, however, could come up at National Airport, where the combined carriers hold a market share of about 60 percent. There, regulators might request that American give up some takeoff and landing rights before approving the merger.

Regulators sought similar concessions from United at Newark Liberty International Airport after its merger with Continental Airlines.

It is also unclear whether American needs all of its combined hubs. Analysts pointed out that Phoenix was at risk because of its proximity to Dallas, since it makes little sense to have two big hubs so close to each other.

Despite the increased concentration, consumers can still expect to find vibrant competition, said William S. Swelbar, a research engineer at the Massachusetts Institute of Technology’s International Center for Air Transportation.

“We will have four very big, very vigorous competitors in the market,” he said.

Travelers are better served by bigger airlines offering more connecting flights and more destinations, analysts said. Consumers today can easily compare fares and shop for the cheapest flight online, which keeps airfares in check.

But Kevin Mitchell, chairman of the Business Travel Coalition, disagreed. He said that consumers would see few benefits to offset the merger’s negative impact — including “reduced competition, higher fares and fees and diminished service to small and midsize communities.”

Michael J. de la Merced contributed reporting.

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Charred human remains found in burned cabin

Charred human remains
have been found in the burned cabin where police believe fugitive ex-cop
Christopher Dorner was holed up after trading gunfire with law enforcement, authorities
said.

If the body is identified
to be Dorner’s, the standoff would end a weeklong manhunt for the ex-LAPD
officer and Navy reserve lieutenant, who is accused of going on a
revenge-fueled spree following his firing by the Los Angeles Police Department several
years ago. Four people have died allegedly at Dorner’s hands.

The last burst of
gunfire Tuesday came after the suspect, attempting to flee law enforcement
officials, shot to death one San Bernardino County sheriff’s deputy and
seriously injured another. He then barricaded himself in a wooden cabin outside
Big Bear, not far from ski resorts in the snow-capped San Bernardino Mountains
east of Los Angeles, according to police.

PHOTOS: Manhunt for ex-LAPD officer

Just before 5 p.m., authorities smashed the cabin's windows, pumped in tear
gas and called for the suspect to surrender. They got no response. Then, using
a demolition vehicle, they tore down the cabin's walls one by one. When they
reached the last wall, they heard a gunshot. Then the cabin burst into flames.

Los Angeles Police Chief Charlie Beck said he would not consider the manhunt
over until a body was identified as Dorner.

TIMELINE: Manhunt for ex-LAPD officer

"It is a bittersweet night," said Beck as he drove to the hospital
where the injured deputy was located. He is expected to survive, but is expected to need several surgeries. "This could have ended
much better, it could have ended worse. I feel for the family of the deputy who
lost his life."

According to a manifesto Dorner allegedly posted on Facebook, he felt the LAPD
unjustly fired him several years ago, when a disciplinary panel determined that he lied
in accusing his training officer of kicking a mentally ill man during an
arrest. Beck has promised to review the case.

INTERACTIVE MAP: Searching for suspected shooter

Dorner, 33, vowed to wage "unconventional and asymmetrical
warfare" against law enforcement officers and their families, the
manifesto said. "Self-preservation is no longer important to me. do not
fear death as I died long ago."

Last week, authorities had tracked Dorner to a wooded area near Big Bear
Lake. They found his torched gray Nissan Titan with several weapons inside. The
only trace of Dorner was a short trail of footprints in newly fallen snow.

On Tuesday morning two maids entered a cabin in the 1200 block of Club View
Drive and ran into a man who they said resembled the fugitive, a law
enforcement official said. The cabin was not far from where Dorner's singed
truck had been found and where police had been holding press conferences about
the manhunt.

FULL COVERAGE: Sweeping manhunt for ex-cop

The man tied up the maids, and he took off in a purple Nissan parked near
the cabin. About 12:20 p.m., one of the maids broke free and called police.

Nearly half an hour later, officers with the California Department of Fish
and Wildlife spotted the stolen vehicle and called for backup. The suspect
turned down a side road in an attempt to elude the officers but crashed the
vehicle, police said.

A short time later, authorities said the suspect carjacked a light-colored
pickup truck. Allan Laframboise said the truck belonged to his friend Rick
Heltebrake, who works at a nearby Boy Scout camp.

Heltebrake was driving on Glass Road with his Dalmatian, Suni, when a
hulking African American man stepped into the road, Laframboise said.
Heltebrake stopped. The man told him to get out of the truck.

DOCUMENT: Read the manifesto

"Can I take my dog?" Heltebrake asked, according to his friend.

"You can leave and you can take your dog," the man said. He then
sped off in the Dodge extended-cab pickup — and quickly encountered two
Department of Fish and Wildlife trucks.

As the suspect zoomed past the officers, he rolled down his window and fired
about 15 to 20 rounds. One of the officers jumped out and shot a high-powered
rifle at the fleeing pickup. The suspect abandoned the vehicle and took off on
foot.

Police said he ended up at the Seven Oaks Mountain Cabins, a cluster of
wood-frame buildings about halfway between Big Bear Lake and Yucaipa. The
suspect exchanged gunfire with San Bernardino County sheriff's deputies as he
fled into a cabin that locals described as a single-story, multi-room
structure.

The suspect fired from the cabin, striking one deputy, law enforcement
sources said. Then he ducked out the back of the cabin, deployed a smoke bomb
and opened fire again, hitting a second deputy. Neither deputy was identified
by authorities. The suspect retreated back into the cabin.

The gun battle was captured on TV by KCAL-TV Channel 9 reporter Carter Evans, who said
he was about 200 feet from the cabin. As Evans described on air how deputies
were approaching the structure, he was interrupted by 10 seconds of gunfire.

Deputies drew their weapons and sprinted toward Evans. Someone yelled for
him to move — then about 20 more seconds of shooting erupted.

"Hey! Get … out of here, pal," someone shouted. Evans was
unharmed.

The gunfire gave way to a tense standoff. Mountain residents locked their
doors and hunkered down.

Holly Haas, 52, who lives about a mile from where the shootout unfolded,
said she heard helicopters buzzing on and off until about 3:30. One dipped so
close to her home, she said, "I could throw a rock and hit it."

Others watched the standoff unfold on television. At her home, Candy Martin
sat down to watch TV when, to her surprise, she spotted her rental cabin
on-screen — where the suspect was believed to be holed up.

She contacted police and told them that the furnished, 85-year-old cabin had
no cable, telephone or Internet service. No one had booked it for Monday.

"There should have been nobody," she recalled saying. "Nobody
in any way."

Within hours, authorities moved in on the cabin. The fire broke out, setting
off ammunition that had apparently been inside. On TV, viewers saw only the
orange flames and curls of black smoke.

LAPD Chief Beck said his officers have been providing
around-the-clock protection for more than 50 people thought to be Dorner's
targets since the manifesto was discovered.

Police say Dorner's first victims were the daughter of the retired LAPD
official who represented him at his disciplinary hearing and her fiance. Monica Quan and Keith Lawrence were
found shot to death Feb. 3 in their car in their condo complex's parking structure.

Days later, Dorner allegedly attempted to steal a boat in San Diego in a
failed bid to escape to Mexico. By Feb. 7, authorities said, he had fled to the
Inland Empire. In Corona, police said, he fired at an LAPD officer searching
for him at a gas station. About half an later, he allegedly opened fire on two
Riverside officers, killing Michael Crain, 34, and injuring his partner.

Early on in the manhunt, officers mistakenly fired on three people in the
Torrance area — two Latina women and a white man — while searching for Dorner,
who is 6 feet tall and 270 pounds.

After his truck was found in Big Bear, authorities swarmed the area, where
many cabins sit empty during the winter.

At the height of the search, more than 200 officers scoured the mountain,
while others sifted through more than 1,000 tips that poured in after officials
offered a $1-million reward.

Just as some officials began to speculate that the former cop had failed to
survive in the wilderness, Dorner apparently surfaced.

ALSO:

Dorner manhunt: Wounded deputy will need several surgeries

Dorner manhunt: Fish and Wildlife officers make the big break

Dorner manhunt: Maids stumbled on suspect, were tied up, then called 911

--- Andrew Blankstein, Joel Rubin and Ashley
Powers; with Phil Willon, Louis Sahagun, Adolfo
Flores, and Ruben Vives in San Bernardino County and Julie Cart, Matt Stevens, Kate Mather, Wesley Lowery, Samantha Schaefer, Frank Shyong and Rong-Gong Lin II

Photo: San Bernardino County Sheriff's Department public information officer Cindy Bachman updates reporters after a standoff and a shootout with
a man suspected to be former Los Angeles Police Department officer Christopher Dorner. Credit: Kevork Djansezian / Getty Images

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Giveaway: Win a <em>Robot & Frank</em> DVD and Programmable Rover 'Bot

The unlikely futuristic heist flick Robot & Frank has a quirky premise: The son of a former cat burglar gets his aging father a robot companion, which the dad decides to train in the art of thieving.

It’ a dry comedy with a crime-thriller twist and a bit of romance, with star power from players like Frost/Nixon’s Frank Langella (the Frank of the movie’s title), 30 Rock’s James Marsden (Frank’s son), Susan Sarandon, and Liv Tyler. But the true fun of director Jake Schreier‘s Robot & Frank is conceiving of what our future might entail if everyone begins to live the dream of having their own ‘droid — and then programs them to do mundane, everyday tasks like make food and help old men shave (or, you know, steal jewels). Hey, it beats trying to figure out who is a Cylon and who isn’t.

Win a Copy of Robot & Frank and a ReCon Rover ‘Bot

To commemorate the release of the film on DVD, Wired is giving away a copy Robot & Frank as well a ReCon Rover programmable robot. Five runners-up will receive a copy of the film on DVD. To register for the giveaway watch the exclusive clip from the film above. Then hit the comments to answer the question: If you could program a robot to do whatever you wanted, what would it be?

Deadline to enter is 12:01 a.m. Pacific on Feb. 15, 2013. One randomly selected winner will be notified by e-mail or Twitter. Winners must live in the United States.

Note: If you do not have an e-mail address or Twitter handle associated with your Disqus login, you must include contact information in your comment to be eligible. Any winner who does not respond to Wired’s notification within 72 hours will forfeit the prize.

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Why Netflix has “no motivation” to release ratings for “House of Cards”

NEW YORK (TheWrap.com) – Netflix has ‘no motivation’ to disclose viewership numbers for its original shows regardless of their success, chief creative officer Ted Sarandos said on Tuesday. Speaking at AllThingsD’s conference in Laguna Beach, Sarandos both mocked Nielsen numbers and insisted that Netflix has no need to toot its own horn.

“I honestly have no motivation to do it,” Sarandos said of releasing numbers. “I don’t sell ads, so ratings don’t matter in that way.”

The question has surfaced repeatedly since Netflix released “House of Cards,” an expensive and well-received original show created by Beau Willimon and starring Kevin Spacey. While Sarandos said the show has been the most watched show on Netflix in every country where the service is available, he would not go much further.

Entertainment executives are particularly curious about the show’s performance to gauge Netflix’s foray into original programming and to compare its audience to that of shows on regular TV. Netflix will soon release other new series from successful Hollywood talent, including a new season of “Arrested Development.” The show’s creator Mitch Hurwitz and cast member Will Arnett joined Sarandos on stage during the session as well.

Sarandos gave several explanations for why Netflix has no reason to get into the numbers game. For one, they don’t sell advertisements against specific shows, so ratings have no impact on their bottom line. They don’t sell their shows to cable operators either, so they don’t need ratings to justify charging a certain fee. They make money from subscriptions and ratings have no impact on those numbers.

Netflix customers also watch the shows differently than they do normal television since they can watch them at any time on many devices. Sarandos said comparing Netflix ratings and TV ratings would be like apples and oranges.

When a reporter pressed Sarandos on the issue, he remarked that actors don’t believe in Nielsen numbers anyways. Arnett then commented that creative people just want to tell stories and welcome a new way of doing so.

When asked what he does when Spacey calls to ask about numbers, Sarandos replied, “I don’t tell him. I just tell him I’m thrilled.”

TV News Headlines – Yahoo! News

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Well: Getting the Right Dose of Exercise

Phys Ed

Gretchen Reynolds on the science of fitness.

A common concern about exercise is that if you don’t do it almost every day, you won’t achieve much health benefit. But a commendable new study suggests otherwise, showing that a fairly leisurely approach to scheduling workouts may actually be more beneficial than working out almost daily.

For the new study, published this month in Exercise & Science in Sports & Medicine, researchers at the University of Alabama at Birmingham gathered 72 older, sedentary women and randomly assigned them to one of three exercise groups.

One group began lifting weights once a week and performing an endurance-style workout, like jogging or bike riding, on another day.

Another group lifted weights twice a week and jogged or rode an exercise bike twice a week.

The final group, as you may have guessed, completed three weight-lifting and three endurance sessions, or six weekly workouts.

The exercise, which was supervised by researchers, was easy at first and meant to elicit changes in both muscles and endurance. Over the course of four months, the intensity and duration gradually increased, until the women were jogging moderately for 40 minutes and lifting weights for about the same amount of time.

The researchers were hoping to find out which number of weekly workouts would be, Goldilocks-like, just right for increasing the women’s fitness and overall weekly energy expenditure.

Some previous studies had suggested that working out only once or twice a week produced few gains in fitness, while exercising vigorously almost every day sometimes led people to become less physically active, over all, than those formally exercising less. Researchers theorized that the more grueling workout schedule caused the central nervous system to respond as if people were overdoing things, sending out physiological signals that, in an unconscious internal reaction, prompted them to feel tired or lethargic and stop moving so much.

To determine if either of these possibilities held true among their volunteers, the researchers in the current study tracked the women’s blood levels of cytokines, a substance related to stress that is thought to be one of the signals the nervous system uses to determine if someone is overdoing things physically. They also measured the women’s changing aerobic capacities, muscle strength, body fat, moods and, using sophisticated calorimetry techniques, energy expenditure over the course of each week.

By the end of the four-month experiment, all of the women had gained endurance and strength and shed body fat, although weight loss was not the point of the study. The scientists had not asked the women to change their eating habits.

There were, remarkably, almost no differences in fitness gains among the groups. The women working out twice a week had become as powerful and aerobically fit as those who had worked out six times a week. There were no discernible differences in cytokine levels among the groups, either.

However, the women exercising four times per week were now expending far more energy, over all, than the women in either of the other two groups. They were burning about 225 additional calories each day, beyond what they expended while exercising, compared to their calorie burning at the start of the experiment.

The twice-a-week exercisers also were using more energy each day than they had been at first, burning almost 100 calories more daily, in addition to the calories used during workouts.

But the women who had been assigned to exercise six times per week were now expending considerably less daily energy than they had been at the experiment’s start, the equivalent of almost 200 fewer calories each day, even though they were exercising so assiduously.

“We think that the women in the twice-a-week and four-times-a-week groups felt more energized and physically capable” after several months of training than they had at the start of the study, says Gary Hunter, a U.A.B. professor who led the experiment. Based on conversations with the women, he says he thinks they began opting for stairs over escalators and walking for pleasure.

The women working out six times a week, though, reacted very differently. “They complained to us that working out six times a week took too much time,” Dr. Hunter says. They did not report feeling fatigued or physically droopy. Their bodies were not producing excessive levels of cytokines, sending invisible messages to the body to slow down.

Rather, they felt pressed for time and reacted, it seems, by making choices like driving instead of walking and impatiently avoiding the stairs.

Despite the cautionary note, those who insist on working out six times per week need not feel discouraged. As long as you consciously monitor your activity level, the findings suggest, you won’t necessarily and unconsciously wind up moving less over all.

But the more fundamental finding of this study, Dr. Hunter says, is that “less may be more,” a message that most likely resonates with far more of us. The women exercising four times a week “had the greatest overall increase in energy expenditure,” he says. But those working out only twice a week “weren’t far behind.”

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Media Decoder Blog: Comcast Buys Rest of NBC in Early Sale

8:53 p.m. | Updated Comcast gave NBCUniversal a $16.7 billion vote of confidence on Tuesday, agreeing to pay that sum to acquire General Electric’s remaining 49 percent stake in the entertainment company. The deal accelerated a sales process that was expected to take several more years.

Brian Roberts, chief executive of Comcast, said the acquisition, which will be completed by the end of March, underscored a commitment to NBCUniversal and its highly profitable cable channels, expanding theme parks and the resurgent NBC broadcast network.

“We always thought it was a strong possibility that we’d some day own 100 percent,” Mr. Roberts said in a telephone interview.

He added that the rapidly changing television business and the growing necessity of owning content as well as the delivery systems sped up the decision. “It’s been a very smooth couple of years, and the content continues to get more valuable with new revenue streams,” he said.

Comcast also said that NBCUniversal would buy the NBC studios and offices at 30 Rockefeller Center, as well as the CNBC headquarters in Englewood Cliffs, N.J. Those transactions will cost about $1.4 billion.

Mr. Roberts called the 30 Rockefeller Center offices “iconic” and said it would have been “expensive to replicate” studios elsewhere for the “Today” show, “Saturday Night Live,” “Late Night With Jimmy Fallon” and other programs produced there. “We’re proud to be associated with it,” Mr. Roberts said of the building.

With the office space comes naming rights for the building, according to a General Electric spokeswoman. So it is possible that one of New York’s most famous landmarks, with its giant red G.E. sign, could soon be displaying a Comcast sign instead.

When asked about a possible logo swap on the building, owned by Tishman Speyer, Mr. Roberts told CNBC, that is “not something we’re focused on talking about today.” Nevertheless, the sale was visible in a prominent way Tuesday night: the G.E. letters, which have adorned the top of 30 Rock for several decades, were not illuminated for an hour after sunset. But the lights flickered back on later in the evening.

Comcast, with a conservative, low-profile culture, had clashed with the G.E. approach, according to employees and executives in television. Comcast moved NBCUniversal’s executive offices from the 52nd floor to the 51st floor — less opulent space that features smaller executive offices and a cozy communal coffee room instead of General Electric’s lavish executive dining room.

Comcast took control of NBCUniversal in early 2011 by acquiring 51 percent of the media company from General Electric. The structure of the deal gave Comcast the option of buying out G.E. in a three-and-a-half to seven-year time frame. In part because of the clash in corporate cultures, television executives said, both sides were eager to accelerate the sale.

Price was also a factor. Mr. Roberts said he believed the stake would have cost more had Comcast waited. Also, he pointed to the company’s strong fourth-quarter earnings to be released late Tuesday afternoon, which put it in a strong position to complete the sale.

Comcast reported a near record-breaking year with $20 billion in operating cash flow in the fiscal year 2012. In the three months that ended Dec. 31, Comcast’s cash flow increased 7.3 percent to $5.3 billion. Revenue at NBCUniversal grew 4.8 percent to $6 billion.

“We’ve had two years to make the transition and to make the investments that we believe will continue to take off,” Mr. Roberts said.

The transactions with General Electric will be largely financed with $11.4 billion of cash on hand, $4 billion of subsidiary senior unsecured notes to be issued to G.E. and a $2 billion in borrowings.

Even with the investment in NBCUniversal, Comcast said it would increase its dividend by 20 percent to 78 cents a share and buy back $2 billion in stock in 2013.

When it acquired the 51 percent stake two years ago, Comcast committed to paying about $6.5 billion in cash and contributed all of its cable channels, including E! and some regional sports networks, to the newly established NBCUniversal joint venture. Those channels were valued at $7.25 billion.

The transaction made Comcast, the single biggest cable provider in the United States, one of the biggest owners of cable channels, too. NBCUniversal operates the NBC broadcast network, 10 local NBC stations, USA, Bravo, Syfy, E!, MSNBC, CNBC, the NBC Sports Network, Telemundo, Universal Pictures, Universal Studios, and a long list of other media brands.

Mr. Roberts and Michael J. Angelakis, vice chairman and chief financial officer for the Comcast Corporation, led the negotiations that began last year with Jeffrey R. Immelt, chief executive of General Electric, and Keith Sharon, the company’s chief financial officer. JPMorgan Chase, Goldman Sachs, Centerview Partners and CBRE provided financial and strategic advice.

The sale ends a long relationship between General Electric and NBC that goes back before the founding days of television. In 1926, the Radio Corporation of America created the NBC network. General Electric owned R.C.A. until 1930. It regained control of R.C.A., including NBC, in 1986, in a deal worth $6.4 billion at the time.

In a slide show on the company’s “GE Reports” Web site titled “It’s a Wrap: GE, NBC Part Ways, Together They’ve Changed History,” G.E. said the deal with Comcast “caps a historic, centurylong journey for the two companies that gave birth to modern home entertainment.”

Mr. Immelt has said that NBCUniversal did not mesh with G.E.’s core industrial businesses. That became even more apparent when the company became a minority stakeholder with no control over how the business was run, according to a person briefed on G.E.’s thinking who could not discuss private conversations publicly.

“By adding significant new capital to our balanced capital allocation plan, we can accelerate our share buyback plans while investing in growth in our core businesses,” Mr. Immelt said in a statement. He added: “For nearly 30 years, NBC — and later NBCUniversal — has been a great business for G.E. and our investors.”

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Ex-Bell officials defend themselves as honorable public servants

Less than three years ago, they were handcuffed and taken away in a case alleged to be so extensive that the district attorney called it "corruption on steroids."

But on Monday, two of the six former Bell council members accused of misappropriating money from the small, mostly immigrant town took to the witness stand and defended themselves as honorable public servants who earned their near-$100,000 salaries by working long hours behind the scenes.

During her three days on the stand, Teresa Jacobo said she responded to constituents who called her cell and home phone at all hours. She put in time at the city's food bank, organized breast cancer awareness marches, sometimes paid for hotel rooms for the homeless and was a staunch advocate for education.

"I was working very hard to improve the lives of the citizens of Bell," she said. "I was bringing in programs and working with them to build leadership and good families, strong families."

Jacobo, 60, said she didn't question the appropriateness of her salary, which made her one of the highest-paid part-time council members in the state.

Former Councilman George Mirabal said he too worked a long, irregular schedule when it came to city affairs.

"I keep hearing time frames over and over again, but there's no clock when you're working on the council," he said Monday. "You're working on the circumstances that are facing you. If a family calls … you don't say, '4 o'clock, work's over.' "

Mirabal, 65, said he often reached out to low-income residents who didn't make it to council meetings, attended workshops to learn how to improve civic affairs and once even made a trip to a San Diego high school to research opening a similar tech charter school in Bell.

"Do you believe you gave everything you could to the citizens of Bell?" asked his attorney, Alex Kessel.

"I'd give more," Mirabal replied.

Both Mirabal and Jacobo testified that not only did they perceive their salaries to be reasonable, but they believed them to be lawful because they were drawn up by the city manager and voted on in open session with the city attorney present.

Mirabal, who once served as Bell's city clerk, even went so far as to say that he was still a firm supporter of the city charter that passed in 2005, viewing it as Bell's "constitution." In a taped interview with authorities, one of Mirabal's council colleagues — Victor Bello — said the city manager told him the charter cleared the way for higher council salaries.

Prosecutors have depicted the defendants as salary gluttons who put their city on a path toward bankruptcy. Mirabal and Jacobo, along with Bello, Luis Artiga, George Cole and Oscar Hernandez, are accused of drawing those paychecks from boards that seldom met and did little work. All face potential prison terms if convicted.

Prosecutors have cited the city's Solid Waste and Recycling Authority as a phantom committee, created only as a device for increasing the council's pay. But defense attorneys said the authority had a very real function, even in a city that contracted with an outside trash company.

Jacobo testified that she understood the introduction of that authority to be merely a legal process and that its purpose was to discuss how Bell might start its own city-run trash service.

A former contract manager for Consolidated Disposal Service testified that Bell officials had been unhappy with the response time to bulky item pickups, terminating their contract about 2005, but that it took about six years to finalize because of an agreement that automatically renewed every year.

Deputy Dist. Atty. Edward Miller questioned Mirabal about the day shortly after his 2010 arrest that he voluntarily told prosecutors that no work was done on authorities outside of meetings.

Mirabal said that if he had made such a statement, it was incorrect. He said he couldn't remember what was said back then and "might have heed and hawed."

"So it's easy to remember now?" Miller asked.

"Yes, actually."

"More than two years after charges have been filed, it's easier for you to remember now that you did work outside of the meetings for the Public Finance Authority?"

"Yes, sir."

Miller later asked Mirabal to explain a paragraph included on City Council agendas that began with the phrase, "City Council members are like you."

After some clarification of the question, Mirabal answered: "That everybody is equal and that if they look into themselves, they would see us."

corina.knoll@latimes.com

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A Shockingly Mediocre Backpack and Battery Combo

The North Face has been making mountaineering and hiking gear for years, so you’d think its product designers would know their way around a backpack, right? Well, they do — provided the backpack in question is aimed at folks headed into the wilderness.

But The North Face’s new Surge II Charged Daypack is meant for carrying a laptop instead of a pair of crampons; it can simultaneously protect and charge USB-powered hardware, thanks to a built-in battery pack. Unfortunately, if the time I spent with the Surge II is any indication, the company’s approach to the charge-while-you-schlep concept could use some tinkering.

It can hold 41 liters’ worth of stuff, more than enough space for overnight trip. Or, if you were headed into work, you could fit your lunch, attaché, gym clothes and your laptop and tablet. Its wide, well-padded straps mitigate weight well. No matter what I stuffed into the Surge II Charged Daypack over the week that I tested it, I never felt like the straps were digging into my shoulders.

On the outside of the bag, you’ll find a couple of horizontal stash pockets, a water bottle pocket and a zippered pocket that’s about the right size for a sunglasses case. For the safety-first set, there’s a reinforced loop near the base for a rear bike light, and the chest strap buckle doubles as a rescue whistle.

The Surge II Charged Daypack’s roomy interior is subdivided into three main sections: a laptop/tablet compartment, a central carry-all area, and an compartment full of a gazillion small pockets that also contains the aforementioned removable battery pack (more on that in a bit).

The bag’s laptop compartment can accommodate computers up to 17 inches. In the front of the laptop compartment, there’s an extra smaller sleeve which I found could hold a Nexus 10 tablet snugly. Sounds good right? Well, it would be, if there were adequate padding to protect your hardware from getting knocked around on your commute, or dinged by the rest of the crap in your bag.

The section of bag next the laptop compartment? It’s roomy, and I could fit a change of clothes and a dopp kit into it. But a lack of padding between the interior compartments means any hard or heavy gear you jam into it could wind up damaging your laptop or tablet.

The final large, zippered compartment is taken up by a ton of small pockets sized to accommodate smartphones, cables and the like. I get what The North Face was trying to do here, but unfortunately these pockets are too small to allow for much customization. So if you want to stash anything larger than an iPhone 5 or a small external drive, you’re hosed.

One of these frustratingly small pockets is designed to hold the backpack’s Joey T1 battery: a 5.5-ounce, 5-volt 13Wh lithium polymer battery pack that the company claims can charge a smartphone battery twice, or give a life-extending boost to your tablet or digital camera. (This is the same battery pack Timbuk2 and other bag-makers are using in their charging packs.)

While it was able to power my tablet as advertised, it only managed to charge my iPhone 5′s battery 1.25 times. Not cool. Also, while there’s plenty of cable management for your devices’ charging cables, the Joey T1 battery pack has its own long USB cable for charging it up, and there’s nothing to hold it in place. Opening the pack from the top, I found the cable often got in the way of taking my stuff out of the bag.

I wanted to like the Surge II Charged Daypack, but The North Face made that impossible. Conceptually, it’s a time-tested pack design from a reputable company. But the lackluster aftermarket battery pack seems to have been added as an afterthought, and the interior appears to have been arranged with very little thought at all. Anyone looking for a new bag and battery to carry and power their gear would be better off buying them separately.

WIRED Comfortable, even when carrying heavier loads. 41 liters is more space than most people will ever need on their daily commute or an overnight trip.

TIRED Minimal padding to protect laptops and tablets. Small interior pockets make the pack less versatile than it could be. Battery implementation feels tacked on, because it is.

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