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Intelligent Middle Mile for Smarter Cities

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Presentation on theme: "Intelligent Middle Mile for Smarter Cities"— Presentation transcript:

1 Intelligent Middle Mile for Smarter Cities
Mountain Connect Broadband Development Conference Daniele Loffreda Senior Advisor, State & Local Government and Education

2 Intelligent Middle-Mile Networks for Smarter Communities
Agenda 1 Importance of middle mile networks in smart communities 2 Evolution of Smart Communities 3 Transformative technologies impacting smart communities and middle mile customers 4 Network impacts and key components of middle mile networks 5 Evolution towards “intelligent adaptive networks” to attract and retain customers 6 Key takeaways

3 “Talk of “smart cities” seems ubiquitous these days, plus communities are experiencing pressure to prepare for a future that promises autonomous vehicles and fully connected infrastructure. High-speed networks are critical to the success of these new and forthcoming technological innovations” - National League of Cities

4 Wireless networking is going to play an instrumental role in smart cities
Beyond wireless systems, you also need to create a middle-mile network within your smart community ecosystem High-bandwidth links between different locations serve as conduits for shorter runs to traffic lights, municipal buildings, surveillance cameras and businesses

5 Smart City Evolution Smart City 1.0 Smart City 3.0 Smart City 2.0
Sensors & Devices “Top-Down” Design Agency & Application-Specific Smart City 3.0 Collaborative Development Citizen & Enterprise “Sensors” Equity & Inclusivity City to Community Smart City 2.0 Citizen Centric Design Crowdsourcing & Hackathons Cross-Agency Collaboration

6 Adaptable Connectivity,
Technology innovations impact every target segment of middle-mile networks Fusing the physical, digital and biological worlds  Artificial Intelligence Adaptable Connectivity, Compute & Storage Big Data Edge Computing Internet of Things Biotechnology Public Cloud Robotics Blockchain

7 Telehealth & Robotic Surgery
Technology Innovation Examples – Middle Mile Network Target Customers Biometrics & Wearables Telehealth & Robotic Surgery AI-Enabled Diagnosis Healthcare AI-Based Investment “Virtual” Branch Banking “Smart” Insurance Financial Services “Virtual” Celebrity AI-Curated Audiences Video streaming/edge caching Media & Entertainment AI-Enabled Engagement Autonomous Vehicles Connected Devices Government

8 Network Implications “It’s not smart if it’s not connected”
Ritch Dusome, CEO, Canada’s Centre of Excellence in Next In Generation Networks

9 Operational Efficiency Product Personalization Market Differentiation
Smart Communities highly dependent on ability of the Middle Mile to adapt Requirements for Smart Communities 3.0 Supporting Technology Network Requirement Operational Efficiency Internet of Things Openness Scalability Product Personalization Artificial Intelligence Intent Based Market Differentiation Edge Computing Security Multiple Data Sources, Many Distances Diverse Latency Tolerances Varying QoS Requirements Bandwidth Intensities Service Agility Big Data Low Latency Quality of Experience On Demand Public Cloud Citizens and businesses are both creators and consumers of content, using millions of devices that require dynamic bandwidth and access

10 Key elements of a Middle Mile Network
NOC Dark Fiber software orchestration, control, management Leadership mostly regional partners (construction as needed) Captures needs of all stakeholders Manages to objectives Communicates Customers Data Centers access to backbone via packet-optical services interconnected to form backbone … the most successful ones had a driver with the ability to execute on the defined outcomes.” Ira Levy, CIO Howard County

11 Who Should Operate Middle Mile Network?
Governments seek the optimal balance between three interwoven issues Risk Benefit Control “Traditional” Governments prefer to focus on the “middle mile” Image: KCNA, Kentuckywired Fees “Emerging” Source: Roanoke Valley Broadband Authority, Fiber Infrastructure for the 21st Century

12 Governments have a range of potential Public Private Partnership (P3) models
Public Facilitation of Private Investment Public Funding and Private Execution Shared Investment and Risk Government and Partner find hybrid ways to share risks, costs and benefits Allocate capital and operating risk, ideally targeted to their respective strengths Examples: Urbana/Champaign, IL, Lincoln, NE Government provides funding and/or act as project “guarantor” Governments grants long-term “concession” to partner Partner provides design, construction, operations and maintenance Example: Kentuckywired, Huntsville Partner owns and operates the network Governments “facilitates” build out Tax benefits and incentives “Dig Once” and “Make Ready” statutes Access to Public Rights of Way, conduits and agency fiber Streamlined permitting and approval processes Examples: Mesa, AZ, Holly Springs, NC . Governments encourage new private investment through economic development incentives and other measures to reduce costs for private sector infrastructure Deployment These include access to towers, sides and rooftops of buildings, private easements, distributed antenna system (DAS)/small cell sites, wetlands, historical or other protected properties, environmental issues, and much more As of the current writing, localities as varied in size and location as Pikeville, Kentucky; Topeka and Shawnee County, Kansas; and San Francisco, California, are exploring the viability of this business model for deploying FTTP. Alternatively, the partnership could be structured such that the private partner’s revenue stream derives from end-user payments (service fees for data, voice, and video services, paid by network customers), with a minimum revenue guarantee by the locality such that any shortfall in projected revenues would be made up by the locality. Hybrid arrangements are also possible, in which the private partner’s payments are funded partially through a public tax or fee and partially through end user fees for services. In any event, the private partner is unlikely to assume all or most of the demand and revenue risk in a P3 arrangement. To offset public risk in this regard, P3 arrangements also frequently include provision for revenue sharing in the event that network revenues exceed the minimum amounts guaranteed to the private partner While the field is quick ly developing and constantly changing, a range of companies have emerged so far with fully-articulated business models and business propositions for localities: InSite Capital, Macquarie Capital, SiFi Networks, Fujitsu, and Symmetrical Networks

13 Insights from Ciena Middle Mile Projects
At Ciena, we understand this. Our customers are running some of the biggest businesses in the world and they want expert help – help that understands the pressure they are under. After all, we have been building the biggest and best transport networks in the world for 25 years – and we have been doing this in partnership with our customers. When we released the first virtual control plane back in 2008, we quickly realized customers do not want a fully automated network. They want a network that they can control – and they want to automate over time. They are looking for ways to decrease errors – and automation can help. They are looking for ways to increase service responsiveness – and automation can help. They are looking for ways to meet exponential demand from users and devices – and automation can help. But most of all, they still need to maintain control. They need a network that adapts to their customers’ demands – and their own requirements.

14 - Chris Merdon, CIO, Howard County
Ciena Middle Mile Example: Maryland Inter-County Broadband Network 800 mile fiber network across Maryland An optical ring configuration based on 40G wavelengths managed by separate public entity Connects 80 county locations and over 1K anchor institutions, with points of presence close to 71K local businesses and 1M households Provides dark-fiber capacity and managed services to ISP’s, anchor institutions and enterprise customers Estimated to save over $30M and provide up to 2K jobs Serves as foundational infrastructure for “A Smarter Baltimore” program “The ICBN not only makes super-fast network services affordable for our customers, it also forces other service providers to re-evaluate their own pricing strategies, and the effect will be falling bandwidth costs over all providers “ - Chris Merdon, CIO, Howard County

15 Ciena Middle Mile Example: Open Cape Regional Broadband Network
500 mile fiber network across SE Massachusetts 100G optical middle mile network operated by separate non-profit company Connects approximately 70 anchor institutions, 15 town network hubs, and six research institutions Offers Internet Access, Data Center Hosting, Dark Fiber and Managed Services to ISP’s, Government, Healthcare, Education and Enterprise customers “Envision a future where widespread reliable network coverage is the cornerstone of commerce; when new economic centers and remote offices are developed… where tele-health applications connect seniors to their healthcare providers.  Imagine endless opportunities for students This is OpenCape” . 100 Gigabit, end-to-end fiber optic network to span our entire region. It now covers 475 fiber miles with direct connections to the world in Boston, Brockton and Providence RI The Cape Cod Technology Council, Cape Cod Community College and the Woods Hole Oceanographic Institution (WHOI) led the charge to set up an organization with local staff to find a solution and, most important, make the network a reality. Barnstable County Commission manages the Regional Area Network (RAN) on behalf of OpenCape. T Non-profit OpenCape owns, on behalf of the region, all of the physical assets that comprise the network, and receives a portion of the profits CapeNet and other licensees receive from selling services on the network.

16 Ciena Middle Mile Example: DC Community Access Network (DC CAN)
500 mile public-safety grade metro fiber network 100G optical core with 10GigE distribution network operated by the DC Office of Chief Technology Officer Connects approximately 70 anchor institutions, 15 town network hubs, and six research institutions Offers Internet Access, Data Center Hosting, Wave, Ethernet and VoIP Services to government agencies, anchor institutions Provides high-speed points of interconnection last mile service providers to deliver affordable broadband access to residents and businesses in underserved areas Serves as foundational infrastructure for “Smart DC” initiative . 100 Gigabit, end-to-end fiber optic network to span our entire region. It now covers 475 fiber miles with direct connections to the world in Boston, Brockton and Providence RI The Cape Cod Technology Council, Cape Cod Community College and the Woods Hole Oceanographic Institution (WHOI) led the charge to set up an organization with local staff to find a solution and, most important, make the network a reality. Barnstable County Commission manages the Regional Area Network (RAN) on behalf of OpenCape. T Non-profit OpenCape owns, on behalf of the region, all of the physical assets that comprise the network, and receives a portion of the profits CapeNet and other licensees receive from selling services on the network.

17 Middle Mile Networks- Insights and Lessons Learned
Success Factors Hybrid Networks Offering capacity to multiple ISP and service providers while municipality offers basic services to anchor institutions Phased Approach Begin with agencies, add anchor institutions and then pursue businesses “Dig-Once” Policies Enable local communities to expand their own fiber and conduit assets, as well as those of private providers “Dual P3” Model Separate dark & lit fiber P3 has potential merit and worth considering Challenges Overly Optimistic Assumptions of take rates and ability to collect payment Lack of Talent Inability to attract and retain affordable network management, engineering and customer service talent Inadequate Policies and Enforcement Inability to implement effective “make ready” process Poor Design Core and hub sites too small to support multiple service providers utilizing the network and lack of planning for scalability The network design and cost estimates assume the City or its dark fiber partner will: ● Identify and procure space at two core facilities to house network electronics and provide backhaul to the internet ● Utilize existing City land to locate 10 distribution hub facilities with adequate environmental and backup power systems to house network electronics ● Construct fiber optics to connect core sites to distribution hubs in a backbone ring ● Construct additional backbone fiber to connect the distribution hubs to fiber distribution cabinets (FDC) ● Construct fiber optics from the FDCs to each residence and business (i.e., from termination panels in the FDC to tap locations in the right‐of‐way or on City easements) ● Construct fiber laterals into large, multi‐tenant business facilities and MDUs The network core sites link the FTTP network to the public internet and deliver all services to end users. The proposed network design includes two core locations, based on the network’s projected capacity requirements and the need for geographical redundancy (i.e., if one core site were to fail, the second core site would continue to operate the network). The location of core network facilities also provides physical path diversity for subscribers and all upstream service and content providers. For the design and cost estimates, we assume that the City’s core sites will be housed in secure locations with diverse connectivity to the internet and the City’s existing fiber optic network. The core locations in this plan will house providers’ Operational Support Systems (OSS) such as provisioning platforms, fault and performance management systems, remote access, and other operational support systems for FTTP operations. The core locations are also where any business partner or content / service providers will gain access to the subscriber network with their own point‐of‐presence. This may be via remote connection, but collocation is recommended. The core locations are typically run in a High Availability (HA) configuration, with fully meshed and redundant uplinks to the public internet and/or all other content and service providers. It is imperative that core network locations are physically secure and allow unencumbered access 24x7x365 to authorized engineering and operational staff.

18 Ensuring long-term customers for your middle-mile network

19 Key considerations for attracting and keeping customers
Quality vs. Availability Customer Experience Competition While the availability of broadband access at any level is welcome in an under-served community, the quality of service is the determining factor of whether a customer maintains their service subscription More services, more applications, more content, more responsiveness – greater flexibility, less bureaucracy. And loyalty and retention is driven by the best customer experience Many initial broadband deployments in under-served areas are followed by competitive service offerings, loyalty to the initial provider is not guaranteed One of the top factors behind failed public network projects has been an overly optimistic “take rate” assumption and inability to retain customers

20 Traditional mode of network operations inefficient and costly
Off-line Planning tool Network Management System Spreadsheets OSS / BSS Network Most networks in place today follow a similar design. There is a transport layer, used by a variety of physical network elements to provide connectivity, overseen by a variety of element management systems – all controlled by the OSS/BSS and the human operators. When a request for a new service or a modification to a service comes in, a human operator typically has a grueling path to follow. They need to examine spreadsheets to see where connections exist, they need to check off-line planning tools to see what is available. They need to work with the OSS/BSS to see which systems need to be configured – and how they bill for this service. Finally, they need to work with individual EMS’ to program the infrastructure to set up the service.

21 Adaptive approach improves customer satisfaction and reduces cost
Analytics & Intelligence Predictive and adaptive analytics based on both big data and small data Intent-based policies Automation Telemetry Programmable Infrastructure Dynamic pool of virtual and physical network resources, instrumented, open, scalable, secure The Adaptive Network So how does it all work? The Adaptive Network is built upon 3 foundational elements: It all starts with the programmable infrastructure that can be accessed and configured via common, open interfaces, that is highly instrumented with the ability to export real-time network performance data, and can also adjust its resources as needed to meet the demands of the applications running on top of it. The Infrastructure is able to feed information into the Analytics and Intelligence layer. Here the network data can be analyzed using machine learning turning mountains of data into actionable insight. Leveraging these insights can help providers develop smarter, data-driven business policies that enable them to adapt to customer needs in real-time. Lastly in the software control & automation element, multi-domain service orchestration and centralized domain control allows network providers to simplify the E2E management and automation of network services across hybrid networks. Underpinning all of these elements is an architecture rooted in openness, scalability and security. Realizing the full Adaptive Network vision won't happen over night – it will be a journey – and each provider will have a different starting point, depending upon their current network infrastructure, market dynamics and business objectives. The good news is that Ciena has a portfolio of products and services today that can help get our customers get started on this journey. Software Control & Automation Open orchestration

22 Intelligent Middle- Mile Networks for Smarter Communities
Key Takeaways 1 Smart Communities are evolving and new technologies are impacting all segments of ecosystem 2 Customer demands and technology innovations placing greater requirements on networks 3 Middle-mile networks are key foundational infrastructure of smart communities 4 Customers demand high quality of experience, service and responsiveness 5 “Adaptive” network approach can help deliver consistent quality of customer experience and reduce cost

23 Thank You


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