Leveraging Mission Critical Communications as a Managed ...

Professional MBA

Entrepreneurship & Innovation

Leveraging Mission Critical Communications as a Managed

Service

A Master's Thesis submitted for the degree of

“Master of Business Administration”

supervised by

Prof. Dr. Bernhard Scherzinger, MBA

Joseph Burke MSc.

11725236

Vienna, 15.07.2019

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Affidavit

I, JOSEPH BURKE MSC., hereby declare

1. that I am the sole author of the present Master’s Thesis, "LEVERAGING MISSION

CRITICAL COMMUNICATIONS AS A MANAGED SERVICE", 135 pages, bound,

and that I have not used any source or tool other than those referenced or any

other illicit aid or tool, and

2. that I have not prior to this date submitted the topic of this Master’s Thesis or parts

of it in any form for assessment as an examination paper, either in Austria or

abroad.

Vienna, 15.07.2019 _______________________

Signature

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Abstract

PageI

Abstract

The objective of this master thesis is to investigate potential business models for Mission

Critical Communications (MCC), taking into consideration evolving user organisation

requirements requiring high speed data, spectrum limitations, current mobile broadband

functionality and performance issues which make partnerships with commercial Mobile

Network Operators an attractive option.

At the time of writing, most MCC networks are owned by user organisations and

operated as a managed service by subsidiaries of, or consortiums made up of

telecommunications manufacturers and local partners, if not operated by the user

organisation themselves. Mobile broadband offers high data rates but operates on higher

frequencies and lower transmission power settings than existing MCC systems, therefore

requiring considerably more network infrastructure for similar performance. For most MCC

user organisations that require ubiquitous coverage, the cost of owning a dedicated

broadband network is prohibitive and therefore partnerships with commercial Mobile

Network providers or other options have to be considered. User requirements are examined,

potential service delivery frameworks analysed and appropriate business models are

evaluated. Hybrid models are examined and the relative merits of the various delivery

frameworks and business models are evaluated from the user organisation and operator

perspectives.

Focusing on the managed service model, the tendering process is investigated and

methods to fulfil user requirements and demonstrate this competence as a pre‐sales activity

are discussed. Methods of maintaining superior customer satisfaction, executive and

operational, are analysed while KPIs to be monitored and measures taken to retain

customers once the service is running are developed.

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Table of Contents

PageII

Table of Contents Abstract I

List of Figures ........................................................................................................................................... V

List of Tables .......................................................................................................................................... VII

List of Abbreviations ............................................................................................................................. VIII

1. Introduction ..................................................................................................................................... 1

1.1 Introduction to Mission Critical Communications and its features ........................................ 1

1.2 Mission Critical Communications Market Segments ............................................................... 4

1.3 Problem Formulation .............................................................................................................. 6

1.4 Network Service Delivery Frameworks & Business Models .................................................... 8

1.5 Objective of the Master Thesis: .............................................................................................. 9

1.6 Research Questions ................................................................................................................. 9

1.7 Course of investigation .......................................................................................................... 11

1.7.1 Literature Review .......................................................................................................... 11

1.7.2 Expert Workshops, Conference Proceedings, Webinars & Interviews ......................... 12

1.8 Section 1 Findings .................................................................................................................. 12

2. Literature Review: State of the Art & Market Trends ................................................................... 14

2.1 Digital Migration .................................................................................................................... 14

2.1.1 Spectrum Scarcity .......................................................................................................... 14

2.1.2 Interoperability .............................................................................................................. 14

2.1.3 Enhanced Security ......................................................................................................... 15

2.1.4 Obsolescence ................................................................................................................. 15

2.1.5 Functionality .................................................................................................................. 15

2.1.6 Lower OPEX ................................................................................................................... 15

2.1.7 Performance .................................................................................................................. 15

2.2 Evolving Customer Requirements based on expectations for LTE/5G .................................. 16

2.2.1 Public Safety .................................................................................................................. 17

2.2.2 Transport ....................................................................................................................... 18

2.2.3 Ports & Airports ............................................................................................................. 18

2.2.4 Utilities .......................................................................................................................... 19

2.2.5 Government, Business & Commerce ............................................................................ 20

2.2.6 Military .......................................................................................................................... 20

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Table of Contents

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2.3 Technological Response ........................................................................................................ 21

2.3.1 Mission Critical Push to Talk (MCPTT) ........................................................................... 21

2.3.2 Coverage ........................................................................................................................ 22

2.3.3 Migration from analog to digital radio of broadband ................................................... 22

2.3.4 Current Digital Radio Systems ....................................................................................... 24

2.3.5 Multimode (or Hybrid) PMR/LTE Networks .................................................................. 24

2.3.6 Migration from digital radio to LTE ............................................................................... 25

2.4 Service Delivery Frameworks ................................................................................................ 25

2.4.1 Broadband services from dedicated networks (Scenarios 1 & 3) ................................. 25

2.4.2 Broadband services from Mobile Network Operators (Scenario 2) .............................. 26

2.4.3 Broadband services from deployable systems (Subset of Scenarios 1 to 3) ................. 26

2.4.4 Broadband services from hybrid systems ..................................................................... 27

2.5 Suitable Business Models ...................................................................................................... 27

2.5.1 Managed Networks ....................................................................................................... 28

2.5.2 Managed service ........................................................................................................... 28

2.5.3 Full Service Offering ...................................................................................................... 29

2.6 Global Overview .................................................................................................................... 30

2.7 Future Outlook & Trends ....................................................................................................... 31

2.8 MCC Migration Path to Mobile Broadband ........................................................................... 37

2.9 Conclusion to Section 2 & Findings ....................................................................................... 38

3. Empirical Research: Existing & Developing Networks ................................................................... 39

3.1 Existing Networks .................................................................................................................. 40

3.2 Safe‐Net, South Korea ........................................................................................................... 42

3.3 FirstNet, U.S. .......................................................................................................................... 44

3.3.1 Emergency Services Network (ESN), U.K. ...................................................................... 49

3.4 Conclusion to Section 3 & Findings ....................................................................................... 55

4. The Service Lifecycle ...................................................................................................................... 57

4.1 Research Question 3 .............................................................................................................. 57

4.1.1 Robust Capabilities ........................................................................................................ 60

4.1.2 Service Continuity .......................................................................................................... 60

4.1.3 Client Knowledge ........................................................................................................... 60

4.1.4 Integrated Workflows .................................................................................................... 60

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Table of Contents

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4.1.5 Real‐time awareness ..................................................................................................... 61

4.1.6 Reporting & Transparency ............................................................................................. 61

4.1.7 Effective ROI .................................................................................................................. 62

4.1.8 Credibility ...................................................................................................................... 62

4.1.9 Security & Access ........................................................................................................... 63

4.1.10 Quality of Service ........................................................................................................... 63

4.1.11 Control & Support ......................................................................................................... 63

4.1.12 Skills & Resources .......................................................................................................... 64

4.1.13 Unique Requirements.................................................................................................... 64


4.2.1 Tendering Process & Pre‐Sales ...................................................................................... 65

4.2.2 Build Relationships ........................................................................................................ 66

4.2.3 Competition ................................................................................................................... 67

4.2.4 User Exclusion & Fragmented User Requirements ....................................................... 67

4.2.5 Identifying & Prioritising Attractive Added Value Service Options ............................... 68

4.2.6 Categorising & Demonstrating Component/Service Oriented Attributes .................... 70


4.3.1 Unfreezing/Sense of Urgency ........................................................................................ 74

4.3.2 Guiding a coalition ......................................................................................................... 75

4.3.3 Develop a Vision & Strategy .......................................................................................... 75

4.3.4 Communicate Change/Marketing Perspective ............................................................. 76

4.3.5 Change/Empower Action .............................................................................................. 77

4.3.6 Generate Short Term Wins ............................................................................................ 78

4.3.7 Consolidate Gains and More Change ............................................................................ 79

4.3.8 Refreeze/Anchor Change within the Culture ................................................................ 80


4.4.1 Customer Satisfaction ................................................................................................... 81

4.4.2 Customer Retention & Customer Loyalty...................................................................... 84

4.4.3 Service Quality ............................................................................................................... 85

4.4.4 Coverage ........................................................................................................................ 85

4.4.5 Prioritisation .................................................................................................................. 86

4.4.6 Network Availability ...................................................................................................... 87

4.4.7 Other Service Quality KPIs ............................................................................................. 87

5. Interpretation, Discussion, Future prospects ................................................................................ 88

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List of Figures

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5.1 Industry Findings ................................................................................................................... 88

5.2 Research Questions ............................................................................................................... 89

5.3 Further Work: Evolution of the Managed Service Business Model ...................................... 90

5.3.1 Research Limitations ..................................................................................................... 91

6. Bibliography ................................................................................................................................... 92

Appendix 1 ....................................................................................................................................... 114

Appendix 2: Hybrid Scenarios .......................................................................................................... 115

Appendix 3: Advantages & Disadvantages of Managed Networks & Full Service Offering ............ 116

Appendix 4: FirstNet Award Process ............................................................................................... 119

Appendix 5: Subscriber Profiles for different end user operational behaviours ............................ 120

Appendix 6 ....................................................................................................................................... 123

List of Figures

Figure 1: Mission Critical Communications Infrastructure, End User Organisations & Threats .......... 1 Figure 2: Group Call & Direct Mode ....................................................................................................... 3 Figure 3: Country wide radio communications networks in Europe .................................................... 5 Figure 4: Installed TETRA systems per market segment ....................................................................... 6 Figure 5: Example of Data transmission capabilities (TETRA vs. LTE) ................................................... 7 Figure 6: Simplified Stakeholder Analysis for establishing an MCC Network ...................................... 8 Figure 7: Principle of pyramid search methodology ............................................................................ 10 Figure 8: Phases of the thesis research process. ................................................................................. 13 Figure 9: Analog/Digital Radio Communications Audio Quality & the “Digital Cliff” Effect .............. 16 Figure 10: “Killer” Applications Timeline by Mobile Cellular Generation .......................................... 17 Figure 11: Community Power Cells /Virtual Power Plants with 5G enabled AI supervision ............. 19 Figure 12: Mission Critical Communications Technologies Release & Development Timeline ......... 23 Figure 13: MCC trends indicating adoption of Multimode/Hybrid networks .................................... 24 Figure 14: Simplified Hybrid or Multimode PMR‐Broadband Network .............................................. 25 Figure 15: Comparing the options in dedicated and commercial based networks ............................ 26 Figure 16: Options to deliver mission critical communications services ............................................ 28 Figure 17: Relationship between CAPEX and frequency for mobile networks .................................. 30 Figure 18: Countries which have already allocated spectrum for Public Safety LTE* ........................ 31 Figure 19: Germany’s Proposed Future PPDR Network Model........................................................... 32 Figure 20: Hype & Double Peak Hype Curve, Early Adopter Chasm & Long‐Fuse Life Cycle.............. 33 Figure 21: Long‐Fuse Double Peak Hype Curve, Early Adopter Chasm & PPDR MCC Migration ....... 34 Figure 22: Global Installed base of mission critical voice devices split by technology ...................... 35 Figure 23: Global LMR & MCC LTE Market Revenue & Growth, 2016‐2023 (US$ Bn) ........................ 35 Figure 24: Top level Public Protection and Disaster Relief Broadband roadmap .............................. 36

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PageVI

Figure 25: Example of roadmap for late adopter/early majority organisations ................................ 37 Figure 26: Factors that contribute to over‐optimism .......................................................................... 39 Figure 27: South Korean Safe‐Net Project Overview ........................................................................... 42 Figure 28: South Korean Safe‐Net original & revised project schedule .............................................. 44 Figure 29: FirstNet Early Builder projects overview & challenges ...................................................... 45 Figure 30: US FirstNet Rollout Plan ...................................................................................................... 46 Figure 31: FirstNet’s Financial Framework .......................................................................................... 48 Figure 32: Net socioeconomic benefit or cost of spectrum for UK PPDR Broadband ........................ 49 Figure 33: UK ESN coverage requirements & Rollout phases ............................................................. 50 Figure 34: Cumulative cost of the Emergency Services Network (ESN) and Airwave ........................ 51 Figure 35: UK’s Emergency Service Network original & revised project schedule ............................. 54 Figure 36: Thesis Research Question mapped to ITIL Service Life Cycle ............................................. 57 Figure 37: Typical Mission Critical Communications Managed Service Provider Payment Structure 62 Figure 38: Examples of unique customer solutions ............................................................................. 65 Figure 39: Relationship building actions for B2G contracts ................................................................ 66 Figure 40: Public safety network key technology partners ................................................................. 67 Figure 41: Taxonomy of user exclusion failures .................................................................................. 67 Figure 42: Market Opportunity Navigator, Spiral Lifecycle Model, Value Proposition Design & Business Model Canvas ........................................................................................................................ 68 Figure 43: Kanos model for product development and customer satisfaction, Communicating Competence Matrix &, results from Research Question 3 ................................................................. 69 Figure 44: User Oriented design applied to Coverage Performance Levels ....................................... 71 Figure 45: Comparison of Lewin’s 3‐step change model & Kotter’s 8‐step change model ................ 74 Figure 46: Migration Path from the user perspective ......................................................................... 76 Figure 47: The four perspectives of QoS used by MSPs to optimise service delivery ........................ 83 Figure 48: Phases of Telecom Managed Services ................................................................................ 90 Figure 49: What happened: Interoperability and FirstNet ................................................................ 119 Figure 50: Indoor coverage plans imported to Google Earth ............................................................ 123 Figure 51: Architectural models to display Indoor Planning Results ................................................ 124

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List of Tables

PageVII

List of Tables

Table 1: General Mission Critical Communications Network Requirements ....................................... 2 Table 2: General Mission Critical Communications Technology Features ............................................ 4 Table 3: Key drivers of digital migration .............................................................................................. 14 Table 4: Commercial MNO Vs DEDICATED MCC Networks ................................................................. 27 Table 5: Advantages & Disadvantages of MCC Managed Service from Literature Review ............... 29 Table 6: Examples of national PMR public safety network contracts in Europe ................................ 41 Table 7: Safe‐Net Evolution plan .......................................................................................................... 43 Table 8: Learning Outcomes from FirstNet Early Builder Projects ...................................................... 47 Table 9: Options for resetting the Emergency Services Network (ESN) programme ......................... 51 Table 10: Emergency Services Network (ESN) products ...................................................................... 52 Table 11: User concerns identified by the Home Office ...................................................................... 54 Table 12: Advantages & Disadvantages of Managed Service ............................................................. 56 Table 13: Prerequisites user organisations require from MCC MSPs ................................................. 58 Table 14: Attributes of Mission Critical Communications Managed Service Providers ..................... 59 Table 15: Example of categorising component/service oriented attributes ...................................... 70 Table 16: Methods of demonstrating competence for service oriented attributes as a pre‐sales exercise ................................................................................................................................................. 73 Table 17: Suggested QoS reports and contributing KPIs to track senior client/organisational customer satisfaction ........................................................................................................................... 82 Table 18: Mission Critical Communications Technologies ................................................................ 114 Table 19: Advantages & Disadvantages of Scenarios 1 to 3 for End User organisations ................. 115 Table 20: Advantages & Disadvantages of Managed Network where End User Organisation owns the Network ........................................................................................................................................ 116 Table 21: Advantages & Disadvantages of Managed Network where MNO owns the Network .... 117 Table 22: Advantages & Disadvantages of Full Service Offering ...................................................... 118 Table 23: Example Handheld Subscriber Profiles 1 ........................................................................... 120 Table 24: Example Handheld Subscriber Profiles 2 ........................................................................... 121 Table 25: Example Mobile Subscriber Profiles 3 ................................................................................ 122

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List of Abbreviations

PageVIII


B2G: Business to Government

B3G: Beyond 3G

BANANA: Build Absolutely Nothing Anywhere Near Anyone

BER: Bit Error Rate

BWV: Body Worn Video

CAGR: Compound Annual Growth Rate

CAICT: China Academy of Information and Communications Technology

CAVE: Citizens Against Virtually Everything

CCC: Command & Control Centre

DAQ: Delivered Audio Quality

DARPA: The Defense Advanced Research Projects Agency

DMO: Direct Mode Operation

DMR: Digital Mobile Radio

ePTT: Enhanced PTT

ERP: Enterprise Resource Planning

IP: Internet Protocol

IoT: Internet of Things

KBR: Kellogg Brown & Root

ITU: International Telecommunications Union

LTE: Long Term Evolution

M2M: Machine to Machine

MCC: Mission Critical Communication

MCCPTT: Mission‐Critical Push‐to‐Talk

MEC: Mobile Edge Computing

MNO: Mobile Network Operator

MVNO: Mobile Virtual Network Operator

NIMBY: Not In My Backyard

PABX: Private Automatic Branch Exchange

PAMR: Public Access Mobile Radio

PESQ: Perceived

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PageIX

PMR: Professional Mobile Radio

PPDR: Public Protection and Disaster Relief

ProSe: Proximity Services

PSCE: Public Safety Communications Europe

PTT: Push‐to‐Talk

RAN: Radio Access Network

SALUS: Security and interoperability in next generation PPDR communication infrastructures

SCADA:

SDS: Short Data Service

SMS: Short Message Service

TCCA: The Critical Communications Association

TETRA: Terrestrial Trunked Radio

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Introduction

Page1

1. Introduction

1.1 Introduction to Mission Critical Communications and its features Mission Critical Communications (MCC) are communications which are essential to an

organizations primary goal, and need to function during disasters where normal mobile

cellular service would be interrupted or in situations such as capacity overload during large

public events. In order to fulfil their function, MCC user organizations typically require higher

radio coverage levels, tied to a specific, but wide geographical area and need to be tailored

to their end‐user’s operational behaviour. As MCC systems need to function where, and

when standard communications channels fail, they therefore have to be more resilient,

secure and offer higher levels of availability and reliability.(European Commission,

Directorate‐General of Communications Networks, Content & Technology, 2014, pp.

8,47,177)

Figure 1: Mission Critical Communications Infrastructure, End User Organisations & Threats Adapted from (Garcia‐Aristizabal, 2016, p. 25) (SALUS, 2015, p. 7) (European Conference of Postal and Telecommunications Administrations ‐ Electronic Communications Committee, 2019, p. 15) MCC infrastructure is designed to be resilient and secure enough to provide

uninterrupted service to its user organisations while withstanding hazards from natural

catastrophes and man‐made threats as shown in Figure 1. Note that if one network element

or link is impaired, another must maintain operation. Multiple hazards can affect a network

simultaneously and cascading‐effect scenarios also have to be assessed and allowed for in

the intrinsic network design & implementation. (Garcia‐Aristizabal, 2016, p. 25)

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Introduction

Page2

Table 1: General Mission Critical Communications Network Requirements Adapted from (European Conference of Postal and Telecommunications Administrations ‐ Electronic Communications Committee, 2019, p. 15)

The functions which MCC end users have required until recently:

Group Call: Users are members of a single/multiple pre‐defined talk groups based on

their operational needs. They hear all communications of their groups except when

speaking. Groups can be defined to have only two members, or may include all users in

the system (Broadcast Call) as shown in Figure 2. Group calls are half‐duplex, meaning

that only one user can speak at a time, which requires the users to be disciplined in

communicating as they cannot interrupt while another user is speaking. (Dunlop et al.

1999, pp. 188,216,217) (Liebhart et al. 2015, p. 187)

Direct Mode Operation (DMO)/Proximity Services (ProSe)/Talk‐Around Mode: This is

a communications mode which allows the users to communicate directly, device‐to‐

device, outside the network coverage area. DMO/ProSe can be between more than

two users, but is limited to the radio coverage of the involved devices, as shown in

Figure 2. (Dunlop et al. 1999, pp. 181,227) (Liebhart et al. 2015, pp. 85,86)

Push‐to‐talk (PTT): In order to speak to their groups quickly & efficiently, users only

need to push a button for the duration of the time while they are speaking. No dialling

is required beyond selecting the required group/s. (Dunlop et al. 1999, p. 217) Users

are trained to communicate clearly and effectively using operational codes and user

call‐signs, allowing these calls typically take less than 30 seconds. “Push‐To‐Talk (PTT)

voice is the most critical means of communications for first responders in emergency

situations and cannot be compromised.” (Liebhart et al. 2015, pp. 148,185)

Ubiquitous Coverage

Very high coverage availability within the defined service area, including in some cases remote and unpopulated areas

Constant Availability & Resiliency

Instant and guaranteed channel access, Up to 99.999% link availability plus link diversity. When the primary route is interrupted, it is essential that the diversity route works immediately and correctly, see Figure 1.

Network Security System and transmissions have high levels of network security & integrity

Customised Design

Designed to meet exact technical requirements, rather than for economic gain

Reliability Network hardened to ensure reliable operation in severe environmental conditions, including electromagnetic disturbances such as lightning strikes

Battery Backup Up to 96 hours power backup

Longevity Longevity of life and support, e.g. 10 to 20 years.

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Introduction

Page3

Figure 2: Group Call & Direct Mode Based on (Dunlop et al. 1999, pp. 181,188,216,217,227)(Liebhart et al. 2015, pp. 85,86,187)

Individual Call, Selective Calling: Individual calls are full duplex (both parties can

transmit and receive simultaneously) and are effectively the same as standard

telephone calls, however are limited to users of the system unless access to the phone

network is enabled. (Dunlop et al. 1999, pp. 216,218,432)

Texting, Short Message Service (SMS), Short Data Service (SDS): Texting functionality,

similar to that available in standard mobile cellular systems. (Dunlop et al. 1999, pp.

180,214) (Liebhart et al. 2015, p. 42)

Other common features of MCC systems include:

End‐to‐End Encryption: Prevents third parties from intercepting communications

Authentification: Prevents unauthorized users from accessing the system

Caller Identification: Displays the group member or caller ID

Fall Back Mode: Radio base station will continue to provide service to users within its

coverage area, even if disconnected from the rest of the network.

Data Transmission: By far the greatest limitation of current MCC systems (excluding the

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recently introduced LTE release 13 & future 5G solutions) is in Data Transmission, with

relatively slow data rates (typically only 10 to 30 Kbps depending on the technology &

transfer mode in question), making it unsuitable for transferring data beyond normal texting

and telemetry (Dunlop et al. 1999, p. 228). It should be noted that the slower data rates of

older MCC radio systems compared to LTE/5G is not because of their age, see Figure 12, but

because data rate is a function of bandwidth. LTE/5G are referred to as broadband systems

because their bandwidth is typically measured in MHz, while MCC radio systems usually use

less than 0.025% of 1 MHz. (The Critical Communications Association, 2015, pp. 4,5)

Table 2: General Mission Critical Communications Technology Features Adapted from (Wireless Technologies Finland Ltd, 2017) (Dunlop et al. 1999) (Liebhart et al. 2015)(Burke, 2017)

1.2 Mission Critical Communications Market Segments The dominant radio technology used for MCC in Europe is Terrestrial Trunked Radio (TETRA);

see Figure 3, which illustrates the status of European public safety countrywide radio

communications networks. A brief overview of TETRA, and the other technologies,

TETRAPOL & Project 25 (P25), depicted in Figure 3 will be given in section 2.3.

Although predominantly used for public safety or Public Protection and Disaster

Relief (PPDR), TETRA is also used in many other sectors, as shown in

Figure 4, (SALUS, 2015, p. 7). These market sectors have become synonymous with those

Push‐to‐talk (PTT) Users push and hold down a button while speaking, and listen to their group communications for the rest of the time.

Group Calls Each transmission is heard by all members who have selected that particular talk‐group.

Fast Call Setup time No dialling required for PTT calls

Direct Mode Terminal to terminal, off‐network communication

Individual Calls Point to point, similar to phone calls between 2 individuals.

Encryption Calls cannot be monitored by external entities

Closed User Groups Only group members can hear the communications of that group.

Telephone Network Access

Possibility for users to dial out of the system and access the normal telephone network

Caller Identification: Terminal display indicates talking party

Encryption Calls cannot be monitored by external entities

Data transmission Relatively slow (in the 10s of Kbps range) but in recent years demand is growing for faster speeds

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used by MCC users overall, and have been cited by the International Telecommunications

Union (ITU) and the China Academy of Information and Communications Technology

(CAICT), among others, as defining Mission Critical Push to Talk (MCPTT) users in assessing

the developmental roadmap of the 5G emergency system feature set (Song, 2018, p. 10).

Figure 3: Country wide radio communications networks in Europe (Bundesanstalt für den Digitalfunk der Behörden und Organisationen mit Sicherheitsaufgaben, 2017) Approximately one third of the market is made up of public safety systems, with

another 10% consisting of the military and various other governmental organisations.

Outside of the country wide public safety networks, there are many smaller regional & sub‐

regional systems in place. Approximately 38% can also be classified as critical national

infrastructure (Transport, Utilities, Ports & Airports). Public Access Mobile Radio (PAMR),

which makes up only 4% of the market, are network providers which lease radio services to

end users, within a specific geographic area, to industries such as such as manufacturing,

construction, private security, taxis, delivery companies and agriculture.

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Figure 4: Installed TETRA systems per market segment (SALUS, 2015, p. 7) (Song, 2018, p. 10) (Wireless Technologies Finland Ltd, 2017) (Burke, 2017, p. 10)

1.3 Problem Formulation In recent years, spectrum availability has become a problem, as more applications for

wireless have become available. (International Telecommunications Union, 2015, p. 1). A

secure system such as TETRA requires only 25 kHz to carry signalling and 3 to 4 simultaneous

separate voice calls depending on the configuration, however, TETRAs relatively slow data

rates (28.8kbs) make it unsuitable for transferring data beyond texting and telemetry (The

Critical Communications Association, 2015, pp. 4,5). Long Term Evolution (LTE), on the other

hand, is capable of data rates >10Mb/s, but requires bandwidths from 1.4 to 20MHz, (SALUS,

2015, p. 14) which makes it unlikely that the user organizations shown in Figure 4 can

receive their own block of spectrum for the complete region in which they operate. A

comparison of data transmission capabilities for TETRA and LTE can be seen in Figure 5.

The combined factors of spectrum scarcity and increased demand for high speed

data, are leading MCC user organizations to consider subscribing to a service provided by a

mobile telecom operator. However, as shown in

Figure 4, MCC network user organisations are not a heterogeneous group and have

correspondingly different operational behaviours and levels of national importance which

lead to different requirements from their communication network. These user organisations

generally have a wide range of more demanding strategic or operational necessities which

Public Safety, 33%

Transport, 24%Ports & Airports,

5%

Utilities, 9%

Business & Commerce, 8%

Extraction (Mining), 7%

Government, 9%Military, 1%

PAMR (Operator), 4%

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would generally rule out their ability to adopt a subscription delivery model for their

communications. (European Commission, Directorate‐General of Communications Networks,

Content & Technology, 2014)(The TETRA and Critical Communications Association, 2013, pp.

20,21)

Figure 5: Example of Data transmission capabilities (TETRA vs. LTE) Derived from (SALUS, 2015, p. 14) Usually area coverage requirements are >99%, whereas a margin for location

variability (caused by the variable nature of radio coverage) is in the 95 to 99% range, or

even higher. System downtimes can be measured in seconds over years. Completely

redundant coverage (seamless operation, even if one or more radio base stations fail) is a

standard requirement for such systems.(European Commission, Directorate‐General of

Communications Networks, Content & Technology, 2014)(National Fire Protection

Association, 2016) There are also non‐technical considerations; security and public safety

services often require the ability to monitor (CCTV) and access their radio sites 24/7, that

these locations have battery backup for multiple days, and are secured to specific standards

which would require a major investment for commercial operators. (United States Coast

Guard , 2002)( National Public Safety Telecommunications Council, 2014)(Motorola Solutions

Inc, 2005)

Figure 6 shows a simplified stakeholder analysis for establishing an MCC network.

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Under the section for commercial partners, it can be seen that network operators already

play a role in many MCC networks, usually supplying the Radio Access Network (RAN) or

backbone which links radio sites into the network and site sharing, where antennas and

other radio equipment from the MCC network and telecoms providers are co‐located.

Telecommunications providers already have a framework for supplying these services for

MCC networks and other legal/security requirements such as protecting user privacy or

providing access for legal interception of user traffic (listening into calls, access to

call/positioning records, IP traffic logs). (Organisation for Economic Co‐operation and

Development, 2004)(The Law Library of Congress, 2017)(European Telecommunications

Standards Institute, 2001)

Figure 6: Simplified Stakeholder Analysis for establishing an MCC Network Derived from (Federal Emergency Management Agency, 2004)(World Road Association, 2019)(Inter‐Agency Standing Committee, 2019)(Inter‐Agency Standing Committee Working Group, 2004)(Matinmikko‐Blue, 2018)(Graham, 2006)

1.4 Network Service Delivery Frameworks & Business Models To capture the MCC market, telecoms providers will need to adapt their services to fit the

operational behaviour and requirements of the different MCC market sectors. Similarly,

telecoms infrastructure manufacturers, competing directly with the telecoms service

providers for the MCC market will have to consider moving away from pure equipment

supply, rollout and maintenance towards offering a managed service. User organisations will

need to adapt to the combined pressures of evolving end user requirements, spectrum

scarcity, infrastructure costs & infrastructure security. In order to deliver mission critical

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communications, existing service delivery models will need to be revaluated. The main

service delivery frameworks to be considered are broadband services from Mobile

Network Operators (MNO)s, dedicated networks, deployable systems & hybrid systems.

(SALUS, 2015, pp. 21‐40) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 105‐140)

Each of these four network service delivery options have many variants which will be

analysed in section 2.4. The selection of the appropriate business model is directly

dependent on the network service delivery framework. MNOs currently offer three service

variants to the business critical market which can soon be adapted to MCC end‐user

organisations: Managed Network, Managed Service & Full Service Offering. (The Critical

Communications Association, 2018, p. 15)

1.5 Objective of the Master Thesis: Building trust between user organizations, telecoms manufacturers and telecoms service

providers in order to deliver mission critical solutions will be a major challenge for both

LTE/5G service providers and MCC manufacturers in the future. Methods of demonstrating

capability while remaining competitive without compromising safety, security and

performance will be essential.

The objective of this Master thesis is to investigate MCC as a managed service,

analyse other potential business models, explore methods of demonstrating capability while

remaining competitive without compromising safety, security or performance & develop a

framework for implementation. In order to achieve this objective, evolving user organisation

requirements, the technological response and their implications for a subsequent shift in the

manufacturer/operator/owner paradigm will be examined. Examples from actual projects

will be given to provide context and support conclusions wherever appropriate.

The service lifecycle will be worked through with examples taken from case studies,

reports and running projects of various relevant market sectors at each stage. This will act as

a framework for offering MCC as a managed service.

1.6 Research Questions The study will commence by examining the current trends in existing mission critical

communications, competing technologies and business models through a review of the state

of the art solutions implemented in ongoing projects. Key knowledge holders from

representatives of a cross section of the stakeholders identified in Figure 6 will be

interviewed, from the different market sectors identified in Figure 4.

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Figure 7: Principle of pyramid search methodology (Poetz & Hippel, 2015)

The investigation will also utilise the pyramid search methodology illustrated in

Figure 7, not only to identify these key knowledge holders, but to also find solutions already

implemented or being developed in analogous fields. The multiple objectives of the

proposed thesis will then be addressed by the following research questions:

At the crux of the situation is a transition from one technology to another, tailoring

of a service to several heterogeneous groups, outsourcing of a core competence and

development of a new business model to fit the situation – taking this into account, a

perspective from similar historical transformations will also be examined. The aim of this

analysis is to shed light onto converging market trends and regulatory limitations in order to

develop a suitable strategic position to successfully navigate future challenges while

exploiting upcoming opportunities.

1. How can superior customer satisfaction in MCC be maintained during the transition to a managed service?

2. What are the advantages and disadvantages for the provider and customer of having Mission Critical Communications as a managed service? Which business model is the best fit?

3. What are the requirements which user organizations need to have addressed in order to accept Mission Critical Communications as a managed service?

4. What are the most efficient methods to fulfill these needs and to demonstrate this competence as a pre‐sales activity?

5. Which KPIs should be monitored and measures taken in order to retain customers once the service is running?

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1.7 Course of investigation The proposed research thesis is divided into five sections based on the thesis objective and

research questions as described previously. The phases of the research process are shown in

Figure 8. In order to provide background, the introduction has already given an overview of

the field of study and a justification of the importance of the proposed research.

The second chapter provides an overview of the current situation, state of the art &

market trends. Stakeholder challenges are analysed and recommendations made on how

they can be navigated by treating these technologies/services as complementary, rather

than competing wherever appropriate. Service delivery frameworks and business models are

examined and their attributes evaluated based on attractiveness to user organisations, and

feasibility for manufacturers and service providers to implement.

The third chapter examines existing digital radio public safety networks and those

currently being deployed using mobile broadband. Common attributes are identified, while

successful strategies and points of failure are analysed.

Chapter four investigates the service lifecycle in relation to solving the research

questions, applying relevant management theories together to technological issues, market

trends and state of the art implementations indentified in the previous chapters. Research

gaps are filled through interviews from various stakeholders and examination of solutions

from analogous fields.

Chapter Five closes the Master Thesis with interpretation, discussion and future

prospects for the field of study. Conclusions drawn through literature review and empirical

research in previous sections of the document are interpreted from the theory and results

presented already and refined down to their managerial implications. Recommendations will

be given on how user organisations, manufacturers and service providers can already begin

to position themselves within the next three years in order to navigate future challenges and

take advantage of future opportunities over the next ten to fifteen years. Chapter Five also

identifies limitations of the study and suggests directions for future research.

1.7.1 Literature Review For the literature review, publications which cover the following topics will be examined:

Mission Critical Communications & Professional Mobile Radio

Relevant Standards & Regulations

4G/5G mobile broadband and its use cases

Last mile solutions in telecommunications, including business models

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Managed Services from different industries and their business models.

1.7.2 Expert Workshops, Conference Proceedings, Webinars & Interviews Additional data was collected through participation in expert workshops on:

“5G, Artificial Intelligence & the energy sector” at the Austrian Ministry of Innovation

“Integrating Critical Energy Network Protection into Effective Disaster Risk Reduction

Policies” at the Organisation for Security and Co‐operation in Europe (OSCE)

contributing by giving a presentation on “Potentials for Innovation and Digitalization as

a challenge for protection of electricity grids”

Attendance of recent webinars, and review of previous webinars on:

Land mobile radio (LMR) versus mission‐critical LTE Webinar, IHS Markit, 2018.

LTE for Public Safety Insight Webinar, (Telecoms & Tech Academy, 2016)

Digital Transformation for Telco’s, (Telecoms & Tech Academy, 2017)

ITU Asia‐Pacific CoE Training on Conformity and Interoperability, (International

Telecommunication Union & China Academy of Information and Communications

Technology, 2018)

Global Forum on Emergency Telecommunications, (International Telecommunication

Union, 2019)

Interviews with expert representatives of different stakeholders from various projects were

carried out and will be used to support conclusions wherever appropriate.

1.8 Section 1 Findings Two research questions have been partially addressed in Chapter 1:

In section 1.4, service delivery framework options where listed and three appropriate business

models where identified: “Managed Network, Managed Service & Full Service Offering”. (The

Critical Communications Association, 2018, p. 15)

The general network requirements and system functionalities for MCC were described in

section 1.1 & tabulated in Tables 1 & 2 respectively.

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Introduction

Figure 8: Phases of the thesis research process.

Die approbierte Originalversion dieser Masterarbeit ist in der TU Wien Bibliothek verfügbar.

The approved original version of this thesis is available at the TU Wien Bibliothek.tuwien.at/bibliothek


Literature Review: State of the Art & Market Trends

Page14

2. Literature Review: State of the Art & Market Trends Globally, many MCC user organisations are still considering or have only recently undergone

the migration from analog to digital radio systems. This will limit their willingness to adopt

MCC broadband in the near future. (IHS Markit, 2018)

2.1 Digital Migration The key drivers of digital migration for MCC stakeholders can be seen in Table 3.

Table 3: Key drivers of digital migration Adapted from (Sepura PLC, 2014, p. 5), (Comptroller & Auditor General, UK Home Office, 2019, pp. 4,9,20,24)(Burke, 2017) 2.1.1 Spectrum Scarcity “The demand for spectrum has grown significantly highlighting, the need for efficient use of

all available spectrum in order to avoid scarcity” (International Telecommunications Union,

2015, p. 1). For radio communications purposes, spectrum in most countries is usually

licensed (by auction) to commercial network operators and reserved (administrative charge

only) for national governmental organisations on a countrywide basis. A pool of frequencies

is typically allocated to regional user organisations for a monthly fee based on fulfilling

criteria on critical need and limiting interference to other users in and around, the required

geographical area. Finally, a small band of spectrum, “especially for short‐range use ...

various remote control devices, wireless security systems, etc.)” does not need to be

licensed. (International Telecommunications Union, 2015, p. 14) Digital systems use multiple

channel access and encoding techniques to compress signalisation and voice traffic, giving

better spectral efficiency. (Dunlop et al. 1999, pp. 127‐130)

2.1.2 Interoperability Interoperability in the field of radio communications refers not only to the standards,

equipment, and frequency bands, but also the Standard Operating Procedures (SOP) of the

personnel. In Europe, where the majority of systems are TETRA or TETRAPOL, see Figure 3,

Government mandated switch Commercial drivers Spectrum scarcity Analog component obsolescence Interoperability Lower OPEX

Digital communications offer more functionality Security Status messaging and texting Meeting health and safety regulations with Global Positioning System (GPS) and man‐down & lone‐worker services

Workflow and resource management

Data applications

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countries with adjoining borders have adopted clear procedures for interoperability for cross

border communications & cooperation. (European Commission, 2016) In the US, many

casualties where caused among emergency workers during the collapse of the twin towers in

2001, due to a lack of interoperability between the radios used by the first responders

(National Institue of Standards & Technology, 2005). This was a major contributor to the

launch of a nationwide first responder network (FirstNet) in the US. (The Communications

Security, Reliability and Interoperability Council V, 2017)

2.1.3 Enhanced Security Digital systems offer enhanced security through authentification techniques which keep

unauthorised users from registering on the network and have the ability to utilise end‐to‐

end encryption, meaning that even if the signal is intercepted by a third party, the signals

cannot be decoded. (European Telecommunications Standards Institute, 2016, pp. 15,16)

2.1.4 Obsolescence Analog radio systems such as MPT‐1327, introduced in 1988 are at last approaching end of

life, see Figure 12. Manufacturers of systems such as Digital Mobile Radio (DMR) are offering

gateway functionality which allows organisations to port their legacy infrastructure to newer

digital systems during the migration phase. (Kunavut, 2014)(Tait Communications, 2012)

2.1.5 Functionality A description of MCC present and developing functionality follows in sections 2.2 & 2.3.

2.1.6 Lower OPEX As previously described, digital radio has the capacity to carry more traffic than analog radio

for the same bandwidth – reducing monthly spectrum licensing fees. Features which are

unavailable in analog radio such as integrated GPS positioning and other software

applications, allow cost reduction through superior automated asset/workflow

management. (Ericsson Consumer & IndustryLab Insight Report, 2018)

2.1.7 Performance A further reason for the switch from digital to analog radio communications is better audio

quality at lower coverage fieldstrengths, shown in Figure 9, due to digital error correction

mechanisms. Performance has not been included in Table 3 as there is some controversy

about better performance vs. radio coverage relationship among the various stakeholders as

audio quality is a very subjective criterion. The predominant method of assessing audio

quality in European digital radio systems is to measure Bit Error Rate (BER) directly or other

parameters based on BER tied to Perceptual Evaluation of Speech Quality (PESQ)

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standardised in ITU‐T Recommendation P.862.

In the US and other countries, audio quality vs. coverage is typically assessed using

Delivered Audio Quality (DAQ), with test phrases transmitted over the system and

subjectively categorised into steps from DAQ‐1 (Unusable, speech present but unreadable)

to DAQ‐5 (Speech easily understood). The usable threshold for the system coverage is set

based on excluding DAQ‐1 communications.

Figure 9: Analog/Digital Radio Communications Audio Quality & the “Digital Cliff” Effect Adapted from (Tait Radio Communications Ltd., 2019) (Australia Government, Department of Broadband, Communications & the Digital Economy, 2013, p. 11)

Digital communications which are corrupted are unusable, however some users

perceive analog communications at the same coverage levels to be distorted but

understandable. This is the “the digital cliff effect” and is often a major issue for user

organisations migrating to digital systems. (Project 25 Technology Interest Group, 2016)

2.2 Evolving Customer Requirements based on expectations for LTE/5G Historically speaking, each generational development stage of mobile communications

brought with it an unforeseen “killer application”, for 2G it was texting, for 3G it was sending

pictures from camera phones and for 4G it is broadband and video, see Figure 10.

The approximate duration from each “killer applications” concept or commercial

launch to market dominance was 13 to 27 years. Although market acceptance was

apparently swift, from the publics’ perception, work had been carried out on each of these

features for many years: all had already begun development in the 2G stage. It is therefore

very likely that the “killer applications” for 5G are already in development. For the market

sectors identified in

Figure 4, the high speed data offered by LTE/5G broadband brings many potential benefits.

Some of the likely to be adopted applications which have already, or are in development and

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due to be launched, for the major market sectors will now be examined.

Figure 10: “Killer” Applications Timeline by Mobile Cellular Generation Based on (Zabransky, 2019)(Commexis, 2015)(CNN, 1999)(Sigmast, 2019)(Text Request Inc., 2016)(Digistrat, 2012)(Statista, 2019) (Vora, 2015)

2.2.1 Public Safety A major drive for the adoption of high‐speed data by public safety organisations are body

cameras or Body Worn Video (BWV). BWV have been combined with external microphone

and PTT button radio accessories to be worn so that the camera faces forward and has a

clear view of what the officer is looking at. (European Commission, Directorate‐General of

Communications Networks, Content & Technology, 2014, p. 212) In digital PMR systems, as

the data transfer is so low, see Figure 5, only key frames are transmitted back to the control

centre, while the remaining video is dumped to a local hard disk built into the camera unit.

Three problems with this system are that:

if a key frame is only transmitted every e.g. 25 seconds, a lot of action can happen

between each keyframe reducing the usefulness of live remote support.

reducing picture quality to increase frame rates makes the video useless as evidence.

full video of the officers’ shift is only available after return to base.

Using BMV with mobile broadband allows all these problems to be overcome, and enables

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synergies with other technologies such as facial recognition for police, and live, remote,

consultation for emergency service workers and the fire service.

A potential problem with video evidence in the future is the possibility of “deepfake”

Artificial intelligence (AI) allowing people in videos to be replaced by others undetectably. At

the time of writing, the US congress has launched an investigation of the risks posed by

deepfakes (CNN, 2019). The author suggests that for the case of BMV, this could be

overcome using digital watermarking to embed an encrypted code based on an officers’

badge number combined with a time code in each frame as the video is encoded.

Perhaps the most interesting application for emergency workers will be the

possibility of remote patient diagnosis and earlier treatment before reaching the hospital

(Dell EMC & RedZinc, 2018), while fire‐fighters will have the possibility of remote

physiological monitoring during emergency actions (National Institute of Standards and

Technology, 2015) or be able to receive information such as live video of incidents on route

to the scene. (Comptroller & Auditor General, UK Home Office, 2019, p. 5).

2.2.2 Transport “The diversity of Intelligent Transport Solutions (ITS) applications is greater than the diversity

of PPDR and utility applications”... & ... “require substantial radio bandwidth, as well as high

availability and security. (European Commission, Directorate‐General of Communications

Networks, Content & Technology, 2014, p. 55) Self‐driving vehicles and drone delivery

enabled by mobile broadband are obvious applications, but are too large an area to discuss

within the scope of this thesis. A less obvious application which has been gaining traction is

Linear Asset Management (LAM) for rail transport. The rail industry does not use addresses

or coordinates to reference position, but distance offsets from mile/km markers, track #,

switches, crossings & signals. In combination with mobile broadband, LAM enables workers

to instantly access Enterprise Resource Planning (ERP) systems such as SAP or maintenance

data at remote locations, referenced to the rail company’s specific positioning system. This

data refers not only to goods, containers, wagons and engines, but also track health, bridges,

stockyards and station equipment. (SAP AG, 2012)

2.2.3 Ports & Airports Ports will see benefits from optimised logistics/operation (energy savings, safety, schedule

management, fleet planning, service planning, and route optimisation) and technical

management (hull & propeller cleaning, refuelling, environmental compliance). (Alonistioti,

2017)( Federal Ministry for Economic Affairs and Energy, 2017)

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5G will airport control towers to be operated remotely, so that if a control tower goes out of

operation, the tower from another airport can take over. (Frequentis AG, 2016) Other

applications are:

Aeronautical ground‐air data communication & surface operational communication

Unmanned Aircraft Management

IoT baggage tracking

(Airport Authority Hong Kong, 2016)(International Civil Aviation Organization, 2018)

2.2.4 Utilities EU energy policy aims for 50% of electricity to come from renewables by 2030 and to be

completely carbon free by 2050 (Dionisio, 2019). Artificial Intelligence and 5G technologies

plays a significant role in future integrated energy systems as they will enable the reliable

feed‐in of renewable energy sources to the grid in a way that supply fits demand.

Figure 11: Community Power Cells /Virtual Power Plants with 5G enabled AI supervision Based on (European Telecommunications Standards Institute, 2018) (Dionisio, 2019) (IBM, 2016) (IBM, 2018)(Kim, 2019)( Ericsson AB, 2017)(Nguyen, 2018)(Burke, 2019)

An example of one concept for 5G enabled AI supervision can be seen in Figure 11,

which shows independent community power cells that are seen as virtual power plants from

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the grids point of view and either consume their own energy, store it, or feed it into the grid.

Switching into the grid is controlled by AI which simultaneously carries out the commercial

transaction in an Energy Exchange while recording and verifying transactions in a digital

ledger. These transactions use smart contracts that can be verified using the block chain

algorithm. 5G plays a key role in this process as low latency is important for switching in and

out of the grid, and the simultaneous transactions in the Energy Exchange. Low latency is

achieved through a mechanism called Mobile Edge Computing (MEC). The MEC principle of

operation is that servers are built directly into the transmitter, loading applications from a

central MEC server, and hosting them locally. Instead of signalling and data being sent to a

distant, centralised cloud server, processing will happen at the transmitter with only several

hundred metres of radio path between the hosted AI and the elements to be controlled/

monitored (European Telecommunications Standards Institute, 2018).

2.2.5 Government, Business & Commerce Again, as with self‐driving vehicles and drone delivery, the government, business &

commerce applications of 5G are too large a topic to cover within the scope of this thesis.

Today’s mobile cellular traffic, 2G, 3G & 4G users, is expected to make up only a fraction of

5G connections. The majority of remaining connections will be made up of Internet of Things

(IoT) and Machine to Machine (M2M) connections for business, commerce and

governmental applications. It is expected that IoT and M2M will take over from Supervisory

Control and Data Acquisition (SCADA) on the production floors of many industries and form

the basis of SMART City management. (Huawei Technologies Co. Ltd., 2013)

2.2.6 Military An unclassified military application of broadband wireless is war‐gaming, where soldiers play

“laser‐tag” using laser emitters on dummy weapons – including vehicles, tanks and aircraft.

The transmission of data (targeting, shots fired, hits and unit positioning) from troops to the

Command and Control Centre (CCC) is carried out over mobile wireless.

Military training grounds are, by their nature, often hosts to live fire exercises, up to

and including artillery ranges. This makes the building of permanent antenna masts within

the area of operations impossible. Deployable broadband solutions allow a radio network to

be built up quickly, would allow troops and vehicles to be equipped with cameras, as well as

for drones to monitor and participate in the simulations. (Lueck, 2012, p. 4)

There are already military compliant android apps for training, situational awareness

and group coordination on the market and in use by several military organisations. (U.S.

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Department of Defense, 2019). The Defense Advanced Research Projects Agency (DARPA) in

the US have launched a 4 year project in May 2019 to create a secure version of the android

mobile operating system for military applications at a cost of $21.4 million (Lemos, 2019).

2.3 Technological Response Figure 12 shows the timeline of the development and launch of the most popular mission

critical radio standards from the first widely implemented analog trunked radio in 1985,

MPT‐1327, (Office of Communications, Previously the Radiocommunications Agency, 1988)

to 5G, officially due in 2020 (3rd Generation Partnership Project (3GPP), 2019). None of the

MCC radio standards preceding LTE release 13 where interoperable with each other, so

there is no upgrade path without direct replacement or phased migration, however it is

important to note that several governments had announced the launch of LTE public safety

networks before or shortly after the standardisation brought by LTE release 13. This caused

many problems (unavailability of chipsets, devices and frequencies) and delays for project

implementation, incompatible proprietary solutions and usability problems which will be

examined later. It is important to note that the time between the specification of LTE release

13, in March 2016 and 5G (LTE Rel 16), officially to be released in March 2020 is only 4 years,

with 2 other iterative releases in between. Appendix 1, Table 18 gives an overview of the

technical parameters of the most widely adopted MCC radio standards.

2.3.1 Mission Critical Push to Talk (MCPTT) A major development problem for the smooth transition to broadband is the Mission Critical

Push to Talk (MCPTT) functionality. In analog and digital radio systems, as described in

section 1.1, the user either selects a frequency or channel in analog radio systems, or selects

a group in digital radio systems and then hears all communications in that channel or group.

The user can speak with other members of the group or channel by pushing the PTT button.

Call setup in a conventional analog system is typically 15 milliseconds. (Public Safety Wireless

Network Program Management Office, 1999, p. 25) In digital systems or trunked analog

systems there are additional delays caused by the encoding/decoding process and call

control processing which are typically ≤300 ms depending on the operating mode.(European

Telecommunications Standards Institute, 2005) The 3GPP specifies a Group Communication

end‐to‐end setup time less than or equal to 300 ms (Song, 2018, p. 18) for MCPTT however

not all manufacturers have reached an interoperable solution this yet. (Comptroller &

Auditor General, UK Home Office, 2019, p. 38)

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2.3.2 Coverage PMR systems are generally perceived to have better coverage and better in building

penetration than broadband systems (European Commission, Directorate‐General of

Communications Networks, Content & Technology, 2014, pp. 102,103) for two main reasons:

PMR systems operate on lower frequencies than broadband, which has a much

better propagation characteristic.

Broadband terminals use lower power to transmit and have no external antenna.

This has a direct impact on the number of transmitters needed to cover a specific area and

also effects the operational range of device to device coverage when no network coverage is

present. French authorities have complained of LTE device to device communication

capabilities: “500 meters range is not enough”. (Ministry of the Interior, 2017)

2.3.3 Migration from analog to digital radio of broadband Figure 13 shows the global installed base of mission critical voice devices in 2018. 37% of

these devices are still analog, which suggests that these user organisations are not

concerned with the higher functionality and security offered by digital radio or mobile

broadband, but are primarily motivated by cost. The majority of these users will most likely

migrate to the Digital Mobile Radio (DMR) standard or become mobile cellular subscribers as

regulatory authorities continue to limit available spectrum and analog components become

obsolete, see Table 3. DMR is an attractive option (IHS Markit, 2018, p. 19) as it is one of the

lowest cost systems available among the digital options and after the initial setup,

depending on configuration in can be operated in either license free bands or in simulcast

mode which uses the same frequency on all base stations, minimising spectrum costs.

(National Council of Statewide Interoperability Coordinators, 2016)

LTE will also be an attractive option for budget conscious organisations as the

subscriber model offers low fees per terminal every month without the overhead of setting

up, operating and maintaining an own radio system. (IHS Markit, 2018, p. 19)

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Figure 12: Mission Critical Communications Technologies Release & Development Timeline Derived from: (Tait Radio Communications Ltd, 2010, p. 10) (Ketterling, 2004, pp. 20‐21) (John Dunlop et al. 1999, pp. 124‐126) (Office of Communications, Previously the Radiocommunications Agency, 1988)(Icom America Inc., 2008, p. 3 & 4)(TETRAPOL Forum, 1999)(European Telecommunications Standards Institute, 2005)(European Telecommunications Standards Institute (ETSI), 2008) (International Union of Railways, 2013) (European Telecommunications Standards Institute (ETSI), 2011)(EDN (Electrical Design News) Network Staff, 1999, p. 1) (Do, 2017 )(Hytera Communications, 2018)(PDT Digital Trunking System Industry Association, 2010)(Laughton, 2012) (Burke, 2017, p. 16) (3rd Generation Partnership Project (3GPP), 2019)





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2.3.4 Current Digital Radio Systems

P25 is the dominant system for public safety, governmental systems and industry in North &

Latin America. TETRA, as shown in Figure 3 is the dominant system in Europe for public

safety, but is also the dominant system there for governmental systems and industry.

Professional Digital Trunking or Police Digital Trunking (PDT) is the police radio system in

China. Other countries are using a mixture of analog, P25, TETRA & TETRAPOL on a regional

level. (IHS Markit, 2016)

Figure 13: MCC trends indicating adoption of Multimode/Hybrid networks Adapted from (IHS Markit, 2018, p. 19)

2.3.5 Multimode (or Hybrid) PMR/LTE Networks

Figure 13 shows that the number of LTE devices installed for mission critical users is nearly

equal to that of P25 & TETRA combined. In fact nearly all these LTE devices are standard

android smart phones which have been issued to mission critical communications end users

in addition to their radio terminals (IHS Markit, 2018, p. 19). The simultaneous issuing of

both PMR terminals and smart phones means that the user organisation has already

adopted a solution to the problem of secure terminals with low speed data transmission

capabilities and less secure terminals with mobile broadband data; they have in effect

created a multimode (or hybrid) network. This is an example of user innovation where the

end users have pre‐empted the offerings of manufacturers.

Manufacturers have begun in the last years to offer multi‐mode terminals which

combine two separate radio circuits inside one terminal, sharing the user interface (Screen,

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microphone, speaker and buttons).(Airbus Defence & Space, 2016) This terminal contains

PMR radio device components for secure voice communications and smart phone device

components for high‐speed data. A simplified multi‐mode PMR‐Broadband network using

such terminals can be seen in Figure 14.

Figure 14: Simplified Hybrid or Multimode PMR‐Broadband Network Adapted from (Burke, 2017, p. 119)

2.3.6 Migration from digital radio to LTE

At the moment three countries operating countrywide digital radio networks have begun

rolling out a dedicated MCC LTE system: Safe‐Net in South Korea, the Emergency Services

Network (ESN) in the U.K. and FirstNet in the U.S. (Chambers, 2017). These projects will be

analysed further in sections 3.2 – 3.3.

2.4 Service Delivery Frameworks Before examining appropriate business models for MCC services it its necessary to analyse

the various service delivery frameworks available, as they are interconnected, see Figure 15,

and influence the selection of the appropriate business model.

2.4.1 Broadband services from dedicated networks (Scenarios 1 & 3)

MCC user organisations access mobile broadband services from dedicated specialised

networks using either commercial or specialised equipment. This option allows the user

organisation to completely control the network and set it up to fulfil their operational needs

but has the disadvantage of large CAPEX & OPEX costs, dedicated spectrum and the time

needed to setup the network. (SALUS, 2015, pp. 31‐35) (European Commission, Directorate‐

General of Communications Networks, Content & Technology, 2014, pp. 108‐127)

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Figure 15: Comparing the options in dedicated and commercial based networks Adapted from (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 99) 2.4.2 Broadband services from Mobile Network Operators (Scenario 2) This option consists of MCC users accessing mobile broadband services from one or several

MNOs using commercial equipment. It has many advantages for the user organisation such

as low cost, no need for dedicated spectrum and quick migration. The suitability of this

option depends on the user organisations need to control the network and the requirements

for coverage availability & network resiliency. (SALUS, 2015, pp. 21‐31) (European

Commission, Directorate‐General of Communications Networks, Content & Technology,

2014, pp. 113‐120)

2.4.3 Broadband services from deployable systems (Subset of Scenarios 1 to 3) Many MCC users operate in or close to their vehicles when carrying out their duties. The

principle of deployable broadband is that a base station is installed in the vehicle and acts as

a moving island of coverage, in and around the vehicle, linked back to the main network. In

this way the user is never out of contact with the main network coverage so long as they

stay within range of their vehicles coverage. Deployable systems can be used in areas where

infrastructure has been destroyed by catastrophe. This solution is suited for short term

needs or to extend coverage outside the fixed network coverage of a MNO or dedicated

system. (SALUS, 2015, pp. 36‐40) (European Commission, Directorate‐General of

Communications Networks, Content & Technology, 2014, p. 105)

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2.4.4 Broadband services from hybrid systems A hybrid system is made up of some or all of the previous options, for instance a dedicated

broadband network which can fall back on multiple mobile networks in case of network

outage and deployable solutions for catastrophe response, would fulfil the needs of many

public safety user organisations. (SALUS, 2015, p. 41) (European Commission, Directorate‐

General of Communications Networks, Content & Technology, 2014, pp. 128‐140)

The advantages and disadvantages of these service delivery frameworks have been

tabulated and can be found in Appendix .

2.5 Suitable Business Models Until recently commercial MNOs and MCC User Organisations have operated on

fundamentally different business models with significantly different goals which define their

structures from network design to day‐to‐day operation, see Table 4.

Network Commercial MNO Dedicated MCC Network

Business Objective Revenue Growth Protect Life & Property

Capacity Design For “Typical Day” (Predictable) For “Worst Day” (Unpredictable)

Coverage Design Based on Population Density (Unpredictable)

Territorial, focused on what may need protection

Communications Design One‐to‐One Communications One‐to‐Many Communications

Service Priority Differentiation

Minimal Differentiation ‐ Subscription & Application Level

Significant Differentiation – Role & Incident Level(Very Dynamic)

Table 4: Commercial MNO Vs DEDICATED MCC Networks (The Critical Communications Association, 2017, p. 15) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 84)

For both MCC user organisations and MNOs the convergence of broadband technologies and

user requirements represents a complete paradigm shift. Figure 16 shows the business

model variants which MNOs can offer to MCC user organisations which had previously been

only suitable for business critical customers :

“• Managed network

• Managed service

• Full service offering”

(The Critical Communications Association, 2018, p. 15)

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Figure 16: Options to deliver mission critical communications services Adapted from (The Critical Communications Association, 2018, p. 15)

2.5.1 Managed Networks In this case the user organisation usually owns the spectrum (licensed or from a national

agreement) but does not performs device management. The advantages and disadvantages

of this business model, developed from the previous service delivery frameworks are given

in Error! Reference source not found., Appendix 3. An MNO with an existing network can

offer a managed network to MCC User Organisations, however the network offered may

need to be ‘hardened’, providing better availability, coverage, redundancy and MCC

functionality that is not needed for standard commercial users. The cost of these upgrades

will be passed on to the user organisation as they are required to fulfil their operational

needs. In this case the MNO does not supply or configure the radio terminals or other

devices to the user organisation. Usually the MNO owns or licenses the spectrum in order to

offer a segment‐specific network under service level agreement in this case. The advantages

and disadvantages of this business model, can be seen in Table 20, Appendix 3.

2.5.2 Managed service

In a managed service the MNO operates and maintains the network and is also responsible

for managing and configuring the devices, however the ownership and therefore

control/sovereignty of the network belongs to the user organisation. The advantages and

disadvantages of this business model, based on literature research can be seen in Table 5.

The user organisation owns the spectrum and must carry out spectrum management or

engage a third party consultant, however spectrum regulations are less stringent for MCC

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organisations. The Managed Service Provider can typically run the network for 15% to 30%

less OPEX than if the user organisation ran the network themselves and may offer deferred

payment on/lower CAPEX in return for a long term contract. (European Commission,


100,137,139) (Bakker, 2010, p. 18)

Table 5: Advantages & Disadvantages of MCC Managed Service from Literature Review Adapted from (CEPT ‐ European Electronic Communications Committee, 2015) (SALUS, 2015, pp. 21‐40) (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 99‐120) (CEPT ‐ European Electronic Communications Committee, 2015) (The Critical Communications Association, 2018, p. 15)

2.5.3 Full Service Offering

Using a subscription model, the user organisation pays a monthly fee per radio terminal to

access the service providers network, similar to customers of standard commercial mobile

phone providers. Here the MNO owns, maintains and operates the network and may also

supply and configure the devices, but does not engineer the network to specifically fulfil

Managed Service: Mobile Network & Devices as a Managed Service

Network Ownership: User Organisation Devices Management: MNO Spectrum Ownership: User Organisation

Customer Advantages Disadvantages

• Lower OPEX, Reduces network management costs

• Low CAPEX (Network & Devices) • Allow an external more focused and

capable organisation to operate/ manage the Network & Devices

• Complete Control • High Network Resilience • Security • High Responsivity • No Device Management required

• Forces a long term arrangement with one MNO

• Long Rollout Process/Time to service

Provider Advantages Disadvantages

• Economies of scale & viable business case • MCC suits long range planning • No Spectrum Management

• High CAPEX (Network & Devices) • No Control • Difficult planning and site building

requirements • Security Clearances • Bureaucracy • Device Management Required

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MCC end user requirements. The advantages and disadvantages of this business model, can

be seen in Table 22, Appendix 3.

2.6 Global Overview Figure 17 illustrates the affect which the spectrum allocated of a mobile network has on

CAPEX. 400 MHZ is used as a baseline, as most PMR networks globally operate on

frequencies on or below this and it is the most common frequency band used for public

safety in Europe. 1800 MHz, the most commonly used LTE frequency has an infrastructure

CAPEX of 450% more than that 400 MHz. At 700 MHz and 800 MHz the CAPEX is 144% and

182% respectively. (European Commission, Directorate‐General of Communications

Networks, Content & Technology, 2014, pp. 102‐103)

Figure 17: Relationship between CAPEX and frequency for mobile networks Adapted from (European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, p. 103)

Many European countries are still studying which frequencies to reserve for PPDR

broadband – the 700 MHz band would be an attractive option, as manufacturers are

expected to mass produce equipment to supply the US FirstNet & South Korean Safe‐Net

projects, however Germany has sold this spectrum already. The frequency band specified for

5G ranges from 600 MHz to 6 GHz. In the UK the 5G licenses vary from 3.4 to 3.8 GHz

approximately 1000% the CAPEX of a 400 MHZ network. Figure 17 makes it clear why a

partnership with a commercial MNO is an attractive option, particularly if the eventual use

of 5G is to be considered.

Even if MCC user organisations make a partnership with a commercial MNO it is

unlikely that ubiquitous 5G coverage beyond urban areas will be available within 10 to 15

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years. This time frame will be analysed further in section 2.7.

2.7 Future Outlook & Trends The Public Safety Communications Europe (PSCE) Forum, projects that the majority of EU

PPDR organisations will be using mission critical broadband by 2027. (Public Safety

Communication Europe, 2019, p. 20) Note that “using” does not mean “fully migrated to”,

and can be explained as simply as some user organisations have issued Smart phones with

5G capability for use in areas where service is available as shown in Figure 13.

Figure 18: Countries which have already allocated spectrum for Public Safety LTE* “Actual operating frequencies will be selected from frequency bands shown Derived from (International Telecommunication Union & China Academy of Information and Communications Technology, 2018, p. 6) (Australian Communications and Media Authority , 2019) (Best Defense, 2019) (Government of Canada, 2019)(Jackson, 2016)(IHS Markit, 2016) (Hill, 2019)(Lynch, 2016) (Wendelken, 2016) (Mission Critical Communications Magazine, 2017)(Wendelken, 2017)(Bennett, 2014)

In the case of the Germany government, who own the largest TETRA network in the

world and completed the rollout of their TETRA System in 2015, a network refresh is due in

2025 if they don’t extend the current contract. (Held, 2015) In studies from 2010 to 2013 the

German government was recommended to evolve their "existing narrowband TETRA

network towards a mission critical broad‐band voice plus data LTE network" & to

"Concentrate on broadband data only in the beginning and continue using voice services of

your narrowband TETRA network as long as possible since mission critical LTE networks will

provide group calls and group management in the far future only as good as TETRA already

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does today" (German Federal Ministry of the Interior,Project Group on Public Safety Digital

Radio, 2013). Progress continues and they are currently carrying out a two stage test that

consist of:

“Stage 1 (I+II quarter 2019): Development of detailed concept / Drafting and planning of test

scenarios / Call for tender

Stage 2 (III+IV quarter 2019 &I+II quarter 2020): Implementation of test scenarios / analysis

and reports on test as well as on legal, organisational und commercial aspects.” (Federal

Agency for Public Safety Digital Radio, 2019, p. 9)

It seems likely that the German government will be able to begin migrating its public

safety network users to LTE/5G broadband via a Hybrid network strategy, using commercial

provider infrastructure on 700 MHz in areas where service is available, while the 450 MHz

dedicated network rollout is in progress as show in Figure 19, by 2027. However, a contract

extension for operating its existing TETRA network will be necessary for parallel operation

until the migration is complete. It is very likely that Germanys’ (and Austria’s) TETRA network

will remain in operation beyond 2030. (Critical Communications Today , 2018)

Figure 19: Germany’s Proposed Future PPDR Network Model (Federal Agency for Public Safety Digital Radio, 2019, p. 6)

The timeline proposed by the PCSE for 4G/5G PPDR adoption fits to Gartner’s

“Double Peak” Hype curve, Long‐Fuse Life Cycles (Fenn, 2007, pp. 6,11) and the early

adoption chasm of the revised technology life cycle (Moore, 1999, p. 13), see

Figure 21. Figure 20(A) shows the standard Gartner Hype Curve with its characteristic “Peak

of Inflated Expectations” and “Trough of Disillusionment” before the standard product

lifecycle (“Slope of Enlightenment” & “Plateau of Productivity”) begins. Figure 20(B)

illustrates that if the Hype Curve is overlaid on Geoffrey Moore's “Technology Adoption

Lifecycle” the “Chasm” corresponds to the “Trough of Disillusionment”. Figure 20(C) shows

that a second peak on the Hype cycle occurs after the trough caused by the introduction of

the second generation of proven products and features. Figure 20(D) illustrates that

combining the Hype Curve combined with a Long‐fuse technology life‐cycle leads to an

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extended trough.

Indicators of a Long‐fuse technology life‐cycle are:

Fascination with a technology that is far ahead of its real capabilities.

“Inherent complexity that requires advances in basic science and engineering.

“User acceptance or regulatory issues”

“Reliance on a new infrastructure (ecosystem) that needs time to evolve” “(for

example, public‐key infrastructure)”

Figure 20: Hype & Double Peak Hype Curve, Early Adopter Chasm & Long‐Fuse Life Cycle Adapted from (Fenn, 2007, pp. 6‐8) (Moore, 1999, p. 13),(Attardi, 2015)(Graves, 2016)

(Fenn, 2007, p. 11)

Long‐Fuse technologies take 10 to 20 years to traverse the Hype Cycle, which is appropriate

for MCC broadband implementation so far.

Qatar Ministry of Interior fits to the role of Innovators, on Moore’s’ “Technology

Adoption Lifecycle, see Figure 21, as they launched a pre‐standardisation private LTE

network for public safety in 2012 to be operated in parallel with its existing TETRA network,

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to provide a hybrid solution as shown in Figure 14. (Lynch, 2016)(Bennett, 2014)

The S. Korean, UK, and US public safety networks are early adopters of mobile

broadband for MCC and the author suggests that many other countries will wait for the mass

produced second generation of proven products and features resulting from these projects

before beginning the migration of their services to mobile broadband (2nd peak). The first of

these countries will most likely will be Germany in 2027. (Federal Agency for Public Safety

Digital Radio, 2019, p. 6)

Normally governmental organisations are conservative in their adoption of

technologies, and therefore more immune to hype than other organisations. However, the

author proposes, interoperability problems during high profile emergency actions and the

search for a high technology solution makes it applicable, particularly in the case South

Korea (Sewol ferry disaster) and the US (WTC disaster).

Figure 21: Long‐Fuse Double Peak Hype Curve, Early Adopter Chasm & PPDR MCC Migration

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Adapted from (Fenn, 2007, pp. 6‐8) (Moore, 1999, p. 13),(Attardi, 2015)

Figure 22: Global Installed base of mission critical voice devices split by technology (million units, end of year) (IHS Markit, 2018, p. 20)

For the remaining MCC market sectors Figure 22, (IHS Markit, 2018, p. 20) shows that

digital systems are projected to still be the dominant system used in mission critical voice

communications for the next 10 to 15 years, with broadband (LTE & 5G) steadily claiming

more market share. From approximately 2002 until 2014, analog actually exceeds the overall

installed base for MCC radio. Similarly, from approximately 2022 until 2030, digital systems

will also exceed the overall installed base. This can be explained by user organisations:

keeping analog systems online while migrating to digital radio or broadband,

keeping digital systems online while migrating to digital radio or mobile broadband

Continued hybrid operation of after migration, see Figure 13 & Figure 14.

Figure 23: Global LMR & MCC LTE Market Revenue & Growth, 2016‐2023 (US$ Bn) (Sawant, 2019) (Sawant, 2019)

That TETRA, DMR and P25, the most adopted standards for MCC, see Figure 13, are still in

the growth/maturity phase on the product life cycle curve see, is supported by:

“Global deployments of licensed mobile radio increased by 4.5 percent in 2017.”

“TETRA deployments increased by 16 percent globally in 2017.”

“The number of deployments of cost‐optimized digital technology” such as DMR,

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“increased 16 percent in 2017, (>$1 billion in revenue)”.

P25 deployments increased by 4.3 percent in the North American Market

(Darrand, 2018)

The combined factors of typical contract length for MCC networks, see Table 6, and

the current immaturity of MCC broadband as a technology means that these digital radio

technologies will still have a large role to play over the next 10 to 15 years, see Figure 22.

Figure 23 illustrates that both the global LMR/PMR and LTE markets for MCC are expect to

grow with a CAGR of between 16 & 17% respectively by 2023. (Sawant, 2019) (Sawant, 2019)

The convergence of LMR/PMR with LTE has already gradually begun, as shown in Figure 22,

and this trend is projected to continue well into the 2030s.

Figure 24: Top level Public Protection and Disaster Relief Broadband roadmap Adapted from (The Critical Communications Association, 2019, pp. 2, 5 & 6)

The Critical Communications Association (TCCA) has published a roadmap for

evolution from radio to 4G/5G which presents the path “to operational use of mission

critical broadband for organisations looking to move away from narrowband networks”

shown in Figure 24. Examining

Figure 21 to Figure 24 it seems clear that the “Late Majority” will have migrated from their

current MCC solutions to Mobile Broadband by 2035, with the number of installed digital

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radio systems beginning to decline by 2030, see Figure 22. It therefore seems likely that the

“early majority” will begin the process of tendering within the next 3 to 5 years in order to

benefit from the second generation of products made available after the completion of the

US, UK & S. Korean mobile broadband public safety systems.

2.8 MCC Migration Path to Mobile Broadband Figure 25 shows an example of a migration path which a Late Adopter/Early Majority

organisation from its current narrowband system to broadband only solution (dedicated LTE

Infrastructure with deployable sites as needed and expanded or redundant service provided

by commercial MNO). Step 1 shows an organisation with a narrowband MCC network. In

Step 2 Data & Video from a commercial LTE MNO are added. End users will access the MNO

services using a Smart phone in addition to their existing radio terminal or through a

multimode device which can access both, see Figure 14. In step 3, a dedicated LTE network,

supplemented by deployable sites is added to the system, providing MCC data, Video & PTT.

Service from the MNO can be continued to provide expanded/redundant capacity and

coverage. In step 4 the original MCC network is discontinued. When devices are widely

proven, with a full application eco‐system, available at a lower cost, the “late majority” will

also begin to adopt mobile broadband, and have the possibility omitting step 2.

Figure 25: Example of roadmap for late adopter/early majority organisations Adapted from (SALUS, 2015, p. 44)

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2.9 Conclusion to Section 2 & Findings The purpose of section 2 was to achieve a better understanding of the business eco‐system

by sect rising the market into heterogeneous groups and analysing their current and

projected needs during the transition to digital PMR or mobile broadband. Service delivery

frameworks were examined and resulting MCC appropriate business models were then

defined and analysed. A time frame was established for these evolving technologies,

appropriate to the industry, and a technology mix was selected which will be attractive to

user organisations in this transitional period who are most likely “late adopters” or the

“early majority”. Using this technology mix, a migration path was then developed which

enables a seamless service transition from the users’ perspective.

Research Question 3 has been answered in part within section 1 and further

developed in section 2. The general network requirements, system features and

organisational goals of MCC Users were given in Section 1.1, Table 1, Table 2 & Section 2.5,

Table 4 respectively. These tables provide a broad, industry wide answer to the third

research question based on literature review.

Capabilities and development paths for LMR/PMR and mobile broadband were

examined and based on their properties when fit with the user requirements/expectations,

developed in response to Research Question 3, used to examine service delivery frameworks

for mission critical communications. Business models where then analysed to give the

answer to the first part of Research Question 2, see section 2.5.2 and Table 5. The second

part of question 2, depends on the best fit to unique user requirements, however all

applicable business models were described in sections 2.5.1 ‐ 2.5.3, while their relative

advantages and disadvantages can be found in Appendix 3.

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Empirical Research: Existing & Developing Networks

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3. Empirical Research: Existing & Developing Networks The S. Korean, UK, and US public safety LTE network rollouts have all suffered major delays

so far.(Jackson, 2019) Optimism bias causes managers to underestimate the true cost of

delivering projects, particularly large‐scale government projects, and to believe that they can

be completed in less time than necessary. They fail to identify the full extent of the risks

involved and tend to exaggerate their benefits. Factors which contribute to over‐optimism in

government projects can be seen in Figure 26. (National Audit Office, 2013) (Department for

Transport Behavioural Insights Team , 2017) (Flyvbjerg, 2014) (Clemons, 2019)

Figure 26: Factors that contribute to over‐optimism (National Audit Office, 2013, p. 5)

Reference class forecasting is a method which can be used to compensate for

optimism bias by adjusting predictions on future planned outcomes by examining similar

past situations and their outcomes. It should be noted that Reference Class Forecasting can

also be subject to optimism bias in the selection of selection of projects presented.

(Kahneman, 1974) (Kahneman, 1993)(Clemons, 2019) Bearing this in mind, existing digital

radio public safety networks in Europe and mobile broadband public safety networks

currently being deployed worldwide will now be examined in order to provide concrete

examples when further developing the answers to the research questions.

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3.1 Existing Networks Table 6 shows examples of the current national PMR public safety network contracts in

Europe. After examining the data presented, the following trends become apparent:

The majority of systems are Managed Networks where the government owns the

spectrum and user organisations are responsible for purchase and configuration of

radio terminals/devices (Device Management).

The majority of managed services are run by subsidiaries of the infrastructure

manufacturer. The network owner is typically the government, a local subsidiary of the

manufacturer or a combination of both.

Contract lengths of 10 to 20 years and a pilot phase of 0.5 to 2 years are standard.

Coverage levels >95%, (Norway is the exception with coverage of 79% which covers

100% of the population). The French and Italian systems are only 85 & 90%

respectively, but are incomplete at the time of writing.

Significant Cost overruns and complaints of a lack of transparency about cost

structuring & reporting are common. Payment structure can vary even within the same

country, when dealing with individual user organisations.

Significant project delays with network rollout, when they occur, can be longer than

the complete contract life.

The most common service delivery framework is Design‐Build‐Own‐Operate or Design‐

Build‐Maintain with user organisations responsible for device management (purchase

& configuration).

The selected business model for MCC is a function of service delivery framework,

network ownership & device management, and is not effected by number of users,

base stations, contract value or contract length.

The majority of user organisations have complaints about transparency, typically based

on bearing the costs of device management (purchase, configuration, maintenance)

and control room upgrades and integration.

Several regions or municipalities in Spain, France and Italy opted out of their national

public safety network and found alternative solutions as a result of fragmented

requirements and excluded users during the specification stage, transparency issues

or the cost of device management.

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Table 6: Examples of national PMR public safety network contracts in Europe *Contractor is Joint Venture, prime contractor represents technology supplier Adapted from (Kable Business Intelligence Limited, 2016)(Commission for Communication Regulation, 2013)(Kelly, 2010)(Dansk Beredskabskommunikation A/S, 2007)(SIstemade Radiocomunicaciones Digitales de Emergencia del Estado, 2007)(Radio Resource International, 2007)(Airbus Defence and Space, 2016)(Digital Health, 2007)(Mohamed, 2005)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(Mason, 2019)(Nodnett, 2019)(International Telecommunication Union, 1998)(Will, 2011)(Radix, 2003)(Commission for Communications Regulation, 2019)(Dansk Beredskabskommunikation A/S, 2009)

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3.2 Safe‐Net, South Korea After the Sewol ferry disaster in 2014, where emergency services suffered interoperability

problems, a countrywide dedicated 700 MHz LTE public safety network was announced.

Samsung won the contract to provide infrastructure and devices, and began with 2 pilot

projects from November 2015 to March 2018. SK Telecom & Korea Telecom are currently

carrying out the rollout & integration. Two rural phases were scheduled to cover most of the

country between 2018 & 2019 with phase three to cover the metropolitan cities in 2020, see

Figure 27. (Ministry of the Interior & Safety, 2018) (Chambers, 2017)

Figure 27: South Korean Safe‐Net Project Overview Derived from (Ministry of the Interior & Safety, 2018, pp. 12,13,20,23)

The system has been envisioned as multi‐hybrid system since its early stages, see

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Figure 27, with a gradual evolution towards 5G set for 2026, see Table 7. When the system

was first announced, it was projected to be completed by 2017, however implementation

problems led to a re‐planning: a 2nd pilot phase and a revised rollout plan, see Figure 28. At

this stage, Safe‐Net, after an initial slow start, appears to be a model on how to perform an

MCC network migration properly. The 2 phase pilot project, from November 2015 until

March 2018, provided an opportunity to validate function and performance while planning

and for the country wide integration with existing complementary systems.

A public forum was setup (http://safenetforum.or.kr/) allowing all users to provide feedback

on functionality and performance from all verticals and therefore increase stakeholder

engagement. This feedback and the results of extensive testing during the two pilot phases

led to the revised project rollout plan shown in Figure 28.

Table 7: Safe‐Net Evolution plan (Ministry of the Interior & Safety, 2018, p. 24)

Capacity is a major user concern, as PTT applications require high bandwidth due to

the nature of being “always connected” in order to achieve low response time in call set‐up.

Prioritising rural areas to fill‐in coverage holes where no network coverage existed previously

means that the completed network will offer better coverage than any system before and

can be further tested by users in low traffic scenarios. Safe‐Net works closely with the 3GPP

to take advantage of cheaper commercial solutions, which it has since optimised for public

safety users after feedback from the two pilot projects and the Safe‐Net forum.

Latest press releases indicate the project is on schedule as the network deployment

for phase three into the metropolitan areas has begun in May 2019. (The Critical

Communications Review, 2019)

In November, 2018, a fire at a Korea Telecom facility in Seoul, left customers unable

to make calls or contact emergency services (resulting in one fatality). The chairman for the

Korean Association for Terrorism Studies stated “It is necessary to split the public safety net

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(fire, medical, and police emergency services) and make system backups (redundancies)

compulsory,” while the minister of Science and Information, Communications, and

Technology, spoke to the CEOs of South Korea’s three major communication companies to

discuss their backup plans announcing that they “need to come up with plans that would

reroute traffic if such accidents, which shouldn’t happen again, happen”(Miller, 2018). This

would indicate that legislation is under consideration, forcing service providers to harden

their network resiliency, redundancy & security. This is of particular concern for Safe‐Net as

in some areas commercial networks will provide sole coverage for the emergency service.

Figure 28: South Korean Safe‐Net original & revised project schedule Adapted from (10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018) (Public Safety Communication Europe, 2019)

The government has committed USD $880 million to deploy the network and USD

$900 million for 10 years of operation. (Defence Research and Development Canada Centre

for Security Science, 2018, p. 17) This is in line with a European study which calculates OPEX

to be as much as twice CAPEX for a service lifetime of 20 years. (European Commission,


100,137,139)

3.3 FirstNet, U.S. The US does not have a countrywide network for public safety; MCC services are delivered

by state‐wide and regional networks using differing technologies (not interoperable). As

mentioned previously, the need for a single network, was first highlighted during the

collapse of the twin towers at the World Trade Center in 2001, where casualties among

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emergency responders were caused by a lack of interoperability between their incompatible

radio systems. (National Institue of Standards & Technology, 2005). The First Responder

Network Authority (FirstNet), was created in 2012 to address this need by establishing and

operating a national broadband network for public safety. As the technologies, operational

needs and interworking agreements between the many various public safety organisations

where extremely fragmented (the network is expected to be used by 60,0000 public safety

agencies), 5 Pilot projects, called the “Early Builder projects” were run from 2014 to 2016 to

test the concept:

1. Adams County Communications Centre (Adcom911),

2. Los Angeles Regional Interoperable Communications System (LA‐RICS)

3. Harris County, Texas

4. New Jersey’s JerseyNet

5. New Mexico Public Safety LTE Network

The FirstNet Early Builder projects with the issues they targeted are shown in Figure 29.

Figure 29: FirstNet Early Builder projects overview & challenges Adapted from (Kable Business Intelligence Limited, 2016, p. 20)

The outputs of the Early Builders Pilot project have been summarised and categorised

as shown in Table 8. FirstNet selected AT&T to be its partner for rolling out the network after

a tendering process in 2017. (AT&T, 2017) The contract has not been made public, so the

exact details are unknown. The FirstNet network rollout plan is shown in Figure 30. A 90‐day

period was set in December 2017, for all states to opt in, and all states decided to do so

before the deadline. (Douglas, 2017) A flow chart showing the award process and user

interoperability/transparency concerns can be seen in Appendix 4, Figure 49. There was a

court case which delayed the rollout as the award of the 25‐year contract to build and

maintain the network was contested. Details of the case were not made public; however, the

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award of the contract to AT&T went ahead. (Jackson, 2017)

Figure 30: US FirstNet Rollout Plan Adapted from (United States Government Accountability Office, 2017, p. 12) (Public Safety Communication Europe, 2019, p. 3)

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Table 8: Learning Outcomes from FirstNet Early Builder Projects Based on (Defence Research and Development Canada Centre for Security Science, 2018, pp. 8‐13) Verizon, another mobile network provider is also launching its own competing public

safety broadband network in March 2018, at the moment there is partial interoperability,

although it is still not clear if devices from one network can fully utilise coverage from the

other. (Douglas, 2018) FirstNet is already suffering interoperability problems where users are

concerned that “first responders will be unable to securely and directly communicate with

other jurisdictions in the way they expect.”(Southern Linc, 2019)

There are concerns from user organisations about:

Lack of transparency

Interoperability

Uncoordinated and inefficient adoption of technology

Policy and workflow issues

Governance Issues – management & tailoring of the service to local requirements

Training & other workforce issues

Coverage

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Funding – upfront costs for the migration and integration with parallel operation of

the existing networks

Interference from other networks, Interference and increased noise levels during

large scale events, Cross border interference (National & International)

Privacy – AT&T is currently appealing a privacy lawsuit as it claims not to be subject

to government privacy laws because it is operated and maintained by a private

entity. The case is scheduled for September 13, 2019.

(Pennsylvania State Police, 2019, p. 4)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019)

“FirstNet mobile unlimited plans are listed at $55.50 monthly per Smartphone for unlimited

talk, text, data, mobile hot spot and tethering. Unlimited talk, text and data is $46.25 per

month, and unlimited data, mobile hot spot and tethering for data‐only devices is $37 per

month. The AT&T enhanced push‐to‐talk (ePTT) is available for $12.35 per month without a

service commitment and an ePTT add‐on is $2.75.”(Wendelken, 2017). However, these prices

vary regionally. FirstNet intends to use under‐utilised capacity to generate revenue by

allowing non‐public safety users subscribe to its network, therefore monetising underused

spectrum, see Figure 31. (United States Government Accountability Office, 2017, p. 22)

Figure 31: FirstNet’s Financial Framework (United States Government Accountability Office, 2017, p. 19)

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3.3.1 Emergency Services Network (ESN), U.K. A study by the Centre for Economic Performance at the London School of Economics and

Political Science concluded that reserving spectrum for communications by emergency

services would improve public safety and bring a socioeconomic benefit that outweighs the

opportunity cost of forgoing the sale of this reserved spectrum, see Figure 32. (Grous, 2013)

Figure 32: Net socioeconomic benefit or cost of spectrum for UK PPDR Broadband Summarised from (Grous, 2013, pp. 5,31,34,39)

A transition from the nationwide TETRA network to an Emergency Services Network

(ESN) based on LTE broadband was announced, beginning in 2018 and to be in use by all

three emergency services by the end of 2019, with completion in 2020. At the time of

writing, June 2019, the migration from TETRA to mobile broadband, see Figure 33, is already

late, and is expected to last between 5 to 10 years more (Hall, 2018)(Rockman, 2019). Figure

33 also shows a breakdown of the expected subscribers to the ESN service. (Comptroller &

Auditor General, UK Home Office, 2019) The UK has a land area approximately four times

greater than South Korea, and its LTE network coverage was less than only 50% compared to

South Korea’s 97% when the project began making it a considerably more challenging

project to undertake. (Kable Business Intelligence Limited, 2016) ESN is intended to fully

replace the existing system, match it in all respects, allow users to take advantage of high‐

speed mobile data and cost less than the existing system. The existing system is a TETRA

network operated by Airwave Solutions Ltd, a subsidiary of Motorola Solutions. ESN will be

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delivered by a consortium made up of Motorola Solutions and EE (formerly Everything

Everywhere) a British commercial MNO and is intended to be run as a service resembling a

mobile phone company with emergency services as customers. Radio terminals will be

supplied by Samsung.

Figure 33: UK ESN coverage requirements & Rollout phases (Comptroller & Auditor General, UK Home Office, 2019)(Comptroller & Auditor General, UK Home Office, 2016)

Due to delays in implementation the Home Office announced a decision in

September 2018 to reset the project schedule. The options considered by the Home Office

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can be seen in Table 9. ‘Option B’ based on delivering a series of ESN products incrementally

to users was selected “because this is expected to be significantly cheaper. The Home Office

did not evaluate other options such as changes to the chosen technology, delivery model,

suppliers or the transition timetable, since these would have required longer extensions to

Airwave, increasing costs” (Comptroller & Auditor General, UK Home Office, 2019, p. 19).

Table 9: Options for resetting the Emergency Services Network (ESN) programme Summarised from (Comptroller & Auditor General, UK Home Office, 2019, p. 19).

A description of the eight products to be delivered by ESN and their expected launch

dates can be seen in Table 10. All of the ESN products have major issues at the time of

writing, excluding the first prototype service which has “significant issues” and the software

development kit which was not evaluated. It is expected that the date when financial

benefits from continuing with the rollout, outweigh the costs that incurred by continuing

with the TETRA systems operation, will not be until July 2029, “seven years later than the

prediction in the 2015 business case”, see Figure 34. (Comptroller & Auditor General, UK

Home Office, 2019)

Figure 34: Cumulative cost of the Emergency Services Network (ESN) and Airwave (Comptroller & Auditor General, UK Home Office, 2019, p. 23)

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Table 10: Emergency Services Network (ESN) products Summarised from (Comptroller & Auditor General, UK Home Office, 2019, p. 21)

An independent review found five major causes for the program delays:

1. Kellogg Brown & Root (KBR) failed to deliver planning and collaboration between the

other contractors. The review found that KBR’s role had been, “a recruitment vehicle… to

meet the contract price”.

2. Motorola and EE worked used different versions of the technical standards.

3. Disagreements on the scope of the project and accountability for end‐to‐end integration.

4. Changing specifications for software and user services during development.

5. Late delivery of radio handsets and vehicle equipment, coverage in the London

Underground and the air‐to‐ground service.

(Wendelken, 2015)(Comptroller & Auditor General, UK Home Office, 2019, p. 18)

There are indicators for more problems with this network migration in the future, which

have been mentioned, but not addressed in the latest Home Offices report:

The updated breakeven point is in July 2029, see Figure 34, with total financial and

economic benefits forecast to be £1.5 billion in the period to 2037, with the largest

component of economic benefit being police productivity. In the 2015 business case,

they expected a “saving of five minutes per officer per shift”. This assumption has not

been revised in the May 2019 report, and has still not been accepted by the police.

Further costs will be announced, expected in late 2019, as timetables are extended and

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contracts have to be renegotiated, which have not yet been included in the calculations.

The PTT technology has been changed to another solution, but “still requires significant

development and testing and will not meet user requirements until 2020 at the earliest”

Device to device communication is not yet supported.

1500 Prototype radio handheld terminals costing 24 million GBP successfully tested the

“ability to prioritise emergency services’ use of ESN, although this has not yet been fully

tested for the ESN system as a whole or in demanding scenarios”

There is no clear concept on how the ESN elements will work as a single coherent

system. The Home Office has stated it does not have the expertise/capability to fulfil this

role and is expects to find a partner for “programme advisory and delivery services” as

part of a new contract in 2019.

The financial burden each individual organisation will have to bear is not clear.

The timing of the phased rollout plan shown in Figure 33 is still not fixed. “The

emergency services consider the assumption that they can adopt ESN within 27 months

unrealistic and that up to four years will be needed to address the practical challenges.”

User organisations are not convinced that ESN will be “as good as Airwave in all

respects”. Major areas of user concern are listed in Table 11.

Coverage planning has already needed to be reworked twice (2017 & 2018) but EE

coverage still does not replicate the Airwaves TETRA network. The Home Office is

responsible for commissioning an additional 292 masts, but by March 2019 only 2 were

complete. Testing of coverage was reduced as only 100 of the 1000 planned radio

terminals were available. Results show that the coverage is available in 99% of the area

promised, however the exercise was mostly limited to testing coverage along roads. ESN

uses a less detailed database for coverage planning than Airwave, and coverage will

need to be tested off‐road.

Current financial, technological and scheduling projections are based on many

unconfirmed assumptions which need to be revised.

Summarised from (Comptroller & Auditor General, UK Home Office, 2019)

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Table 11: User concerns identified by the Home Office (Comptroller & Auditor General, UK Home Office, 2019, p. 32)

Figure 35: UK’s Emergency Service Network original & revised project schedule (Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016) (Public Safety Communication Europe, 2019)

As mentioned previously, the future delivery model of ESN will resemble a mobile

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phone company with emergency services as customers. External consultants commissioned

by the Home Office have recommended setting up a new government‐owned organisation

(GovCo) to run ESN once it is completed, but no decision has been reached as yet. A future

upgrade to 5G of the ESN system will need to be decided by this organisation, leading to

additional costs. EE went live with phase 1 of its 5G launch in 6 cities (London, Cardiff,

Edinburgh, Belfast, Birmingham and Manchester) on May 30th 2019, with another 10 cities to

follow this year and more planned before 2020. This commercial 5G offering is layered on

top of the existing 4G network requiring users to possess a 5G handset and 5G contract, as

well as being in the right location, driven by the “marketing opportunity to claim a 5G first”.

(Lomas, 2019)

3.4 Conclusion to Section 3 & Findings Many common challenges have been identified when examining the existing and developing

networks e.g. inefficient/uncoordinated technology adoption, coverage, transparency,

device management, unforeseen costs, interoperability, device functionality, control room

integration etc. Successful strategies for service implementation where also identified, such

as phased migration, pilot projects, user platform to provide feedback etc.

The advantages and disadvantages of MCC as a managed service analysed in chapter two,

were updated based on the empirical research carried out in chapter 3 and can be found

below in Table 12. Similarly, the relative advantages and disadvantages of the other business

models discussed in section 2.5, where updated and can be found in Appendix 3, Table 20 to

Table 22.

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Table 12: Advantages & Disadvantages of Managed Service Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety Communication Europe, 2019)(10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

Managed Service: Mobile Network & Devices as a Managed Service

Network Ownership: User Organisation Devices Management: MNO Spectrum Ownership: User Organisation


• Lower OPEX, Reduces network management costs

• Low CAPEX (Network & Devices) • Allow an external more focused and

capable organisation to operate/ manage the Network & Devices

• Complete Control • Coverage, Devices & Apps tailored to

MCC users’ requirements • High Network Resilience • Security • High Responsivity • Provider usually has close links to the

manufacturer with access to latest software releases, methods & training

• Control Room Integration • Revenue if commercial users added

• Forces a long term arrangement with one MNO

• Extra Services may not be included ( • Some loss of control once the network

if commercial users added • Spectrum Management, but easier for

Public Safety users to justify spectrum • Dedicated spectrum required with

eventually limited capacity • Long Rollout Process/Time to service • Some loss of control once the network

has commercial users


• Economies of scale & viable business case • MCC suits long range planning • No Spectrum Management • May be difficult to control if all resources

are available for Critical Communications users

• Additional revenue if commercial users added

• Attractive high quality network for professional commercial users with premium rate possibility

• High CAPEX (Network & Devices) • No Control • Commercial users may be hesitant to

move to network, if they know their service may be degraded during an incident

• Difficult planning and site building requirements

• Security Clearances • Bureaucracy • Network, Devices & Apps must be

engineered to meet MCC requirements, e.g. Resiliency, AGA & Indoor

• Device Management Required • Adapt Maintenance Schedules to MCC

operations • High Responsivity Required (24/7/365) • Difficult Control Room Integration

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The Service Lifecycle

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4. The Service Lifecycle The Information Technology Infrastructure Library (ITIL) have defined 5 stages in a service

lifecycle: service strategy, design, transition, operation & transition to retirement. (Wendle,

2017) In order to provide concise answers to the remaining research questions, where the

outputs of one answer can be logically built on another, the research questions have been

re‐ordered and mapped to the ITIL service lifecycle as shown in Figure 36.

Figure 36: Thesis Research Question mapped to ITIL Service Life Cycle Adapted from (Wendle, 2017)

4.1 Research Question 3

In order for a client to accept a managed service, the MSP has to be offer an “eclectic,

end‐to‐end solution set … tailored to customer requirements and idiosyncrasies”. (Stern,

2019) For an MCC MSP this means:

Fulfilling network requirements, see Table 1,

Deliver system functionalities, see Table 2,

Aligning their service with the user organisations goals, see Table 4,

Performing device management, (supply, installation, configuration, maintenance,

repair, refresh)

Control room Integration

Coverage of specific user critical areas – Indoor, Air‐Ground‐Air, tunnels etc.

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Go

als

Business Objective Aligned with client objectives e.g. “Protection of Life & Property

Capacity Design for “Worst Day” (Unpredictable) Coverage Design To protect Life & Property (Unpredictable)

Communication Design One‐to‐Many Communications

Service Priority Differentiation Significant Differentiation – Role & Incident Level (Very Dynamic)

End‐to‐End

Req

uiremen

ts Ubiquitous

Coverage Very high coverage availability within the defined service area, including in some cases remote and unpopulated areas.

Constant Availability & Resiliency

Instant and guaranteed channel access. Up to 99.999% link availability. Link redundancy so that if a route is interrupted, another route works immediately, see Figure 1.

Network Security

System and transmitted data have high levels of network security and integrity.

Customised Design

Designed to meet exact technical requirements, rather than for economic gain

Reliability Reliable operation, even in severe environmental conditions. Battery Backup Up to 96 hours power backup of all equipment Device Management Supply, installation, configuration and maintenance of devices

Longevity Longevity of life and support, e.g. 10 to 20 years.

System

Fun

ctiona

lities

Push‐to‐talk (PTT) Push and hold down a button while speaking, otherwise listening

Group Calls Each PTT transmission is heard by all members who have selected that particular talk‐group.

Fast Call Setup No dialling required for PTT calls Direct Mode Terminal to terminal, off‐network communication

Individual Calls Point to point, similar to phone calls between 2 individuals.

Encryption Calls cannot be monitored by external entities Closed User Groups Only group members can hear the communications of that group.

Telephone Network Access Possibility for users to dial out of the system

Caller Identification: Terminal display indicates talking party

Data Transmission Demand is growing for faster speeds

Table 13: Prerequisites user organisations require from MCC MSPs Adapted from (Wireless Technologies Finland Ltd, 2017) (Dunlop et al. 1999)(Liebhart, 2015) (European Conference of Postal and Telecommunications Administrations ‐ Electronic Communications Committee, 2019, p. 15) (The Critical Communications Association, 2017, p. 15)

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Service

Attrib

utes

Robust Capabilities

Fulfilment of prerequisites shown in Table 13 while conforming to local regulatory requirements, across multiple geographies.

Client Knowledge

Understanding of the user organisations day‐to‐day workflows, mission goals, priorities, & bottlenecks to achieve synergies in service delivery & eventually user resource management

Service Continuity

Seamless migration to the new service. No service outages during operation with disaster‐preparedness capabilities. No Project Overruns

Integrated Workflows

Integrate systems allowing users to be more productive. Connecting siloed systems and reducing inefficiencies in operations.

Real‐Time Awareness

Not only network status but personnel, vehicles, equipment & processes can be monitored remotely. Trends in this data can be used to optimise processes and provide early warning of potential problems.

Reporting & Transparency

Reporting assures visibility & accountability while demonstrating value. Service KPIs quantify value & demonstrate its increase over time. Reporting also supports recommendations for network upgrades or expansion.

Effective ROI Viable business plan that provides realistic ROI assessments before operation & actual ROI after the service is implemented

Security & Access

Secure & compliant management of the network, devices, user access and credentials which extends to cyber‐, documentation and physical security

Credibility Proven track record with strong ties to manufacturers, developers and local partners

Quality of Service

Methods to reduce risk & meet service delivery targets related to: Availability, Coverage, Prioritisation, Performance, Maintenance etc.

Control & Support

Formal governance model incorporating program and project management. Management tools and dashboards. Contractual SLAs with service targets

Skills & Resources

Provider needs deep skills relating to the technology to deliver an optimal solution, good client fit, 24/7 support, on‐site spares.

Table 14: Attributes of Mission Critical Communications Managed Service Providers Adapted from (Accenture, 2015)(Auvik Networks Inc., 2015)(AT&T, 2019)(Bakker, 2010, p. 18)(Cisco Systems Inc., 2008)(Cisco Systems Inc., 2016)(Comptroller & Auditor General, UK Home Office, 2019, p. 32)(Critical Communications Broadband Group – Strategic Case Group, 2015)(Defence Research and Development Canada Centre for Security Science, 2018, pp. 10,11)(Deloitte UK, 2018)(European Commission, 1998)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014, pp. 100,137,139) (European Union Agency for Railways, 2018)(Folkerd & Spinelli, 2009)(Holman, 2011)(IBM, 2018)(IDC research sponsored by IBM, 2013, p. 14)(London Ambulance Service, 2019)(McKinsey & Company , 2018)(Ministry of the Interior & Safety, 2018, p. 24)(National Vulnerability Database, 2019)(Serrat, 2010)(Stern, 2019)(Technology Business Research, Inc, 2014)(The Critical Communications Association, 2019, p. 9)(Walther, 2016)

The basic prerequisites, which any MSP needs to be capable of fulfilling before being

considered by a client to deliver MCC as a service, can be seen in Table 13. These conditions

would also have to be satisfied by the user organisation if they ran the service internally. In

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order to be an attractive option to user organisations an MSP must also possess the

following attributes; see Table 14, as described below:

4.1.1 Robust Capabilities As stated, the MSP must be able to fulfil the conditions given in Table 13, but must also be to

do so while conforming to local regulatory requirements, across multiple geographies. (IDC

research sponsored by IBM, 2013, p. 14) For instance, providing service across multiple

jurisdictions, while conforming to different regulatory limitations on transmitter output

power or building regulations on antenna placement and tower construction.

4.1.2 Service Continuity Project overruns can lead to users being reluctant to adopt a new service so it is essential

that the service is available on schedule. Users need to be seamlessly migrated to the new

system so that there is no operational impact during the switchover. This can be done by

operating both the original system and the new one in parallel during a user familiarisation

phase. Users should not feel any negative operational impact when the old system is

switched off. Once operation commences, service continuity needs to be provided using

automated, resilient and redundant systems, so that if an element failure occurs, no service

outage results. An output from FirstNet’s pilot phase was that network operators must

adjust their maintenance schedules around operational needs, see Table 8. (Defence

Research and Development Canada Centre for Security Science, 2018, p. 11) (Folkerd &

Spinelli, 2009) (Holman, 2011)(AT&T, 2019)(Cisco Systems Inc., 2008)

4.1.3 Client Knowledge The MSP must possess an in‐depth knowledge of the user organisations unique mission and

service needs – “even if they don’t fully understand them themselves” in order to deliver

service excellence. (Auvik Networks Inc., 2015) Understanding of the user organisations day‐

to‐day workflows, mission goals, priorities, and bottlenecks will enable synergies in service

delivery and user operations.(Accenture, 2015)

4.1.4 Integrated Workflows The new service needs to be integrated to the clients existing systems, over the entire

operational area and fit to their operational behaviours, this includes integrating control

rooms and dispatch centres as well as providing maritime, air‐ground‐air, in‐building or

tunnel coverage as required. (Ministry of the Interior & Safety, 2018, p. 24) (Comptroller &

Auditor General, UK Home Office, 2019, p. 32) If users have many different departmental

specific applications with little or no integration, systems become siloed. Siloed systems with

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no integration eventually lead to efficiency problems. (Serrat, 2010) The service should be

designed to converge “siloed” operational, IT and communications environments.

(Technology Business Research, Inc, 2014) Integrating systems where users have different

levels of security and therefore access can be difficult and should be coordinated carefully

with the client. (National Vulnerability Database, 2019) The UK’s Policing and Criminal Justice

Minister estimated savings up to 4.5 million hours of officer’ time each year and reductions

in patrol car mileage of 20% by switching to wireless broadband and paperless office

processes. (Loeb, 2014)

4.1.5 Real‐time awareness Real‐time awareness is now much easier to achieve with modern networking technologies.

This now extends not only to the network itself but also to the client organisations

equipment, personnel and other resources. Radio terminals are equipped with GPS, even

functioning inside when combined with Indoor Positioning Systems (IPS), allowing personnel

and vehicles to be monitored from control rooms and dispatching centres. Equipment

health, operational/ process status, inventory levels and maintenance can also be monitored

by sensors and controlled over the network similarly. The MSP can also offer to feed data on

the networks health, status, activity, coverage and other KPIs to a dashboard to give the

client remote monitoring capability. Trends in this data can be used to optimise processes

and provide early warning of potential problems allowing the client to put proactive

solutions in place. Real‐time awareness enhances the quality and timeliness of decision

making to make a positive impact on operational demands. (Auvik Networks Inc.,

2015)(Walther, 2016)(London Ambulance Service, 2019)

4.1.6 Reporting & Transparency Reporting assures visibility & accountability while demonstrating value. Service KPIs quantify

value & demonstrate its increase over time. Reporting also supports recommendations for

network upgrades or expansion. (Walther, 2016) Real‐time reports on the network health

can be fed to a client accessible dashboard showing network element status.(Cisco Systems

Inc., 2016) This information can also be fed to the user forum, encouraging feedback,

showing the network rollout status, acquiring user inputs during troubleshooting and

building up user engagement. As mentioned previously, trends in this data can be used to

optimise processes and provide early warning of potential problems. (Auvik Networks Inc.,

2015) Reporting was raised as an issue during FirstNet’s pilot phase where it pointed out that

reporting must be enhanced beyond status warnings and distributed to the network project

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overseers. (Defence Research and Development Canada Centre for Security Science, 2018, p.

11) Reporting also enables transparency which has been an issue in most public safety

networks that were analysed as part of this study, see Table 6, and has also been an issue for

the UKs ESN and FirstNet in the US.

4.1.7 Effective ROI The MSP must provide a viable business plan that provides realistic ROI assessments before

operation & actual ROI, made visible by good reporting practices, while the service is

running. In a study for the European commission, OPEX of an MCC system was estimated to

be as much as double CAPEX over the complete network life of 10 to 20 years. OPEX was

approximated at a static value of 15% with amortisation durations and renewals being

balanced out by increasing support and maintenance costs towards the approach of end of

life of the equipment. (European Commission, Directorate‐General of Communications

Networks, Content & Technology, 2014, pp. 100,137,139) MCC MSPs offer deferred CAPEX

and annual OPEX reductions of 15 to 30% yielding a lower total cost of ownership. (Bakker,

2010, p. 18)

Figure 37: Typical Mission Critical Communications Managed Service Provider Payment Structure Adapted from (Bakker, 2010, p. 16)

Increased user productivity will bring additional financial benefits to the user

organisation, by integrating the service into their processes, increasing organisational agility

and freeing up time, so users can concentrate on the organisations prime mission. Further

saving will be achieved by eliminating the necessity for third party consultants (e.g. spectrum

management) and savings on the costs and time needed to train in‐house staff. (IDC

research sponsored by IBM, 2013, pp. 6,8)(McKinsey & Company , 2018)

4.1.8 Credibility The MSP, its parent company or consortium and local partners must have an established

reputation for excellence within their respective sectors and overall financial stability. Strong

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financials that are not overly reliant on a few customers, combined with good customer

retention are indicative that, long term, quality service can be provided despite business

cycle fluctuations. The MSP needs to have strong multi‐vendor support extending to network

and device management, equipment manufacturers, application development & local

installation partners. It is important that the MSP has a demonstrated capability of managing

multiple vendors to deliver purpose‐built, vendor agnostic, adaptable and scalable solutions.

A proven track record of delivering low‐risk, high‐benefit solutions shows that the MSP has

the skills and expertise to sustainably support the user organisation over the 10 to 20‐year

period required of a typical MCC service life cycle. (NWN Corporation, 2016)(The Critical

Communications Association, 2018) (Stern, 2019)

4.1.9 Security & Access The MSP must perform secure & compliant management of the network, devices, user

access and credentials to provide “defense in depth”. Service security has overlaps to

network security but also refers to the secure & compliant management and operation of

the service itself, including security clearances, documentation, network use, network

equipment, device management, user access (physical or virtual) and their credentials (Auvik

Networks Inc., 2015) (Cisco Systems Inc., 2008) An example to illustrate the difference is that

even if the network uses secure/authenticated/encrypted communications, but the service

stores records or passwords on an insecure server, then security is comprised. “The Provider

shall ensure that all infrastructure assets are physically secured” and “document the history

of access to each site.”(Critical Communications Broadband Group – Strategic Case Group,

2015) Independent audits are needed to verify that appropriate controls are in place.

4.1.10 Quality of Service The MSP will use best practice methods to reduce risk & meet service predefined delivery

targets (IDC research sponsored by IBM, 2013, p. 14) The MSP will need to provide

contractual QoS assurance through Service Level Agreements (SLAs) defined with service

targets that align with the clients priorities as per Table 13. (European Union Agency for

Railways, 2018) Three main KPIs have been found to be of particular relevance to MCC users

and will need to be guaranteed:”coverage, prioritisation and network availability”(The

Critical Communications Association, 2019, p. 9) The service must have clearly defined

success criteria and associated penalties for failing to meet them.

4.1.11 Control & Support The MSP must have a formal governance model incorporating program and project

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management. (IDC research sponsored by IBM, 2013, p. 14) It should be structured following

ITIL methodology and best practice, ISO:27001 ‐ Information Security Management,

ISO:20000 ‐ IT Service Management and ISO:9001 ‐ Quality Management. The MSPs parent

company provides the client with a performance bond, usually valued at between 5 & 10% of

the complete contract price which can be redeemed if the MSP fails to meet its contractual

obligations. As the service is an important part of the users’ operations an exit plan must be

produced soon after commencement of the service, which includes steps for transition to

another service on termination of the contract. This transition should be enabled without

interruptions and with high requirements for secure and stable operation. When the time

comes, the MSP must provide all assistance required, within reason, for a fair re‐tendering of

the service.(Critical Communications Broadband Group – Strategic Case Group, 2015)

4.1.12 Skills & Resources A major advantage of MSPs in general is that they make specialized skills available that

would be otherwise hard to source and maintain. (Deloitte UK, 2018) In general, MSPs have

more dedicated technical capability to deliver services using the latest methods and

techniques than the client organisations own personnel. (IBM, 2018) Ideally an MSP should

have local partners which are familiar with the local conditions and permissions needed for

any installation or construction work to be carried out quickly and efficiently. (European

Commission, 1998) An output from FirstNet’s pilot phase was that staffing levels and

qualifications for managing networks was a problem. (Defence Research and Development

Canada Centre for Security Science, 2018, p. 10)

4.1.13 Unique Requirements There are also additional requirements for each market sector and organisation, of

which a full description is outside the scope of this study, as each client organisation is

unique. Two examples of additional unique sector/organisational specific requirements are

given in Figure 38 from the mining and utilities sectors. In open‐pit mining, machinery

changes the topography of the area to be covered while blocking the signal in that area. This

requires the network to be redesigned continuously using updated geographical data to

ensure available coverage from multiple transmitters in the users’ area of operations. In off‐

shore wind parks, wind turbines are unsuitable for antenna mounting due to shadowing

from the turbine blades. Transformer platforms can be used, but often have helicopter pads

on the top deck, which means that antenna mounting has to be restricted to sides of the

lower decks, requiring multiple directional antennas to achieve coverage over the users’

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operational area.

Figure 38: Examples of unique customer solutions (Burke, 2017, pp. 155‐159)


4.2.1 Tendering Process & Pre‐Sales Although larger systems go through a tendering process, the purpose of which is to

objectively evaluate offers from different companies based on a weighted list of their

compliance to different customer requirements and pricing, bidding companies can also

differentiate themselves by offering added value services and features which are important

to the customer in the alternate offer section of their bids. (Khanna, 1997) (Watt, 2010).

Often a more expensive supplier will “win in spite of a high price, because he can convince

the customer that he gets something that exceeds the expectations.” (Lauesen, 2004) It is

therefore crucial for suppliers to design an offer which fulfil the customers baseline

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expectations at a reasonable cost and identify key optional services/features which the

customer values in order to differentiate themselves enough to win the contract. The

requirements which have been identified in the answer to research question 3 are general,

while those feature/services which will differentiate one offer from another by generating

“customer excitement” are unique to each customer.

4.2.2 Build Relationships Consequently, to acquire the data necessary to develop solutions which are suitably

attractive, an in‐depth knowledge of the client is needed and early engagement is necessary.

A study on “Best Practices in Customer Relationship Management in the B2G market”

recommends that this relationship building “is essential but takes time, sometimes 2‐3 years

before the start of the procurement process”. (Bryan, 2009)

Figure 39: Relationship building actions for B2G contracts (Bryan, 2009, p. 12)

As can be seen in Figure 39, the recommended steps for early relationship building actions

for B2G contracts are:

Find the right people: at the executive level this means influencers and decision

makers such as the senior responsible “owner”, but also the service end users in order

to indentify the “pains” which the service should relieve and the “gains” which the

service should bring.

Establish credibility & commitment by going through the pre‐qualification processes

necessary to be permitted to bid.

Understand the customers drives & goals such as new policies and the objectives

which the service is intended to meet.

Be aware of the options and risks involved before making a bid. Many conditions can

be expected to change within the 10 to 20‐year lifecycle of a typical MCC system

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4.2.3 Competition

Figure 40: Public safety network key technology partners

(Kable Business Intelligence Limited, 2016)

The pre‐sales team needs to be aware of the strategies of competing MNOs and MSPs, e.g.

features offered, expansion plans, service levels and pricing. Examples of technology

partners for public safety by contracts held in different regions are shown in Figure 40.

Samsung, although not present in the 2016 study shown in Figure 40, is set to become a

major player in MCC with the supply of terminals to UKs’ ESN and FirstNet in the US as well

as infrastructure and devices to S. Koreas’ Safe‐Net.

4.2.4 User Exclusion & Fragmented User Requirements

Figure 41: Taxonomy of user exclusion failures Adapted from (Folkerd & Spinelli, 2009, p. 38)

In a study on user exclusion and fragmented requirements capture in publicly‐funded

information system projects (Folkerd & Spinelli, 2009, pp. 35‐38), which also included UK

police force organisations in its research pool, six consequences of user exclusion in the

specification phase were identified, see Figure 41. It was found that “in the large majority of

cases the act of user exclusion is unintentional in nature, resulting from an incomplete

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stakeholder identification process.” (Folkerd & Spinelli, 2009, p. 38) Identifying the concerns

of these otherwise excluded users will allow a more competitive offer, and address issues

which can be difficult to resolve once the contract has been awarded. Several regions or

municipalities in Spain, France and Italy opted out of their national public safety network and

found alternative solutions as a result of fragmented requirements and excluded users

during the specification stage. (Kable Business Intelligence Limited, 2016)

4.2.5 Identifying & Prioritising Attractive Added Value Service Options

Figure 42: Market Opportunity Navigator, Spiral Lifecycle Model, Value Proposition Design & Business Model Canvas Based on (Gruber & Tal, 2017) (Graham et al. 2006, pp. 127‐129) (Osterwalder & Pigneur, 2010)

When additional user requirements or operational/process related challenges have

been identified, they can be treated as opportunities for the vendor to offer additional

optional features/services in the bid process. Using the market opportunity navigator,

potential opportunities can be identified, evaluated for attractiveness and can be ranked for

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inclusion in the offer. (Gruber & Tal, 2017) The spiral model can be used to generate

solutions to these opportunities; it is a mixture of the classic life cycle and the prototyping

life cycle, which also includes risk management, recommended for use in radio network

design. (Graham et al. 2006, pp. 127‐129) The four phases of the spiral life cycle are

“planning (and improving the plan), risk analysis, generating metrics to determine the quality

and characteristics of the design, and customer evaluation.” (Graham et al. 2006, pp. 127‐

129) The output of the spiral model can then be assessed for customer‐fit using the value

proposition canvas to assess how well it fits to the customer profile. (Osterwalder & Pigneur,

2010) Finally, the proposed solution can be assessed for feasibility using the business model

canvas for implementation by the provider. (Osterwalder, Pigneur & al., 2010) The author

proposes that this should be an iterative process, worked through by the pre‐sales and bid

team before inclusion in the offer, see Figure 42.

Figure 43: Kanos model for product development and customer satisfaction, Communicating Competence Matrix &, results from Research Question 3 Based on (Golfetto, 2008, p. 19)(Kano, 1984)

A study on communicating competence concluded that it is achieved by “the product

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(which we call “solid” or “standardised” competence) … the supplier’s ability to align with the

customers processes and needs (“fluid” or “adaptable” competence), while the function of

effectiveness (innovation, for example) and networking are almost exclusively centred on the

potential of capability (fluid competence) provided by the supplier to the customer.”

(Golfetto, 2008) The author suggests that these categories should be used to emphasis the

qualities and/or refine the services to be offered. Categorising the elements of the service

offering and mapping them to a matrix for creation of value and type of competence

together with Kanos model for product development and customer satisfaction will result in

a strategy on how to emphasise services and features as a pre‐sales activity, see Figure 43.

Capabilities in the form of Quality/Service price ratio bring value in the form of efficiency,

innovative services demonstrate efficiency while access to the MSPs relationshsips with

manufacturers and other partners are networking effects. The author suggests that those

values which fit to Kanos “Expected Quality” form the basis of the tender offer as a Minimum

Viable Product (MVP) in order to participate, while focusing on a particular selected small

subset of “Customer Delighters” to be the “Customer Satisfiers” which tip the balance to win

the contract. “Customer Delighters” which are not necessary to win the contract should be

“parked” and offered as additional services once the contract has been won, in order to

grow the business.

4.2.6 Categorising & Demonstrating Component/Service Oriented Attributes Feature Kanos Model Orientation Method of Demonstration

Push‐to‐talk (PTT),Group Calls, Fast Call Setup time, Direct Mode, Individual Calls, Encryption, Closed User Groups, Telephone Network Access, Caller Identification, Encryption, Data Transmission, Battery Backup, Service Priority Differentiation

Base Level Expectation

Component Oriented

Standard Compliance. Inviting customers to trade shows, seminars, demonstrations at the manufacturer/operator premises or at the customer premises using deployable systems

Ubiquitous Coverage, Constant Availability & Resiliency, Network Security, Customised Design Parameters, Reliability, Longevity, Aligned Goals, Control Room Integration, Deferred CAPEX, Coverage of specific user critical areas, Reduced Opex , Innovative features adapted to user behaviour

Customer Delighters/ Customer Satisfiers

Service Oriented

Product Mock‐ups, Pilot project, Detailed planning proposals, Financial projections

Table 15: Example of categorising component/service oriented attributes

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Having identified the elements, both mandatory and optional, which will be included

in the offer and decided on which ones to emphasise in order to build up customer

engagement, effective methods have to be found in order to demonstrate competence. A

study on service lifecycle management for “beyond 3G” (B3G) customers (Raverdy, 2008, p.

10) recommends categorising them as either them as either component or service

orientation. System functionalities such as call setup PTT, Group Call, Call Setup duration etc.

are component orientated and can simply be demonstrated. This can be done by inviting

customers to trade shows, seminars, demonstrations at the manufacturer/operator

premises (Bryan, 2009, p. 15) or at the customer premises using deployable systems. More

involved features which require user interaction in the design process or integration with the

customers existing infrastructure may require a pilot project. Pilot projects have been shown

to be common practice for nearly all existing public safety networks examined in section 3,

Table 6 and also for the mobile broadband public safety systems currently being rolled out in

S. Korea, and the US.

Figure 44: User Oriented design applied to Coverage Performance Levels (Burke, 2017, p. 97)

Coverage design is a complex example of a service oriented feature which requires

effort to demonstrate pre‐sales competence, as it needs to be tailored to each unique

customer organisation and needs greater care to involve the customer. An in‐depth

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knowledge of the user organisations current network, short comings and strengths, how the

end users interact with the network and apply it to their workflows will be essential so that

the new service is to be perceived as an improvement by the users. Documentation on the

existing networks design and operation as well as frequency licenses, equipment parameters

and configuration should be acquired from the customer before any proposal for the new

service is made. This may be difficult, as such data is often subject to security approvals or is

commercially sensitive but needs to be examined (subject to NDA and security clearances) so

that any future network replicates or exceeds the functionality and performance of the

existing network. For non‐governmental systems, technical parameters on existing

transmitters can be acquired from the responsible local regulatory authorities e.g. from the

website www.senderkataster.at in Austria.

The author recommends displaying absolute fieldstrength values as performance

criteria tied to coverage levels which can be easily understood by end users, see Figure 44.

When coverage maps are then imported to the customers Geographical Information System

(GIS) or to Google earth, they can then be examined by users and zoomed in to particular

areas of interest to examine the expected system coverage at these locations.

The radio link between a base station and a radio terminal is usually calculated for a

user operating at ground level, in a standing position with the terminal worn on a belt, held

in the hand or at head height according to ITU standards. (International Telecommunication

Union (ITU), 2015) This model should be adjusted in each case as user operational behaviour

can invalidate this model. A range of subscriber profiles for MCC based on data acquired on

GEMBA walkabouts, measurements and discussions with end users from different market

sectors can be seen in Appendix 5.

Indoor coverage planning requires detailed plans of the customer buildings, and it

may not be possible to place antennas or route cables to their optimal locations for

achieving coverage e.g. refineries have pressurised areas to prevent fires from spreading

with special regulations on cable routing. Exporting the indoor coverage plans produced as

multilevel layers in Google earth allows customers to scroll through the building to see

coverage levels in different areas similar to traversing a video game. Modular architectural

models can be quickly built to facilitate discussion on optimal antenna placement or to

trouble shoot problems areas see Appendix 6. These methods provide coverage levels that

fit to the end users’ operational behaviour and make coverage levels visible so that end

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users can participate in the coverage design and optimisation process. (Burke, 2017, p. 97)

Examples of methods to demonstrate other service attributes can be seen in Table

16. This concern for end user operational behaviour and requirements at all levels of the

network design and implementation, will be rewarded by superior performance of the

managed service, and will also build up customer satisfaction, confidence and feeling of

ownership, even before the network rollout has begun.

Service

Attrib

utes

Robust Capabilities Reference List, Reference Project visits, Customer testimonials, demonstrations

Client Knowledge

Detailed system planning based on user operational behaviour & processes. Pilot Project

Service Continuity

Detailed migration plan. Demonstration during Pilot Phase. System redundancy test cases

Integrated Workflows

Detailed proposals, demonstrations of service adaptations, Reference Project visits, Customer testimonials,

Real‐Time Awareness

Detailed proposals, demonstrations of service adaptations, Reference Project visits, Customer testimonials,

Reporting & Transparency

Reporting assures visibility & accountability while demonstrating value. Examples of typical Quality of Service reports can be generated and KPIs reworked with customers to form the basis of SLAs

Effective ROI Viable business plan, Proposals for future additional services which bring the client operational benefits

Security & Access

Reference List, Accreditation e.g. ISO:27001 ‐ Information Security Management, Security Audit by third party consultant or customer. Fulfilling pre‐qualification requirements. Background Checks & Security Clearances

Credibility Proven track record with strong ties to manufacturers, developers and local partners. Reference List, Reference Project visits.

Quality of Service

Detailed proposals on methods to reduce risk & meet service delivery targets related to: Availability, Coverage, Prioritisation, Performance, Maintenance etc.

Control & Support

Formal governance guidelines including program and project management. Management tools and dashboards. SLA templates with service targets

Skills & Resources

Team Resumes, Reference List, Reference Project visits, Customer testimonials, Industry Certifications

Table 16: Methods of demonstrating competence for service oriented attributes as a pre‐sales exercise


The general network requirements features and goals of MCC Users have been summarised

in Table 13. These are standard across all MCC market sectors, end‐users train to use these

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features as a reflex, with techniques (e.g. Radio Alphabet, Status Codes & Callsigns) to

communicate quickly and effectively under extreme conditions or in emergencies. If these

basic requirements are not fulfilled, customer satisfaction levels will drop and they will

quickly become disillusioned, seeing the new service as a downgrade, regardless of

additional features offered.

Figure 45: Comparison of Lewin’s 3‐step change model & Kotter’s 8‐step change model

(Stadtmüller, 2017)

Lewins 3 step & Kotter 8‐step models for organisational transition and the principals of

“Implementing New Technology” can be applied to the migration of MCC to a managed

service. (Leonard‐Barton & Kraus, 1985)(Kotter, 1996)

4.3.1 Unfreezing/Sense of Urgency The first step in Lewins process is to create awareness that change is required while John

Kotter recommend in “Leading Change”, the first step is to establish a sense of urgency. In

the user organisation and government, this will already have taken place before the service

is contracted, , for instance raising awareness that interoperability problems have caused

emergency worker deaths.(Chambers, 2017) Within the MSP it may be more difficult:

transitions that have a pre‐sales duration of three years, see section 4.2 , rollout times of up

to 10 years, and a service life of 10 to 20 years, see Table 6 can cause complacency.

However, there are many implementation deadlines which will have to be met that are

dependent on different stakeholders. Government organisations have yearly budgets that

effect the following years budget, procurement departments have long acceptance

procedures, network rollout is seasonal work that is limited by bad weather in many

countries and emergency workers operate 24/7 with different peak times than commercial

businesses. Penalty clauses escalate and if a window of opportunity is missed it can have

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cascading effects throughout the complete milestone plan. These factors provide enough

crisis situations to motivate the transition team, MSP and other stakeholders to embrace a

sense of urgency.

4.3.2 Guiding a coalition Kotter recommends a coalition be made to guide the transition, made up of key‐players with

management responsibility, from diverse cross‐functional teams, good reputation/high

credibility, established track record for leading change. (Kotter, 1996) In “Implementing New

Technology”, it is proposed that managers engaged with transforming an organisation have

to fulfil a dual role, serving as both developers and implementers. (Leonard‐Barton & Kraus,

1985) If the managed service is to be accepted in its early stages, the implementation team

must include the following roles (note more than one role can be assigned to a single person,

or a role can be spread over several people) within the user organisation/MSP:

1. A sponsor – highly placed enough to ensure resources/manpower are received as

needed and wise to politics within the user organisation

2. A champion who acts as ambassador for the new service but also acts as a sales

person, diplomat and problem solver.

3. A project manager responsible for logistics and administration

4. An integrator (not technical integration!) who can mould the group and manage

conflicting priorities.

The champion or sponsor should have enough authority within the user organisation to keep

things rolling if enthusiasm wanes during transition. The introduction of the managed service

will meet resistance to change; for every champion there is an innovation assassin. The

sponsor/champion must have enough authority to overcome this resistance. (Leonard‐

Barton & Kraus, 1985)

4.3.3 Develop a Vision & Strategy Once the client organisation has contracted the MSP, there should already be a clear vision

in place that explains what and why the transition is taking place. If not this should be

rectified. Figure 46 shows how the vision can be executed: a migration path for an

organisation with a narrowband network beginning a phased migration to wireless

broadband. This migration path should be valid for organisations undergoing the migration

from digital radio to broadband until after 2030, with the omission of step 2 beginning after

2027 based on the analysis carried out in section 2.7, and also fits to the migration path

proposed for Germany in Figure 19. (Federal Agency for Public Safety Digital Radio, 2019, p.

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6) As with the transfer to the managed service, the hand over of the technology has to be

seamless, as shown in the migration path developed in Figure 46, so that after a

familiarisation period where both systems operate in parallel, the users don’t feel any

impact on their operational behaviour when the original system is switched off.

Figure 46: Migration Path from the user perspective Adapted from (SALUS, 2015, p. 44)

4.3.4 Communicate Change/Marketing Perspective Kotter states that people wont support what they don’t understand, (Kotter, 1996)

“Implementing New Technology” suggests that the easiest way to accomplish the integration

of both the managed service team and users is to think of service implementation as internal

marketing. Marketing is distinct from selling, as selling begins with a finished product,

whereas marketing begins with user needs and preferences. Marketing executives are

concerned with how to “position their product in relation to all competitive products and are

concerned with distribution channels and the infrastructure needed to support product use.”

(Leonard‐Barton & Kraus, 1985) A marketing perspective forces the MSP to engage with

users in the early stages of migration to:

1. Optimise the service‐user fit

2. Prepare users for the new service

3. Develop the organisations feeling of “ownership” of the new service

(Leonard‐Barton & Kraus, 1985) The S. Korean government setup a platform to develop and

increase stakeholder engagement, http://safenetforum.or.kr, allowing all end user

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organisations to provide feedback on functionality and performance from all verticals.

Another effective method for acquiring end user inputs is the GEMBA walkabout. “Gemba”,

a Japanese term meaning "the actual place", is a method borrowed from Lean Management

and Quality Function Deployment that refers to a process where engineers or managers go

to the factory floor to understand operational issues, gather data and look for opportunities

to solve problems or optimise. This is particularly relevant to the MCC industry: if the

managed service considers the users’ operational area as its factory floor, the service design

team should visit to see how the users interact with the equipment and utilise the service.

At this stage flaws in the new service providers understanding of the clients’

operational requirements or the clients understanding of the new systems abilities should be

addressed so that both parties are fully aware of the scope of the new service. This is also an

opportunity to demonstrate knowledge of the “clients unique business and networking need

– even if they don’t fully understand them themselves.”(Auvik Networks Inc., 2015)(Graham,

2006, pp. 195‐223) Unclear scope was a problem for the UKs ESN service and several existing

systems analysed in Table 6.

4.3.5 Change/Empower Action The users are now learning new ways of thinking about the service but there are

multiple internal markets which the MSP can now concentrate on. Having requirements

defined by the top management of the user organisation increases the probability of success

of implementing the service but the best definition of the requirements is only available

from the end‐users. Therefore, the most successful strategy for acceptance is to have change

driven by top management, to fulfil requirements defined by end users. This is also in line

with studies on the UK police forces adoption of IT initatives (Folkerd & Spinelli, 2009, p. 38)

(Bryan, 2009, p. 12) Again as mentioned previously, the Safe‐net User Forum and pilot

projects have worked well in this regard. (The Critical Communications Review, 2019)

“Selling top management on the case for new technology—without simultaneous

involvement of user organizations in the decision‐making process—is not enough. It is

equally important for users of an innovation to develop “ownership” of the technology.”

(Leonard‐Barton & Kraus, 1985) Having involved the users in the setting of the proposed

managed services goals, and making clear that the fulfilling of these goals is of paramount

importance to the services and therefore the organisations future success, the next step is to

prepare the users to receive it. Implementation often fails due to underestimation of the

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scope or importance of such preparation. “Successful implementation requires not only

heavy investment by developers early in the project but also a sustained level of investment

in the resources of user organizations”. (Leonard‐Barton & Kraus, 1985) The managed

service implementation managers need to develop an “iterative framework to guide

decisions about when and how to collect needed information from all groups affected” by

the manages service. (Leonard‐Barton & Kraus, 1985)

“The most common reasons for opposition to a new technology are fear of the loss of

skills or power and absence of an apparent personal benefit”. Staff members of the user

organisation deskilled through the new technology to be introduced by the managed service

can be a strong source of resistance to its adoption. Some outcomes of the US pilot projects

were that “Staffing levels and qualifications for managing networks must be recalibrated, as

the level of complexity in the management of an LTE network exceeds that of an LMR

network. Knowledge must be shared so that departing employees do not become single

points of failures”(Defence Research and Development Canada Centre for Security Science,

2018, p. 10) If the potential deskilled staff members can be identified before the service

launch, a synergy can be achieved by converting them, as with the opinion makers to be

advocates for the new service within the user organisation. If they can be educated on the

new technologies, and participate in Train‐the–Trainer courses they can become advocates

for the new service and begin the training process with other users. As an MSP, a company

which is usually a subsidiary of a manufacturer, see Table 6, there is the possibility to get

access to advance trainings for these new advocates while gaining the additional advantage

of better vertical market integration for the service.

4.3.6 Generate Short Term Wins Kotter defined short term wins as visible to the majority of the organisation, showing

obvious improvement, and visibly stem from the change. (Kotter, 1996) Effective promotion

of the new service by the MSP staff, organisation executives and opinion leaders will help to

kill hype (5G, AI, commercial offerings) that can lead to disillusionment of the end users with

the new service. Within the migration period, network completion phases and successful

pilot projects can be framed as short term wins, and are common industry practice. Table 6

shows that from the 8 networks examined 6 ran pilot projects. The US and S. Korean MCC

broadband projects, ran 2 and 5 pilot projects respectively. A common time period for such

pilot projects in the MCC industry is 6 months to 2 years which can also be seen in Table 6,

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but the length of the pilot project is dependent on the size of the full system, the number of

users to be involved in the pilot project and how close the service demonstrated in the pilot

is to being an actual final product/service. Pilot projects demonstrate technical feasibility to

top management and will be a credible demonstration for end users. (Leonard‐Barton &

Kraus, 1985) Simple steps to engage user organisations where the product or service is as yet

unavailable can be to issue multi‐mode terminals, registered to the existing digital radio

service and a local mobile broadband provider. Issuing these terminals to opinion‐leaders

and other selected end users allows them to maintain their normal operational behaviour

while getting a feel for the new technology. Deployable base stations can be set up for tests

in the users’ local environments as mobile pilot projects, short demonstrations or road

shows using easily available test frequencies (standard practice for calibrating radio

propagation models) if the local broadband provider is deemed unsuitable. Apps for police

are already available, see section 2.2.6 , and as mentioned in the US pilot projects, users had

success in developing their own apps during the 2 year pilot projects. An even more cost

effective solution are ruggedized smart phones which can be issued pre‐launch and

programmed with the proposed features of the upcoming service to generate “buy‐in” or

feeling of ownership among the users. Each successful trial period, network coverage

expansion or feature activation can be leveraged as a short term win. Twitter and facebook

may not be appropriate platforms for informing security conscious users about these wins,

but the user forum and organisational intranet can be used to keep the organisation as

whole updated on the networks progression, acceptance by different departments and their

various successes achieved through use of the service.

4.3.7 Consolidate Gains and More Change One method of consolidating gains and keeping up momentum during the migration phase is

to convert “hedgers”, these are risk‐averse managers who neither support or stand against

the new service, waiting for signals from others on how to act. Hedgers can damage the

adoption of the service if they are key to the implementation plan. It is up to the sponsor or

champion to make sure that hedgers receive the correct signals from the rest of the

organisation. (Leonard‐Barton & Kraus, 1985) Converting hedgers to supporters takes three

steps:

1. Top management need to take a symbolic but clear action in favour of the new service

and technology e.g. Hosting an event to launch the service/pilot project

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2. Support managers at all levels of the organisation to send the correct signals. If the new

service is introduced to enhance safety, then safety should be emphasised throughout

the organisation.

3. Managers must adapt the criteria for performance assessment of end users into

conformance with the capabilities of the new technology. Measured productivity often

drops when a new technology/service is introduced, leading supervisors to think that

staff are underperforming instead of revising their KPIs. (Leonard‐Barton & Kraus, 1985)

4.3.8 Refreeze/Anchor Change within the Culture Ideally the managed service must offer a tangible personal benefit to all end users.

Managers within the client organisation may see the benefits to the organisation as a whole,

but may fail to see that these benefits are made visible to end users. It is important that

benefits are seen through encouragement from supervisors and feedback on how the new

managed service and technology is affecting performance. (Leonard‐Barton & Kraus, 1985)

To really incentivise end users, it would be necessary to find a method to translate

organisational level benefits into user rewards, but this would be outside the scope of a

managed service to affect. One suggestion is that body cameras have a clear advantage to

the end user in shielding officers from liability by presenting an objective witness during

incident reviews. This reduced liability can be converted to insurance premium savings paid

by the user organisation and some of these savings be contributed to the officers’ pension

scheme so that end users receive a tangible benefit.


The Managed Service Provider (MSP) business model depends on winning customers,

retaining them and generating recurring revenue. (Analysys Mason, 2019, p. 1) Retaining

customers is even more vital in the MCC sector, because, as Table 6, compared to

commercial telecoms operators:

1. Contract lengths are extremely long – 10 to 20 years,

2. Relatively few end users – 100s to several 100,000s instead of millions

3. Contracts with client organisations instead of with each individual user

A recent survey of MSPs worldwide shows that most do not track customer satisfaction, only

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38%, & retention metrics, only 40%, (Analysys Mason, 2019, p. 2) MSPs which track

customer satisfaction retain 12% more customers than those who don’t. It follows that

retention is likely even higher for those MSPs with higher customer satisfaction scores. The

process of tracking customer satisfaction correlates with higher customer retention rates,

although it’s not the measuring of customer satisfaction that makes the difference, it’s

indicates that the type of company which measures client satisfaction and retention, is also

the type of company which works to improve them. (Analysys Mason, 2019, pp. 2, 3)

Therefore, the first KPIs to be measured to retain customers when the service is running are

Customer Satisfaction and Customer Retention. Customer retention is a lagging indicator, so

it would be also necessary to track customer loyalty, as this would be a more useful indicator

of customers’ intentions to abandon the service. A study on how federal contractors

increase customer satisfaction concluded that the three main components are

understanding the customer’s needs, building relationships & creating a customer

satisfaction program. (Market Connections Inc. & Salesforce, 2016)(Market Connections, Inc,

2019)

4.4.1 Customer Satisfaction As can be seen in Figure 39, and discussed in the answer to research question two the first

step for building B2G relationships is to find the right people. At the executive level this

means influencers and decision makers such as the senior responsible “owner”, but also the

service end users in order to indentify the “pains” which the service should relieve and the

“gains” which the service should bring. (Bryan, 2009) As mentioned in the answer to

research question one the most successful strategy for acceptance is to have change driven

by top management, to fulfil requirements defined by end users, which is also in line with

studies on the UK police forces adoption of IT initiatives (Folkerd & Spinelli, 2009, p. 38)

(Bryan, 2009, p. 12). Taking this into account, customer satisfaction and loyalty should be

tracked at two levels in the client organisation: executive and operational. MCC user

organisations generally have two levels of interaction with the MSP while the service is

running; on an organisational level (senior client) and as end users (operational client). On an

organisational level finance, purchasing, technical, project and service managers interact to

verify or revise deliverables, contracts, schedules, QoS reports and SLAs. In fact, the user

organisation/responsible ministry, see Table 6, as a whole is usually the “actual customer” as

they are paying for the service. Therefore, the KPIs designed to track the customer

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satisfaction of end users (operational client) are a subset of the KPIs to track the customer

satisfaction of the user organisation (senior client).

Table 13 shows a range of Quality of Service (QoS) reports and suggested contributing

KPIs with which MCC MSPs can track senior client customer satisfaction derived from studies

in analogous fields such as inter‐organisational partnerships, infrastructure, construction &

large engineering projects, B2B/B2G Customer Relationship Management (CRM.)

Organisatio

nal (Senior Client)

Commitment Time, resources & nature of MSPs contribution to senior clients organisational goals

Communication Responsiveness, frequency & nature of communications

Sharing Frequency/amount and type of info/data exchanges

Trust/Dependability Frequency of meeting expectations (confidence in MSP): fulfilment of requirements, compliance to regulations, competence, SLA Breach

ROI ROI realised from service & service enabled initiatives Productivity/Execution efficiency

Number/percentage of service enabled initiatives & projects finished on schedule and within budget

Corporate Social Responsibility Ethical behaviour, Sustainability and Green Issues

MSP Employee Attitude Employee turnover rate, Absenteeism, Employee Net Promoter Score (NPS), Empathy with the customer, Bonuses Paid

Innovation and improvement

Number of new initiatives for service improvement introduced. Up‐selling & expansion of services.

Dissatisfaction Number and seriousness of issues, penalty clauses activated, Service reductions

User Satisfaction End user (Operational Client) satisfaction rate / service quality / Tangible evidence

Table 17: Suggested QoS reports and contributing KPIs to track senior client/organisational customer satisfaction Based on (Zhao, 2002)(Hongyang, 2013)(Windapo, 2015)(Kolis, 2013)(Sarshar, 2009)(Straub,

2009)(Lee, 2016)(Bryan, 2009)(Yarimoglu, 2014)(Parasuraman, 1985)(Ghorbani, 2014)

It is important to note that these KPIs need to be reviewed periodically to ensure that

they drive the right behaviour by the MSPs employees, partners and sub‐contractors or that

the KPIs themselves are still relevant. As an example, incentive schemes for the sales team

would need to be restructured after winning the contract so that they are still motivated to

visit the new client with regards to up‐selling and service expansion. These KPIs should form

the basis of a regular QoS reports some of which can be passed to the senior client to ensure

visibility of the MSPs value to the user organisation.

QoS reports issued to the client organisation are combined with how the QoS is

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perceived by the users to update their requirements and generate updated SLAs. These

updated SLAs form the basis for the MSP to revise its planned QoS and take measures to

optimise their service delivery. This iterative process of service delivery optimisation is

shown in Figure 47.

Figure 47: The four perspectives of QoS used by MSPs to optimise service delivery Adapted from (Santiago, 2013, p. 7)

Operational clients interact with the service primarily through its use, however for

MCC customers, that is precisely the wrong time to look for feedback on customer

satisfaction. Examining the end‐users “customer journey” presents other opportunities to

increase customer satisfaction and get feedback. End users also interact with the service

when they receive information about the new service launch, give feedback during the

design phase, receive training, are issued a device or have it installed in their vehicle, get

support when there are problems, track trouble tickets, access the service user

portal/forum, during periodic maintenance/replacement of equipment/ devices and finally

migrate to a new solution when the service reaches end of life. Each of these interactions

can be an opportunity to increase customer satisfaction and get feedback. Assessing

customer satisfaction during training, using the service user portal/forum, issuing and

installation of devices can be as simple as survey, but can also be done by interview for key

situations such as during pilot projects which will affect the service design during its initial

phases.

There are many possible KPIs associated with tracking, or directly tracking customer

satisfaction of helpdesk support, however they generally fall into the following categories:

Time ‐ Response Time & Resolution Time. These refer to the time taken to respond to

the customers issue and the period from the first call until the issue is resolved

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First‐call resolution rate – Can the issue be solved with the first call.

Number of Tickets & Ticket Backlog‐ Number of issues, and number of issues which

are not resolved within a predefined period

Resolution Plan – Is there a plan in place to solve this issue, or must it be escalated, it

is particularly important to inform the customer if the solution needs to be

implemented at another time, so that they don’t become frustrated

Customer Satisfaction (CSat) – did the service meet or surpass customer

expectations?

Net promoter score (NPS) – how likely are you to recommend our service to a

colleague?

Based on (DiCostanzo, 2010) (Forbes, 2017)(Watts, 2017)

Bad scores on any of these KPIs are indicative that the support desk needs to be

strengthened, e.g. more staff, increase ongoing training, better support documentation.

From FirstNet’s Pilot projects it was shown that network operators need to improve their

device management & configuration and schedule maintenance around the users’

operations, see Table 6. Handheld terminals can be sent, preconfigured, to user premises for

distribution to the end users but vehicle terminals need to be installed. This should happen

during vehicle maintenance or routine downtimes so that the end users are not

inconvenienced during operations. Any easy way of polling customer satisfaction at this

stage is a follow‐up email to see if they users are happy with the installation, device

condition, configuration, installation procedure with invitation to provide feedback by

participating in the user platform to suggest potential improvements in the service.

When the service enters end of life, and the user organisation is preparing to migrate

to a new solution, it is important to have the documentation on network interfaces, terminal

configurations, frequency permissions, security procedures, access controls etc. prepared for

a smooth transition to the new service provider. Customer satisfaction can be assessed at

this point as part of the protocol of removing equipment, and signing over documentation,

keys, etc.

4.4.2 Customer Retention & Customer Loyalty Although it may seem that customer retention is pointless to measure in MCC

networks as clients are typically locked in to 10‐20 year contracts, the client organisations

themselves are made up of individual regional organisations, many with fragmented user

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requirements. When individual regional organisations are unhappy with the service, they

have opted out and found alternative solutions – this is currently the case for some public

safety organisations in Spain, France and Italy, see Table 6. A major contributing factor to

the UKs switchover from Airwave to ESN was that ESN would be more cost effective over its

operational lifetime, see Figure 34. This shows that customer churn happens with MCC,

albeit on a different scale than with commercial network operators. As stated previously,

customer loyalty is a lagging indicator, it only shows that customers have not abandoned the

service yet. Customer loyalty, although harder to achieve, is a leading indicator as not only

will a loyal customer continue to use the service, but they also would recommend it to

others. As previously stated, customer loyalty can be assessed using the Net Promoter Score

(NPS) method when assessing customer satisfaction.

4.4.3 Service Quality A study (Lee, 2016) on factors influencing customer loyalty in B2G business concluded

that service quality has a directly positive influence on customer satisfaction and therefore

has a positive impact on customer loyalty. There are many technical event counters which

automatically track various parameters in telecommunications networks which can be

combined to generate KPIs and form the basis of QoS reports. Examples of KPIs tracked by

MSPs for MCC networks are established call rate, dropped call rate, access failures,

abandoned call rate, call set‐up and cell drops. (Bakker, 2010, p. 14).

A study by the Belgian federal authority concluded that for MCC networks “three

main KPIs will need to be guaranteed: coverage, prioritisation and network availability”.

(The Critical Communications Association, 2019, p. 9). From the authors research there is no

effective method currently in place to deliver these outputs regularly to MCC customers as

QoS reports. These three KPIs will now be examined with regards to achieving customer

satisfaction and therefore increasing customer retention.

4.4.4 Coverage Coverage planning involves the software‐based generation of coverage predictions

using radio propagation models, equipment parameters and geographic data bases. These

coverage predictions are then used as a basis for planning the network. Measurements are

made to calibrate the predictions to actual performance and these inputs are then used to

optimise the network design, pre‐rollout, and are part of the system acceptance procedure,

and later an SLA of the service. (Critical Communications Broadband Group – Strategic Case

Group, 2015)(Graham, 2006, pp. 225‐253) Another part of the system administration of the

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network, the Network Management System (NMS) monitors, displays and logs the health of

all elements in the network. (Dunlop et al. 1999, p. 199)

The author proposes that a layered view of all the individual base station coverages

be combined with the NMS data to provide a nearly real‐time view of the system coverage. If

a network element fails, then that individual base stations coverage is automatically

removed from the layered view and the display of system coverage is therefore kept

updated. This view of the systems coverage can be fed to the clients’ management

dashboard or even the user organisations online forum so that end users can see the “nearly

live” coverage of the system. If the data is too security/commercially sensitive, it could be

made available only at customer premises where only end users have access e.g. dispatch

centres.

Coverage maps can also easily be exported to formats such as Google earth to allow

users to scroll to their location and see the status of coverage in their area, see Appendix 6.

This functionality can display network coverage status during rollout and normal service and

would be useful to get user feedback, build up user engagement and generate a sense of

ownership within the user organisation. Measurement campaigns are expensive to run, but

user radio terminals can be polled or programmed to send coverage level status as inputs to

the coverage optimisation process. User terminals can also be programmed to log the

position where it leaves coverage and then transmit that position when it returns to the

system without user interaction. (AT&T Mobility, 2011) (Chrostek, 2018, p. 18)

In this way, an automated feedback loop has been created where coverage can be

seen in “nearly real time” by users who have been given access and updated from the actual

performance of user terminals in the field and monitoring inputs of the NMS. This coverage

KPI can then be expressed as a % of area to be covered. If the MSP takes action to modify

settings or install additional equipment as required, coverage is then continually improved

based on user feedback and automated measurements.

4.4.5 Prioritisation Prioritisation is important for MCC because it allows a user to make a priority call despite

network congestion. (Dunlop et al. 1999, p. 189) An example would be if a user presses the

emergency button on a radio terminal and is immediately put through to a dispatcher,

whereas another user of lower priority gets interrupted or cannot make a call if no other

network resources are available. This is a standard feature of digital radio systems and

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mobile broadband and is easily implemented on dedicated networks without commercial

traffic. The problem is that if commercial users and MCC users share the same network, local

regulations may forbid the prioritisation of particular traffic, known as network neutrality,

which is the case in Austria (The Critical Communications Association, 2019, pp. 6, 7, 8). The

author suggests that in the situation of commercial users sharing a network with MCC users

in a jurisdiction where call prioritisation is forbidden, commercial users be given an opt‐in

clause in their contracts where they accept for their service to be interrupted if needed

during emergency situations. The number of priority calls placed and their success rate can

easily be fed from traffic logs as a KPI to display combined with the coverage QoS report, and

therefore make the prioritisation feature visible to the client. This data can also be used by

the MSP to add extra capacity where needed, and used to increase customer satisfaction as

any prioritisation problems are seen to visibly addressed by the MSP.

4.4.6 Network Availability As mentioned previously, many call events are tracked by network administrators already to

form meaningful KPIs for MCC MSPs: established call rate, dropped call rate, access failures,

abandoned call rate, call set‐up and cell drops. (Bakker, 2010, p. 14). When combined with

data on user terminal registration/deregistration from the system and the coverage tracking

KPI method described above a meaningful QoS report can be generated for network

availability.

4.4.7 Other Service Quality KPIs Similarly, other QoS reports can be developed from functional KPIs based on the MCC

prerequisites listed in Table 13. Network resiliency can be evaluated by monitoring link

activity and the utilisation of alternative link routes or coverage from redundant sites.

Reliability is already evaluated by monitoring network element downtime. Battery backup

capability can be displayed by monitoring when network elements are operating on battery

and ensuring that sufficient battery capacity is available for each network element. The

European Commission have surveyed typical battery backup requirements of different public

safety networks, which can be as much as 7 days in some areas. (European Commission,

Directorate‐General of Communications Networks, Content & Technology, 2014, p. 59)

As demonstrated, there are already many parameters and event loggers which are

automatically monitored as part of a modern telecommunications system to be used as part

of the trouble shooting or optimisation process but are not used in reporting to the user

organisation to demonstrate value. The author proposes that these could be utilised in order

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Interpretation, Discussion, Future prospects

Page88

to add to the MSPs value proposition by being presented to the customer in an easily

understandable format to increase customer satisfaction and therefore retention.

5. Interpretation, Discussion, Future prospects

5.1 Industry Findings Current analog radio communications users will migrate either to digital radio or subscribe to

a mobile broadband service within the next 6 years, see Figure 22. Digital Radio is expected

to be the dominant system for MCC organisations globally until approximately 2030. The

majority of EU PPDR organisations will be using mission critical broadband by 2027, however

Multimode‐Hybrid Networks will play a strong role over the next 10 years until MCC

broadband matures, and existing systems reach end of life. (IHS Markit, 2018, p. 20) (Public

Safety Communication Europe, 2019, p. 20) Unless spectrum in the 450 MHz or 700 MHz

range is made available for MCC broadband users, or MCC user organisations develop

partnerships with commercial MNOs, digital radio systems will still be used in non‐urban

areas beyond 2035. Unless spectrum is made available in the 600 MHz range to MCC

organisations, 5G will only be used for MCC in urban areas, smaller operational areas or

through partnerships with MNOs. (European Commission, Directorate‐General of

Communications Networks, Content & Technology, 2014, pp. 102‐103)

A seamless migration path for organisations with a narrowband network beginning a

phased migration to wireless broadband was analysed in sections 2.8 & 4.3.3, see Figure 25

Figure 46 This migration path should be valid for organisations undergoing the migration

from digital radio to broadband until after 2030. Step 2 can be omitted after approximately

2027 based on the analysis carried out in section 2.7, which also fits to the migration path

proposed by Germany in Figure 19. (Federal Agency for Public Safety Digital Radio, 2019, p.

6)

MNOs will not ignore the MCC market sector as “competition limits profitability

improvement”, especially in Europe, Middle East & Asia Pacific.(S&P Global, 2018) “For

telecom service providers, the next steps are to package an easy‐to‐buy, off‐the‐shelf

commercial solution; build a delivery organization that responds to very strict Service Level

Agreements (SLAs); and gain market awareness of customers’ deployment challenges and

ecosystem properties.” (Ericsson Consumer & IndustryLab Insight Report, 2018, p. 3)

Facing competition from commercial operators, equipment manufacturers who

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previously had supplied directly to MCC customers, will need to move away from pure selling

or managed networks. Managed service or subscription packages will have to be considered

in order to stay competitive or complementary partnerships with commercial service

providers will need to be developed. Samsung, which was not present in a 2016 study on key

technology partners for public safety, see Figure 40, is set to become a major player in MCC

with the supply of devices to UKs ESN, FirstNet in the US as well as infrastructure and devices

to S.Koreas Safe‐Net. (Kable Business Intelligence Limited, 2016)

If regulatory authorities continue to reserve spectrum for governmental services or

offer it at prices that only commercial providers can afford, or only on a country wide basis,

they will eventually drive regional MCC users to commercial providers. If commercial

providers have an effective monopoly, there may be increased risk of reduced service levels,

or one‐size‐fits‐all services, which was shown to be unsuitable for the various heterogeneous

MCC sectors, unless competition is sufficient to force superior service levels. Based on

experience gained in developing the MCC broadband standards, the 3GPP has also learned

to concentrate more on verticals in the future. (3rd Generation Partnership Project (3GPP),

2019, p. 6)

5.2 Research Questions In the answer to research question one, see section 4.3, a method was described

which maintains superior customer satisfaction during the transition to MCC as a managed

service based on Kotters 8‐step models for organisational transition (Kotter, 1996) and the

principals of “Implementing New Technology”. (Leonard‐Barton & Kraus, 1985)

The answer to research question two was developed in sections two and three with

an analysis of the managed service advantages and disadvantages to be found in section 3.4

as well as an analysis of the available service delviery frameworks and other business models

given in Sections 2.4 to 2.5.3 and Appendix 2 & 3 respectively.

Research question three was answered in Section 4.1 based on analyses carried out

in Sections 1.1 & 2.5, with supporting evidence from project implementations in Section 3.

The answer to research question four is given in Section 4.2, and includes methods of

differentiating an offer during the tendering process, and the most efficient ways to

demonstrate competence/fulfilment of MCC user requirements as a pre‐sales activity

In the answer to research question five, see section 4.4, KPIs, QoS reports and

measures were described to monitor and maintain organisational (executive client) and end

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Page90

user (operational) customer satisfaction in a B2G environment in order to retain customers

once the managed service is running.

5.3 Further Work: Evolution of the Managed Service Business Model

Figure 48: Phases of Telecom Managed Services Adapted from (Schmitz, 2018, pp. 89‐98)

Figure 48 illustrates the phases which managed services for telecom networks have gone

through. Managed services in the telecom sector have moved from providing network O&M

and technical staff to improving network quality and customer experience. In “Future Telco.

Management for Professionals”, Schmitz proposes that the next stage of Managed Services,

Managed Services 4.0, will be better agility in production and operations to deliver customer

centric solutions and services.

The author proposes that the next step will go beyond this, and particularly for

equipment manufacturers and network providers to capture the MCC market, will be user

oriented network design and, potentially, up‐front financing of the managed service,

depending on the risks involved.

An opportunity exists for equipment manufacturers and network providers to finance

the purchase of equipment and rollout of networks for user organisations, and to then

configure and run the network tailored to the user organisations operational requirements.

Operations & maintenance staff from the manufacturer, network provider or trained staff

from the user organisation, as well as spare parts and network management equipment can

be located at, or nearby the customer premises in order to achieve efficient response times.

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Spectrum can still belong to the customer; however, the regulatory formalities can be

carried out by either third party consultants or as an additional service from the equipment

manufacturer or network provider. The user organisation pays a monthly fee, per radio

terminal, proportionally higher than that of the subscriber model, but retains control of the

network. The value proposition for the customer is that in this way, the user organisation has

effectively outsourced the financing of the network over its operational lifetime and

owns/controls a network tailored to their specific operational needs. This is particularly

attractive and implementable for user organisations who currently own and operate their

own networks as they already own the existing radio masts and sites premises. The

manufacturer has the opportunity of entering a previously untapped new market area where

they have, most probably, a previous or existing customer relationship from supply of

equipment to the existing network. MNOs can try to leverage the coverage from their

existing network as a redundant solution to the new dedicated and resilient network

designed specifically to meet the user organisations criteria. As shown in Figure 13, many

MCC user organizations have already issued standard Smart phones to their staff, so MNOs

also have a pre‐existing customer relationship to leverage, but would have to harden and

tailor their networks in order to offer the same service as a dedicated MCC network.

5.3.1 Research Limitations MCC business models and B2G organisational customer satisfaction is a niche field with few

academic resources. By its very nature these sources may have been redacted for security

reasons or to protect commercially sensitive data. Many contributions had to be taken from

empirical research into existing and developing solutions as well as from analogous fields.

There is much confusion in the available literature between potential service delivery

frameworks and future business models, which are interconnected but serve different

purposes.

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Appendix 1

Table 18: Mission Critical Communications Technologies Based on: (Tait Radio Communications Ltd, 2010, p. 10) (Ketterling, 2004, pp. 20‐21) (John Dunlop, 1999, pp. 124‐126) (Office of Communications, Previously the Radiocommunications Agency, 1988)(Icom America Inc., 2008, p. 3 & 4)(TETRAPOL Forum, 1999)(European Telecommunications Standards Institute, 2005)(European Telecommunications Standards Institute (ETSI), 2008) (International Union of Railways, 2013) (European Telecommunications Standards Institute (ETSI), 2011)(EDN (Electrical Design News) Network Staff, 1999, p. 1) (Do, 2017 )(Hytera Communications, 2018)(PDT Digital Trunking System Industry Association, 2010)(Laughton, 2012) Cited by (Burke, 2017, p. 29)




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Appendix 2: Hybrid Scenarios

Table 19: Advantages & Disadvantages of Scenarios 1 to 3 for End User organisations Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)

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Appendix 3: Advantages & Disadvantages of Managed Networks & Full Service Offering

Managed Network Network Ownership: User Organisation Devices Management: User Organisation Spectrum Ownership: Usually User Organisation


Lower OPEX, Reduces network management costs

Allow an external more focused and capable organisation to operate & manage the Network

Complete Control Coverage tailored to MCC users’

requirements Network engineered to meet some of the

MCC key requirements High Network Resilience High Security High Responsivity Revenue if commercial users added Provider usually has close links to the

manufacturer with access to latest software releases, methods & training

Control Room Integration

Highest CAPEX: (Cost of deploying Network & Devices)

Extra Services may be included (Unlimited Data)

Forces a long term arrangement with one MNO Device Management required Some loss of control once the network if

commercial users added Long Rollout Process/Time to service Dedicated spectrum required with eventually

limited capacity Spectrum Management, but easier for Public

Safety users to justify spectrum Some loss of control once the network has

commercial users


Economies of scale & viable business case Attractive high quality network for

professional commercial users with premium rate possibility

MCC suits long range planning Lowest CAPEX No Device Management required No Spectrum Management Additional revenue if commercial users

added

No Control Commercial users may be hesitant to move to

network, if they know their service may be degraded during an incident

Difficult planning and site building requirements Network must be engineered to meet MCC

requirements e.g. AGA & Indoor Security Clearances Bureaucracy Adapt Maintenance Schedules to MCC operations High Responsivity Required (24/7/365) Difficult Control Room Integration Commercial users may be hesitant to move to

network, if they know their service may be degraded during an incident

Table 20: Advantages & Disadvantages of Managed Network where End User Organisation owns the Network Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety Communication Europe, 2019)(10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

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Managed Network Network Ownership: MNO Devices Management: User Organisation Spectrum Ownership: Usually MNO


• No Network CAPEX & Lower OPEX, Reduces network management costs

Allow an external more focused and capable organisation to operate & manage the Network

• Provider usually has close links to the manufacturer with access to latest software releases, methods & training

• No Spectrum Management • Competition between MNOs may

bring prices down • Control Room Integration • Fast Time to service

• Need to form a commercial long term arrangement with a suitable operator

• Operator will charge for extra services • Device CAPEX & Management required • Lower Responsivity • Lower Security • Coverage not tailored to MCC users’ requirements • Network not engineered to meet MCC requirements • Network resilience may be compromised • Increases reliance on commercial operator • No Control • Large ecosystem, but lack of ruggedized terminals • High reliance on commercial operator • Some loss of control once the network has

commercial users • May need governmental investment in all involved

MNO networks and lost investment if MNOs merge


• Control • Economies of scale & viable

business case • Attractive high quality network for

professional commercial users with premium rate possibility

• MCC suits long range planning • Less difficult planning and site

building requirements • No network engineering meet MCC

requirements No Device Management required Additional revenue if commercial

users added

• High CAPEX (Cost of deploying Network) • Commercial users may be hesitant to move to network,

if they know their service may be degraded during an incident

• May be difficult to control if all resources are available for MCC users

• Difficult planning and site building requirements • Security Clearances • Bureaucracy • Adapt Maintenance Schedules to MCC operations • Governmental investment may be classified as State

Aid • Difficult Control Room Integration • Spectrum Management, but easier to justify spectrum

with Public Safety users • Commercial users may be hesitant to move to network,

if they know their service may be degraded during an incident

Table 21: Advantages & Disadvantages of Managed Network where MNO owns the Network Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety Communication Europe, 2019)(10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

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Full Service Offering: Mobile Broadband Usage as a Service Subscription Model

Network Ownership: MNO Devices Management: MNO Spectrum Ownership: MNO


• No Network or Device CAPEX • Lowest Opex, No network management

costs • Competition between MNOs may bring

prices down • Fast Time to service • May be difficult to control if all resources

are available for Critical Communications users

• No Spectrum Management

• Need to form a commercial long term arrangement with a suitable operator

• Total reliance on commercial operator • Operator will charge for extra services • No control • Coverage, Devices & Apps not tailored to

MCC users’ requirements e.g. AGA & Indoor

• Low Network Resilience • Low Security • Slow/No Response to Change Requests • Low Network Resilience • Low Responsivity • Large ecosystem, but lack of ruggedized

terminals • Some Device Management Required • No Control Room Integration


• Complete Control • Economies of scale improve with more

viable business case • Easier to justify spectrum with Public Safety

users • No planning and site building requirements • Forces a long term arrangement with End

User Organisations with many users • Coverage, Devices & Apps not tailored to

MCC users’ requirements e.g. AGA & Indoor • Least Bureaucracy • Least Security Clearances Required

• Commercial users may be hesitant to move to network, if they know their service may be degraded during an incident

• Spectrum Management, but easier to justify spectrum with Public Safety users

• Some Device Management Required • Device CAPEX • Commercial users may be hesitant to move

to network, if they know their service may be degraded during an incident

Table 22: Advantages & Disadvantages of Full Service Offering Adapted from (SALUS, 2015)(European Commission, Directorate‐General of Communications Networks, Content & Technology, 2014)(CEPT ‐ European Electronic Communications Committee, 2015)(The Critical Communications Association, 2018)(Comptroller & Auditor General, UK Home Office, 2019)(Kable Business Intelligence Limited, 2016)(Grous, 2013) (Pennsylvania State Police, 2019)(Police Executive Research Forum, 2017)(Ramey, 2019) (Southern Linc, 2019) (United States Government Accountability Office, 2017)(Public Safety Communication Europe, 2019)(10th Emergency Preparparedness Working Group, 2016) (Ministry of the Interior & Safety, 2018)

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Appendix 4: FirstNet Award Process

Figure 49: What happened: Interoperability and FirstNet Adapted from (Pennsylvania State Police, 2019, p. 4)

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Appendix 5: Subscriber Profiles for different end user operational behaviours

Table 23: Example Handheld Subscriber Profiles 1 (Burke, 2017, pp. 70‐73)




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Table 24: Example Handheld Subscriber Profiles 2 (Burke, 2017, pp. 70‐73)




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Table 25: Example Mobile Subscriber Profiles 3 (Burke, 2017, pp. 70‐73)




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Appendix 6

Figure 50: Indoor coverage plans imported to Google Earth (Burke, 2017, p. 169)

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Figure 51: Architectural models to display Indoor Planning Results (Burke, 2017, pp. 126,171)

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