twork operators on the basis of competition, which may leave the locality with no NGN at all because local regions are usually too small for investments by private telecom operators. Public-private funding. Private network operators can bid for public broadband and NGN funds, for example to help telecom/ICT investments in some rural areas. This is also most commonly targeted at deployment of fiber access. Similar approaches can be applied for backbone networks and international links, especially needed in emerging economies where there is not enough market demand that can sustain private-only investment with justified business logic for investments. Private funding. In this case the funding comes from the telecom operators them- selves (based on debt funding) and/or from other private investors. However, every such investor typically considers the risk to the investment and the return of the investment (i.e. payback rewards). The question is, what will be the revenues ver- sus costs over time (for longer and shorter time periods)? Another problem comes from the uncertainty of both future prices (which influence the revenues) and number of customers. With the saturation of the number of customers connected to broad- band and to NGN, the motivation for private (commercial) funding drops, which is a natural business reaction to having no growth potential. However, ICTs going into different verticals by using NGN and broadband access (where broadband does not equal NGN) gives more options for growth in new sectors, hence attracting new fund- ing sources into the telecom private business, which may give very positive future expectations and thus motivation in the telecom (and NGN) business. Overall, the need for a consolidated network supply becomes critical as network oper- ators (telecom operators) tend to deliver broadband services to their customers. The convergence given with the NGN transformation helps operators to reduce costs in the longer term (one network fits all services, including those that require stri