ࡱ> 40Cvwxyzl z U M N O \uv{g+HIJ%` bjbj"x"x .$@@       zVVV8,. 2$T+,       $!h $L+  WWW+  @ W   W V_   g4Z8Vs  V 0 xl$Ll$2l$ TWWWWWWW+ + BWWW WWWW...D... 4T"v        Question 1: Please provide the word version of SoCalGas AMI Application, A.08-09-023, filed on September 29, 2008. SoCalGas Response 1: Attached please find the following word documents: SoCalGas AMI Application (without appendices) Chapter I SoCalGas AMI Vision and Policy Chapter II Summary of AMI Business Case Chapter III SoCalGas AMI Deployment Plan, Costs, and Operational Benefits Chapter IV Information Systems, Application Development and Integration, and AMI Technology Chapter V Estimated Conservation Impact of Providing Daily Gas Information to Customers Chapter VI SoCalGas AMI Conservation Impacts and Benefits Chapter VII SoCalGas AMI Business Case Modeling Methodology and Revenue Requirement Chapter VIII SoCalGas AMI Cost Recovery and Rate Impacts The attachments for each applicable chapter are also included in excel format.  EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Word.Document.8 \s   EMBED Excel.Sheet.8   EMBED Excel.Sheet.8   EMBED Excel.Sheet.8   EMBED Excel.Sheet.8   EMBED Excel.Sheet.8   EMBED Excel.Sheet.8   EMBED Excel.Sheet.8  Response provided by: Rasha Prince Question 2: Please provide all workpapers supporting SoCalGas AMI Application, A.08-09-023, filed on September 29, 2008, in Excel format and hard copy. SoCalGas Response 2: Due to the size of some of the attachments, the response is being provided on CD. Response provided by: Billie Overturf Question 3: On an on going basis, please provide DRA with a copy of other parties data requests and SoCalGas responses. If SoCalGas provides link(s) to these data requests, please be sure that DRA has access to all of the files attached to SoCalGas responses. SoCalGas Response 3: At this time, SoCalGas has only received data requests from DRA. If other parties data requests are received in the future, SoCalGas will provide a copy of the responses to DRA. Response provided by: Rasha Prince     DRA DATA REQUEST 001 SOCALGAS AMI A.08-09-023 DATE RECEIVED: OCTOBER 15, 2008 DATE RESPONDED: OCTOBER 27, 2008  v! # K N O Q   . 9 c e g h ׿׷檷杕戀jbh"dVUj~L h"dVCJUVj h"dVUj~L h"dVCJUVj1L h"dVCJUVjh"dVU hNaJh"dVh"dV5h"dVh"dV5aJ h"dVaJh"dVh"dVaJh"dV h"dV5 h,5h,h,5h,2uv C G   f g M N O t #gd,gd"dV & Fgd"dVh^hgd,       " # $ % ' ( B C D E G H I c d e f g i j {nfjNh"dVUjk~L h"dVCJUVjDhNUjL hNCJUVhNjhNUhj:h"dVUjN~L h"dVCJUVj81h"dVUj>~L h"dVCJUVjg'h"dVUj0~L h"dVCJUVj-h(kUjL h(kCJUVjh"dVUh"dV'       - . 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PLP^P`LhH."SMMg2@67g@@< { Ãà { Ã, {  (U { $61z$61 { 2@67 { 2@67 { t* JgGUOil(E>j_\YmU`1"W$?X7Ef0k3y~%2@67 { _;"=iH { h h^B*CJOJQJ^JaJhph3[] { H$H@B*CJOJQJ^JaJhph3-8 { $@B*CJOJQJ^JaJhph3-O&^tH        04        u                 E        t        \         tHfA^)               "z        ؜        R;        bN        V9/$Y4X=7_dqp4\1;+d ^C57KD\YcA7+ ,[ ~ j Pp ,~+ H^v/jQ|~ Qq7xhD14WsH2;v"X!DrEMVTvd!I!IR!R!}":#d#$!$R$t$I%5'='s[(**,*pZ*(+`U+^x+2`,rn,-B-*-9-u-<'./QY/g[/R0Y=47\4p4181Z9=:L:d:B ;]<i<G>x>E?d2@/LA6pA B$BcBDCCFaF~*Gj0H;HVHa?IcJI2hI+Kf>K>L1uLh=MPM&PQQ[/QBQ!R`R]SaSTVAVWB]W|X Y3~Z`\R\` ]]S,^p^!`#auabbmb0bMc3&d[de= eDHesed#f{Cf3g5i j j$lOl6mznn p1pnq9rSesrtIu\Ru vw\wiwx*xuy?zP|S}-.eJnV'Mae*o1%>[b z&%\P d Ti|Q Eagu2v 0-jyNLfL> yriPL$hk"cp~Ah sU~.~,Inq >XX<DL8SY *\n2G>K #5:;Oit,/ +703 M6IRRjP'W5v +);th_L|"X*?sdu6{;"=;>_222\,RM,H7BbKdsH9]r~ 3&V~0_JOL,k<9AHzw|$kwl/;|J.tAP6E+HAl5q}G0F_NIi 9RY'ZlP>>Q'S!:d} Ct ^ )))))))** *!*8*F*G*r************ +++>+L+M+l+y+z+++++++DR@$C. nR`@Unknownmmunoz Gz Times New Roman5Symbol3& z ArialQTimes New Roman Bold?5 z Courier New7&  Verdana5& zaTahomaA& Arial Narrow9GaramondK,Bookman Old Style;& z Helvetica;Wingdings"h&&&4W [F*W [F*!xx4dRR 3q(?!2&BEFORE THE PUBLIC UTILITIES COMMISSIONSempra Energy mmunozx                       !"#$'*+,./014789;<=>ADEFHIJKNQRSUVWX[^_`bcdehklmopqruxyz|}~  FMicrosoft Office Word Document MSWordDocWord.Document.89q@  FMicrosoft Office Word Document MSWordDocWord.Document.89q@  FMicrosoft Office Word Document MSWordDocWord.Document.89qObjInfo WordDocumentSummaryInformation( *DocumentSummaryInformation82      !"#$%&'()+,-./013456789<=>?@ABEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~%` Zbjbj"x"x @@R6GGGGGGG$J$ |||P̙D,Uvf4uV˧$1333333$h*WGuuWGGl$888zGG181881GGU Td"|f <<ExUU\Gӭ8կq{WW(,U$PUDd8D,UPUd8GT.IJGGGGGG BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Application of Southern California Gas Company (U-904-G) for Approval of Advanced Metering Infrastructure Application 08-09- APPLICATION OF SOUTHERN CALIFORNIA GAS COMPANY (U 904-G) FOR APPROVAL OF ADVANCED METERING INFRASTRUCTURE Steven D. Patrick Attorney for SOUTHERN CALIFORNIA GAS COMPANY 555 West Fifth Street, Suite 1400 Los Angeles, CA 90013-1011 Phone: (213) 244-2954 Fax: (213) 629-9620 September 29, 2008 E-Mail:  HYPERLINK "mailto:spatrick@sempra.com" spatrick@sempra.com TABLE OF CONTENTS  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc210449950" I. INTRODUCTION  PAGEREF _Toc210449950 \h 3  HYPERLINK \l "_Toc210449951" II. BACKGROUND  PAGEREF _Toc210449951 \h 3  HYPERLINK \l "_Toc210449952" III. SUMMARY OF APPLICATION  PAGEREF _Toc210449952 \h 4  HYPERLINK \l "_Toc210449953" IV. STATUTORY AND PROCEDURAL REQUIREMENTS  PAGEREF _Toc210449953 \h 7  HYPERLINK \l "_Toc210449954" A. Proposed Category, Issues to be Considered, Need for Hearings and Proposed Schedule  PAGEREF _Toc210449954 \h 7  HYPERLINK \l "_Toc210449955" B. Statutory Authority Rule 2.1  PAGEREF _Toc210449955 \h 8  HYPERLINK \l "_Toc210449956" C. Legal Name, Place of Business/Incorporation Rule 2.1(a)  PAGEREF _Toc210449956 \h 8  HYPERLINK \l "_Toc210449957" D. Correspondence Rule 2.1(b)  PAGEREF _Toc210449957 \h 9  HYPERLINK \l "_Toc210449958" E. Articles of Incorporation - Rule 16  PAGEREF _Toc210449958 \h 9  HYPERLINK \l "_Toc210449959" F. Financial Statement, Balance Sheet, and Income Statement - Rule 3.2(a)(4)  PAGEREF _Toc210449959 \h 9  HYPERLINK \l "_Toc210449960" G. Rates Rules 3.2(a)(2) and 3.2(a)(3)  PAGEREF _Toc210449960 \h 9  HYPERLINK \l "_Toc210449961" H. Property and Equipment Rule 3.2(a)(4)  PAGEREF _Toc210449961 \h 10  HYPERLINK \l "_Toc210449962" I. Summary of Earnings Rules 3.2(a)(5)  PAGEREF _Toc210449962 \h 10  HYPERLINK \l "_Toc210449963" J. Depreciation Rule 3.2(7)  PAGEREF _Toc210449963 \h 10  HYPERLINK \l "_Toc210449964" K. Proxy Statement Rule 3.2(a)(8)  PAGEREF _Toc210449964 \h 10  HYPERLINK \l "_Toc210449965" L. Pass Through of Costs Rule 3.2(a)(10)  PAGEREF _Toc210449965 \h 11  HYPERLINK \l "_Toc210449966" M. Service and Notice Rule 3.2(b)  PAGEREF _Toc210449966 \h 11  HYPERLINK \l "_Toc210449967" VI. RELIEF REQUESTED  PAGEREF _Toc210449967 \h 11  HYPERLINK \l "_Toc210449968" VERIFICATION  PAGEREF _Toc210449968 \h 13  BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA Application of Southern California Gas Company (U-904-G) for Approval of Advance Metering Infrastructure Application 08-09- APPLICATION OF SOUTHERN CALIFORNIA GAS COMPANY (U 904-G) FOR APPROVAL OF ADVANCED METERING INFRASTRUCTURE I. INTRODUCTION In compliance with the California Public Utilities Commission (Commission or CPUC) Rules of Practice and Procedure, Southern California Gas Company (SoCalGas) hereby files its application for approval of its Advanced Metering Infrastructure (AMI) as proposed herein. II. BACKGROUND Consistent with the states Energy Action Plan, the Commissions demonstrated policy with regard to the benefits AMI can bring to California, and the Commissions decisions previously approving the AMI applications of Pacific Gas & Electric Company, San Diego Gas & Electric Company, and Southern California Edison Company, SoCalGas requests the Commission approve its AMI proposal. SoCalGas proposes to join the other major California natural gas investor owned utilities by deploying a gas AMI system in its service territory during the period 2009 2015 to enable its customers to better control and manage their energy bills with access to timely natural gas usage information and to realize the substantial operational and environmental benefits associated with a gas AMI system. As demonstrated in the testimony supporting this Application, incorporated herein by reference, SoCalGas AMI, if approved, will provide substantial benefits to customers. Operating cost benefits alone will cover approximately 84.5% of AMI lifecycle costs and provide up to date usage information to customers which, together with other operational benefits, will likely reduce residential customer usage enough to more than pay for the installation of the AMI network. In addition, when fully installed, AMI will eliminate, annually, over 6.3 million vehicle miles from Californias roads and highways and remove 3,000 tons of greenhouse gas (CO2) emissions from Californias air. Finally, SoCalGas AMI will also include the capability to add water meters to the AMI information system allowing for, among other things, the identification of leaks and their rapid repair resulting in potentially significant water savings. III. SUMMARY OF APPLICATION SoCalGas requests the Commission to: Approve SoCalGas Application which would authorize SoCalGas to construct and operate its proposed AMI system; and, Approve on an expedited basis initial pre-deployment funding of $12.4 million to initiate information systems work and program management set-up activities pursuant to a SoCalGas Motion will soon file requesting such funding as is described in more detail in the respective testimony of Mr. Fong in Chapter II, Mr. Mark Serrano in Chapter III, and Mr. Christopher Olmsted in Chapter IV and; Approve SoCalGas request to install natural gas AMI modules and meters, an AMI communications network and implementation of IT systems beginning in 2011 as is described in more detail in the testimonies of Mr. Mark Serrano in Chapter III and Mr. Chris Olmsted in Chapter IV ; and Approve SoCalGas request to establish a balancing account to record the difference between the authorized revenue requirement and actual operations and maintenance (O&M) and capital-related costs associated with an investment of $1.09 billion for implementation of the proposed SoCalGas AMI as is described in more detail in the testimony of Ms. Allison Smith in Chapter VIII; and, Grant other such relief as the Commission deems necessary and prudent. SoCalGas AMI Application is supported by the testimony of eight witnesses in eight Chapters. In Chapter I, Ms. Michelle Mueller, Vice President of Customer Operations in the Customer Services Department for SoCalGas and SDG&E, presents SoCalGas AMI Vision and Policy and testifies to SoCalGas vision for enabling its customers to better manage their natural gas consumption through the use of AMI technology and provides an overview of SoCalGas proposed strategy for deploying AMI. In Chapter II, Mr. Edward Fong, Director of Customer Services Strategies for SoCalGas and SDG&E, presents SoCalGas business case in support of its AMI Application and testifies to funds required to timely deploy SoCalGas AMI system during the 2009-2015 deployment period. Mr. Fong further testifies the estimated AMI deployment costs of $1.09 billion, of which $903 million are capital expenses and $187 million are O&M expenses, are based on AMI vendor responses to requests for AMI proposals issued by SoCalGas in May of 2008. In Chapter III, Mr. Mark Serrano, Manager, Meter Reading for SoCalGas, describes the deployment of SoCalGas AMI system and testifies how the AMI system will provide benefits which outweigh costs. In Chapter IV, Mr. Christopher Olmstead, Software Development Manager for SoCalGas, describes and testifies to SoCalGas proposed plan for IT systems application development and integration, implementation of AMI technology and related estimated expenses needed to enable SoCalGas AMI infrastructure capabilities. In Chapter V, Dr. Sarah Darby, a Research Fellow at the Environmental Change Institute, University of Oxford, presents evidence for the potential conservation impact of using AMI technology and making timely usage information available to customers. She testifies how customers change their energy consumption behavior in relation to information feedback. In Chapter VI, Mr. John C. Martin, Home Area Network Manager for San Diego Gas & Electric Companys Smart Meter project, testifies to the program descriptions used by witness Dr. Darby as the foundation for her assessment of estimates of conservation potential from daily online feedback to SoCalGas customers. Mr. Martin then describes how he uses Dr. Darbys estimated percent of customer participation, savings potential and participation growth rate to calculate the therm impacts and financial benefits of web-based and display based feedback for SoCalGas. Finally Mr. Martin quantifies the reduced carbon dioxide (CO2) emissions associated with the therm reduction impacts of SoCalGas web-based and display-based feedback. In Chapter VII, Mr. Michael W. Foster, Principal Regulatory Case Financial Analyst for SDG&E, testifies to the revenue requirement calculations based on the estimated AMI incremental costs and benefits presented in SoCalGas AMI proposal and identifies the forecasted monthly and annual AMI revenue requirements proposed for recovery of such costs over the deployment period, 2009-2015. In Chapter VIII, Ms. Allison Smith, Gas Analysis Manager for SoCalGas, describes the regulatory balancing account treatment requested for SoCalGas proposed AMI revenue requirements and provides estimates of gas rate impacts for 2009 through 2015, the gas AMI deployment years proposed by SoCalGas, based on the changes to gas transportation revenue requirements. The witnesses prepared direct testimony is served concurrently herewith and incorporated in the Application by reference. IV. STATUTORY AND PROCEDURAL REQUIREMENTS Proposed Category, Issues to be Considered, Need for Hearings and Proposed Schedule SoCalGas proposes to categorize this Application as a rate-setting proceeding within the meaning of Rules 1.3(e) and 7.1. SoCalGas further submits that hearings are unnecessary in this proceeding. Commission policy supports the implementation of AMI systems in IOU service territories as demonstrated by the Commissions approval of all three of the previous AMI applications the Commission considered. As shown in its testimony, SoCalGas AMI proposal is consistent with Commission AMI policy and is more robust than any prior AMI case. SoCalGas submits that any differences among parties as to the facts presented by SoCalGas in its testimony can and should be resolved without hearing. In the event, however, hearings are required, SoCalGas proposes the following schedule: Schedule Filing of ApplicationSep. 29, , 2008Protests DueOct. 29, 2008Reply to ProtestsNov. 10, 2008Pre-Hearing ConferenceNov. 17, 2008DRA and Intervenors File Opening TestimonyDec. 15, 2008Rebuttal Testimony DueDec. 30, 2008HearingsJan. 14-15, 2009Concurrent Opening Briefs DueFeb. 5, 2009Concurrent Reply Briefs DueFeb. 16, 2009Commission Issues Proposed Decision Apr. 15, 2009Comments on Proposed Decision May 15, 2009Replies to Comments on Proposed Decision May 22, 2009Commission Issues Final Decision June, 2009Statutory Authority Rule 2.1 This Application is made pursuant to Sections 451, 701, 702 , 728, and 729 of the Public Utilities Code of the State of California; the Commissions Rule of Practice and Procedure; and the other relevant prior decisions, orders, and resolutions of the Commission. Legal Name, Place of Business/Incorporation Rule 2.1(a) Applicants legal name is Southern California Gas Company. SoCalGas is a public utility corporation organized and exiting under the laws of the State of California, with its principal place of business at 555 West Fifth Street, Los Angeles California 90013. Correspondence Rule 2.1(b) Correspondence or communications regarding this application should be addressed to: Rasha Prince Regulatory Manager For: Southern California Gas Company 555 West Fifth Street, Los Angeles California 90013 Telephone: (213) 244-5141 Facsimile: (213) 244-4957 E-Mail:  HYPERLINK "mailto:rprince@semprautilities.com" rprince@semprautilities.com With a copy to: Steven D. Patrick Attorney For: Southern California Gas Company 555 West 5th Street, Suite 1400 Los Angeles, CA 90013 Telephone: (213) 244-2954 Facsimile: (213) 629-9620 E-Mail:  HYPERLINK "mailto:spatrick@sempra.com" spatrick@sempra.com Articles of Incorporation - Rule 16 SoCalGas is incorporated under the laws of the State of California. A certified copy of the restated Articles of Incorporation, as last amended, currently in effect and certified by the California Secretary of State, was filed with the Commission on October 1, 1998 in connection with SDG&E Application No. 98-10-012, and is incorporated herein by reference. Financial Statement, Balance Sheet, and Income Statement - Rule 3.2(a)(4) Appendix A to this Application is SoCalGas Financial Statement, Balance Sheet and Income Statement as of June 30, 2008. Rates Rules 3.2(a)(2) and 3.2(a)(3) The current and proposed rates that will result from this Application are described in Appendix B. Property and Equipment Rule 3.2(a)(4) A general description of SoCalGas property and equipment was previously filed with the Commission on May 3, 2004 in connection with SoCalGas Application 04-05-058, and is incorporated herein by reference. Appendix C to this Application is a statement of SoCalGas Costs of Property and Depreciation Reserve applicable thereto as of June 30, 2008. Summary of Earnings Rules 3.2(a)(5) Appendix D to this Application is a Summary of Earnings for SoCalGas for the 3 months ended June, 2008. Depreciation Rule 3.2(7) For financial statement purposes, depreciation of utility plant has been computed on a straight-line remaining life basis at rates based on the estimated useful lives of plant properties. For federal income tax accrual purposes, SoCalGas generally computes depreciation using the straight-line method for tax property additions prior to 1954, and liberalized depreciation, which includes Class Life and Asset Depreciation Range Systems, on tax property additions after 1954 and prior to 1981. For financial reporting and rate-fixing purposes, flow through accounting has been adopted for such properties. For tax property additions in years 1981 through 1986, SoCalGas has computed its tax depreciation using the Accelerated Cost Recovery System. For years after 1986, SoCalGas has computed its tax depreciation using the Modified Accelerated Cost Recovery Systems and, since 1982, has normalized the effects of the depreciation differences in accordance with the Economic Recovery Tax Act of 1981 and the Tax Reform Act of 1986. Proxy Statement Rule 3.2(a)(8) A copy of SoCalGas most recent proxy statement, dated April 4, 2008, was mailed to the California Public Utilities Commission on April 29, 2008 and is incorporated herein by reference. Pass Through of Costs Rule 3.2(a)(10) The changes that SoCalGas seeks in this Application reflect estimated costs to SoCalGas, and SoCalGas proposes to pass through to customers only costs that SoCalGas incurs for the services and commodities it furnishes. Service and Notice Rule 3.2(b) SoCalGas is serving this Application on all parties to A.06-12-009. Within ten days of filing this application, SoCalGas will mail notice of this Application to the State of California and to cities and counties within SoCalGas service territory and SoCalGas will post the notice in its offices and publish the notice in newspapers of general circulation in each county in its service territory. In addition, SoCalGas will include notices with the regular bills mailed to all customers affected by the proposed rate changes. The service list of state and government agencies is attached hereto as Appendix E. VI. RELIEF REQUESTED For the reasons set forth in this Application and accompanying testimony, SoCalGas respectfully asks the Commission to: Consider this Application and grant all the relief requested herein; and Find that SoCalGas AMI proposals will benefit its customers and are in conformance with State and Commission directives and policies; and Grant other such relief as the Commission may deem necessary. WHEREFORE, SoCalGas respectfully requests the Commission grant its Application as filed. Dated this 29th day of September, 2008. Respectfully submitted, I/s/ Anne Shen Smith Anne Shen Smith Sr. Vice President Southern California Gas Company /s/ Steven D. Patrick Steven D. Patrick Attorney for Southern California Gas Company VERIFICATION I am an officer of Southern California Gas Company, and am authorized to make this verification on its behalf. I am informed and believe that the matters stated in the foregoing Application are true and to my own knowledge, except as to matters which are therein stated on information and belief, and as to those matters I believe them to be true. I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct. Executed this 29th day of September, 2008 at Los Angeles, California. /s/ Anne Shen Smith Anne Shen Smith Sr. Vice President Southern California Gas Company APPENDIX A APPENDIX B APPENDIX C APPENDIX D APPENDIX E APPENDIX Service List of Potential Interested Parties CALIFORNIA PUBLIC UTILITIES COMMISSION Service Lists: A.06-12-009 - Last changed: August 25, 2008 rvanderleeden@semprautilities.com; npedersen@hanmor.com; acook@hillfarrer.com; hmgomez@lcof.net; jlewis@icwuc.org; francis.mcnulty@sce.com; local350@yahoo.com; dwood8@cox.net; fortlieb@sandiego.gov; kmelville@sempra.com; mshames@ucan.org; mshames@ucan.org; scott.johansen@navy.mil; carlwwood@verizon.net; dennis@local483.org; mdjoseph@adamsbroadwell.com; bfinkelstein@turn.org; ljt@cpuc.ca.gov; rhd@cpuc.ca.gov; norman.furuta@navy.mil; pgg4@pge.com; epoole@adplaw.com; jsqueri@goodinmacbride.com; thaliag@greenlining.org; pucservice@dralegal.org; pucservice@dralegal.org; jweil@aglet.org; glw@eslawfirm.com; jdh@eslawfirm.com; rliebert@cfbf.com; alli@zimmerlucas.com; khojasteh.davoodi@navy.mil; makda.solomon@navy.mil; gbarch@knowledgeinenergy.com; smindel@knowledgeinenergy.com; stephen.baker@constellation.com; DDeRonne@aol.com; rwelchlin@overlandconsulting.com; ghinners@reliant.com; bboyd@twacs.com; robert.pettinato@ladwp.com; cfaber@semprautilities.com; HYao@SempraUtilities.com; centralfiles@semprautilities.com; jpong@sempra.com; mthorp@semprautilities.com; Lcorrea@uwua132.org; unionmarti@yahoo.com; klatt@energyattorney.com; sendo@ci.pasadena.ca.us; slins@ci.glendale.ca.us; douglass@energyattorney.com; bjeider@ci.burbank.ca.us; Case.Admin@sce.com; gloria.ing@sce.com; Jairam.gopal@sce.com; dan@energysmarthomes.net; jwalsh@sempra.com; kfoley@sempra.com; art@ucan.org; liddell@energyattorney.com; tblair@sandiego.gov; jleslie@luce.com; ekgrubaugh@iid.com; uwua@redhabanero.com; local483@yahoo.com; bruce.foster@sce.com; marcel@turn.org; nsuetake@turn.org; sls@a-klaw.com; bpf2@pge.com; cem@newsdata.com; bkc7@pge.com; regrelcpuccases@pge.com; Patricia.R.Thompson@gmail.com; pthompson@summitblue.com; ceyap@earthlink.net; mrw@mrwassoc.com; mrw@mrwassoc.com; dmarcus2@sbcglobal.net; jesser@greenlining.org; kenechukwuo@greenlining.org; robertg@greenlining.org; samuelk@greenlining.org; stephaniec@greenlining.org; jpross@sungevity.com; wendy@econinsights.com; bill@jbsenergy.com; gayatri@jbsenergy.com; rmccann@umich.edu; Audra.Hartmann@Dynegy.com; kellie.smith@sen.ca.gov; sas@a-klaw.com; lls@cpuc.ca.gov; beg@cpuc.ca.gov; ckt@cpuc.ca.gov; dlf@cpuc.ca.gov; dfb@cpuc.ca.gov; dug@cpuc.ca.gov; gxh@cpuc.ca.gov; alf@cpuc.ca.gov; lms@cpuc.ca.gov; ram@cpuc.ca.gov; rmp@cpuc.ca.gov; rim@cpuc.ca.gov; txb@cpuc.ca.gov;  HYPERLINK "mailto:mulloa@semprautilities.com" mulloa@semprautilities.com;  HYPERLINK "mailto:marywong@semprautilities.com" marywong@semprautilities.com;  HYPERLINK "mailto:luluw@newsdata.com" luluw@newsdata.com;  HYPERLINK "mailto:centralfiles@semprautilities.com" centralfiles@semprautilities.com;  HYPERLINK "mailto:mmunoz@sempra.com" mmunoz@sempra.com;  HYPERLINK "mailto:spatrick@sempra.com" spatrick@sempra.com;  HYPERLINK "mailto:RPrince@semprautilities.com" RPrince@semprautilities.com CERTIFICATE OF SERVICE I hereby certify that I have this day served a copy of NOTICE OF AVAILABILITY of the foregoing APPLICATION OF SOUTHERN CALIFORNIA GAS COMPANY (U 904-G) FOR APPROVAL OF ITS ADVANCE METERING INFRASTRUCTURE has been electronically mailed to each party of record of the service list in A. 06-12-009. Any party on the service list who has not provided an electronic mail address was served by placing copies in properly addressed and sealed envelopes and by depositing such envelopes in the United States Mail with first-class postage prepaid. Copies were also sent via Federal Express to Chief Administrative Law Judge Angela Minkin Executed this 29th day of September, 2008 at Los Angeles, California. /s/ Marivel Munoz Marivel Munoz     PAGE  PAGE 18 PAGE 21 'ABCSkwxyz ƻzocZcZcZcQh5CJaJhIn5CJaJhnVhQY/5CJaJhnV5CJ\aJh]E,hnVCJaJhDLCJaJhnVCJaJh]E,h~CJaJh{CfhnVCJaJhCJaJhInCJaJh{CfhP'CJaJh]E,hnV5CJ\aJhnVhnV5CJ\aJhnVhQY/5CJ\aJhnVhQY/5@CJ\aJC- . @ tc0x^`0gdnV $H$a$gd$a$gd * $dh$H$a$Mkd$$Ifl0d#M4 laytP' $$Ifa$gdnV $IfgdnV $a$gdnV ZZ - . 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F=iYuw}o*                                     PX*#        R;        Z                 ,+,8WA$',/N N ]( 7 ^ i _ I%=PCr2N\(0 4|l 3 Z !!#2#$8$b%7j%)g_)r,+",|),x,O-q-#y-,.000676978 a8 A9P9Y:<C?0@z@ AJc#5*mx4\>G#3Q.cC9OX_>bZmd3;Lc.>}VGL ^,qGH!3vR}3)(LKOp<YY n^8P?MB;]}^sF/z M(B(Epa@ k-&2fs7v=3^hy{9`(XYnh&$i0*'  +}IOV@AqBJe>0@_w J@Unknowntprmptprmptprmp20080927T162310463tprmpG: Times New Roman5Symbol3& : ArialQTimes New Roman BoldABook Antiqua?5 z Courier New5& zaTahoma;Wingdings"AhT&X&X& 7 !v 7 !v!>4dAAU 3qHP)?_2Application No B.Robertsmmunoz<         ObjInfoWordDocumentSummaryInformation(DocumentSummaryInformation8%` Rbjbj"x"x @@@AlrF4000$~ HHHP.IIl2 @RJL(@L@L@LBOjPlQ8WYYYYYY$<hd}0uY O O"uYuY}tt@L@L.[[[uY4t@Lt@LW[uYW[[R+|t6{~@LFJ @O"HY4}C@=}>Y<{~0{~PQ(xS[U<>V7PQPQPQ}}[PQPQPQ@uYuYuYuY2 2 Dv $<D 2 2 v <TrzJrpttt Application No.: A.08-09- Exhibit No.: SCG 1 Date: September 29, 2008 Witness: Michelle M. Mueller SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER I SoCalGas AMI Vision and Policy Prepared Direct Testimony of Michelle M. Mueller BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u   HYPERLINK \l "_Toc210443588" I. INTRODUCTION  PAGEREF _Toc210443588 \h 1  HYPERLINK \l "_Toc210443589" II. BACKGROUND  PAGEREF _Toc210443589 \h 2  HYPERLINK \l "_Toc210443590" A. Energy Action Plan  PAGEREF _Toc210443590 \h 2  HYPERLINK \l "_Toc210443591" B. Commissions Policy on Advanced Metering Infrastructure  PAGEREF _Toc210443591 \h 3  HYPERLINK \l "_Toc210443592" III. SOCALGAS GAS AMI VISION AND POLICY  PAGEREF _Toc210443592 \h 4  HYPERLINK \l "_Toc210443593" A. SoCalGas AMI Proposal is Supportive of the States Energy Policy  PAGEREF _Toc210443593 \h 5  HYPERLINK \l "_Toc210443594" B. SoCalGas AMI Provides Substantial Operating Benefits  PAGEREF _Toc210443594 \h 6  HYPERLINK \l "_Toc210443595" C. SoCalGas AMI Provides Other Societal Benefits  PAGEREF _Toc210443595 \h 6  HYPERLINK \l "_Toc210443596" D. SoCalGas AMI System Will Be Capable of Integrating Water Meters  PAGEREF _Toc210443596 \h 7  HYPERLINK \l "_Toc210443597" IV. SUMMARY OF SOCALGAS AMI DEPLOYMENT PLAN  PAGEREF _Toc210443597 \h 7  HYPERLINK \l "_Toc210443598" V. CONCLUSION  PAGEREF _Toc210443598 \h 8  HYPERLINK \l "_Toc210443599" VI. WITNESS QUALIFICATIONS  PAGEREF _Toc210443599 \h 9  INTRODUCTION This chapter presents: (i) the Southern California Gas Companys (SoCalGas) vision for enabling its customers to better manage their natural gas consumption through the use of advanced metering infrastructure (AMI) technology; and, (ii) an overview of SoCalGas proposed strategy for deploying AMI. There are four compelling reasons for the California Public Utilities Commission (Commission or CPUC) to adopt SoCalGas proposed gas AMI system. First, the proposal is consistent with and supportive of the States Energy Action Plans (EAP) endorsement of energy conservation. SoCalGas AMI system will provide individual customers with access to energy usage and cost information to manage their energy bills by changing their energy consumption behavior. The demand side conservation is described in the testimony of Mr. J.C. Martin in Chapter VI. Second, the proposal provides substantial operational efficiencies that will benefit SoCalGas customers. SoCalGas witness Mr. Edward Fong presents the economic justification for pursuing AMI deployment for 6 million SoCalGas meters in Chapter II. The testimony of Mr. Mark Serrano in Chapter III describes the operational benefits that would accrue to SoCalGas customers. These operational benefits offset approximately 84.5% of the cost of the AMI system. Together with the reasonable demand side conservation benefits described by Mr. Martin, the proposal is cost-effective for SoCalGas customers. Third, the proposal provides significant environmental benefits, as identified in Mr. Martins testimony in Chapter VI. And finally, the proposal offers the potential for a communications network capable of being used by water companies to promote water conservation and better water management. For these reasons, SoCalGas requests Commission authorization to proceed with an investment of $1.09 billion to implement a gas AMI system in its service territory during the 2009 2015 period including installation of AMI technology on 6 million gas meters. Specifically, SoCalGas requests the following: Expedited approval of initial funding of $12.4 million for program management set-up activities and to initiate pre-deployment information systems work as is described in more detail in the testimony of Mr. Serrano in Chapter III and Mr. Christopher Olmsted in Chapter IV, respectively. Approval for the installation of natural gas AMI modules and meters, an AMI communications network and implementation of information technology systems beginning in 2011 as is described in more detail in the testimonies of Mr. Serrano in Chapter III and Mr. Olmsted in Chapter IV. Authority to establish a balancing account to record the difference between the authorized revenue requirement and actual operations and maintenance (O&M) and capital-related costs associated with an investment of $1.09 billion for full deployment of the proposed SoCalGas AMI as is described in more detail in the testimony of Ms. Allison Smith in Chapter VIII. BACKGROUND Energy Action Plan The State has demonstrated that it is committed to pursuing various policy objectives to determine the right blend of conservation and infrastructure investments that meet Californias needs. The States Energy Action Plan (EAP), which was adopted in 2003, states the following about natural gas usage: Californias demand for natural gas also is increasing. Currently the state uses 2 trillion cubic feet of natural gas per year. Historically, the primary use of this fuel was for space heating in homes and businesses. Overall, natural gas use is growing by 1.6 percent per year. Eighty-five percent of natural gas consumed in California is supplied by pipelines from sources outside the state. Furthermore, the EAP states the following: In implementing this plan, the agencies are mindful that energy services both natural gas and electric are essential to every Californians general welfare and to the health of Californias economy. As actions to improve the reliability of these services are considered, the agencies will each take into account the effect the action will have on energy expenditures, the environment and climate change, and the overall economy. Alternatives to proposed actions will be evaluated in an integrated fashion, consider the cost of action or inaction, and consider the equitable distribution of costs among customer classes and groups. Commissions Policy on Advanced Metering Infrastructure The CPUC and the California Energy Commission (CEC) conducted a four year investigative study and rulemaking proceeding on Advanced Metering, Demand Response and Dynamic Pricing, R.02-06-001. In this rulemaking, the three major electric utilities under Commission jurisdiction were directed to file applications to deploy AMI systems. Additionally, the States Energy Action Plan (EAP I & II) clearly established that demand side management (conservation, energy efficiency and demand response) is the preferred or first option that must be considered in the loading order when attempting to balance future energy needs. As a result, the Commission has authorized funding for AMI deployment for Pacific Gas & Electric (PG&E) in Decision (D.) 06-07-027 and San Diego Gas & Electric (SDG&E) in D.07-04-043. PG&E and SDG&E are combined gas and electric utilities and funding for their AMI projects includes installation of gas communication modules (gas modules) on gas meters to provide daily meter reads. PG&E received authorized funding of approximately $1.7 billion to install AMI on 5.1 million electric meters and 4.2 million gas meters. SDG&E received authorized funding of approximately $570 million to install AMI on 1.4 million electric meters and 900,000 gas meters. Most recently, the Commission adopted a settlement agreement between Southern California Edison Company (SCE) and the Division of Ratepayer Advocates (DRA) in D.08-09-039 that will allow $1.63 billion in ratepayer funding for SCEs proposed AMI project to install approximately 5.3 million AMI electric meters. SOCALGAS GAS AMI VISION AND POLICY SoCalGas proposes to join the other major California natural gas investor owned utilities (IOU) by deploying a gas AMI system in its service territory during the 2009 2015 period to enable its customers to better control and manage their energy bills with access to timely natural gas usage information and to realize the substantial operational and environmental benefits associated with a gas AMI system. The operating benefits will cover approximately 84.5% of the AMI project life cycle costs, higher than any of the other AMI applications thus far. SoCalGas believes customers will utilize the information provided by the AMI system to lower their gas usage. Along with the reduced cost of operations, should residential customers reduce natural gas consumption by 1%, installation of the network will more than pay for itself. In addition, deployment of a SoCalGas gas AMI system will eliminate over 6.3 million vehicle miles each year as manual meter reading is eliminated, thus reducing greenhouse gas emissions by over 3,000 tons of CO2 per year upon completion of the full deployment. These climate impacts are societal benefits in excess of the customer savings that will be realized. SoCalGas proposed gas AMI will collect hourly gas meter reads and transmit 2-3 times per day back to utility data servers. This timely gas usage data can be used to project the customers monthly gas bill and as a result, SoCalGas can proactively provide this information to customers to alert them to increased gas usage, out-of-pattern usage and potentially significantly higher bills if the customer does not take some action to reduce gas usage. SoCalGas AMI Proposal is Supportive of the States Energy Policy The States EAP and EAP II have clearly articulated sets of actions of critical importance that need to be undertaken immediately. The first priority is to meet Californias energy growth needs while optimizing energy conservation and resource efficiency. Energy conservation applies to natural gas as well as electric usage. As with electricity, current gas customers receive a monthly bill showing monthly usage (consumption). The monthly consumption information displayed on the customers bill is an after the fact statement, sometimes as much as 30-34 days after the actual customer behavior or action that may have caused an increase in their gas usage. PG&E and SDG&Es AMI deployment will allow their respective customers to have access to timely electric as well as gas energy usage information. In both cases, customers will have greater capabilities to manage their gas and electric energy usage with information tools and automated controls. With the States commitment to gas AMI in the PG&E and SDG&E service territories, almost 5.1 million of the States gas meters will be on a gas AMI system by the time SoCalGas begins deployment in 2011. SoCalGas customers should have the same opportunity as other customers to benefit from energy management and savings opportunities that may result from the availability of timely customer gas usage information. A clear void will occur if SoCalGas customers are not able to access the same information on daily and hourly gas usage as PG&E and SDG&E gas customers. This lost opportunity will therefore have adverse impacts on the following goals stated in the EAP: Encouraging and promoting energy conservation and efficiency as the first priority Providing alternative solutions in the face of anticipated rising natural gas prices Reducing greenhouse gas emissions. SoCalGas AMI Provides Substantial Operating Benefits Relative to the other California IOUs that have already received Commission approval to implement an AMI solution, SoCalGas has the highest portion of AMI costs covered through tangible operating benefits. Specifically, over the project life cycle, approximately 84.5% of the costs are covered by operating benefits. This level of operating benefits is substantially greater than the AMI business cases put forth by PG&E, SCE and SDG&E. These operating benefits are returned to SoCalGas customers in future years and represent decreases in future utility revenue requirements. SoCalGas AMI Provides Other Societal Benefits In September, 2006, Governor Schwarzenegger signed Assembly Bill (AB) 32, which establishes the States leadership role in the effort to reduce GHG emissions. The bill sets the ambitious goal of reducing statewide GHG emissions to 1990 levels by 2020. Over 6.3 million vehicle miles and over 3,000 tons of carbon dioxide emissions (CO2) will be eliminated annually upon full deployment of the SoCalGas AMI. Although these benefits are societal in nature and difficult to quantify, SoCalGas notes these benefits support high-priority State policies, and a range for the value of the estimated CO2 reductions is calculated in Mr. Martins testimony (Chapter VI). SoCalGas AMI System Will Be Capable of Integrating Water Meters SoCalGas recognizes the States priority and urgency in encouraging and enabling water conservation. SoCalGas request for proposal included a requirement for an AMI technology capable of reading water meters. The States aggressive water conservation goal of 20% reduction in per capita water consumption by 2020 is providing impetus for many water agencies to evaluate AMI systems for water meters. AMI technology would allow for the identification of leaks and speed their repair, resulting in potentially significant water savings. SoCalGas has actively communicated its interest in working with the major Southern California water agencies as the SoCalGas AMI system is deployed. Many of the technical challenges faced by gas AMI are similar to those of water AMI. Specifically, gas and water communication modules require a battery power source. SoCalGas has approximately 200,000 meters located in underground (curb) vaults, similar to many water meters. Although water AMI has not been identified as a cost or a benefit in SoCalGas AMI business case, the capability to extend the SoCalGas AMI system to water meters has the potential to provide significant operational benefits to water agencies and their customers in the SoCalGas service territory. SUMMARY OF SOCALGAS AMI DEPLOYMENT PLAN SoCalGas urges the Commission to approve its request for expedited pre-deployment funding of $12.4 million so that project planning, vendor selection and initial critical path IT activities can proceed without delay. SoCalGas proposed deployment will start in 2009 (or as soon as the Commission authorizes) with the initial 18-24 months required for AMI software development and SoCalGas information systems integration. Mass deployment of AMI gas modules will begin in 2011. SoCalGas plans to install approximately 6.0 million gas modules and replace almost 1.1 million AMI incremental gas meters by year-end 2015. CONCLUSION SoCalGas requests that the Commission authorize and approve the SoCalGas AMI proposal. SoCalGas proposal supports and is consistent with Commission direction for integrated electric, gas and water management. Specifically, the SoCalGas AMI system will complete the deployment of AMI for the major California IOUs. The deployment of SoCalGas AMI is cost effective for ratepayers and provides additional societal benefits. Leveraging effective use of technology to enable the States policies regarding electric, gas and water end-use management with customers, major utilities and municipalities will not be possible if AMI is not deployed with the base of almost 6.0 million meters in SoCalGas service territory. WITNESS QUALIFICATIONS My name is Michelle M. Mueller. My business address is 555 West Fifth Street, Los Angeles, California 90013-1011. I am employed by the utilities as the Vice President of Customer Operations in the Customer Services Department for SoCalGas and SDG&E. I hold a Bachelor of Arts degree in Communications from Eastern Michigan University. I have a Master of Arts degree in Mass Communications from Morehead State University in Kentucky. I have a Masters of Business Administration from Syracuse University. I have been employed by the utilities since 1999, and have held positions of increasing responsibilities in the customer service departments. I have been in my current role as Vice President of Customer Operations since January of 2008. In my current position, I am responsible for meter reading, billing, credit and collections, remittance processing and related groups for both utilities. Prior to working for the utilities I held positions in management and technical services for QUALCOMM, The Titan Corporation, Linkabit and other technical firms. I have not previously testified before the Commission. This concludes my prepared direct testimony.  Pre-deployment funding identified in Mr. Serrano and Mr.Olmsteds testimonies are in direct cost dollars (Mr. Serrano: O&M=$1.0 million, capital=$0.6 million; Mr. Olmsted: O&M=$0.1, capital=$7.3 million; Mr. Martin: O&M=$0.1; contingency = $1.1 million and Overheads, escalation, taxes= $2.1 million. Total = $12.4 million. A detailed table is included in Mr. Fongs testimony.  State of California Energy Action Plan, Adopted May 8, 2003 by the CPUC, pp. 4.  IBID, pp. 8  PG&E has requested an additional $623 million of funding to upgrade the PG&E AMI electric meter to solid state technology with integrated AMI communications in application, A.07-12-009. PG&E later revised the upgrade costs to $572 million.  Energy Action Plan II, Implementation Roadmap for Energy Policies, September 21, 2005, State of California, California Public Utilities Commission and Energy Commission, pp.3  IBID, pp. 5  Energy Action Plan II, Implementation Roadmap for Energy Policies, September 21, 2005, State of California, California Public Utilities Commission and Energy Commission, pp. 10, Because natural gas is becoming more expensive, and because much of electricity demand growth is expected to be met by increases in natural gas-fired generation, reducing consumption of electricity and diversifying electricity generation resources are significant elements of plans to reduce natural gas demand and lower consumers bills. California must also promote infrastructure enhancements, such as additional pipeline and storage capacity, and diversify supply sources to include liquefied natural gas (LNG).  IBID, pp. 2. In addition, EAP II highlights the importance of taking actions in the near term to mitigate Californias contributions to climate change from the electricity, natural gas and transportation sectors.  Assembly Bill (AB) 32 (Stats. 2006, Ch. 488).  CPUC Water Action Plan, December 15, 2005, pp. 7-11.  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F=iYuwZe`Z TF8 X^&{[D'@>^JRR%smiG         p                          PX*#                          R;                 Z                 &]l1&]l1       Kfe+.|,u9WA$',2> /N 7 ^ 9 hY t P248HNs(#4_Ilo Sq3 Z !!!!lo!7H"##A#8$7j%k%&''+'A')O)g*r,+",|),s,x,O-#y-,.AV.w.0X0uV1=p1676B6978 a8]:<>C?0@ A&BbB C-CoC DqDvKEZEgmEzEFs4FG%HI/DJLJOJjJP~J0K-M$N9N5yQs>RTOrT UUV)V>V0NW gWTYfY/[5[9[k\m]])H]r^n{^Sa}l~ix@JY_5o{(OwU#!1?].aaA{v iQQOk.1 .M DDO}LHm9l`DrCbn7CV<#S4\>BG3dQcC9O*c._>bZSVWZmR3UVWGLELa+^,qGH!3NvR}r3Nw)(LOp4Y n^o8?DP::T0nMB;w4]}^s{&(Gp z )<B@ k&2f/s7v=13$n9`(?XYWh&t$i0 T;*'A /+}k`VVm\@oSoSHjs oSoSՂ@UnknownG: Times New Roman5Symbol3& : ArialQTimes New Roman BoldABook Antiqua?5 z Courier New5& zaTahoma;Wingdings"Ah glAglA!>4d**U 3qHP)?_2Application No B.Robertsmmunoz`                ObjInfoWordDocument{ZSummaryInformation(DocumentSummaryInformation8@  FMicrosoft Office Word Document MSWordDocWord.Document.89q@  FMicrosoft Office Word Document MSWordDocWord.Document.89q@  FMicrosoft Office Word Document       !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~%` Պbjbj"x"x Z@@knp"***$ZZZPD.D(̘̘̘>6th|$@hd*֫΢N"̘̘֫֫ ֯֯֯֫x̘R̘֯֫֯֯NG"̘ ,\ ZN00D  ` *h^֯ƩLD֫֫֫֫..D 85md$..8mN: Application No.: A.08-09- Exhibit No.: SCG 2 Date: September 29, 2008 Witness: Edward Fong SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER II Summary of AMI Business Case Prepared Direct Testimony of Edward Fong BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc210293805" I. Introduction  PAGEREF _Toc210293805 \h 1  HYPERLINK \l "_Toc210293806" II. Summary of Results  PAGEREF _Toc210293806 \h 1  HYPERLINK \l "_Toc210293807" III. Background and Foundation For the AMI BUsiness case  PAGEREF _Toc210293807 \h 5  HYPERLINK \l "_Toc210293808" A. PG&E and SDG&E AMI Deployments Include AMI Gas Modules and Daily Gas Meter Reads  PAGEREF _Toc210293808 \h 5  HYPERLINK \l "_Toc210293809" B. SDG&Es Experience with AMI Implementation Provides SoCalGas with a Reasonable Benchmark for Vendor Cost Estimates of the Hybrid and Stand Alone Scenarios  PAGEREF _Toc210293809 \h 5  HYPERLINK \l "_Toc210293810" C. Integration with SCEs AMI System Will Require Enhancements to Separately Collect and Track the SoCalGas Meter Read at the Electric Meter Level and Head-End System and Require Additional Hardware  PAGEREF _Toc210293810 \h 6  HYPERLINK \l "_Toc210293811" IV. Business Case Analysis  PAGEREF _Toc210293811 \h 6  HYPERLINK \l "_Toc210293812" A. Implementation of a Stand Alone AMI System is the Best Alternative for SoCalGas Customers  PAGEREF _Toc210293812 \h 6  HYPERLINK \l "_Toc210293813" B. Deployment of the Hybrid Only AMI System with SCE/SoCalGas Overlap Customers is Not a Viable Solution  PAGEREF _Toc210293813 \h 7  HYPERLINK \l "_Toc210293814" C. SoCalGas Operational Efficiencies are Reflected in Estimated Benefits and will Net Against Gas AMI Deployment Revenue Requirements During the Deployment Period  PAGEREF _Toc210293814 \h 8  HYPERLINK \l "_Toc210293815" D. Gas Conservation Impact and Benefits  PAGEREF _Toc210293815 \h 8  HYPERLINK \l "_Toc210293816" E. The Hybrid Scenario Cost Estimates Include SCE AMI Services Fees and Charges that are Assumed to be Incremental Cost Based  PAGEREF _Toc210293816 \h 9  HYPERLINK \l "_Toc210293817" F. SoCalGas AMI Project Provides Net Societal Benefits of $21.5 Million and Net Ratepayer PVRR Benefits of $13.2 Million Given an Approximate 1% Conservation Impact.  PAGEREF _Toc210293817 \h 10  HYPERLINK \l "_Toc210293818" G. Revenue Requirements and Ratepayer Benefits  PAGEREF _Toc210293818 \h 11  HYPERLINK \l "_Toc210293819" V. Key Business Case Assumptions  PAGEREF _Toc210293819 \h 14  HYPERLINK \l "_Toc210293820" A. A 20-Year Gas Module Useful Life is Used in the Business Case Calculations  PAGEREF _Toc210293820 \h 14  HYPERLINK \l "_Toc210293821" B. The Term of Business Case is From 2009-2034 or 26 Years  PAGEREF _Toc210293821 \h 15  HYPERLINK \l "_Toc210293822" C. A Terminal Value Calculation is Necessary Because Gas Modules and Gas Meters Will Continue to Have Remaining Useful Life After 2034  PAGEREF _Toc210293822 \h 15  HYPERLINK \l "_Toc210293823" D. Cost for AMI Deployment in the SDG&E Overlap Territory is not Included in the Analysis  PAGEREF _Toc210293823 \h 15  HYPERLINK \l "_Toc210293824" E. Project Contingency of 10% of Deployment Period Estimated Costs is Included in the Estimated Deployment Cost of $1.09 Billion  PAGEREF _Toc210293824 \h 16  HYPERLINK \l "_Toc210293825" VI. Testimony Cross-reference for Costs and Benefits  PAGEREF _Toc210293825 \h 17  HYPERLINK \l "_Toc210293826" VII. Other Regulatory Issues  PAGEREF _Toc210293826 \h 18  HYPERLINK \l "_Toc210293827" A. The Cost Recovery of SoCalGas Assets That Are Replaced (e.g., gas meters and meter set assemblies) as a Result of Deploying SoCalGas AMI Shall Be Recovered on the Remaining Asset Life Schedule  PAGEREF _Toc210293827 \h 18  HYPERLINK \l "_Toc210293828" B. SoCalGas Proposes to Establish a Balancing Account to Record AMI Costs During the Deployment Period 2009-2015 And To Include The Operational Benefits Per Meter To Net Against Such Costs As The AMI Gas Modules Are Installed And Operating  PAGEREF _Toc210293828 \h 18  HYPERLINK \l "_Toc210293829" VIII. Pre-deployment Funding Request  PAGEREF _Toc210293829 \h 20  HYPERLINK \l "_Toc210293830" IX. Conclusion  PAGEREF _Toc210293830 \h 21  HYPERLINK \l "_Toc210293831" X. WITNESS QUALIFICATIONS  PAGEREF _Toc210293831 \h 22 Introduction Southern California Gas Company (SoCalGas) is requesting California Public Utilities Commission (CPUC or Commission) approval to deploy a gas advanced metering infrastructure (AMI) over the 2009-2015 timeframe. The estimated deployment cost for the SoCalGas AMI is approximately $1.09 billion, of which $903 million is capital expenses and $187 million is operating and maintenance (O&M) expenses. Included in the $1.09 billion of estimated expenses, is a request for $12.4 million of pre-deployment funding. SoCalGas AMI cost estimates are based on AMI vendor responses to a set of request for proposals (RFP) issued in May 2008. SoCalGas compared the cost of implementing: (1) a hybrid AMI system that would utilize the Southern California Edison Company (SCE) AMI network for the SoCalGas meters that are located in the SCE overlap territory combined with another selected AMI technology for the remainder of the SoCalGas meters (Hybrid) with (2) a standalone AMI network that would cover all of the gas meters in SoCalGas service territory (Stand Alone). Vendor proposals (bids) for AMI technology, information system integration, endpoint deployment, program management, and a meter data management system (MDMS) are being evaluated. Several competing AMI technologies were proposed by different vendors. SoCalGas cost estimates reflect the proposals from the short listed vendors. In addition, SoCalGas requested that vendor proposals explicitly include water and electric meter capability as part of the vendor technology offering. Summary of Results SoCalGas cost estimates and resulting business case analyses demonstrate that SoCalGas ratepayers are better off by approximately $137 million in present value of revenue requirement terms under the Stand Alone scenario. Therefore, SoCalGas proposes to implement a Stand Alone AMI system for the complete SoCalGas service territory. Table II-1 shows the breakdown of SoCalGas meters within: (1) SCEs service territory; (2) San Diego Gas & Electric Companys (SDG&E) service territory; and, (3) remaining SoCalGas meters that are not in SCEs or SDG&Es service territories. Table II-1 SoCalGas Estimated Meters Deployment Period 2009 2015 (000s)  For the Hybrid scenario, SoCalGas estimated SCE AMI network service fees on an incremental costs basis. SoCalGas used the vendor responses to the RFP for AMI module per unit costs, installation costs of gas modules, Information Technology (IT) systems and systems integration and costs for MDMS installation and development. SoCalGas also estimated several incremental equipment and network communications costs based on the SDG&E experience, although specific SoCalGas customer information system (CIS) integration efforts are estimated for the SoCalGas AMI cost estimates. Meter replacement cost estimates assume current per unit cost experienced by SoCalGas. Most important, SoCalGas Stand Alone cost estimates represent a base case that sets the not to exceed limit. SoCalGas issued an RFP for vendor bids that meets the basic functionality requirements identified in the testimony of SoCalGas witnesses Mr. Mark Serrano (Chapter III) and Mr. Christopher Olmsted (Chapter IV). Vendor proposals could provide solutions that would integrate directly with SCEs AMI system or solutions that could be independent of SCE AMI technology (Stand Alone technology). SoCalGas reserved the right to select the vendors that will provide the greatest long-term value to SoCalGas ratepayers. Tables II-2 and II-3 include the present value of revenue requirements (PVRR) of costs and benefits for SoCalGas assumed Hybrid scenario and the Stand Alone scenario, respectively. Tables II-2 and II-3 include the total present value of operating benefits and customer gas conservation benefits and reduced theft as well as societal benefits (i.e., environmental benefits from reduced emissions). Table II-2 Undiscounted Cash Flow and Present Value of Annual Revenue Requirements and Societal Benefits Hybrid Scenario ($millions)  Table II-3 Undiscounted Cash Flow and Present Value of Annual Revenue Requirements and Societal Benefits Stand Alone Scenario ($millions)  Tables II-2 and II-3 represent the cash flow of estimated expenses and benefits during the deployment period for the Hybrid and Stand Alone scenarios, respectively. Table II-3 Stand Alone scenario shows that approximately 84.5% of the total AMI life cycle costs are covered by estimated operating benefits (on a revenue requirements basis). The Hybrid scenario analysis shows that approximately 74.9% of the total AMI life cycle costs are covered by estimated operating benefits. These cash flows represent the actual undiscounted estimated capital and O&M expenditures and benefits during the deployment period (2009-2015). Tables II-2 and II-3 also show the cash flows of estimated expenses and benefits converted to the present value of revenue requirements. Background and Foundation For the AMI BUsiness case Witness Ms. Michelle Mueller (Chapter I) has provided a synopsis of the basic foundation provided the Energy Action Plan (EAP) and EAP II for AMI. In addition, the Commission conducted an extensive proceeding, R.02-06-001, that developed business case analysis guidelines for Advanced Metering, Demand Response and Dynamic Pricing. As a result of R.02-06-001, the Commission directed Pacific Gas & Electric (PG&E), SCE and SDG&E to file applications proposing AMI deployment. PG&E and SDG&E AMI Deployments Include AMI Gas Modules and Daily Gas Meter Reads The Commission authorized funding for AMI deployment for PG&E in Decision (D.) 06-07-027 and SDG&E in D.07-04-043. PG&E and SDG&E are combined gas and electric utilities and funding for their AMI projects included installation of gas communication modules (gas modules) on gas meters to provide daily meter reads. The Commission authorized funding of approximately $1.7 billion for PG&E to install AMI on 5.1 million electric meters and 4.2 million gas meters. The Commission has authorized funding of approximately $570 million for SDG&E to install AMI on 1.4 million electric meters and 900,000 gas meters. In total, the Commission has approved and authorized funding that would deploy over 5 million gas AMI modules within the State. SDG&Es Experience with AMI Implementation Provides SoCalGas with a Reasonable Benchmark for Vendor Cost Estimates of the Hybrid and Stand Alone Scenarios SDG&E is working with the current SCE AMI technology vendor. SCE and SDG&E are deploying similar AMI technologies. The most significant difference between the SCE and SDG&E AMI deployment is the installation of AMI gas modules for SDG&E. SDG&Es technical knowledge of gas and electric meter integration provides a solid basis or reality check for SoCalGas per unit cost estimates for gas modules, gas meters and installation in the Hybrid scenario. Moreover, SDG&Es experience with evaluating, designing and integrating MDMS software that includes both electric and gas meter reads provides SoCalGas an IT architectural foundation for integration with current SoCalGas legacy systems and potential integration with SCE systems. SoCalGas per unit cost estimates for gas modules, gas meters and installation have been validated by SDG&Es experience and knowledge. Integration with SCEs AMI System Will Require Enhancements to Separately Collect and Track the SoCalGas Meter Read at the Electric Meter Level and Head-End System and Require Additional Hardware SoCalGas could install SCE AMI compatible gas modules that will be able to communicate with SCE electric meters and utilize the SCE backhaul communications network for data transmission back to SCE AMI network and data systems and ultimate transfer of gas meter read data to SoCalGas data servers and MDMS. However, the current SCE AMI technology is not currently designed for splitting meter reads for different companies and would require modification to the electric meter end-point recognition capabilities, head-end system and possibly to SCEs MDMS architecture to include SoCalGas meter asset information. In addition, the SCE AMI technology architecture will require more SCE collector meters (cell relays) and additional head-end server and MDMS capacity as SoCalGas gas modules are integrated into SCEs AMI network. Business Case Analysis Implementation of a Stand Alone AMI System is the Best Alternative for SoCalGas Customers SoCalGas compared the cost of the Hybrid gas AMI system with a SoCalGas Stand Alone AMI system. SoCalGas developed and analyzed the potential Hybrid case with cost estimates, assuming that SCEs AMI technology will accommodate SoCalGas gas meter reads and such reads will be provided at some reasonable service fee that will reflect SCEs incremental cost attributable to the additional gas meter reads. SoCalGas evaluated alternative stand alone AMI technologies via its RFP process. SoCalGas provides cost estimates that are based on SoCalGas gas modules communicating through SCEs AMI network and the SoCalGas Stand Alone network. SoCalGas carefully considered the potential synergies of using the SCE AMI network, but the necessary bifurcation of SoCalGas customers between two different AMI technologies, additional SCE cell relay meter requirements, additional repeaters for gas module communications, and the integration of multiple head-end AMI systems led to higher costs. Deployment of the Hybrid Only AMI System with SCE/SoCalGas Overlap Customers is Not a Viable Solution SoCalGas recognizes the logic of Division of Ratepayer Advocates (DRA) witness Mr. Blunts statement in prepared testimony in SCEs AMI proceeding, A.07-07-026. The potential public policy failure of funding an exclusive-for-electricity-network is one of sub-optimization. Mr. Blunt expands on the discussion of using the future AMI network to serve gas and water ratepayers and the common sense logic of not duplicating two or three different communications for gas and water reads. However, if SoCalGas implemented AMI only for SoCalGas customers in SCEs service territory using SCEs chosen technology, then the SoCalGas customer base would literally be bifurcated between the haves and have-nots. With that in mind, SoCalGas would then be required (in the interest of fairness and equity) to implement a standalone AMI system for the SoCalGas customers located in the non-SCE areas of SoCalGas service territory. Therefore, two separate systems would be needed and the added cost of interfacing and integrating with two different head-end systems would be necessary. Moreover, the identification, dispatching, and tracking of gas module, network communications and new installations would be complex since SoCalGas would need to interface asset management and customer information systems with SCEs head-end system and SoCalGas head-end system. SoCalGas Operational Efficiencies are Reflected in Estimated Benefits and will Net Against Gas AMI Deployment Revenue Requirements During the Deployment Period SoCalGas estimates approximately $888.6 million of operational benefits (present value of cost savings and future cost avoidance) from eliminating manual meter reading, reducing customer services field (CSF) order activities and customer billing activities. Post-deployment AMI operational benefits and costs will be reflected in SoCalGas post-deployment general rate case (GRC) revenue requirement requests. The SoCalGas RFP process evaluated the total life cycle costs of a complete SoCalGas AMI deployment covering SCEs overlap service territory (approximately 4.0 million meters by year-end 2015) and the remaining non-SCE territory (approximately 2.0 million meters). SoCalGas determined that the potential SCE synergies were not sufficient to overcome integration cost between two different AMI systems and systems integration necessary to interface with the SCE AMI head-end and MDM systems. SoCalGas stand alone net benefits are greater in the Stand Alone scenario than in the Hybrid scenario. Communications network costs are a small portion of total project costs (typically around 10%). Therefore, potential synergies from using SCE AMI communications network are relatively small compared to the additional cost for integration and addition of gas module end-points to SCEs electric meter collectors, head-in capacity and SCE synchronization with SoCalGas meter asset management systems. Gas Conservation Impact and Benefits Under their AMI programs, PG&E and SDG&E collect reads from gas meters on a daily basis, with daily usage intervals, which can be presented on the web to the customer. Month-to-date customer usage and bill information can also be made available to customers using a telephone via an interactive voice response (IVR) system. The ability for the customer to access and view their usage and billing data during the monthly billing cycle provides a foundation for customer behavioral changes as noted in Dr. Sarah Darbys testimony (Chapter V). SoCalGas AMI RFP identified the potential need for hourly gas usage data to be collected, transmitted and stored on enterprise servers 2-3 times per day. Specifically, SoCalGas will provide early high bill alerts to the customer, thereby promoting and facilitating gas usage reduction from a portion of the customer base. These estimated information impacts and corresponding behavioral changes are described in SoCalGas witness Dr. Darbys testimony (Chapter V) and estimated conservation impacts are described in witness Mr. J. C. Martins testimony (Chapter VI). The Hybrid Scenario Cost Estimates Include SCE AMI Services Fees and Charges that are Assumed to be Incremental Cost Based These incremental costs are extrapolated from SDG&Es incremental costs for additional communication network collectors (cell relay meters) and repeaters for gas modules, incremental license fees for head-end software based on the increased number of gas module end points, incremental connectivity costs (WAN backhaul), and additional back office support for troubleshooting. Any additional fees and charges based on incremental SCE activities needed to support gas module integration into SCE AMI system would only increase the total cost of the Hybrid scenario. SoCalGas has included the minimum identifiable incremental cost to SCE using the SDG&E experience of adding gas modules to iTRONs OpenWay network. SoCalGas has not included the additional lost benefits that SCE may incur with the likely addition of more electric cell relay meters. Cell relay meters are not able to have the remote connect/disconnect functionality and therefore will reduce SCEs operating benefits. SoCalGas accepts that SCE must include an adder for the incremental AMI project risks and opportunity costs for additional resources as a result of SoCalGas AMI gas module services. Nevertheless, if SCE does end up providing AMI services to SoCalGas, the Commission should have oversight and review of SCE fees and charges to SoCalGas to avoid inter-utility ratepayer subsidization and to optimize the usage and capabilities of SCE AMI network. SoCalGas estimates of incremental SCE costs attributable to integration of SoCalGas gas modules with SCEs AMI system are conservative. Therefore, in the Hybrid scenario, SoCalGas estimates AMI deployment predicated on integration with SCEs AMI system. Estimated SCE service fees or charges for integration with SCEs AMI system are solely based on the incremental costs attributable to SoCalGas additional gas meter endpoints and impacts on SCEs AMI network, hardware, software, operations maintenance and systems integration. These incremental costs include one-time deployment costs and going-forward annual costs for these incremental activities and expenses. SoCalGas AMI Project Provides Net Societal Benefits of $21.5 Million and Net Ratepayer PVRR Benefits of $13.2 Million Given an Approximate 1% Conservation Impact. As shown in Table II-3, the present value of revenue requirements and conservation impact shows ratepayer benefits of approximately $13.2 million given a 1% conservation impact. The overall impact on the average residential customer bill is shown in Figure II-1. Assuming an average annual conservation impact of 1% of core customer gas throughput, the average residential customer is expected to have lower bills by year 2017 (just two years after SoCalGas AMI deployment is completed). The average residential bill will continue to decline thereafter until year 2030. Figure II-1 Annual Residential Bill Impact  Revenue Requirements and Ratepayer Benefits The deployment period (2009-2015) cash flow and revenue requirements (undiscounted) for cost and benefit categories are shown in Table II-4 (by year). In addition, the undiscounted life cycle expenses and benefits (capital and O&M cash flow) for each of the major cost categories are shown in Figure II-2. As shown in Table II-3, the present value of operating benefits (revenue requirements) is approximately 84.5% of total life cycle expenses. Table II-4 Annual Cash Flow and Revenue Requirements (undiscounted) SoCalGas Stand Alone Scenario Deployment Period 2009-2015 ($millions)  Figure II-2 Undiscounted Cash Flow Costs and Benefits Comparison SoCalGas Stand Alone Scenario ($millions)  SoCalGas witness Mr. Olmsted (Chapter IV) identifies estimated direct costs of $140.9 million related to IT systems development and integration-related costs and the deployment of an AMI communications network. The bulk of the estimated IT expenditures will occur in 2009-2010. Gas module deployment and meter replacements will start in 2011. SoCalGas witness Mr. Serrano (Chapter III) identifies approximately $633.4 million of project management, gas modules, gas meters, installation and other expenses for the deployment period 2009-2015. The estimated costs identified in Mr. Olmsteds and Mr. Serranos testimony are in direct cost and 2008 constant dollars. As shown in Figure II-2, the estimated operating benefits resulting from elimination of manual meter reading, elimination of a subset customer services field (CSF) orders and a reduction in billing exception processing leads to substantial operating benefits. The majority of the estimated benefits reflect reductions in workforce. Table II-5 summarizes the estimated workforce impacts from 2008 levels. Witness Mr. Serrano discusses the specific work and activity level reductions in his testimony (Chapter III). Table II-5 Estimated Workforce Impacts (FTE = Full-time equivalent)  SHAPE \* MERGEFORMAT  Key Business Case Assumptions A 20-Year Gas Module Useful Life is Used in the Business Case Calculations Vendor responses to the SoCalGas AMI RFP have provided estimated 20-year useful life for the gas modules since the battery life is expected to be 20 years. At the end of the battery life (which assumes up to 2-3 meter reads per day are transmitted), the gas modules are assumed to be no longer useful. Witness Mr. Serrano expands on the 20-year battery life and failure rates in his testimony (Chapter III). The Term of Business Case is From 2009-2034 or 26 Years Specifically, IT systems development and integration is planned for 2009-2010. Gas module installation should begin in 2011 with initial deployment completed by year-end 2015. A 20-year gas module life means that the last useful year for the gas modules deployed in 2015 will be year 2034 (assumes that the first year of the gas module is the year of the installation). Witness Mr. Michael Foster (Chapter VII) testimony discusses the 26-year term of the AMI analysis period. A Terminal Value Calculation is Necessary Because Gas Modules and Gas Meters Will Continue to Have Remaining Useful Life After 2034 The terminal value of the gas modules with remaining book life is the discounted stream of annual benefits per gas module for their remaining book life. The terminal value is approximately 3% of the total benefits of the business case. Witness Mr. Fosters (Chapter VII) testimony discusses the terminal value calculation. Cost for AMI Deployment in the SDG&E Overlap Territory is not Included in the Analysis SoCalGas has been authorized funding to deploy drive-by remote automated meter reading (RAMR) in its test year (TY) 2008 GRC. SoCalGas will have deployed approximately 150,000 RAMR units by 2009. SoCalGas is planning to use the GRC RAMR funding for deploying AMI in the SDG&E overlap services territory (estimated to be 106,000 SoCalGas meters in 2011). Project Contingency of 10% of Deployment Period Estimated Costs is Included in the Estimated Deployment Cost of $1.09 Billion SoCalGas has included an overall AMI project contingency of 10% or approximately $99.1 million in the total estimated costs during the deployment period. For a project of this financial magnitude and the long duration of the deployment period (2009-2015), a 10% project contingency is prudent and reasonable amount. See Table II-6. Specifically, this contingency encompasses deployment capital and O&M expenses as described in the testimony of witnesses Mr. Serrano (Chapter III), Mr. Olmsted (Chapter IV), and Mr. Martin (Chapter VI). The purpose of project contingency is to cover unanticipated, unknown or irreducible risks that may impact project schedule, resource availability, functional requirements and other circumstances. See Figure II-3 for contingency as part of the sharing mechanism. Table II-6 Project Contingency ($millions)  Testimony Cross-reference for Costs and Benefits Table II-7 provides a cross reference to major estimated cost and benefit elements and witness testimonies (chapter reference). Table II-7 Costs and Benefits and Witness Testimony ($millions)  Other Regulatory Issues The Cost Recovery of SoCalGas Assets That Are Replaced (e.g., gas meters and meter set assemblies) as a Result of Deploying SoCalGas AMI Shall Be Recovered on the Remaining Asset Life Schedule Approximately 1.1 million additional gas meters will be replaced as result of SoCalGas deployment of AMI during 2011-2015. These gas meter replacements are described in SoCalGas witness Mr. Serranos testimony (Chapter III, Section VI.D.). Similar to cost recovery treatment in PG&Es, SDG&Es and SCEs AMI cases, meters that need to be replaced will retain the current cost recovery schedule and treatment. The remaining life of these meter assets are established in the gas meter asset classes. These meters need to be replaced because certain older family and types of meters are not compatible with the gas communications modules. In addition, SoCalGas will accelerate meter changes that would otherwise have been scheduled in the near-term post-deployment time period (2016-2020) into the deployment period. Accelerating planned meter changes into the deployment period will avoid significant post-deployment cost related to replacing recently installed gas modules with one that is compatible with the replacement meter. In other words, by accelerating planned meter changes, SoCalGas is avoiding a double purchase of gas modules during the near-term post deployment period, 2016-2020. SoCalGas Proposes to Establish a Balancing Account to Record AMI Costs During the Deployment Period 2009-2015 And To Include The Operational Benefits Per Meter To Net Against Such Costs As The AMI Gas Modules Are Installed And Operating SoCalGas is requesting authorization to establish a balancing account to record AMI deployment costs and to record estimated benefits per each installed gas module. O&M benefits are estimated to begin an average of five months following the physical meter installation. The five month lag for realization of operational benefits is described in SoCalGas witness Mr. Serranos testimony (Chapter III). The specific cost recovery mechanism and balancing account treatment are described in SoCalGas witness Ms. Allison Smiths testimony (Chapter VIII). At the authorized SoCalGas AMI expense levels, SoCalGas proposes a sharing mechanism for actual costs experienced above and below the authorized levels. SoCalGas proposes a similar sharing mechanism as authorized in the SDG&E AMI decision, D.07-04-043, whereby SoCalGas shareholders will be responsible for 10% of cost exceeding the authorized level and shareholders will retain 10% of the savings below the authorized level with a maximum reward/penalty of +/- $10 million (i.e., a +/- $100 million sharing band around the authorized deployment expenses of $1,090 million). Figure II-3 Risk/Reward Sharing Band  Pre-deployment Funding Request SoCalGas is requesting that the Commission approve $12.4 million of pre-deployment funding. This request is consistent with Commission approval and authorization of pre-deployment funding for PG&E, SCE and SDG&Es AMI projects. SoCalGas has demonstrated compelling reasons for proceeding with AMI. The analysis presented herein demonstrates that SoCalGas operating benefits cover a larger proportion of AMI life cycle costs than those in the AMI projects of the other utilities and that a lesser proportion of the ratepayer benefits depend on demand side reductions. Pre-deployment activities are identified in witness Mr. Serrano (Chapter III) and Mr. Olmsteds (Chapter IV) testimonies. Table II-8 summarizes SoCalGas pre-deployment funding request. Table II-8 2009 Pre-Deployment Funding  SHAPE \* MERGEFORMAT  Conclusion The SoCalGas AMI business case provides a larger proportion of operating benefits to total life cycle costs than any of the other AMI cases submitted, authorized and approved by the Commission. In addition, the conservation benefits estimated by SoCalGas represent approximately 1% of core gas throughput in 2016 (1st post-deployment year). Deployment of SoCalGas AMI will not only provide substantial operating benefits, generate long-term conservation benefits but will finally enable the largest gas distribution utility in the United States to move into the 21st century of metering technology when the other three major energy utilities in California have already embarked on this path. WITNESS QUALIFICATIONS I am currently the Director of Customer Services Strategies for the Southern California Gas Company. I am responsible for directing, managing and planning various customer services projects and analyses that pertain to longer-term, integrated and comprehensive strategies for customer services. Prior to assuming my current position in January 2007, I was Director of Customer Operations from 2005-07, Director of AMI Regulatory Policy & Strategy from 2004-05, Director of Measurement & Meter Reading from 2002-04, Director of Customer Services Solutions from 2000-02, and Director of Revenue Cycle Services for from 1998-2000. I have directed and managed measurement, meter reading, billing, call center, branch office, credit and collections, customer services staff, direct access services and other customer services operations at SDG&E. Prior to joining SDG&E in 1998, I held various director level management positions with the Southern California Gas Company in Human Resources, Organizational Development, Customer Contact, Customer Services Operations Staff, Information Technology, Operations Research and Planning. I have testified before the California Public Utilities Commission on numerous occasions covering a variety of topics ranging from cost of service, measurement and meter reading to billing systems implementation. I am a graduate of University of California, San Diego with undergraduate and graduate degrees in Economics. This concludes my testimony.  See Tables II-2 and II-3, Net Present Value (NPV) of Revenue Requirements. Hybrid scenario (Table II-2) shows NPV of $123.8 million of costs and Stand Alone scenario (Table II-3) shows NPV of $13.2 million of benefits for a total difference of $137 million.  84.5% = PVRR Operating benefits/PVRR costs = $888.6 /$1,051.0  DRA Testimony, Chapter 6, Chris Blunt, p. 6-2, lines 1-2.  Month-to-date usage and bill available on the IVR is similar to the financial institutions having account balances available through the telephony channel.  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F=iYuw}o*d1X*b                                    PX*#        R;        Z                 QP4 ,8WA$',/N ]( 7 ^ i _ | n I%=PCr2Nd(0 4|l 3 Z !!#8$8)%r8%b%7j%)g_)r,+",|),x,O-q-#y-,.0y0Rp476978 a8 A9P9t9Y:<C?0@E@ AJd8 fvghRh0'ijVjQ l-lm1HmUm`mdmEnu_p qqrc@r`rs$sY4s5t"u TvEDwxWxQyz2fzozj|{S`|?}[`}x@e_@e(OwU#!?J_a#A{ iQMOkOxSl.1 .YM%HVr9Dr(CobnC/V<>c#56*mx4\>G#3VQ.cC9OX_>DbZymd3;Lc.>}V@7GL b^,qGH!3vR}3)(LAjOp<YY0 n^ 8PD?MB;@]}^sF/z M(JB(Epa5@ k-&2fs7v=AB3^hy{9`(XYnh&m;$i0*' +}IOV(rP}QyT[@%%h%%[P@Unknowntprmptp1mlsGz Times New Roman5Symbol3& z ArialQTimes New Roman BoldABook Antiqua?5 : Courier New5& zaTahoma;Wingdings"hff 72;2b72;2b!4dOOU 3qHX ?_2Application No B.RobertstprmpH          ObjInfo" WordDocumentSummaryInformation(!#LDocumentSummaryInformation8T      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKMNOPQRSUVWXYZ[\]^_`adefghijknopqrstuvwxyz{|}~%` cbjbj"x"x @@rP rF4%%%4V*)xxxhBy^{*Tf} L(tttL xEGGGGGG$h\bk%l @kF$F$tt, 0jF$tF$tEE10F$$6tZ} Q9o4xa&)HFH%\pz~pppkk"ppp*T;%$d_*T6%$Z(R*&$J"B$F$F$F$ Application No.: A.08-09- Exhibit No.: SCG 3 Date: September 29, 2008 Witness: Mark L. Serrano SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER III SOCALGAS AMI DEPLOYMENT PLAN, COSTS, AND OPERATIONAL BENEFITS Prepared Direct Testimony of Mark L. Serrano BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc210181785" I. Introduction  PAGEREF _Toc210181785 \h 1  HYPERLINK \l "_Toc210181787" II. Pre-deployment funding  PAGEREF _Toc210181787 \h 2  HYPERLINK \l "_Toc210181788" III. Background  PAGEREF _Toc210181788 \h 3  HYPERLINK \l "_Toc210181789" IV. Approach Used to Develop the Cost Benefit Analysis  PAGEREF _Toc210181789 \h 4  HYPERLINK \l "_Toc210181790" V. Description of Cost and Benefit Estimates  PAGEREF _Toc210181790 \h 5  HYPERLINK \l "_Toc210181791" VI. Forecast Assumptions  PAGEREF _Toc210181791 \h 5  HYPERLINK \l "_Toc210181792" A. Labor  PAGEREF _Toc210181792 \h 6  HYPERLINK \l "_Toc210181793" B. Non-labor  PAGEREF _Toc210181793 \h 6  HYPERLINK \l "_Toc210181794" C. Meter Growth Forecasts  PAGEREF _Toc210181794 \h 6  HYPERLINK \l "_Toc210181795" D. Meter Changes  PAGEREF _Toc210181795 \h 6  HYPERLINK \l "_Toc210181796" E. Gas AMI Meter Module Failures  PAGEREF _Toc210181796 \h 7  HYPERLINK \l "_Toc210181797" F. AMI Technology  PAGEREF _Toc210181797 \h 8  HYPERLINK \l "_Toc210181798" G. SoCalGas Service Territory  PAGEREF _Toc210181798 \h 8  HYPERLINK \l "_Toc210181799" VII. Deployment Period (2009 2015) Cost Estimates  PAGEREF _Toc210181799 \h 9  HYPERLINK \l "_Toc210181800" A. Gas AMI Meter Module (Hardware) Costs  PAGEREF _Toc210181800 \h 10  HYPERLINK \l "_Toc210181801" B. Gas Meter Costs  PAGEREF _Toc210181801 \h 10  HYPERLINK \l "_Toc210181802" C. Gas AMI Meter Module Installation Costs  PAGEREF _Toc210181802 \h 11  HYPERLINK \l "_Toc210181803" D. Costs to Rebuild the Meter Set Assembly at Customer Premises  PAGEREF _Toc210181803 \h 11  HYPERLINK \l "_Toc210181804" E. Meter Acceptance Testing (QA) Costs  PAGEREF _Toc210181804 \h 12  HYPERLINK \l "_Toc210181805" F. Customer Contact Center Costs  PAGEREF _Toc210181805 \h 12  HYPERLINK \l "_Toc210181806" G. Customer Billing Services Costs  PAGEREF _Toc210181806 \h 13  HYPERLINK \l "_Toc210181807" 1. Bill-Related Exceptions  PAGEREF _Toc210181807 \h 13  HYPERLINK \l "_Toc210181808" 2. Use of AMI Communications Network for Non-Core Customers  PAGEREF _Toc210181808 \h 14  HYPERLINK \l "_Toc210181809" H. Project Management Office Costs  PAGEREF _Toc210181809 \h 14  HYPERLINK \l "_Toc210181810" I. Meter Route Maintenance Costs  PAGEREF _Toc210181810 \h 17  HYPERLINK \l "_Toc210181811" J. Customer Communications Costs  PAGEREF _Toc210181811 \h 17  HYPERLINK \l "_Toc210181812" K. Other Deployment Period Costs  PAGEREF _Toc210181812 \h 17  HYPERLINK \l "_Toc210181813" 1. Meter Reader Retention  PAGEREF _Toc210181813 \h 18  HYPERLINK \l "_Toc210181814" 2. Meter Reading Management  PAGEREF _Toc210181814 \h 19  HYPERLINK \l "_Toc210181815" 3. Customer Services Field Training  PAGEREF _Toc210181815 \h 19  HYPERLINK \l "_Toc210181816" 4. Electronic Corrector Communications Equipment  PAGEREF _Toc210181816 \h 19  HYPERLINK \l "_Toc210181817" 5. Electronic Pressure Monitoring  PAGEREF _Toc210181817 \h 20  HYPERLINK \l "_Toc210181818" 6. Phase-In Costs  PAGEREF _Toc210181818 \h 20  HYPERLINK \l "_Toc210181819" VIII. Post-Deployment Period (2016-2034) Cost Estimates  PAGEREF _Toc210181819 \h 20  HYPERLINK \l "_Toc210181820" A. Gas AMI Meter Module Costs  PAGEREF _Toc210181820 \h 22  HYPERLINK \l "_Toc210181821" B. Costs Associated with Service Order Process Changes  PAGEREF _Toc210181821 \h 22  HYPERLINK \l "_Toc210181822" C. Costs Associated with New Business  PAGEREF _Toc210181822 \h 23  HYPERLINK \l "_Toc210181823" D. Electronic Corrector On-going Communications Costs  PAGEREF _Toc210181823 \h 23  HYPERLINK \l "_Toc210181824" E. Atmospheric Corrosion Control Costs  PAGEREF _Toc210181824 \h 23  HYPERLINK \l "_Toc210181825" F. Customer Billing Services Costs  PAGEREF _Toc210181825 \h 24  HYPERLINK \l "_Toc210181826" G. SoCalGas Tariff Rule No. 31  PAGEREF _Toc210181826 \h 25  HYPERLINK \l "_Toc210181827" H. Other Post-Deployment Period Costs  PAGEREF _Toc210181827 \h 25  HYPERLINK \l "_Toc210181828" 1. Customer Contact Center  PAGEREF _Toc210181828 \h 26  HYPERLINK \l "_Toc210181829" 2. Meter Reading  PAGEREF _Toc210181829 \h 26  HYPERLINK \l "_Toc210181830" 3. Gas Transmission & Distribution  PAGEREF _Toc210181830 \h 26  HYPERLINK \l "_Toc210181831" IX. Operational Benefits  PAGEREF _Toc210181831 \h 26  HYPERLINK \l "_Toc210181832" A. Meter Reading Benefits  PAGEREF _Toc210181832 \h 27  HYPERLINK \l "_Toc210181833" 1. Meter Reading O&M Expense  PAGEREF _Toc210181833 \h 28  HYPERLINK \l "_Toc210181834" 2. Meter Reader Workforce  PAGEREF _Toc210181834 \h 29  HYPERLINK \l "_Toc210181835" 3. Avoided Meter Reading Capital Costs  PAGEREF _Toc210181835 \h 29  HYPERLINK \l "_Toc210181836" 4. Timing of Meter Reading Benefits Realization  PAGEREF _Toc210181836 \h 30  HYPERLINK \l "_Toc210181837" B. Offset to Work Performed During Deployment Period  PAGEREF _Toc210181837 \h 30  HYPERLINK \l "_Toc210181838" C. Customer Services Field Operations Benefits  PAGEREF _Toc210181838 \h 31  HYPERLINK \l "_Toc210181839" 1. Gas-On Turn-On Orders  PAGEREF _Toc210181839 \h 32  HYPERLINK \l "_Toc210181840" 2. Change of Account Orders  PAGEREF _Toc210181840 \h 33  HYPERLINK \l "_Toc210181841" 3. Read & Verify Orders  PAGEREF _Toc210181841 \h 34  HYPERLINK \l "_Toc210181842" 4. High Bill Inquiry Orders  PAGEREF _Toc210181842 \h 34  HYPERLINK \l "_Toc210181843" D. Customer Billing Services Benefits  PAGEREF _Toc210181843 \h 34  HYPERLINK \l "_Toc210181844" 1. Exception Processing  PAGEREF _Toc210181844 \h 35  HYPERLINK \l "_Toc210181845" 2. Working Cash  PAGEREF _Toc210181845 \h 35  HYPERLINK \l "_Toc210181846" 3. Electronic Bill Presentment & Payment (EBPP)  PAGEREF _Toc210181846 \h 36  HYPERLINK \l "_Toc210181847" 4. Non-Core Customer Metering  PAGEREF _Toc210181847 \h 36  HYPERLINK \l "_Toc210181848" E. Customer Contact Center Benefits  PAGEREF _Toc210181848 \h 37  HYPERLINK \l "_Toc210181849" F. Facilities Benefits  PAGEREF _Toc210181849 \h 37  HYPERLINK \l "_Toc210181850" G. Safety Benefits  PAGEREF _Toc210181850 \h 37  HYPERLINK \l "_Toc210181851" 1. OSHA Recordable Injuries and Motor Vehicle Incidents  PAGEREF _Toc210181851 \h 38  HYPERLINK \l "_Toc210181852" 2. Lost Work Day Cases  PAGEREF _Toc210181852 \h 39  HYPERLINK \l "_Toc210181853" 3. Third Party Claims  PAGEREF _Toc210181853 \h 39  HYPERLINK \l "_Toc210181854" H. Human Resources Benefits  PAGEREF _Toc210181854 \h 39  HYPERLINK \l "_Toc210181855" I. Gas Transmission & Distribution Benefits  PAGEREF _Toc210181855 \h 40  HYPERLINK \l "_Toc210181856" X. Intangible Benefits  PAGEREF _Toc210181856 \h 41  HYPERLINK \l "_Toc210181857" A. Customer Privacy & Security  PAGEREF _Toc210181857 \h 42  HYPERLINK \l "_Toc210181858" B. Energy Theft  PAGEREF _Toc210181858 \h 42  HYPERLINK \l "_Toc210181859" C. Bill Accuracy & Timeliness  PAGEREF _Toc210181859 \h 43  HYPERLINK \l "_Toc210181860" D. Change Party Bills Based Upon Actual Meter Reads  PAGEREF _Toc210181860 \h 43  HYPERLINK \l "_Toc210181861" E. Access to Gas Consumption Information  PAGEREF _Toc210181861 \h 43  HYPERLINK \l "_Toc210181862" F. Quicker Detection of Anomalies  PAGEREF _Toc210181862 \h 43  HYPERLINK \l "_Toc210181863" G. Environmental  PAGEREF _Toc210181863 \h 44  HYPERLINK \l "_Toc210181864" H. Motor Vehicle Traffic  PAGEREF _Toc210181864 \h 44  HYPERLINK \l "_Toc210181865" XI. AMI Project Risk and Risk Mitigation Strategy  PAGEREF _Toc210181865 \h 44  HYPERLINK \l "_Toc210181866" A. Technology Risk  PAGEREF _Toc210181866 \h 45  HYPERLINK \l "_Toc210181867" B. Deployment Risk  PAGEREF _Toc210181867 \h 45  HYPERLINK \l "_Toc210181868" XII. CONCLUSION  PAGEREF _Toc210181868 \h 46  HYPERLINK \l "_Toc210181869" XIII. Witness Qualifications  PAGEREF _Toc210181869 \h 47  Introduction The purpose of this testimony is to demonstrate that Southern California Gas Companys (SoCalGas) request for funding to deploy advanced metering infrastructure (AMI) in its service territory is reasonable and should be adopted by the California Public Utilities Commission (CPUC or Commission). This estimate supports SoCalGas vision and strategy for enabling customers to better manage their gas usage by leveraging AMI technology. The operational costs included in the scope of the testimony pertain to system-wide deployment of a Stand Alone AMI system. Costs include the acquisition and installation of gas AMI meter modules, purchase and installation of gas meters equipped with AMI meter modules, maintenance of the AMI system and other associated costs expected to be incurred during and after gas AMI deployment. The most notable operational benefits include cost reductions and cost avoidances in the meter reading, customer services field and billing areas. SoCalGas will also benefit by avoiding, or delaying, future capital expenses and other associated administrative and general expenses, including the associated overheads. A breakdown of SoCalGas estimate of the pre-deployment, deployment and post-deployment costs (excluding information technology and AMI network costs presented in the testimony of SoCalGas witness Mr. Christopher Olmsted and energy conservation costs presented in the testimony of SoCalGas witness Mr. J. C. Martin) and the related operational benefits are included within this testimony. Also included is a summary of the intangible benefits expected to result from deployment of gas AMI and the strategy for mitigating risk associated with realizing the cost benefits. Table III-1, below, contains the summary of costs and operational benefits included in this testimony. Unless otherwise noted, all costs and benefits are stated in direct 2008 dollars.  Pre-deployment funding SoCalGas is requesting expedited approval for $1.7 million of pre-deployment funding to staff and house the project management office (PMO) to perform the functions described in this chapter (see Section VII.H., Project Management Office Costs). This pre-deployment funding will enable SoCalGas to hire and house the staff necessary to evaluate and select its AMI technology and installation suppliers, initiate change management activities, engage in process re-engineering work, support the regulatory process associated with the SoCalGas AMI Application and develop customer communication materials. This amount includes expense associated with providing work space to the systems integration staff (described in the testimony of SoCalGas witness Mr. Olmsted). Approximately $0.1 million of the $1.7 million is requested to support the customer research work described in the testimony of SoCalGas witness Mr. Martin. If the Commission adopts SoCalGas request for expedited approval for pre-deployment funding, the total costs in this testimony would be reduced by $1.6 million and there would be a reduction in the funding request of SoCalGas witness Mr. Martin of $0.1 million. Background The direct operational costs for the system-wide Stand Alone AMI system described in this testimony are approximately $965.2 million. The direct operational benefits to result from implementation of SoCalGas AMI are approximately $1.4 billion. In addition to the operational benefits, AMI is an enabler for development of new energy conservation programs. AMI-enabled energy conservation benefits are presented in the testimony of SoCalGas witness Mr. Martin. The most significant operational benefits are realized through a reduction in meter reading activities after approximately 6.0 million gas AMI meter modules have been installed. The benefits resulting from the changes to meter reading operations are approximately $777.5 million (including O&M and capital). The operational benefits are summarized in Table III-2.  Approach Used to Develop the Cost Benefit Analysis SoCalGas analysis is a financial comparison of the present value of estimated SoCalGas AMI costs and benefits over the useful life of the AMI system. The 20-year useful life of the AMI system was determined based upon the responses to a Request for Proposal issued to AMI technology vendors during 2008. Direct cost and benefit estimates discussed in this chapter were derived through an internal process that involved the participation of all affected operating departments. SoCalGas labor and non-labor cost impacts were estimated by year. These estimated costs were then applied to the planned deployment schedule, including estimated annual meter growth. The time span included in the analysis was 26 years, beginning January 1, 2009 and concluding December 31, 2034. The analysis period includes the multi-year deployment period (2009 through 2015) plus a 20 year post-deployment period which is based upon the 20 year useful life of the gas AMI meter modules (2015 through 2034). As stated in the testimony of SoCalGas witness Mr. Fong, in the SoCalGas financial analysis, the annual direct costs are loaded, escalated for inflation and stated in terms of nominal dollars by year. The same costs (and benefits) are ultimately stated in terms of the present value of the revenue requirement (PVRR) reflecting the ratepayer impacts, in present value terms, over the life of the project. Description of Cost and Benefit Estimates Unless otherwise noted, the SoCalGas AMI project costs and benefits discussed in this chapter are estimates of the impact SoCalGas AMI deployment will have upon SoCalGas direct expense, presented in nominal dollars in the year they occur. The foundation upon which cost and benefit changes are based is the SoCalGas TY2008 General Rate Case (GRC). This chapter addresses the costs and benefits for operations, project management, gas AMI meter modules, gas meters and installation work. These costs and benefits are summarized into four categories: Deployment Period Costs (2009-2015); Post-Deployment Period Costs (2016- 2034); Operational Benefits; and Intangible Benefits. In summary, SoCalGas cost benefit analysis incorporates the costs and benefits expected to be realized over the entire analysis period extending from 2009 through 2034. Forecast Assumptions This section describes the basis for SoCalGas forecasts of labor costs, non-labor costs, meter growth, gas AMI meter module failure rates, incompatible meters, meter changes and curb vault meters used in the SoCalGas AMI business case. Labor SoCalGas labor cost assumptions were consistent with those applied in the SoCalGas TY2008 GRC. Labor costs were based on the number of full-time equivalent employees multiplied by the annual labor rate for the impacted job classifications. Labor rates were based on the 2007 SoCalGas market reference points and the utilitys collective bargaining agreement with its Unions escalated to 2008 dollars. Escalation was based on escalation indices published by Global Insights in its Utility Cost Information Service, as described in the testimony of SoCalGas witness Mr. Foster. Non-labor Non-labor costs were also consistent with those applied in the SoCalGas TY2008 GRC. They were based upon 2007 expense, and then escalated to 2008 dollars. Escalation was based on escalation indices published by Global Insights in its Utility Cost Information Service, as described in the testimony of SoCalGas witness Mr. Foster. Meter Growth Forecasts Meter growth forecasts were based upon the Global Insights Winter 2008 Regional forecast (released February 2008). Meter Changes During the deployment period, SoCalGas will need to purchase and install approximately 2.0 million meters to replace those currently installed, excluding meters added to the SoCalGas system for growth. The quantity of meter changes represents about one-third of the gas AMI meter modules. A more detailed description as to why these meter changes are necessary is included in Section VII., Deployment Period (2009-2015) Cost Estimates. Table III-3 provides a breakdown of the 2.0 million meter changes.  Gas AMI Meter Module Failures SoCalGas applied a variable gas AMI meter module failure rate in its cost analysis. Based upon vendor product information obtained during SoCalGas investigation of available technology, the gas AMI modules are predicted to fail at a rate of about 0.5% percent annually during the first 16 years of service, and at greater rates in the remaining years of service life, as shown in Table III-4.  AMI Technology SoCalGas issued Requests for Proposal to AMI technology vendors and installation contractors in Q2 2008. Proposals were received and evaluated during Q3 2008. SoCalGas used the information it received in response to its Requests for Proposal in developing technology and implementation costs identified in this testimony. Technology vendor proposals indicated the useful life of battery-operated gas AMI meter modules is approximately 20 years. In estimating costs, SoCalGas also used the experience it gained between 2006 and 2008 when deploying AMR (drive-by) technology on approximately 150,000 of its gas meters. SoCalGas Service Territory The costs and benefits described in this chapter pertain to the entire SoCalGas service territory excluding the portion that overlaps with the service territory of San Diego Gas & Electric (SDG&E) in south Orange County (approximately 103,000 meters in 2008). SoCalGas intends to deploy the AMI system on the meters that serve SoCalGas core customers. Non-core customer metering will not be directly impacted, although SoCalGas intends to use the AMI network backhaul as a means to reduce the telecommunications costs associated with non-core customer metering. In the SoCalGas TY2008 GRC, SoCalGas received funding for deployment of drive-by AMR. SoCalGas plans to suspend deployment of drive-by AMR in 2009 and instead use the approved 2010 and 2011 funding for deployment of AMI in the portion of the SoCalGas service territory that overlaps with SDG&E. If the SoCalGas AMI Application is approved, SoCalGas will deploy the same technology it will install in all other parts of its service territory in this area. If the SoCalGas Application is not approved by the Commission, SoCalGas will deploy the same technology that SDG&E is deploying for its gas customers in this area. Deployment Period (2009 2015) Cost Estimates This section summarizes the direct operational costs SoCalGas expects to incur during the deployment period. As indicated in the summary below, the total direct operational costs SoCalGas expects to incur during the deployment period (excluding those costs presented in the testimony of SoCalGas witnesses Mr. Olmsted and Mr. Martin) are estimated to be $633.4 million in constant 2008 dollars. A summary of the estimated deployment period costs are included in Table III-5.  Gas AMI Meter Module (Hardware) Costs The costs of gas AMI meter modules and peripheral equipment used in this analysis are based upon information obtained by SoCalGas in response to a Request for Proposal issued in Q2 2008. SoCalGas calculated its costs based upon supplier pricing for each specific type of gas AMI meter module to be acquired and the volume of each type of meter to be retrofit or purchased new. The cost of approximately 6.0 million gas AMI meter modules, including those for new business (growth) meters, is estimated to be $303.7 million. Gas Meter Costs During the deployment period, SoCalGas will need to purchase and install approximately 2.352 million gas meters. Of this total, approximately 1.999 million are to replace existing gas meters and 352,700 are new meters for anticipated growth. SoCalGas will incur incremental costs of $160.3 million to replace approximately 1.052 million of the aforementioned 2.352 million meters. The costs associated with purchasing and installing 947,200 new gas meters (for planned meter changes) and 352,700 new gas meters (for forecast customer growth) were not included in the cost benefit analysis because these costs are typically funded in the SoCalGas GRC cycle. Included in the $160.3 million incremental meter replacement costs are the costs associated with rebuilding approximately 6,050 stand alone electronic correctors (EC) that provide uncorrected meter reads, corrected meter reads and alarms indicating maintenance is required. The costs to rebuild the electronic correctors are estimated to be $17.9 million. SoCalGas proposes that gas meters removed from service to accommodate implementation of SoCalGas AMI will be handled similar to how meter changes are otherwise handled. Consistent with current ratemaking treatment adopted by the Commission, SoCalGas plans to recover the installed cost of the existing meters over their remaining book life. The benefits associated with not removing meters from service (in future years) because they were changed during the deployment period are discussed in Section IX.B., Offset to Work Performed During Deployment Period. Gas AMI Meter Module Installation Costs SoCalGas will deploy approximately 6.0 million gas AMI meter modules during the deployment period (2011-2015). Approximately 2.4 million gas AMI meter modules will be pre-installed on new meters at the meter manufacturer facility. The pre-installation costs are estimated to be $9.2 million. Approximately 3.7 million meters will be field retrofit with gas AMI meter modules. The costs associated with the field retrofits, including the quality assurance function, are estimated to be $84.1 million. Costs to Rebuild the Meter Set Assembly at Customer Premises In addition to the costs associated with gas AMI meter module installation work, SoCalGas expects to incur costs associated with rebuilding the meter set assembly (MSA) at some meter locations to accommodate the installation of gas AMI meter modules. SoCalGas estimates that approximately 0.7% of all meter retrofits will require SoCalGas rebuild the MSA to provide clearance for the gas AMI meter module to be installed. The conditions that cause this work to occur include the physical proximity of meter guards, cabinet doors, gates, fences, glass partitions, etc. relative to the existing meter index. The costs associated with the on-site MSA rebuilds are estimated to be approximately $0.821 million. Meter Acceptance Testing (QA) Costs When SoCalGas receives shipments of new meters from meter manufacturers, the products undergo a quality assurance inspection at the SoCalGas meter testing facility. Shipments of meters that do not meet performance standards are returned to the supplier. Because SoCalGas is planning to purchase and install approximately 2.4 million meters with gas AMI meter modules pre-installed by meter manufacturers during the deployment period, SoCalGas will incur incremental costs associated with meter handling, storage and acceptance testing of the meters and gas AMI meter modules. The costs associated with additional meter handling, storage and inspection activities are estimated to be approximately $0.849 million. Customer Contact Center Costs During deployment of its AMI, SoCalGas expects an increase in customer contact center activity. Customer calls are anticipated to be proportional to the number of meter installations and should come to an end shortly after all gas AMI meter modules are installed. SoCalGas assumes the vast majority of customer calls will be referred to an AMI installation support team, although some customers will inevitably call the SoCalGas 1-800 numbers for scheduling issues, general information, and other AMI installation issues, regardless of the telephone number communicated to them on the initial customer letters and on door hangers left at customer premises. The AMI installation support team costs are included in the gas AMI meter module installation costs. SoCalGas assumes that approximately 3 percent of all installations will result in a customer call to SoCalGas customer contact center personnel. To help respond to customer inquiries in a timely manner, the customer contact centers interactive voice response (IVR) system will be available to customers. SoCalGas estimates that 50 percent of customer AMI calls will be handled via the IVR. The costs to modify the existing IVR to provide this functionality are based upon the estimated labor hours required to modify the system multiplied by the applicable hourly labor rate. Customer service representative (CSR) handled call costs were estimated by multiplying the forecast call frequency by an average handle time by the average hourly rate of pay. CSRs will need to be trained in how to respond to AMI deployment-related calls and calls that pertain to daily and hourly gas consumption information that will become available with AMI. SoCalGas estimates that each of approximately 600 CSRs will attend a training session during the initial phases of AMI deployment. The total direct SoCalGas customer contact center costs during the deployment period (2011 2015) are estimated to be $0.125 million. Customer Billing Services Costs Based on SoCalGas experience deploying over 150,000 drive-by AMR gas meter modules, there will be an increase in bill-related exceptions during deployment of the AMI system, causing increased labor costs. There will also be one-time costs incurred to enable non-core AMR metering equipment to utilize the AMI wireless network backhaul in lieu of current land lines and cellular telecommunications. The costs associated with this incremental work are estimated to be approximately $3.7 million. Bill-Related Exceptions When new gas meters are installed to replace existing gas meters, billing system edits identify irregularities and create exceptions that are subsequently investigated by billing personnel. Historically, the SoCalGas billing department has needed to manually process billing exceptions associated with approximately 30% of meter changes. Based upon SoCalGas experience deploying over 150,000 drive-by gas AMR meter modules, there will also be exceptions created through the gas AMI meter module installation process. During deployment, costs will be incurred to analyze and trouble-shoot installation issues and manually correct customer bills. SoCalGas expects the incremental workload will cease following AMI deployment. During deployment, SoCalGas anticipates it will have difficulty obtaining access to some of its meters. Accordingly, SoCalGas anticipates a temporary increase in the number of bills based upon estimated meter reads. In some cases, these estimates will result in bill-related exceptions that will require manual processing by billing personnel. Estimating bills at premises where customers fail to provide SoCalGas with safe access to its meters will enable SoCalGas and its customers to realize AMI project benefits in a timely manner. SoCalGas will work to minimize the frequency of estimated bills. The total direct costs to resolve the incremental bill-related exceptions during the deployment period are expected to be approximately $2.4 million. Use of AMI Communications Network for Non-Core Customers Approximately 1,650 non-core customer meters transmit information to the billing department at SoCalGas headquarters using land-line phone service or cellular telecommunications equipment. The wireless AMI communications network will be used by SoCalGas to transmit the information from approximately 80% of these meters. The one-time costs to acquire and install the equipment that will enable SoCalGas to achieve the benefits in this area are estimated to be approximately $1.3 million. Project Management Office Costs SoCalGas will need to establish a project management office (PMO) for the AMI project. The responsibilities of the PMO will be very different than those performed by the current meter reading staff. During the deployment period, both the PMO and the meter reading staff functions will be performed concurrently. Following AMI deployment, however, both functions will no longer be needed. The PMO will be responsible for overall program integration, execution of scope, schedule, budget, performance monitoring and reporting, contract administration, program and financial controls, benefits realization and corporate and regulatory compliance. The PMO will also provide the overall program governance structure and framework to ensure timely and effective decision making, risk management and issue resolution. The PMO will be accountable for effective communication among external and internal stakeholders to help them achieve an understanding of the SoCalGas AMI program. This is expected to facilitate achievement of program objectives throughout the deployment period. PMO responsibilities will include the following: Project Management - Management of overall program scope, schedule, budget and resources. This effort includes management of related risks through the ongoing identification and resolution of execution issues during the deployment period. Financial Controls - Exercise the fiscal controls required to keep deployment costs to those authorized within the Commissions final decision, and compliance with SoCalGas corporate financial policies, including adherence to Sarbanes-Oxley requirements. The PMO will also be responsible for ensuring the forecast operational benefits are achieved in a timely manner. Contract Administration - Provide authorization for the payment of services and products consistent with the negotiated terms and conditions with suppliers. Included will be oversight of supplier work quality to ensure performance meets or exceeds expectations. Regulatory Support and Compliance - Manage activities required to meet reporting requirements and conformance to the Commissions final decision; responsible for compliance with SoCalGas corporate governance protocols. Communications Coordination of the activities of a very large number of people - both SoCalGas employees and suppliers requires a common understanding and commitment to project goals. Communications will be an essential element of the management strategy to keep the organization aligned with project objectives and focused on essential deployment tasks. The PMO staff will be comprised of multiple disciplines including finance, regulatory, systems integration, network operations, project management, change management and human resources/labor relations. The PMO staff will be centrally located at a facility yet to be determined. During the AMI project deployment period, SoCalGas will employ a full time PMO staff augmented with consulting services provided by the systems integration supplier. The role of the consulting services provider will be to schedule and monitor deployment activities, optimize the materials management process and facilitate communication of project status to internal stakeholders. The PMO will manage the project contingency, which involves continuous monitoring of actual expenditures, forecasts and variance analyses to determine program progress and the degree to which contingency may be required to satisfy necessary changes to scope, schedule, budget or resources. The PMO will help manage interrelationships between the different deployment teams and instill consistency and cost-effectiveness into the programs administrative activities. The success of the SoCalGas AMI program is highly dependent on the coordinated execution of interrelated functional activities, including change management and process reengineering. It is standard practice for large and complex projects such as the SoCalGas AMI project to be governed through a PMO. The PMO will be made up of a team of experienced SoCalGas project managers who will provide the proper level of management planning, oversight and control for the project. The PMO will remain intact through the deployment phase and until the AMI system becomes fully operational. The estimated cost for the SoCalGas PMO operation, including the necessary facilities, is $27.7 million. Meter Route Maintenance Costs During the deployment period, SoCalGas will need to convert manual meter routes to automated status, and temporarily modify existing meter routes to meet operational needs, including workload balancing until AMI deployment work in an operating district is complete. After AMI deployment in an area is complete, new routes will be created to support the corrosion inspection process to be employed in subsequent years. SoCalGas estimates this incremental work will cost approximately $5.4 million. Customer Communications Costs Communications with customers will be critical to the success of the SoCalGas AMI project. SoCalGas will send information to customers prior to AMI deployment and also upon completion of the work. The costs for customer communications during the AMI deployment period are shown in Table III-6. The total incremental cost is estimated to be approximately $3.8 million.  Other Deployment Period Costs To achieve the benefits associated with the transition from a manual operation to one that leverages technology, SoCalGas expects to incur one-time costs associated with the changes impacting its employees. SoCalGas cares about all of its employees and has a track record of doing everything it can to make transitions such as this as easy as possible for people, such as providing re-training and other assistance. SoCalGas expects that with implementation of AMI technology some work will go away (e.g., manual meter reading and related work in customer services field and billing). However, SoCalGas also expects new work to emerge as a result of AMI (e.g., corrosion inspections, AMI module repair/replacement, etc.). Both SoCalGas and its Unions share a desire to minimize any adverse impacts to employees. Therefore, SoCalGas plans to work collaboratively with its Unions to discuss and plan for the employee impacts. Meter Reader Retention Attrition in both the part-time and full-time meter reader job classifications is significantly higher than the average annual attrition rate at SoCalGas. Over the last seven years the average attrition rate for part-time meter readers has been 83% and the attrition rate for full-time meter readers has been 42%, as shown in Table III-7.  Meter reader attrition may be impacted by the transitory nature of the manual meter reading work during the deployment period. Because SoCalGas expects greater meter reader attrition during the deployment period, SoCalGas has included $0.225 million in its cost benefit analysis for anticipated employee retention and retraining expense. Meter Reading Management SoCalGas will seek to provide job opportunities to employees impacted by the project. Some management employees may take advantage of retraining opportunities while others may elect to retire during the SoCalGas AMI deployment period. The estimated incremental costs associated with the aforementioned workforce transition are estimated to be approximately $0.062 million. Customer Services Field Training SoCalGas personnel who retrofit meters with gas AMI meter modules and change meters that have pre-installed gas AMI meter modules will be trained in how to perform the work and operate the required handheld installation and diagnostic tools. The costs for this training are estimated to be approximately $0.055 million. Electronic Corrector Communications Equipment There are approximately 1,500 stand alone electronic pressure correctors that can not be rebuilt and will require wireless communication equipment be installed. The costs for the installation work and communications costs that will be incurred during the deployment period are estimated to be $3.9 million. The costs of the communications devices that enable collecting the uncorrected and corrected meter reads for the 6,050 rebuilt electronic correctors, as discussed in Section VII.B., Gas Meter Costs, are estimated to be $5.6 million. Electronic Pressure Monitoring The SoCalGas AMI wireless communication network backhaul will be used to transmit information from pressure monitoring equipment to SoCalGas headquarters. To enable this to occur, existing equipment will need to be retrofit to have communication modems. The cost to retrofit the equipment is estimated to be approximately $2.2 million. Phase-In Costs There are several different types of costs that SoCalGas will incur both during the deployment period and during the post-deployment period. Since the post-deployment costs are most significant, they are described in Section VIII., Post-Deployment Period (2016-2034) Cost Estimates. The phase-in costs that will be incurred during the 2011-2015 deployment period are listed in Table III-8 below.  Post-Deployment Period (2016-2034) Cost Estimates This section summarizes the costs SoCalGas expects to incur after the gas AMI deployment period. The post-deployment period costs do not include a provision for contingencies. The total costs SoCalGas expects to incur during the post-deployment period are estimated to be $331.7 million in constant 2008 dollars. Upon completion of gas AMI deployment, post-deployment activities will become part of SoCalGas ongoing operations. As such, SoCalGas expects the ratemaking considerations related to the post-deployment costs and benefits to be reflected in future GRC proceedings. They are identified here for purposes of evaluating the cost-effectiveness of the SoCalGas AMI project over the life of the system. The post-deployment period costs are those incremental expenses that SoCalGas expects to incur after full deployment, over and above the costs that would be expected if SoCalGas AMI were not deployed. SoCalGas anticipates the majority of these ongoing costs will be in the form of O&M expenses. These estimated post-deployment incremental costs include the forecast costs to maintain the SoCalGas AMI system and the costs to support new customer programs and services. The estimated capital costs associated with customer growth are included in this section. Also included in this section is the field replacement of gas AMI meter modules that fail or are transferred from one meter to another. Other costs include the incremental expense that will be incurred to inspect above-ground pipelines for corrosion, perform bill analysis in the billing department and respond to customer inquiries at the customer contact center. A summary of post-deployment period costs is shown in Table III-9 below.  Gas AMI Meter Module Costs After deployment of AMI technology, there will be work necessary to maintain the system. When gas AMI meter modules fail, field personnel will replace them with new modules. The gas AMI meter module failure rate is incremental to the underlying failure rate of gas meters and is estimated to result in an increase in expense of $46.1 million. When meters are changed out due to failure or obsolescence, existing gas AMI meter modules will be removed from the old meters and reinstalled onto new meters. The costs associated with retrofitting the new meters with the gas AMI meter modules that had been installed on the gas meters being removed from service is estimated to be approximately $24.7million. During the deployment period, SoCalGas will purchase handheld installation and diagnostic equipment for use by customer services field personnel. SoCalGas assumes that the electronic equipment will need to be replaced every eight (8) years. The costs associated with replacement of this equipment during the post-deployment period are estimated to be approximately $7.0 million. Costs Associated with Service Order Process Changes Once AMI is deployed, SoCalGas will have a better means of determining when there is abnormal consumption on closed accounts. Instead of monitoring gas use based upon a single, manually-obtained meter read each month, or a one-minute test when service orders are completed, SoCalGas will use electronic, hourly AMI meter readings to monitor gas consumption. As a result, SoCalGas anticipates that there will be incremental field work performed to investigate the causes for increased gas use. On occasion, SoCalGas will hard close services where gas consumption cannot be explained and there is no person present with whom to establish service. The costs associated with this work, and the subsequent costs associated with restoring service to hard closed accounts, are estimated to be approximately $79.2 million. Costs Associated with New Business During the post-deployment period, meters installed for customer growth will need to be equipped with gas AMI meter modules. SoCalGas will require additional capital to purchase the gas AMI meter modules. SoCalGas will also incur costs associated with meter manufacturer fees for pre-installation of gas AMI meter modules onto new gas meters. The labor for field installation of new meters equipped with gas AMI meter modules is expected to be the same as those SoCalGas would have otherwise incurred had the meters not been equipped with gas AMI meter modules. As a result, the costs associated with meter installation due to growth are not incremental and therefore not included in this analysis. The estimated gas AMI meter module costs to be incurred during the post-deployment period (due to growth) are estimated to be approximately $76.2 million. The meter manufacturer costs to pre-install the gas AMI meter modules onto new meters are estimated to be approximately $5.8 million. Both these costs will be capital expenditures. Electronic Corrector On-going Communications Costs The costs associated with ongoing wireless communication expense for the 1,500 stand-alone electronic correctors described in Section VII.K.4., Stand-Alone Electronic Corrector Communication Equipment, are estimated to be approximately $2.7 million. Atmospheric Corrosion Control Costs SoCalGas currently utilizes its meter reader workforce to inspect exposed gas pipelines at meter set assemblies. This work is performed in accordance with General Order (GO) 112E and DOT 192.481 (a). The current corrosion inspection process is incidental to the reading of gas meters and requires minimal incremental time to perform. When pipeline or meter corrosion is identified, meter readers use the handheld meter reading system to report the situation. Although uncommon, if emergency action is warranted, meter readers contact the field order dispatch office by phone to report gas leaks. SoCalGas takes steps to educate customers in how to identify and report gas leaks. Today, approximately 330,000 gas leaks are reported annually, most by customers. Meter readers report less than 0.5% of gas leaks. SoCalGas will continue its practice of educating customers in how to identify and report gas leaks. Department of Transportation Part 192.481 (a) Atmospheric corrosion control requires that each operator inspect each pipeline or portion of pipeline that is exposed to the atmosphere for evidence of atmospheric corrosion at least once every 3 calendar years, but with intervals not exceeding 39 months - if the pipeline is located onshore. After the deployment of gas AMI, SoCalGas will conform to the industry standard practice of inspecting above ground pipelines for corrosion every three calendar years. SoCalGas will create special routes for the personnel performing this work and tools will be acquired to facilitate reporting. Additionally, SoCalGas will develop materials that can be distributed to customers notifying them of upcoming inspections at their premises. SoCalGas estimates the costs associated with this activity will be approximately $48.0million. Customer Billing Services Costs The SoCalGas AMI system will provide hourly meter reads on a daily basis, resulting in more data to process. Even though SoCalGas anticipates fewer billing adjustments will occur once gas AMI is implemented, the billing adjustments that do occur are expected to require additional labor to process. When gas AMI meter modules fail, the billing department will coordinate the investigation process and resolve any bill related issues. SoCalGas forecasts it will incur approximately $1.8 million in incremental O&M expense for exception processing during the post-deployment period. SoCalGas Tariff Rule No. 31 SoCalGas Tariff Rule No. 31 Automated Meter Reading has been in effect since December 8, 1990. SoCalGas was installing AMR technology on gas meters serving non-core customers at the time. AMR systems were relatively new and unproven, and the market segment being served could experience significant billing issues if technology-based meter reads were inaccurate. Sub-section A.4. states The Utility may render bills based upon readings from the automated meter reading device, provided an actual meter reading is obtained at least once every three (3) years. Since that time, AMR and AMI technology has been deployed throughout the United States, including California and has become more accurate and reliable. This requirement has not been placed upon the California regulated utilities who have received Commission approval to deploy AMI technology. SoCalGas requests Commission approval to eliminate sub-section A.4. Sub-section B.9 states A copy of this Rule will be provided to the customer when the automated meter reading device is installed. SoCalGas tariffs, including all the Rules, are readily available at its website. To continue requiring SoCalGas to provide a hard copy of this Rule will add unnecessary cost and delay to its AMI deployment period. Therefore, SoCalGas requests Commission approval to eliminate sub-section B.9. SoCalGas cost benefit analysis does not include the costs associated with obtaining a manual meter read once every three years or providing customers with copies of SoCalGas Tariff Rule No. 31. Other Post-Deployment Period Costs SoCalGas expects to incur incremental post-deployment period costs in the customer contact center, meter reading and in gas distribution and transmission. These costs are described below. Customer Contact Center In the years that follow AMI deployment, new CSRs will be trained on how to use AMI information when responding to customer calls. SoCalGas estimates that approximately 100 new CSRs will need to be trained annually. The costs associated with CSR training are estimated to be approximately $0.022 million. Meter Reading Because there is a lag between gas AMI meter module deployment and when benefits are realized, there are meter reading transition costs that will occur in 2016. SoCalGas estimates that the post-deployment period transition costs will be approximately $0.094 million. Gas Transmission & Distribution SoCalGas estimates that the increased precision in estimating peak day demand once daily and hourly gas consumption information is available will result in SoCalGas delaying some capacity-related gas transmission and distribution construction projects. The benefits associated with the deferral of pipeline capacity projects are discussed in Section IX.I., Gas Transmission & Distribution Benefits. In estimating the benefits of AMI, SoCalGas included in its analysis the impact of a one-year deferral of a $40.1 million gas transmission and distribution capacity project (from 2017 to 2018). In the analysis, SoCalGas forecast there would be a $40.1 million benefit in 2017 and a $40.1 million cost in 2018. Operational Benefits The focus of this section is to demonstrate the estimated operating benefits that will result once the AMI project is implemented. The difficult-to-quantify benefits to be realized as a result of AMI deployment are discussed in Section X., Intangible Benefits. Operating benefits are primarily those operating costs that SoCalGas no longer expects to incur, or will be able to avoid, after AMI deployment. SoCalGas estimates that AMI operational benefits will be approximately $1.4 billion over the useful life of the technology. Table III-10 summarizes the estimated operational benefits.  To estimate the operational benefits anticipated to result after AMI is implemented, SoCalGas applied the assumptions discussed in Section VI., Forecast Assumptions. Meter Reading Benefits The current SoCalGas meter reading workforce is comprised of several different job classifications which can be grouped into the categories shown in Table III-11 below.  During 2007, SoCalGas employed an average of about 970 meter readers. This number included 102 full-time employees and 868 part-time employees. Full-time meter readers represent about 10 percent of the total workforce (based upon headcount) and part-time meter readers represent about 90 percent. Within the meter reading department, activities are performed to support the new business (meter growth) process. Activities that will continue to be necessary after AMI is deployed include assignment of various geographical attributes (section/segment, political subdivision, BTU district and altitude district) and the maintenance of utility records associated with annexations and other similar events. Management functions currently performed in the meter reading department will be eliminated when meters are read remotely. Assuming Commission approval of the SoCalGas AMI Application, some management positions funded in the SoCalGas TY2008 GRC will not be filled. The costs associated with elimination of management functions are included as benefits in the cost benefit analysis. Meter Reading O&M Expense The benefits related to meter reading O&M cost reductions are estimated to be $757.6 million. This amount includes all labor and non-labor expense including mileage reimbursement and fleet vehicle costs. It excludes the cost loaders described in the testimony of SoCalGas witness Mr. Foster. In the SoCalGas AMI cost benefit analysis, SoCalGas anticipates nearly all TY2008 GRC authorized meter reading expenses will be eliminated in the post-deployment period. SoCalGas estimates that at the end of the AMI deployment period the meter reading workforce reductions will total approximately 768 FTEs. Meter Reader Workforce SoCalGas began using a predominantly part-time meter reader workforce beginning in 1998. The use of a part-time meter reader workforce was negotiated and agreed to by SoCalGas labor unions to reduce operating costs and help prepare for implementation of automated meter reading technology. Both these goals were achieved, but the success in lowering costs ultimately resulted in making it difficult to cost-justify the deployment of AMR technology, except in certain geographic areas where meters are difficult to access and therefore more costly to read. During the past three years, SoCalGas has installed approximately 150,000 drive-by AMR modules on these gas meters. Approval of the SoCalGas AMI Application will enable SoCalGas to avoid anticipated labor cost increases that would otherwise be incurred in future years. SoCalGas has estimated the benefit associated with avoided labor cost increases by assuming the workforce would be staffed, in the absence of AMI project approval, by full-time employees. The direct benefits associated with avoiding future workforce cost increases are estimated to be $10.7 million. Avoided Meter Reading Capital Costs Capital benefits will be realized by implementing SoCalGas AMI because SoCalGas can avoid the need to periodically replace the meter reading handheld computers and peripheral system components. The last SoCalGas meter reading handheld system upgrade was completed in 2005. The SoCalGas AMI project benefits include avoidance of system replacement costs that would otherwise have been incurred in calendar years 2013, 2021 and 2029. The benefits associated with these system replacements are estimated to be approximately $19.9 million. Timing of Meter Reading Benefits Realization During AMI deployment, SoCalGas will attempt to deploy gas AMI meter modules on a route-by-route basis. After AMI technology has been deployed on all the meters on an entire string of meter reader routes, a meter reader can be released or re-deployed. SoCalGas forecasts that on average it will realize the benefits associated with discontinuing manual monthly meter reading the fifth month after deployment. This assumption is based upon SoCalGas estimate that it will take about three months to deploy AMI technology on a very high percentage of meters in an entire meter reading route (this includes the meter retrofits, meter changes and resolving many difficult-to-access conditions), then another two to three months to convert enough meter reading routes to eliminate a complete string. The benefits achieved by eliminating meter reading supervisor and field instructor positions will be realized in proportion to the system-wide percentage of meters where AMI technology has been deployed. Offset to Work Performed During Deployment Period During the AMI deployment period, SoCalGas will change approximately 850,600 above ground meters that would otherwise have been changed in future years. Because the costs associated with this work were included in the analysis (Section VII.B., Gas Meter Costs), there are offsetting benefits (avoided costs) that occur in future years. In future years, there will be less meter change work because the activities will already have been completed. The capital expense benefits associated with not purchasing new meters in future years is approximately $99.6 million. The O&M expense benefits associated with not performing meter change work in future years is approximately $28.7 million. During the AMI deployment period, SoCalGas will change approximately 201,500 curb vault meters that would otherwise have been changed in future years. Because the costs associated with this work were also included in the analysis (Section VII.B., Gas Meter Costs), there are offsetting benefits (avoided costs) that occur in future years. The capital expense benefits associated with not purchasing new curb vault meters in future years is approximately $41.6 million. The benefits associated with not changing curb vault meters in future years are approximately $16.0 million. Customer Services Field Operations Benefits The field activities that will be impacted by AMI include Gas-On Turn-On orders, Change of Account orders, Read & Verify orders and High Bill Inquiry orders. This work is completed by personnel in the customer services field organization, who perform it as part of their portfolio of work assignments each day. The people performing the work are located throughout the SoCalGas service territory. SoCalGas estimates that at the end of the AMI deployment period there will be approximately 142 fewer FTEs in the Customer Services Field organization. The benefits associated with Read & Verify and High Bill Inquiry orders will be realized as meters are converted to AMI. The benefits associated with elimination of Gas-On Turn-On and Change of Account orders will not begin until 2012, after which time the meter data management (MDM) system edits necessary to eliminate this work will have been defined, tested and verified as effective. Gas-On Turn-On Orders SoCalGas performs services that are not performed by other regulated utilities within California. Included among these services are activities associated with manually obtaining (offcycle) meter reads when new customers initiate service. At other utilities, when a premise is vacant for less than one month, the starting read for a new customer is based upon the difference between the meter read obtained when the prior customer closed service and the next regularly scheduled (on-cycle) meter read (obtained by meter readers). When a premise has been vacant for more than one month, the starting read for a new customer is based upon the difference in the regularly scheduled (on-cycle) meter reads obtained by meter readers. As AMI technology is deployed, other California utilities plan to use daily AMI-based meter reads for the starting read instead of manually obtained meter reads. SoCalGas plans to adopt practices that will be consistent with those at other California utilities after AMI deployment. Because AMI will provide SoCalGas with hourly consumption information, the utility will be positioned to monitor consumption on closed accounts and take action when conditions warrant. When a customer makes a service request to close gas service, SoCalGas customer services field personnel visit the premise and complete a Read Only Close order. The meters at the premises where this work is performed are known as Soft Close meters when service was not physically interrupted. SoCalGas does not propose to change its Soft Close procedures. As previously stated, when new customers initiate service, SoCalGas customer services field personnel visit the premise to work a Gas-On Turn-On order to obtain a starting read for the new customer. When performing this work, customer services field personnel also measure the amount of gas passing through a meter by conducting a one-minute timed test. If the rate of gas flow during that one-minute test cannot be visually explained, then gas flow is physically restricted and the meter is said to be a Hard Close. Because AMI will provide SoCalGas with daily meter reads, and there will be hourly consumption information to replace the one-minute timed test, the Gas-On Turn-On work will no longer need to be performed. SoCalGas has included the benefits associated with elimination of this work in its cost benefit analysis. The 1994 GRC decision from A.92-11-017, I.93-02-026 stated that when completing the Gas-On Turn-On order SoCalGas should notify customers in writing (emphasis added) of the safety information that is included on the tags left at the premises in case the new customer did not see the tag. In addition to the safety information, SoCalGas customer services field personnel also deliver a Gas Facts booklet and a notice that details the customers name, address, account number and the company telephone number the customer can call for service. SoCalGas seeks Commission approval to discontinue the in-person delivery of this information. SoCalGas will instead mail to customers, within one week after the establishment of a new account where there is a Soft Close meter, a notice that details the customers name, address, account number and the company telephone number the customer can call for service. As is currently the case, this material will normally be provided in English and Spanish but will also be available in Mandarin, Cantonese, Korean or Vietnamese for those customers requesting information be sent in one of these languages at the time of the service request. In addition to the notice, the Gas Facts booklet and a notice, which makes it clear to the new customer that appliance service is provided free of charge, will be mailed to new customers. The cost benefits associated with eliminating Gas-On Turn-On orders is estimated to be approximately $198.1 million. The incremental costs associated with mailing materials to customers are also included in SoCalGas cost benefit analysis. Change of Account Orders When a customer makes a service request to close gas service and a second customer places a service request to initiate gas service within close proximity to one another, the two service requests are matched and worked concurrently as a Change of Account order. SoCalGas seeks expressed Commission authorization to adopt industry best practice and discontinue issuing these orders to customer services field personnel. SoCalGas will mail new customers the same materials it does for Gas-On Turn-On orders. SoCalGas has included the benefits associated with elimination of this work in its cost benefit analysis. The benefit that will result by eliminating the fielding of Change of Account orders is estimated to be approximately $70.0 million. Read & Verify Orders The benefit associated with eliminating Read & Verify orders incurred today due to inaccurate manually obtained meter readings is estimated to be approximately $1.1 million. High Bill Inquiry Orders Because AMI will eliminate the errors inherent to manually obtained meter readings, some customers will no longer make calls to the customer contact center regarding high bills. Therefore, some of the High Bill Inquiry orders currently worked by customer services field personnel will no longer be issued by the customer contact center. The benefits associated with elimination of this field work are estimated to be approximately $1.3 million. Customer Billing Services Benefits In 2007, SoCalGas issued over 65 million customer-billing statements and manually processed nearly 1.4 million billing exceptions. Implementation of AMI at SoCalGas will provide more accurate billing data and improve data validation processes, resulting in fewer billing exceptions. SoCalGas billing department benefits include a reduction in working cash requirements because bills will not be delayed until associated exceptions are manually processed. Working cash benefits reflect a reduction in the time that elapses between when a meter reading is obtained and when the bill is issued. The estimated billing department benefits resulting from reductions in O&M expenses are $65.8 million and the benefits resulting from reducing working cash requirements are estimated to be $50.6 million. SoCalGas estimates that at the end of the AMI deployment period there will be approximately 35 fewer FTEs in its billing department. Exception Processing When meter readers are unable to manually obtain meter reads, the SoCalGas billing system estimates gas consumption for bill generation purposes. Estimated bills often result in billing exceptions and may also result in adjusted bills in subsequent months. AMI is expected to reduce the frequency of estimated bills. Based upon a review of billing exceptions work, SoCalGas estimates that the number of billing exceptions will be reduced once AMI is implemented. SoCalGas estimates that about one-third of the billing departments exception-related workload will be eliminated once AMI is implemented. Meter read errors and estimates currently account for over 39% of adjusted bills. Since AMI meter reads will be transmitted electronically, the number of billing adjustments is expected to drop dramatically. Reduced billing adjustments due to meter read errors and estimates will eliminate approximately 254,000 gas re-bills annually. Generally, the reductions in staffing attributable to reduced exception processing and re-billing will occur in proportion to AMI system deployment. The benefit associated with the reduction in exception processing is estimated to be $56.5 million. Working Cash Working cash can be reduced because AMI will reduce the time that elapses between when a meter reading is obtained and when a bill is issued to a customer. By validating AMI daily meter read data throughout the month, SoCalGas will be able to produce bills in one less day than is required today using monthly batch processes. Working cash will also be reduced due to the utilitys ability to read all summary bill account meters on the same day. Summary bills will be sent to customers sooner because there will not be a significant time delay between the reading of the first meter and the last meter included on a summary bill. Working cash will be reduced further because closing bills will be issued based upon meter reads obtained via the AMI system, and will not need to be delayed until a fielded Close order has been completed. The benefits associated with reductions in working cash are estimated to be approximately $50.6 million. Electronic Bill Presentment & Payment (EBPP) AMI will afford SoCalGas customers the opportunity to view gas consumption information via the SoCalGas website. SoCalGas plans to promote customer use of this information for conservation as described in the testimony of SoCalGas witness Mr. Martin. Once at the website, SoCalGas anticipates some customers will elect paperless electronic bill presentment and payment (EBPP) options instead of receiving hard-copy bills and continuing to mail bill payments to SoCalGas. The benefits associated with customers electing EBPP options when accessing SoCalGas website gas consumption information is estimated to be approximately $3.9 million. Non-Core Customer Metering Deployment of the AMI network will enable SoCalGas to eliminate expense associated with use of dedicated phone lines and cellular wireless communication to about 80% of current non-core customer meter sites. Instead, SoCalGas will use the AMI communications network backhaul to transmit the information from these meters to its billing department. In so doing, SoCalGas estimates current telecommunications expense will be reduced by approximately $5.4 million. Customer Contact Center Benefits SoCalGas expects there will be a reduction in bill-related customer calls that originate due to errors inherent to manual meter reading and to meter read estimates. There should also be fewer customers who need to call-in meter reads, complain regarding the meter reader actions and make inquiries regarding the amount of their bill. SoCalGas expects to realize approximately $4.8 million in cost benefits at the customer contact center due to the expected reduction in customer call volume. SoCalGas estimates that at the end of the AMI deployment period there will be five fewer FTEs at its Customer Contact Center. Facilities Benefits Historically, as the number of customers in SoCalGas service territory has grown, SoCalGas has needed to: (1) Expand the number of district facilities where field service and meter reading personnel report; (2) Expand the size of facilities where field service and meter reading personnel report; and (3) Purchase property adjoining existing facilities to accommodate employee parking requirements. After deployment of AMI, facility constraints will be less of an issue in future years. In its cost benefit analysis, SoCalGas estimates there will be approximately $15.0 million in facility benefits. These benefits are based upon the avoided costs associated with the purchase of property adjacent to existing facilities for employee parking. SoCalGas estimated that one satellite parking lot could be avoided in 2016 and another in 2018. Safety Benefits The nature of manual meter reading lends itself to a high number of safety incidents, largely attributable to the work environment. SoCalGas expects AMI will reduce the number of motor vehicle incidents and OSHA recordable injuries (injuries where treatment is prescribed by a doctor) at the utility. Because OSHA recordable injuries associated with this function will not occur, there will also be a reduction in lost work day cases and the associated costs. SoCalGas estimates there will be approximately $1.4 million in benefits achieved as a result of reduced workload in the Safety Services staff that assists in safety incident investigations and workforce training. SoCalGas estimates that at the end of the AMI deployment period there will be one fewer FTE in the Safety Services department. OSHA Recordable Injuries and Motor Vehicle Incidents The installation of AMI will reduce employee exposure to injury and motor vehicle incidents. Table III-12 below summarizes the number of meter reading department OSHA recordable injuries and motor vehicle incidents since 2000. Minor injuries and first aid incidents are not included.  AMI will eliminate employee exposure to injury, resulting in a reduction in the costs associated with OSHA recordable injuries and motor vehicle incidents. The estimated cost benefits associated with elimination of these incidents is included in the Workers Compensation loader applied to meter reading labor. Lost Work Day Cases Some OSHA recordable incidents become lost work day cases because the injury requires an employee take time off from work to recover or rehabilitate. Although these incidents occur less frequently than other OSHA recordable incidents, they are typically more severe and can have a more significant long-term impact upon people. From January 2002 through December 2007, meter readers incurred 84 injuries that became lost work day cases. To date, there have been a total of 11,269 lost work days associated with these injuries (134 lost work days per case). Because 49 of the 84 lost work day cases were still open at the end of 2007, the total and average number of lost work days per case will increase. AMI deployment will reduce employee exposure to injury, thus SoCalGas anticipates there will be a reduction in the frequency of lost work day cases. Fewer people will require extended time away from work to recover. The estimated cost savings associated with OSHA recordable incidents that result in lost work day cases is also embedded in the Workers Compensation loader. Third Party Claims When SoCalGas meter readers are involved in preventable motor vehicle incidents involving third parties, the utility may be liable for damages and injuries to the other party. After AMI is deployed, there will be a reduction in the costs associated with third party claims resulting from preventable motor vehicle incidents. The cost savings associated with third party claims is included in the Personal Liability & Property Damage (PLPD) loader. Human Resources Benefits The human resources (HR) department devotes resources to staffing and supporting the meter reading department. Once AMI is deployed, the workload in the HR department will decrease. The benefits associated with eliminating HR work associated with meter reading staffing and other HR support are expected to be approximately $6.1 million. SoCalGas estimates that at the end of the deployment period there will be four fewer FTEs in the Human Resources department. Gas Transmission & Distribution Benefits This section describes the estimated operational benefits associated with utilizing the AMI network to monitor pipeline pressure and gas transmission and distribution (T&D) capacity planning. These estimated benefits result from use of the AMI communications network and having additional gas demand data available to improve planning accuracy for capacity projects. The AMI project is expected to benefit the gas transmission and distribution department by delaying the need to make future capacity investments. The cost benefits associated with T&D capacity planning are based upon engineering judgment that the higher precision gas demand data provided by AMI will result in a one-year deferral of a major gas transmission and distribution capacity project. AMI will provide daily gas demand data that can be correlated with daily temperature data at daily rather than monthly intervals. This increased data frequency provides many more colder data points for projecting gas demand to the 29 degree Fahrenheit design temperature. The improved granularity of colder day gas use data will improve the precision of engineering estimates of peak day demand. SoCalGas estimates that the increased precision in estimating peak day demand will result in SoCalGas delaying some capacity-related construction projects. SoCalGas will need to evaluate the actual data after deployment to determine how much it changes the planning design margin. Projects going forward in future general rate cases are expected to reflect changes to the engineering design margin and corresponding gas capacity project costs. Because this testimony presents AMI costs and benefits in direct, undiscounted 2008 dollars, the benefits associated with the deferral of pipeline capacity projects can not be quantified until the impacts of escalation and discounting are applied. In its analysis, SoCalGas estimated a $40.1 million capacity project was delayed one year - from 2017 to 2018. Since the entirety of the capacity project cost is deferred one year, the benefit is completely associated with the time value of money related to delaying the projects. When calculating the discounted cash flow benefits for the AMI project, as described in the testimony of SoCalGas witness Mr. Foster, SoCalGas estimates the net present value of discounted cash flow benefits associated with deferral of pipeline capacity projects to have a one-time benefit of approximately $1.6 million. SoCalGas currently uses various types of equipment to monitor pipeline pressure. Some pressure information is obtained manually and some is transmitted electronically. The information that is transmitted electronically is currently done over cellular wireless communication channels. After the AMI network is deployed, SoCalGas will convert many of these sites to communicate over the AMI wireless network backhaul. The benefits associated with this change in communication channels are estimated to be approximately $13.8 million. Intangible Benefits Societal and ratepayer benefits are very real and are an important consideration in determining the reasonableness of the SoCalGas AMI. Societal benefits of SoCalGas AMI include improvements in customer experience, reductions in energy theft, reduction of green house gases and other potential environmental benefits, as well as benefits expected to result from other SoCalGas AMI capabilities. Although these societal benefits do not directly impact SoCalGas' revenue requirement, the benefits that can be quantified will be included in the financial assessment of SoCalGas' AMI. Ratepayer conservation benefits are discussed in more detail in the testimonies of SoCalGas witnesses Dr. Sarah Darby and Mr. Martin. In the recent SDG&E Decision, the Commission stated, These various benefits (and potentially others) are real, even if not quantified. Appropriately, SoCalGas describes identified societal benefits below. Customer Privacy & Security AMI deployment will permit gas meters to be read remotely, eliminating the need for SoCalGas to ingress and egress on customer property each month. Since SoCalGas will no longer need access to its meters on customers property each month, customers will no longer need to leave gates unlocked on meter reading days or provide SoCalGas with copies of their keys. Thus, many customers will be able to secure their property better. In its AMI application, Southern California Edison (SCE) stated that customers would benefit from improved customer security. SCE conducted focus groups with its customers (most of whom are also SoCalGas customers), who identified safety and security as compelling benefits of its AMI. SCE indicated that some customers cited the need to put their dogs inside on meter reading days as a security issue because the dogs are otherwise a theft deterrent. Additionally, some customers in the SCE focus groups cited the need to unlock doors or gates to allow meter readers access as a source of security concerns. Energy Theft Implementing the AMI project will improve SoCalGas ability to identify energy theft. The gas AMI meter modules will be equipped with tamper alarm features to indicate when potential energy diversion has occurred. Such capability will aid in more rapid identification and investigation of potential tamper conditions. SoCalGas estimates that about 1.0% of revenue is lost due to meter error, energy theft and gas leakage. Ratepayers benefit when gas theft losses are reduced because energy costs will be reallocated to those who use (steal) it instead of being allocated among all customers. Using gas AMI meter module tamper alarms and meter data management system edits can help identify gas theft but will not likely eliminate it altogether. SoCalGas estimates that reallocated gas costs will approximate $2.4 million. Bill Accuracy & Timeliness Bill accuracy and timeliness and the availability of meter reads will improve with AMI. Since meter data will be available on a more frequent basis it will be possible to resolve anomalies more quickly, shortening the time required for SoCalGas to resolve bill-related problems. The frequency of estimated bills will decline because meter access issues under customer control (i.e., dangerous dogs or other unrestrained animals, locked gates, blocked access, etc.) or forces of nature (i.e., snow, mudslides, fires, etc.) will become less relevant. Change Party Bills Based Upon Actual Meter Reads Currently, when the account status of a customer changes in mid-bill cycle, the closing meter read or starting meter read for some customer bills are prorated. Because AMI will provide daily (and hourly) meter reads, closing and opening bills will be more accurate because they will be based upon actual gas usage. Access to Gas Consumption Information With AMI, customers will have access to more frequent and detailed gas consumption information via the SoCalGas website. Gas consumption data may be used by SoCalGas customers to better manage their gas usage. These benefits are described in greater detail in the testimony of SoCalGas witness Mr. Martin. Quicker Detection of Anomalies New system edits will make it possible to detect abnormal gas usage in days rather than weeks. Faster identification of abnormally high gas usage will allow SoCalGas to investigate these situations earlier than it has historically. Earlier discovery of abnormally high gas usage can reduce the financial burden on customers. Also, SoCalGas will be able to identify consumption on closed accounts, should people begin using gas without first establishing service, and take action. With AMI, the SoCalGas billing department will receive hourly and daily meter reads. This information will enable the billing department to identify gas meters that fail to register consumption more quickly than they have in the past. By identifying and correcting these conditions sooner, customers will be properly billed. Environmental The elimination of the manual meter reading function will reduce motor vehicle emissions associated with the 6.3 million miles currently driven by SoCalGas meter reading department employees each year. By reducing vehicle emissions, SoCalGas expects to reduce CO2 emissions as described in the testimony of SoCalGas witness Mr. Martin. This will help improve air quality in the SoCalGas service territory and reduce harmful impacts to the environment. Motor Vehicle Traffic By eliminating over 6.3 million vehicle miles each year, SoCalGas will help reduce motor vehicle congestion in Southern California. In areas where vehicle parking spaces are very difficult to locate, the reduction in meter reader vehicles will be of benefit. AMI Project Risk and Risk Mitigation Strategy To achieve the benefits described in this chapter, SoCalGas must (1) deploy effective AMI technology on schedule; (2) operate the network and back office systems effectively; and (3) reduce operating costs in the projected timeframes. This section describes the technology and deployment risks and the strategy SoCalGas will employ to mitigate them. Technology Risk To Deploy effective AMI technology on schedule, SoCalGas must select technology that is capable of meeting its operating requirements. The AMI technology supplier will be a financially viable business enterprise with the capacity to provide required products when needed. SoCalGas will mitigate risk by selecting proven technology that has been deployed at other large utilities within the United States. The chosen supplier will have a significant market presence and will have demonstrated commitment to support its products. Contract terms and conditions will be structured to provide adequate protection for ratepayers and the utility. A design, build, run, transfer mechanism will be incorporated into supplier contracts. For the selected AMI technology to operate effectively, the gas AMI meter modules will need to communicate wirelessly with the AMI communications backhaul. The communications backhaul will be deployed prior to the time meter modules are deployed in a geographic area. By so doing, SoCalGas will be able to verify that each endpoint communicates effectively at or near the time of its installation. The risks associated with network deployment and back-office systems are described in the testimony of SoCalGas witness Mr. Olmsted. Deployment Risk To deploy AMI technology on schedule, gas meters and gas AMI meter modules must be available to deploy, and labor must be available to perform the installation work. SoCalGas will structure the contracts with its technology suppliers to mitigate risks associated with product availability. To minimize risk associated with installation delays, SoCalGas will use multiple labor sources. Some of the work will likely be performed by in-house personnel and some by third party providers. By having both internal and external sources of labor, SoCalGas will have greater flexibility to manage potential deployment delays. For work performed under contract, SoCalGas will negotiate terms and conditions that will mitigate ratepayer and utility risk. In some situations, multiple suppliers will be used to provide opportunity for SoCalGas to reallocate work based upon performance. As SoCalGas meter reader positions are no longer needed, SoCalGas or its contractors may choose to hire the people in these positions to perform AMI deployment work. Access to the SoCalGas meters will be necessary, regardless of who performs AMI deployment work. When deploying drive-by AMR technology at about 150,000 sites, SoCalGas found that by following defined procedures for customer notification and interaction, about 99% of its meters could be accessed in a timely manner. When customers do not provide SoCalGas timely access to its meters, SoCalGas will incur additional costs and delay. To mitigate these delays and achieve its operating benefits, SoCalGas may need to estimate the bills of these customers until meter access is granted. In the event customers are unwilling to provide SoCalGas with access to its meters, SoCalGas will exercise its rights under its tariffs to discontinue service. Reestablishment of service at a premise will require the customer fully compensate SoCalGas for all costs incurred to both disconnect and reestablish service. CONCLUSION AMI will enable SoCalGas to enhance the already strong service it provides to customers. Customer bills will be more accurate and timely. Customers will be better able to schedule same-day service transactions, such as discontinuing or initiating service on the day of their choice. By collecting hourly consumption information, SoCalGas will be able to improve its ability to identify consumption anomalies and take action before incidents occur that could adversely impact peoples safety. Customers will receive the benefit of lower operating costs which should decrease rates. Finally, customers will benefit from intangible improvements that can be achieved through elimination of manual processes. SoCalGas employees will not be exposed to the injuries inherent in manual meter reading. Entry-level jobs will be more technical in nature, offering increased responsibility and compensation. New jobs will also be created which will offer employees more challenging opportunities. During the transition, retraining will take place which will help prepare people for the future. Witness Qualifications My name is Mark L. Serrano, and I am presently employed by the Southern California Gas Company. My business address is 555 W Fifth St., Los Angeles, California, 90013. My present position is Manager, Meter Reading. I manage meter reading department operations and associated metering services and strategies at SoCalGas. I am directly responsible for the meter reading function and associated services provided to SoCalGas customers. I have been employed by SoCalGas since 1980. I have never in the past served as a witness in a CPUC proceeding. Between 1980 and mid-1995 I worked in various positions within the Industrial Engineering, and later Performance Measurement department. Over that period, my primary responsibilities were to support, lead, supervise or manage performance improvement and performance measurement projects. Since mid-1995, my primary responsibility has been to manage the meter reading function. I also coordinate and support other special projects and initiatives. I received a Bachelor of Science degree from the University of California, Los Angeles in 1979. This concludes my prepared direct testimony.  The 20-year useful life of a gas AMI meter module begins the year it is deployed. The last year of AMI system deployment is 2015. Adding 20 years to the last year of gas AMI meter module deployments results in 2034 becoming the last year of the analysis period.  Global Insight is one of the largest private economic forecasting firms in the United States, and the scope and levels of detail of its utility cost forecasting service make it uniquely qualified--the only one of its kind adequate for our utility inflation forecasting needs. SoCalGas has successfully used this service for many years for internal needs as well as in numerous regulatory cases--including the TY2008 GRC and the current SoCalGas BCAP proceedings. Others agree; all the major California energy IOUs (including SDG&E, Edison, and PG&E) have used Global Insight's cost escalation forecast in multiple proceedings, and DRA and most other interveners have agreed with the use of Global Insight as the appropriate source of utility cost escalators.  Ibid  Ibid  Peripheral equipment includes adapters, pulsars, meter-related installation equipment and the handheld installation and diagnostic equipment necessary to perform the work. The costs for network components discussed in the testimony of SoCalGas witness Mr. Olmsted are not included.  The meter set assembly includes the SoCalGas pipe, nipples, meter and regulator located between the SoCalGas service-line and customer house-line. This discussion refers the physical changes to the pipes and nipples that sometimes need to be made to enable proper installation of the gas AMI meter module.  This estimate is consistent with the assumptions made by SDG&E in its AMI cost benefit analysis.  On-going costs that are phased-in during the deployment period are described in this section because the most significant portion of the costs will be incurred during post-deployment and doing so reduces duplicative text.  A string is a set of 21 meter routes typically assigned to a single meter reader. On average, each meter reader has a meter route to complete each work day during the month.  These reductions are a direct benefit of the AMI project and do not address other future workforce impacts which may be attributable to new regulatory requirements or future programs.  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"ma@*V0׺nHT""H{|<}l}U{{{||{{{׺&&z5&~[&&z5~[888888 Application No.: A.08-09- Exhibit No.: SCG 4 Date: September 29, 2008 Witness: Christopher R. Olmsted SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER IV Information Systems, Application Development and Integration, and AMI Technology Prepared Direct Testimony of Christopher R. Olmsted BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc210281836" I. INTRODUCTION  PAGEREF _Toc210281836 \h 1  HYPERLINK \l "_Toc210281837" II. PRE-DEPLOYMENT FUNDING  PAGEREF _Toc210281837 \h 1  HYPERLINK \l "_Toc210281838" A. Project Preparation  PAGEREF _Toc210281838 \h 2  HYPERLINK \l "_Toc210281839" B. Requirements  PAGEREF _Toc210281839 \h 2  HYPERLINK \l "_Toc210281840" C. Establishment of Development Environment  PAGEREF _Toc210281840 \h 2  HYPERLINK \l "_Toc210281841" III. APPLICATION DEVELOPMENT AND INTEGRATION  PAGEREF _Toc210281841 \h 3  HYPERLINK \l "_Toc210281842" A. Background  PAGEREF _Toc210281842 \h 3  HYPERLINK \l "_Toc210281843" B. Approach  PAGEREF _Toc210281843 \h 4  HYPERLINK \l "_Toc210281844" 1. Multiple AMI technologies and associated systems  PAGEREF _Toc210281844 \h 4  HYPERLINK \l "_Toc210281845" 2. Integration with SoCalGas legacy applications  PAGEREF _Toc210281845 \h 4  HYPERLINK \l "_Toc210281846" 3. Data analysis and data processing  PAGEREF _Toc210281846 \h 5  HYPERLINK \l "_Toc210281847" 4. Data repository  PAGEREF _Toc210281847 \h 6  HYPERLINK \l "_Toc210281848" 5. Service management  PAGEREF _Toc210281848 \h 6  HYPERLINK \l "_Toc210281849" 6. On-line presentment  PAGEREF _Toc210281849 \h 6  HYPERLINK \l "_Toc210281850" IV. AMI TECHNOLOGY  PAGEREF _Toc210281850 \h 7  HYPERLINK \l "_Toc210281851" V. SUMMARY OF ESTIMATED COSTS AND BENEFITS  PAGEREF _Toc210281851 \h 9  HYPERLINK \l "_Toc210281852" VI. PROJECT RISKS  PAGEREF _Toc210281852 \h 10  HYPERLINK \l "_Toc210281853" VII. WITNESS QUALIFICATIONS  PAGEREF _Toc210281853 \h 11  INTRODUCTION The purpose of this testimony is to present Southern California Gas Companys (SoCalGas) plan for systems application development and integration, implementation of advanced metering infrastructure (AMI) technology and related estimated expenses needed to enable AMI capabilities in the SoCalGas service territory. Specifically, I will describe the functionality required of a gas meter data management system (MDMS) and integration of MDMS data with existing SoCalGas legacy systems. I will also provide an overview of the AMI technology to be installed which will enable endpoints to send information to the MDMS. SoCalGas is requesting Commission approval for funding in the amount of $303.4 million for information technology related activities. Of this total, SoCalGas requests expedited approval for pre-deployment funding in the amount of $7.5 million to be available by January 2009 in order to begin activities required to initiate information technology (IT) work as described in Section II below. A summary of the total estimated costs is found in Table IV-1 within this testimony. This request for funding is in support of SoCalGas vision and strategy for enabling the customer to better manage their gas usage through AMI technology. PRE-DEPLOYMENT FUNDING SoCalGas is requesting expedited approval for $7.5 million of IT-related pre-deployment funding for AMI technology evaluation and selection, IT systems development and integration design, and project management office set-up. This pre-deployment funding will allow SoCalGas to begin critical systems design work in order to avoid a delay in the project deployment schedule. The pre-deployment funding will be used for the following activities: Project Preparation Duration: 3 months Cost: $1.5MM Activities: Develop project work plan Set up project structure and procedures Secure internal resources Procure professional services personnel Kick off the project Requirements Duration: 3 months Cost: $4.0MM Activities: Document requirements Review current Production Acceptance Criteria Review risks and dependencies Establishment of Development Environment Duration: 3 months (overlap Project Prep and Requirements) Cost: $2.0MM Activities: Procure and implement servers/storage Implement legacy applications QA test of environment If the Commission adopts SoCalGas complete request for expedited approval for pre-deployment funding, the total costs identified in this testimony would be reduced by $7.5 million. APPLICATION DEVELOPMENT AND INTEGRATION Background SoCalGas Customer Information System (CIS) application is the focal point for current metering and billing processes (Figure IV-1). SoCalGas currently processes 5.7 million meter reads on a monthly meter read and billing cycle. The CIS downloads daily meter reading routes and meter account information to SoCalGas current meter reading system, Multi-Vendor Reading System (MVRS). MVRS manages the reads collected by meter readers via approximately 1,000 handheld computers. End of the day meter reads are uploaded to CIS for nightly batch data processing. Meter reads that successfully pass batch validations are submitted for bill calculation and presentation. Customer bills are printed and mailed each business day (day after the meter read). Meter reads that do not pass batch validations are routed to business analysts for review. Decisions are made per business rules to satisfy exceptions at which time they are submitted for calculation and presentation to the customer. Exceptions requiring a visit to a customers facility to inspect or verify meter information are routed to SoCalGas field workforce system, Portable Automated Centralized Electronic Retrieval (PACER). Meter activity (e.g., sets, removes) is coordinated with Meter Records System (MRS) and Meter and Regulators System (MARS).  Approach With AMI deployment for approximately 6 million meters by year-end 2015, SoCalGas will need to install and integrate an MDMS to collect, process and validate hourly gas reads from each of the AMI gas modules. Included as key requirements for the MDMS are the following: Multiple AMI technologies and associated systems The MDMS must have the ability to accommodate different communications systems. The MDMS should support multiple head-end and/or MDMS systems coming from various communications networks and act as the conduit between the AMI network and the back office systems. Integration with SoCalGas legacy applications The MDMS will be required to interact with SoCalGas legacy applications (Figure IV-2) via an already implemented Service Oriented Architecture (SOA). The primary applications include: SAP - Supply chain application will provide asset management services. In addition to the 6 million meters, the new AMI Network will include many new and different types of equipment to install, track and monitor. Along with the equipment will come maintenance schedules, issue tracking and issue resolution. SAP will act as the control center for Service Order generation for proactive maintenance of AMI assets. The system must coordinate actions with SoCalGas CIS and PACER systems from order creation to closure. CIS Revenue cycle system utilized by SoCalGas business users. Functionality includes customer information, facility information, order requests, billing services (e.g., read, calculate, print, corrections), payment services and collections services. This application is a centralized repository of information to allow users full view of customer activity. It will be enhanced to integrate with the MDMS to present meter activity and read data which will provide customer contact personnel or self-service customer applications better information for customer inquiries as well as the ability to proactively monitor consumption patterns and address issues prior to bills being produced. PACER/ART - Applications utilized to schedule, route and dispatch field activity. Changes required will provide visibility to AMI enablement of a meter at a facility to ensure that proper resources are considered when addressing work requests. The Automated Resourcing Tool (ART) system will be modified to support the customer service field workload changes which result from the AMI system and the associated business process impacts. MVRS - This is the current meter reading system for handheld units. SoCalGas AMI meter deployment and installation period is expected to last 5 years. During the deployment period, meters will continue to be read using current SoCalGas methods and processes. Changes will be made to send manually collected reads to the MDMS in order to create a centralized repository of all reads collected. Data Warehouse - It is anticipated that SoCalGas existing data warehouse tools will be utilized to interrogate AMI data. Once the data is retrieved through AMI technology it will undergo a validation, editing and estimation (VEE) process designed from SoCalGas business rules and then made available to the data warehouse. Data analysis and data processing VEE functions are key elements of any MDMS. Basic validations on zero consumption and daily usage are critical to enable the normal processing of customer bills. Data repository A single source of data for AMI related information is essential to achieve operational benefits. The repository will contain new, historical and changed information and act as the original source of meter reads for other utility legacy systems. Service management Another service the MDMS must perform is the manual meter read forecast and dispatch during the installation process. The system should evaluate the daily AMI reads with respect to billing cycles to forecast any necessary manual meter reading in the event of system issues, and produce daily reports for exception and resource management. On-line presentment A significant element of AMI is the ability to provide timely data to customers and show them how their usage relates to their bill. The MDMS is expected to provide capabilities to quickly and easily display data on SoCalGas Customer Portal through a service or hosted web application. Providing SoCalGas customers with visibility to hourly consumption data collected on a daily basis (minimum daily basis) will help deliver the conservation benefits documented in Mr. Martins testimony, Chapter VI.  AMI TECHNOLOGY The request for proposal (RFP) process established that multiple technologies are available from the marketplace that can satisfy SoCalGas functional requirements. The communications technology for gas AMI system is radio frequency (RF), often referred to as wireless. RF can be further broken down into two separate categories: licensed (the utility owns or leases the RF spectrum) and unlicensed (the utility does not own and shares the public RF spectrum with other commercial applications). It is important to note that the technologies referred to here apply to communication to/from an endpoint device (the meter, programmable communication thermostat, etc.) and a higher-level data collection device. SoCalGas refers to these components of the system as the local area network (LAN). As these technologies relate to AMI, there are pros and cons that depend on the specific application. These applications can relate to meter density per square mile and rural versus urban/suburban environments. An important point to note is that gas meters do not have available power and for safety and maintenance reasons SoCalGas will not run wires to the gas meter. As a result, SoCalGas would require that the gas AMI module communicate wirelessly with battery source power in the gas modules. At this point in time, SoCalGas is evaluating multiple technologies. However, as stated earlier, the costs included in this chapter ensure that SoCalGas' functional requirements are met, thereby ensuring that the estimated benefits will be realized. Communication between collection devices and the head-end system is referred to by SoCalGas as the wide area network (WAN). The head-end system typically resides in a utilitys data center and is used to read the meters, perform other utility applications and monitor/manage the AMI communication system. Typical technologies used today for WAN communications are public wireless (CDMA, GSM) and landline telephone (PSTN). SoCalGas continues its commitment to open architecture throughout the various information exchanges. With regard to the LAN portion of the AMI communication system, open architecture between endpoint devices and collectors is not readily available in the marketplace today and is technology dependent. With regard to the WAN and head-end sections of the AMI communication system, SoCalGas believes that the technologies being considered offer open architectures. In particular, the WAN has the option of using commercial wireless technologies (CDMA, GSM), ethernet, landline telephone (PSTN), and future offerings such as WiFi and WiMAX. SoCalGas required vendors to deliver an information technology system that can interface with any AMI technology vendors head-end system. By decoupling these systems, they can be developed, tested and deployed independently. Taking the potential for emerging technologies a step further, SoCalGas included requirements within the RFP that will allow SoCalGas to utilize emerging technologies that are not commercially available during the deployment phase. SoCalGas will achieve this by requiring that the network equipment be capable of remotely upgrading device firmware. The AMI communications network will be a two-way communication system (WAN). SoCalGas also required that WAN devices have plug and play modules for backhaul to simplify installation. The technologies that SoCalGas is considering are capable of providing the endpoint device data that will enable SoCalGas to monitor and manage much of the gas system. Specific data that is required on a daily basis are hourly intervals for residential customers. SoCalGas believes that the bandwidth requirements (data speed) for the LAN portion of the AMI communications network is sufficient. SUMMARY OF ESTIMATED COSTS AND BENEFITS SoCalGas has completed its RFP process and developed costs based on the information supplied by responders. Table IV-1 below includes expenses associated with the rollout of their AMI technology, implementation of an MDMS and integration with SoCalGas legacy systems. Table IV-1 AMI Network Communications Technology, Information Systems & Application Development and Integration Costs In 2008 Direct Dollars ($Millions)  PROJECT RISKS SoCalGas recognizes that the technical challenges that AMI presents to the back office and hardware infrastructure are significant. Some of the major IT risks introduced by wide scale AMI adoption include: the scalability of the MDMS, the throughput and complexity of the integration between systems, and potential security vulnerabilities at the integration points. Some of these risks will be mitigated through the formal vendor selection process, the selection of a standards-based integration tools, performance and security vulnerability tests, as well as an AMI network security zone. SoCalGas will also consult with San Diego Gas & Electric Company (SDG&E) to determine and evaluate the lessons that have been learned. The remaining risk will be managed by SoCalGas, its chosen Systems Integrator, as well as the vendor responsible for project management. There are some risks associated with the schedule for implementation. The 18-24 month systems implementation schedule and current tight IT skilled labor market could make it difficult to hire and retain qualified, experienced IT and business systems support staff. To the extent possible, SoCalGas will utilize existing staff on the AMI project and will backfill positions with contractors. To balance the risks outlined above, SoCalGas has included the following risk mitigation factors in the financial analysis. First, each IT deliverable was assessed and an average of 25% contingency was added for capital labor costs and a 10% contingency was added to hardware/software capital. Second, IT hourly labor rates reflect the requirements for specialized skills. Third, SoCalGas has a philosophy to buy software rather than build it. Fourth, SoCalGas analysis leveraged much of the expertise gained as part of the AMI implementation at SDG&E. WITNESS QUALIFICATIONS My name is Christopher R. Olmsted and I am employed by San Diego Gas & Electric Company (SDG&E). My business address is 555 W. Fifth Street, Los Angeles, CA 90013. My present position is Software Development Manager for SoCalGas CIS application. I have been affiliated with various roles within CIS from 1992 to the present. Although I have worked with most of the functions associated with a typical CIS application, my primary focus has been on meter reading and billing processes. From 1994 1996, I was a project lead responsible for the implementation of the meter reading and prebilling functions for SoCalGas new CIS (implemented March 1996). Upon implementation of the system, I took over leadership of the billing functions. In 2002, I became manager of the CIS team and assumed responsibility for all of the functions related to the system. Prior to joining Sempra Energy, I was employed as a consultant with Andersen Consulting (1989 95). My main focus during this time was the development and implementation of an open standards shop floor application for the manufacturing environment. My duties included responding to many RFPs and working with potential clients to implement a package solution into legacy environments. The last two plus years at Andersen was as a senior consultant/manager on CIS implementations at SoCalGas and SDG&E. I received a Bachelor of Science degree in Computer Information Systems from California Polytechnic State University at San Luis Obispo in 1989. I have not previously testified before the California Public Utilities Commission. 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" # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C D E F G H I J K L M N O P Q R S T U V W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q s t u v w x y | } ~  %` Ebjbj"x"x @@foxxx\   4:{{{h"||./4}~d(LBd $h$d- 0dd@00-PPB0PP0jP6} 0LR> {2#X0Nd  jr*Xjjj--jjjj0000././Dr/d3b././r/b@4t6V4LPPP Application No.: A.08-09- Exhibit No.: SCG 5 Date: September 29, 2008 Witness: Sarah J. Darby, Environmental Change Institute, University of Oxford SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER V ESTIMATED CONSERVATION IMPACT OF PROVIDING DAILy GAS INFORMATION TO CUSTOMERS Prepared Direct Testimony of Sarah J. Darby BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008  Company Name: Southern California Gas Company Report: Reference: R001/2008/3687 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u  HYPERLINK \l "_Toc210281030" I. INTRODUCTION  PAGEREF _Toc210281030 \h 1  HYPERLINK \l "_Toc210281031" II. SUMMARY  PAGEREF _Toc210281031 \h 1  HYPERLINK \l "_Toc210281032" III. BACKGROUND  PAGEREF _Toc210281032 \h 2  HYPERLINK \l "_Toc210281033" IV. THE RESEARCH LITERATURE ON ENERGY FEEDBACK  PAGEREF _Toc210281033 \h 3  HYPERLINK \l "_Toc210281034" V. RESEARCH DIRECTLY RELEVANT TO THIS TESTIMONY  PAGEREF _Toc210281034 \h 5  HYPERLINK \l "_Toc210281035" VI. SCOPE FOR SAVINGS AMONG SOCALGAS CUSTOMERS  PAGEREF _Toc210281035 \h 7  HYPERLINK \l "_Toc210281036" VII. LIKLEY PARTICIPATION IN A FEEDBACK PROGRAMME  PAGEREF _Toc210281036 \h 11  HYPERLINK \l "_Toc210281037" VIII. WITNESS QUALIFICATIONS  PAGEREF _Toc210281037 \h 14  HYPERLINK \l "_Toc210281038" IX. NOTICE  PAGEREF _Toc210281038 \h 16  INTRODUCTION The purpose of my testimony is to present evidence for the potential conservation impact of using AMI technology and making timely usage information available to customers. The focus is on how customers change their behaviour in relation to information feedback. SUMMARY The Southern California Gas Company (SoCalGas) proposes communication technologies and supporting systems to provide online next-day gas usage information for their customers. The total conservation impact from these information presentation tools will depend on the scope for conservation in customers homes, the quality of feedback and the level of customer participation in a feedback programme. On the basis of the research literature regarding the impact of feedback on heating- and cooling-related behaviour, I estimate an average conservation impact of approximately 5% per participating household from the adoption of AMI and regular use of next-day feedback on the SoCalGas website. This saving would result from changes in routine behaviour and resetting of controls. A second option under consideration by SoCalGas is a dedicated in-home display. My estimate of the conservation effect from adoption of AMI with display-based feedback is 10%. The higher figure results from the information being more easily accessible than it is when online: the consumer does not have to go and seek it out. Over 75% of households in southern California are estimated to have Internet access; the display-based feedback would be the default option for those who are not online. In-premise displays and web-based feedback are not mutually exclusive and can be complementary. I have estimated the overall conservation impact of web-based and display-based feedback on the assumption that initial participation levels will be 6.5% of the customer base for each. This gives a total conservation impact of just under 1% in the first year for those customers with the arrangements in place for next-day feedback. If participation were then to increase at a rate of an additional 1% per year, this total would rise to approximately 1.6% of total gas consumption 5 years after the start of the rollout, averaged over the customer base. There are potential further savings from investment in energy efficiency measures and low-carbon technologies, once customers interest and commitment are engaged more fully, but these are likely to be accounted for elsewhere. Approximately 40% of gas consumption in homes in the SoCalGas territory is used for space heating and 47% for water heating. These two end-uses offer the main potential for conservation. Estimates for the conservation effect of web-based and display-based feedback are based on the studies summarised in the Attachments. They can only be a guide to what is possible. The outcome for SoCalGas customers will depend to some extent on how the feedback is implemented and supported, and on the overall drive towards fuel conservation in California. However, the trend over recent years has been for domestic energy users to show increased concern about their usage and about its environmental impact, and to expect greater access to timely information. BACKGROUND The California Energy Efficiency Strategic Plan sets targets for deep energy reduction and envisages a rapid evolution in both technology and customer behaviour to make energy efficiency a way of life among Californians by 2020 (pp.2-3). Visual displays of real-time or near-real-time energy use are seen as part of this evolution (p.17), enabling households to manage their energy use more effectively and to reduce emissions through changes in behaviour and adoption of low-carbon technologies and efficiency measures. This testimony deals with the potential for energy conservation resulting from adoption of AMI by the Southern California Gas Company. It relates to the likely impact of improved feedback on customer behaviour. AMI can provide energy usage information to both customer and utility on a defined, regular basis. By doing so, it can improve the quality of feedback to both, which can lead to better understanding of how to manage and to conserve fuel. Data from an AMI also provides a shared point of reference in the event of complaints or requests for advice. THE RESEARCH LITERATURE ON ENERGY FEEDBACK Several of the studies on energy information feedback that were reviewed for this testimony were conducted before advanced metering was available. However, they are still relevant because these studies involved changes in the energy users information environment of the type proposed by SoCalGas, i.e., more timely, accurate information, comparisons of energy usage with previous periods, and identification of consumption goals or benchmarks. In 2006 I carried out a review of some 35 papers and reports in the literature on energy feedback in the residential sector for the UK Department of Environment, Food and Rural Affairs. I concluded that Indirect feedback [that is, feedback that is processed in some way before reaching the energy user] is usually more suitable than direct feedback [immediately available to the user] for demonstrating any effect on consumption of changes in space heating, household composition and investments in efficiency measures Savings have ranged from 0-10%, but they vary according to context and the quality of information given. Historic feedback (comparing with previous recorded periods of consumption) appears to be more effective than comparative or normative (comparing with other households, or with a target figure) Persistence of savings will happen when feedback has supported intrinsic behaviour controls when individuals develop new habits and when it has acted as a spur to investment in efficiency measuresAs a rule of thumb, a new type of behaviour formed over a three-month period or longer seems likely to persist but continued feedback is needed to help maintain the change and, in time, encourage other changes. Dr. Corinna Fischer, a psychologist working at the Free University of Berlin, recently reviewed the same literature and also some German-language studies. She found that feedback stimulates energy savings that are usually between 5-12%, provided that there is some motivation to conserve. She concludes that With all due care because of data restraints, there are reasons to identify some likely features for successful feedback (meaning, both effective in stimulating conservation and satisfying to households). Such feedback is based on actual consumption is given frequently (ideally, daily or more) involves interaction and choice for households involves appliance-specific breakdown [the review relates to electricity] is given over a longer period [prolonged period] may involve historical or normative comparisons (although these are appreciated by households, the effects are less clear) is presented in an understandable and appealing way. I concur with Dr. Fischers conclusions. For the SoCalGas situation, the most important characteristics are actual, frequent consumption feedback information over a long (continuing) period of time, interactivity, comparisons with consumption in previous periods and presentation in a user-friendly format. I would also argue that more than one option for mode of feedback is desirable, in order to engage as many customers as possible; and more than one metric for feedback (for example, allowing customers to choose between cost or energy units, and to select time periods for comparison and goals or benchmarks). RESEARCH DIRECTLY RELEVANT TO THIS TESTIMONY There are not many fully-documented trials of feedback carried out with large numbers of people in normal conditions, and those that exist have shown a range of conservation impacts, as indicated above. For this testimony, I selected four case studies of indirect feedback that seemed most relevant to the SoCalGas situation, in that they relate to gas usage and use a computer-based interface with the customer. These case studies are summarized in Attachment SD-1. I also selected eight studies and reports that deal with more direct feedback modes (where the end-user has instant access to the consumption data), where space- and water heating are included among the end-uses. These are summarized in Attachment SD-2. The main point is that the feedback in these trials included relatively high energy loads, which do not change rapidly from moment to moment and which lend themselves to next-day feedback more than to real-time feedback. The only instance in the English-language literature of a trial of next-day feedback on domestic gas consumption alone, given via a dedicated display rather than online, produced 12% savings against a baseline and 10% against a control group for the duration of the experiment. The feedback was given for the previous days consumption in relation to a 10% conservation target. However, a year after the displays had been removed, consumption had reverted to the same level as that in the control groups: feedback needs to be integrated into the energy system, not offered as a temporary expedient. We have evidence of durable or sustainable change that is, changed habits in the available studies, and we have evidence that people who monitor their energy usage also tend to have a more active interest in installing long-lasting efficiency measures and low-carbon technologies. Some of the selected research shows the combined effect of feedback and advice. Feedback information may prompt energy users to seek advice and it can also be used to check that the advice is productive. A study of low-income households in West Lothian in Scotland demonstrated that basic feedback from self-meter-reading gave average savings of 11% within three months from behaviour change when it was combined with personalised advice; there were further savings from energy efficiency measures which were installed later. In Germany, participants in the Home Resource Account programme have averaged 5% gas savings per year over a period of four years when given graphical online feedback on their meter readings in combination with online or phone advice, including advice on improving the efficiency with which their central heating pumps work. This indicates something of what is possible with motivated participants over an extended period. The participants in this scheme do not have smart meters but record their meter readings on the HRA website whenever they wish. A third example, that of the Ecoteams in the Netherlands, shows what is possible with neighbourhood groups of motivated individuals: weather-adjusted gas savings of 20% against baseline were achieved during the first year of the programme and three years after the programme began, savings were still at 16% against the baseline. There is more information on these three programmes in Attachment SD-2. Attachment SD-2 includes summaries of the conservation impact of three pay-as-you-go systems. This payment method intrinsically involves a degree of feedback to the customer, but these programmes also included in-premise displays. They systems produced substantial conservation effects of up to 20%, though it is not known whether some of this was due to self-disconnection by customers from their electricity supply. In summary, the evidence from these selected studies is that gas conservation and electric space- and water-heating conservation have resulted from both indirect and direct feedback; that durable effects have been measured, and that the effect of feedback can be enhanced by combining it with advice and/or community initiatives. SCOPE FOR SAVINGS AMONG SOCALGAS CUSTOMERS The scope for savings will be affected by factors such as initial consumption levels (how much scope is there for reductions in usage without sacrificing comfort?); ability and willingness to invest in energy efficiency measures or low-carbon technologies; and tenure (is the customer in a position to make alterations to the property or the gas appliances?). SoCalGas workpapers give eight principal end-uses for natural gas in dwellings, with varying scope for demand reduction. They are: Space heating (39% of residential gas consumption in California) . This will vary according to location but conservation gains can be made in the short- and long-term through behavioural and physical changes such as improving furnace efficiency or replacing old, inefficient furnaces; turning the central heating thermostat down in winter: a rule of thumb is that a reduction of 1C (1.8F) leads to a reduction in consumption of around 10%; heating less of the building turning off heaters or shutting vents in unused rooms; heating it for less time, e.g. use of timer to switch off and setback at night and during absences from home; using area-specific thermostats to control heating better in different areas of the building; improving the insulation of the home (this would also have the effect of keeping the building cooler in summer and reducing air-conditioning loads); building and refurbishing for solar gain in winter. There appears to be a price-response effect at work in conservation of space heating. When comparable trials of feedback via an in-premise display were carried out in Newfoundland and British Columbia, the Newfoundland householders with electric space heating reduced their demand by 20% compared with the control group. In British Columbia, where electricity is much less expensive than in Newfoundland, comparable figures were 3% and 2%. This could be relevant at a time of rapidly rising gas prices. Water heating (47% of residential gas use). Potential conservation measures include insulating the water tank; installing low-flow taps and shower heads using less hot water day by day, e.g. shorter showers turning down the water tank thermostat to 140F/ 60C replacing the water heating system either with solar water heating or with a more efficient tank-less system. It is estimated that installing solar water heating could reduce natural gas demand in homes for water heating by 50-75%. Cooking (10% of residential use). We have no research data on use of feedback specifically for gas cooking; only for the real-time displays that were tried with electric cookers, where the volunteer users saved an average of 14%. There is no suggestion that this would be separately available to SoCalGas customers, so any savings here would come from increased general awareness of consumption. Cooking would be likely to show up in the feedback if data were available three or four times a day, as proposed by SoCalGas, but might otherwise be lost in the noise of daily data. Drying (4%). There is scope for reducing this consumption through line-drying. Again, data three or four times daily would be likely to show the impact of dryers. 5-8. Pool heating, spa heating, fireplaces and barbecues (very small proportions of overall consumption, but may be significant for the customers who use them). The first two of these lend themselves to solar heating technologies a step involving investment but one that is becoming more likely in the light of recent policy on solar water heating and the California Energy Efficiency Strategic Plan. Fireplaces and barbecues offer some prospect of incremental savings. From the above, there is clearly substantial scope for gas conservation in the SoCalGas area. The question is how much of it can be realised through provision of gas usage and bill information feedback to customers, using AMI. Table 1 summarises the findings from the most relevant research literature, dealing with feedback on gas consumption and/or space heating and cooling. Findings from the studies from which Table 1 is drawn are set out in more detail in the Attachments, as noted above. Table  SEQ Table \* ARABIC 1: Summary of findings from the research literature on feedback to households* Number of studies from which a figure for savings is derivedIndicative figure for savings per participantRangeIndirect feedback, PC / web-based 45%4 - 9%*Direct feedback through a moveable in-premise display monitor or self-meter-reading910%1 - 20%Pay-as-you-go metering with feedback 3 12% 5 - 20% *The data for German homes show 5% savings year-on-year over a period of four years for a combination of self-monitoring, website use and availability of targeted advice. The 5% and 10% indicative figures relate to savings in the short- to medium-term, mostly from behavioural change (change of habits) arising from increased awareness. They do not include any further conservation effects that may come about as householders become more knowledgeable about the options open to them and more likely to invest in energy efficiency and low-carbon technologies. (These may be accounted for elsewhere, for example as a result of specific marketing programmes.) Likely participation in a feedback programme Evidence on the effectiveness of feedback is mostly drawn from samples that are unlikely to be representative of the whole (especially in the early studies), and I had to make a judgement as to how much we could expect customers to take an interest in feedback. Participation in a utility-led, feedback-based conservation programme will depend to a large extent on customer motivation to conserve, and on the extent to which the utility engages them. The research literature shows that feedback is effective in two main ways. First, it builds awareness in people who have had a more or less fatalistic attitude to their energy bills, seeing them as something over which they have little or no control. This mindset is summarised in a recent study of householders in London: Energy and power are not terms within the natural language of mainstream householders. Gas and electricity operate at the level of the subconscious within the home ... there appeared to be virtually no sense of being able to actively and significantly reduce energy consumption in the household. For this group of people, response depends in the first instance on the extent to which the feedback seizes their attention. Once they are more aware of their consumption, they are in a position to start doing something about altering it. Once they have started experimenting, the feedback then tells them which actions and measures are most worthwhile. Second, feedback acts as a tool for people who are already motivated to save energy. A psychologist evaluating a community trial of digital electricity real-time monitors in Wales noted that The [monitors] had the most effect in households where discretionary electricity use was fairly high and they were motivated to reduce it for either environmental or cost reasons. Something similar could be expected for those SoCalGas customers who are motivated by environmental and/or financial concerns, frequently online and comfortable with web-based interactive tools. Research carried out with 563 members of the SoCalGas online customer insight panel (a 51% response rate) showed 68% agreeing (38% strongly and 30% somewhat) that if their daily gas usage and cost were made available, it would influence their usage, with only 13% disagreeing. 47% of the panel said that they would prefer to have daily information on the SoCalGas website. This fits with the finding by a recent Pew Centre study that 41% of ICT users are either elite or middle of the road users who are at ease with the technology and value it. On the combined SoCalGas and Pew figures, we could expect nearly 15% of all SoCalGas customers (51% response rate x 68% interest x 41% highly computer-literate) to show some interest in online feedback information at the outset of an AMI-related programme. 29% of the SoCalGas customer panel said that they would prefer daily feedback on an in-home display; however, this was an online panel. For those customers who are not online, a standalone display would be the default option. I have estimated 13% participation in a feedback programme for the early days a little lower than the 15% suggested by the customer insight panel and Pew data, but still a substantial level of interest. This 13% is divided into 6.5% of customers opting for online feedback and 6.5% for display-based feedback. 13% is higher than the Southern California Edison estimates of initial uptake of web-based feedback at 1% (with growth of 1% per year), and uptake of display-device-based feedback at 1% initially (with growth of 0.1% per year). I believe the higher estimate is justified, based on the reasoning given above and on recent experience in northern Ontario, where Hydro One were recently able to roll out real-time electricity displays to 30,000 (20%) of their customers over a period of nine months, charging them $9 for postage and handling. SoCalGas is proposing measures as detailed in Chapter VI to encourage participation and conservation. All of these proposals could assist recruitment and effectiveness. It is worth noting that they would be introduced at a time when customers would be growing accustomed to real-time feedback on electricity consumption, and at a time when energy prices, environmental concern and expectations for high-quality information are rising. Table 2 gives estimates of the initial conservation potential of an online feedback service, applying estimates of savings potential and participation (as discussed above) across the customer base. Table  SEQ Table \* ARABIC 2: Estimates of conservation potential from daily online feedback to SoCalGas customers Feedback type% of customers participatingSavings potential (%)Initial total conservation estimate (% of participants with smarted meters)Conservation estimate in Y5, assuming 1% participation growth rate per yearWeb-based6.550.3250.525Display-based6.5100.651.05Total conservation effect 0.975 1.575 witness qualifications My name is Sarah J Darby. I am a Research Fellow at the Environmental Change Institute, University of Oxford. The fellowship was awarded for the study of domestic energy feedback, with reference to the introduction of advanced metering, and is funded by the UK Research Councils Energy Programme. I am a member of the evaluation team for the UK Demand Reduction Trials. I also contribute to the ECRIS project, part-funded by the Department of Business, Enterprise and Regulatory Reform, to develop tools to help people manage their energy usage better. This has led to the launch of the company ONZO. I hold a BSc in Ecological Science from the University of Edinburgh, a postgraduate diploma in urban and regional planning from Oxford Polytechnic, and a doctorate from Oxford University. I began researching energy issues at the ECI in 1997, evaluating the effectiveness of energy advice programmes for low-income householders. In 2000 I wrote a paper that has been widely cited, Making it obvious: designing feedback into energy consumption, in which I reviewed the evidence on how feedback affects energy consumption. In 2003 I completed a doctoral thesis on the topic of Awareness, action and feedback in domestic energy use. Between 2003 and 2007 I contributed to research on policy and practice for low-energy housing and non-domestic buildings, including the ECI report 40% House and background research for the Royal Commission on Environmental Pollutions 2007 report on the urban environment. In 2006 I carried out a further literature review on the effectiveness of feedback for the UK Department of Environment, Food and Rural Affairs. This is my first testimony before the California Public Utilities Commission. NOTICE This report was commissioned by Southern California Gas Company on terms specifically limiting Isis Innovation Limited trading as Oxford University Consultings liability. Our conclusions are the result of our professional judgment, based in part upon the material and information provided to us by Southern California Gas Company and others. Use of this report by any third party for whatever purpose should not, and does not, absolve such third party from using due diligence in verifying the reports contents. Any use which a third party makes of this document, or any reliance on it, or decisions to be made based on it, are the responsibility of such third party. Isis Innovation Limited trading as Oxford University Consulting accepts no duty of care or liability of any kind whatsoever to any such third party and no responsibility for damages, if any, suffered by any third party as a result of decisions made, or not made, or actions taken or not taken, based on this document.  SoCalGas witness Mr. Olmsted discusses the capabilities of the available AMI technologies, including responses to SoCalGas AMI technology RFP. Several gas AMI technology vendors propose communications capabilities that will communicate with home information gateway devices or home area network (HAN) display devices.  Nielsen figures for local internet penetration, Q4 2006  Darby S (2006) The effectiveness of feedback on energy consumption. A review for DEFRA of the literature on metering, billing and direct displays. Environmental Change Institute, University of Oxford HYPERLINK "http://www.defra.gov.uk/environment/climatechange/uk/energy/research/pdf/energyconsump-feedback.pdf"http://www.defra.gov.uk/environment/climatechange/uk/energy/research/pdf/energyconsump-feedback.pdf and HYPERLINK "http://www.defra.gov.uk/environment/climatechange/uk/energy/research/pdf/energyconsump-feedback-appendix.pdf"http://www.defra.gov.uk/environment/climatechange/uk/energy/research/pdf/energyconsump-feedback-appendix.pdf  Fischer C (2008) Feedback on household electricity consumption: a tool for saving energy?. Energy Efficiency 1 (1), 79-104  Van Houwelingen, JH and van Raaij, WF (1989) The effect of goal-setting and daily electronic feedback on in-home energy use. Journal of consumer research 16, 98-105.  Darby 2006 as in footnote 1; Darby S (2006) Social learning and public policy: lessons from an energy-conscious village. Energy Policy 34, 2929-2940; CO2 Online, a German website offering personal energy advice in conjunction with meter readings; Harrigan MS and Gregory JM (1994) Do savings from energy education persist? Alliance to Save Energy, Washington DC; Staats H, Harland P and Wilke HAM (2004) Effecting durable change: a team approach to improve environmental behaviour in the Netherlands. Enviornment and Behaviour 36 (3), 341-367  Annual reports of the West Lothian Energy Advice Project; referred to in Darby S (1999) Energy advice what is it worth? Proceedings, European Council for an Energy-Efficient Economy, III.05  CO2online.de, accessed July 2008. Home Resources Account  Staats, Harland and Wilke as in footnote 4.  2006 California Gas Report workpapers, redacted. Prepared by the Gas Company. P117.  California Statewide Residential Appliance Saturation Study. Final Report, June 2004  Mountain, DC (2007) real-time feedback and residential electricity consumption: British Columbia and Newfoundland and Labrador pilots. Mountain Economic Consulting and Associates Inc., Ontario  Del Chiaro B and Telleen-Lawton T (2007) Solar water heating: how California can reduce its dependance on natural gas. Environment California Research and Policy Center HYPERLINK "http://www.arb.ca.gov/cc/ccea/comments/jan/environment_california_swh.pdf"http://www.arb.ca.gov/cc/ccea/comments/jan/environment_california_swh.pdf  Wood, G. and Newborough, M. (2003) Dynamic energy-consumption indicators for domestic appliances: environment, behaviour and design. Energy and Buildings 35, 821-841  with the exception of the Carbon Trust trial of web-based feedback to SMEs.  Darby S (2006) Social learning and public policy: lessons from an energy-conscious village. Energy Policy 34, 2929-2940  Dobbyn, J and Thomas, J (2005) Seeing the light: the impact of micro-generation on our use of energy. Report to the UK Sustainable Development Commission. HYPERLINK "http://www.sd-commission.org.uk/publications/downloads/Micro-generationreport.pdf"http://www.sd-commission.org.uk/publications/downloads/Micro-generationreport.pdf  Kidd and Williams, 2008  Pew (2007) A Typology of Information and Communication Technology Users. Pew Internet and American Life Project, Washing DC, May 7 2007.  Rebuttal testimony supporting Edison SmartconnectTM deployment funding and cost recovery. February 19, 2008. p12.  Personal communication from the Director, Business Transformation, Hydro One. 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" # $ % & ' ( ) * + , - . / 0 1 2 3 4 5 6 7 8 9 : ; < = > ? @ A B C E F G H I J K M N O P Q R S W X Y Z [ \ ] ^ _ ` a b c d e f g h i j k l m n o p q r s t u v w x y z { | } ~  %`  Ebjbj"x"x @@:o:::P000$d4jjjPTjk(km(mmmr:s\2t0$hgd0x\r\r@xxttmm{{{xdtmtm{x{{60t6mk { jayLf$Ӯ0˳y2˳H˳0*|btVu{vvmbtbtbt{btbtbtxxxx((++VD((+VTh`dhpttt Application No.: A.08-09- Exhibit No.: SCG 6 Date: September 29, 2008 Witness: John C. Martin SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER VI SoCalGas AMI CONSERVATION IMPACTS AND BENEFITS Prepared Direct Testimony of John C. Martin BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u   HYPERLINK \l "_Toc210284999" I. INTRODUCTION  PAGEREF _Toc210284999 \h 1  HYPERLINK \l "_Toc210285000" II. GAS CONSERVATION FEEDBACK MEASURES  PAGEREF _Toc210285000 \h 1  HYPERLINK \l "_Toc210285001" A. Web-Based Feedback  PAGEREF _Toc210285001 \h 2  HYPERLINK \l "_Toc210285002" B. Display-Based Feedback  PAGEREF _Toc210285002 \h 3  HYPERLINK \l "_Toc210285003" C. Feedback Customer Research and Communications  PAGEREF _Toc210285003 \h 4  HYPERLINK \l "_Toc210285004" D. Feedback Technology Development  PAGEREF _Toc210285004 \h 4  HYPERLINK \l "_Toc210285005" III. FEEDBACK CONSERVATION IMPACTS AND BENEFITS  PAGEREF _Toc210285005 \h 5  HYPERLINK \l "_Toc210285006" A. Web-Based and Display-Based Conservation  PAGEREF _Toc210285006 \h 5  HYPERLINK \l "_Toc210285007" B. CO2 Benefits of Avoided Therms and Gasoline  PAGEREF _Toc210285007 \h 6  HYPERLINK \l "_Toc210285008" IV. CONCLUSION  PAGEREF _Toc210285008 \h 7  HYPERLINK \l "_Toc210285009" V. WITNESS QUALIFICATIONS  PAGEREF _Toc210285009 \h 8  INTRODUCTION The main purpose of this testimony is to present Southern California Gas Companys (SoCalGas) program descriptions, conservation impacts, and financial benefits for web-based and display-based feedback which employs gas usage data and network connectivity available through SoCalGas advanced metering infrastructure (AMI). This testimony provides the program descriptions used by witness Dr. Sarah Darby (Chapter V) as the foundation to her assessment of estimates of conservation potential from online and display based feedback to SoCalGas customers. This testimony uses Dr. Darbys estimated percent of customer participation, savings potential and participation growth rate to calculate the therm impacts and financial benefits of web-based and display based feedback. This testimony also quantifies the reduced carbon dioxide (CO2) emissions associated with the therm reduction impacts of SoCalGas web-based and display-based feedback. CO2 benefits of eliminating over 6.3 million vehicle miles each year, as described in Mr. Mark Serranos testimony in Chapter III, are also quantified. In summary this testimony supports the conclusion that web-based and display-based conservation benefits have a nominal direct value of $576 million over the analysis period (2009 through 2034). This conservation benefit is based on an approximate therm impact of one percent average annual reduction in forecasted residential core consumption. An associated CO2 benefit is a nominal direct value of $28.6 million over the analysis period. The CO2 benefit of eliminated vehicle miles is a nominal direct value of $0.6 million over the analysis period. GAS CONSERVATION FEEDBACK MEASURES This section describes feedback measures SoCalGas intends to utilize to encourage gas conservation. Feedback information is demonstrated to achieve energy conservation which is documented in Dr. Darbys testimony (Chapter V). Feedback measures enabled by the SoCalGas AMI system are web-based and display-based. Web-Based Feedback SoCalGas plans to provide customers with a web portal to Energy Management feedback pages within the secure My Account portion of the SoCalGas website. The Energy Management pages are intended to help customers better understand and manage their daily energy use and costs. The Energy Management pages will feature interactive feedback tools for next-day access to a customers daily gas usage data (up to 24 hourly consumption intervals), including 13 months of daily gas usage history. Potentially the consumption intervals could be configurable into 3 or 4 periods per day, such as morning hours, afternoon and evening hours, and late night hours. The configurable periods are intended to be defined by the customer to reflect their individual energy usage patterns. Default period definitions could make setup easier for each customer. The Energy Management pages will provide multiple feedback tools to increase awareness, participation, and durability of conservation and energy efficiency behaviors by customers. Customers may track their energy use, cost estimates and CO2 footprint over time. Customers may compare usage to historical usage, or compare usage to other customers in their community or to other customers with similar demographics. Customers will be able to select personal benchmarks and goals for conservation and select alerts to automatically warn them when their energy use or cost exceeds theses benchmarks and goals. The benchmarks and goals can be based on monthly or daily budgets, or based on other customers consumption. Bill estimate threshold alerts will allow customers to make informed energy use decisions before receiving their bills. Alerts may also be sent when customers consumption or cost estimate is higher or lower then the pervious day, week, month, or year, or when the customers consumption during the month moves to a higher cost rate tier. The alerts may congratulate customers for achieving conservation goals, or may be combined with conservation and energy efficiency tips and measure recommendations, or may direct customers to specific programs and advice services based on their particular usage patterns and demographics. The alerts method can be configured by the customer to include e-mails, web alerts, text messages, phones calls, in-home display messages, energy management system notifications, and customers may authorize notifications to third parties such as relatives, neighbors or friends. Display-Based Feedback SoCalGas intends to provide a secure customer interface to enable in-premise or in-home displays as a means to provide customers a more immediate (direct) feedback of their gas usage data. The display based interface provides conservation feedback information to customers that may not have access to web-based feedback, or prefer a complementary feedback method to their web-based feedback. Display-based feedback allows for more immediate access to a customers consumption information than the next-day access provided by the web-based feedback. More immediate gas data access may include periodic hourly or real-time gas feedback data. Real-time gas feedback data transmissions can be a challenge for battery powered gas meter modules, due to the energy consumed by the radio transmitter each time it is operated to communicate data. In general, battery powered sensor devices, turn off the radio transmitter to conserve battery power (sleep), and only turn on the radio transmitter for predetermined communication windows. This sleep strategy greatly increases the longevity of the battery, thus reducing the number of battery replacements over the devices life. SoCalGas and AMI vendors are concerned that battery life may be considerably reduced with hourly or near real-time radio transmissions. Battery powered gas meter modules may be able to record hourly gas consumption while the transmitter sleeps, then wake up the radio transmitter a few times per day to send the data back to the AMI communications network. Several gas AMI vendors claim they can maintain reasonable battery life and communicate consumption data 3 or 4 times per day. Potentially these 3 or 4 daily communications could be hourly data or be customer configurable periods. Tariffed rates and or programs may be designed to provide more real-time transmission of gas consumption data to customers willing to pay extra to compensate for the shortened battery life of the gas meter module. Tariffed rates and programs will also be developed to provide in-home or in-premise devices at cost to customers. Feedback Customer Research and Communications SoCal Gas intends to support and encourage web-based and display-based feedback methods with customer research and communications. Customer research will help guide SoCal Gas in the design and implementation of effect feedback web pages and data presentations for in-home or in-premise displays. Customer communications will increase customer awareness of the availability and value of these new services helping to ensure participation. SoCal Gas intends to integrate web-based and display-based feedback measures into the companys overall communications and marketing efforts. The costs of customer research and communications are estimated to be $5.5 million. Feedback Technology Development SoCalGas intends to support technology development by third parties to promote innovative uses of web-based and display-based feedback interfaces to improve conservation and energy efficiency. Much of the current technology development in energy feedback is concentrated on electricity uses. SoCalGas plans to encourage feedback technology development for not only gas, but water conservation and efficiency technologies as well. The industry needs encouragement to develop new devices such as a low cost real-time gas meters that overcomes battery life constrains and to develop new technologies to securely integrate gas feedback data with water and electricity metering systems. The industry also needs research and development encouragement for a broad and compelling set of cost effective feedback tools to help customers increase awareness of their energy use, increase motivation to conserve, and increase durability of their conservation and energy efficiency efforts. FEEDBACK CONSERVATION IMPACTS AND BENEFITS This section describes the impacts and benefit estimate for both conservation and carbon dioxide reductions. The first part of this section describes the conservation methodology and results, and the second part of this section describes the CO2 methodology and results. Annual benefits are estimated for each year of the analysis period from 2009 through 2034. Web-Based and Display-Based Conservation The conservation benefit model is built for both of the conservation feedback modes described earlier in this chapter. The general model used for both of these programs has the following computational factors: Annual natural gas consumption for target market population (Mdth) Expected Customer Participation (%) Expected Savings/Conservation Potential (%) Expected Participation Growth Rate (%) Expected AMI meters installed for the population (%) Annual average WACOG forecast ($/dth) Avoidable Franchise Fees (%) By multiplying the first five factors together the result is annual avoided gas consumption impacts. By multiplying the seven factors together the result is the annual dollar savings associated with the avoided gas consumption. Item 1 is from the 2008 California Gas Report energy use forecast for residential single and multi-family customers. Items 2, 3, and 4 are provided in Dr. Darbys testimony. Item 5 is based on the meter installation assumptions used throughout this application. Item 6 is the Retail Core Commodity Weighted-Average-Cost-of-Gas for Purchases from the 2008 California Gas Report. Item 7 is based SoCalGas latest general rate case (GRC) decision, D.08-07-046. CO2 Benefits of Avoided Therms and Gasoline CO2 benefits are estimated by converting the annual natural gas (therm) and mileage savings to CO2 equivalents, multiplied by expected AMI meters connected for the population, multiplied by an environmental impact value. Conversions from energy sources to CO2 equivalents are based on the Energy Information Administration (EIA) voluntary reporting coefficients. The therms from conservation feedback are converted to tons of CO2 using the EIA coefficient for pipeline natural gas of 117.08 pounds of CO2 per MMBTU. The avoided meter reading mileage was converted to gallons of gasoline using an assumed 22.2 miles per gallon average fuel efficiency, and then applying the EIAs coefficient for motor gasoline of 19.564 pounds of CO2 per gallon. The eliminated vehicle miles from Mr. Serranos testimony (Chapter III) is escalated annually based on the growth rate of meters. CO2 impacts are valued using the California Public Utilities Commission approved value of $8 per ton, escalated to $9.02 for inflation using the Federal Consumer Price Index and $30 per ton. Table VI-1 provides the range of CO2 benefits based on these two values. Table VI-1 Range of CO2 Benefits (2011-2034) 2008 Direct Dollars in Millions $8/Ton $30/TonEliminated Vehicle Miles$0.6 $2.0 Feedback Conservation$28.6 $95.2 Total Carbon Dioxide Benefits$29.2 $97.2  CONCLUSION As stated earlier in this testimony, web-based and display-based conservation benefits have a nominal direct value of $576 million over the analysis period. The associated CO2 benefit is a nominal direct value of $28.6 million over the analysis period. The CO2 benefit of eliminated vehicle miles is a nominal direct value of $0.6 million over the analysis period. Table VI-2 breaks down these benefits between the Deployment Period and the Post-deployment period. Table VI-2 Summary of Conservation Benefits & Customer Research and Communications Costs 2008 Direct Dollars in Millions Deployment PeriodPost-deployment Period2011-20152016-2034CostsCustomer Research$0.4$0Customer Communications$5.2$0Total Costs$5.5 $0BenefitsFeedback Conservation$44.8 $530.9 Carbon Dioxide ($8/ton)$3.2 $26.0 Total Benefits$48.1 $556.9  WITNESS QUALIFICATIONS My name is John C. Martin. My business address is 9305 Lightwave Avenue, San Diego, California 92123. I am employed by San Diego Gas & Electric Company as the Home Area Network Manager for the Smart Meter project. I have over 18 years of energy industry experience. My current duties focus on costs and benefits associate with the capabilities of AMI and Home Area Network. This work draws upon my broad experience in the electricity and oil industry. My prior electricity work experience includes demand response program and tariff development, electricity trading and scheduling, demand side management program evaluation and load research of customer energy use. My duties also utilize my financial analysis experience in the oil refining, trading, and marking industry. My education is in the general area of resource economics. I graduated from Cornell University in 1988 with a masters degree in agricultural economics. My bachelors of Science degree was granted by Purdue University in 1984 in business and farm management. I have previously testified before the California Public Utilities Commission. This concludes my testimony.  Based on confidential RFP responses.   HYPERLINK "http://www.eia.doe.gov/oiaf/1605/coefficients.html" http://www.eia.doe.gov/oiaf/1605/coefficients.html downloaded 8/23/2008.  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Tmj 4և@@mi Ld TT j 4և@@ iLP % TpL j$ 4և@@L iLX(13.5)...M Tg jL 4և@@g i L` TTM jc 4և@@M iLP TpF j4և@@F iLX(28.1)...G Ta jF 4և@@a i L` TTG j] 4և@@G iLP Tp@j4և@@@iLX(48.9)...AT[j@4և@@[i L` TTAjW4և@@AiLP Tp:j4և@@:iLX(61.3)...;TUj:4և@@Ui L` TT;jQ4և@@;iLP  Tp4j 4և@@4iLX(75.3)...5TOj44և@@Oi L` TT5jK4և@@5iLP Tj4և@@i L`(2,588.6).....TlIj4և@@IiLX TTj4և@@iLP % " !%   "% % " !%   !D% % % % % %   TlD4և@@6LXPost 2.*TH4և@@H L`Deployment6*..&C*.% % % " !%   "Rp Arial +*0+&>0+ 0G0+ 0+ 0Arial0` & G!B+0dv%   Td4և@@LLoaded, Escalated, Sales Tax*))%)%)-%%%%%)-%%%(%%% % " !%    q  Tp g4և@@LXTotal 43.Td g4և@@LT2009....Td  g4և@@LT2010....Td  g4և@@ LT2011....Td  g4և@@ LT2012....Td g4և@@LT2013....Td g4և@@LT2014....Td g4և@@LT2015....TX g4և@@X L`2015-2034........% " !%   "%   TYzx4և@@YzLlCosts - Capital<.**<...% % " !%   y  Txy4և@@wL\1,150.7.....Tpyy&" WMFC ̆4և@@ywLX TTy4և@@wLP % Tdtz4և@@tzLT21.6...pTszo4և@@sz Ld TTpz4և@@pzLP  Tdn z 4և@@n zLT56.7...j Tmzi 4և@@mz Ld TTj z 4և@@j zLP  Tl: z 4և@@: zLX141.5....6 Tg z5 4և@@g z L` TT6 zL 4և@@6 zLP Tl4 z4և@@4 zLX171.2....0 Ta z/ 4և@@a z L` TT0 zF 4և@@0 zLP Tl.z4և@@.zLX177.1....*T[z)4և@@[z L` TT*z@4և@@*zLP Tl(z4և@@(zLX178.7....$TUz#4և@@Uz L` TT$z:4և@@$zLP Tl"z4և@@"zLX155.7....TOz4և@@Oz L` TTz44և@@zLP Tlz4և@@zLX248.2....TIz4և@@Iz L` TTz.4և@@zLP % " !%   "  TY4<4և@@Y LdCosts - O&M<.**A7E% % " !%   ?+  TlL=4և@@LLX793.4....H+TyG=4և@@y L` TTH^=4և@@HLP % +T`<4և@@LT3.1..+Ts<4և@@s Lh TT<4և@@LP  +T`  <4և@@ LT3.7.. +Tm <4և@@m Lh TT  <4և@@ LP  +Tdh  <4և@@h LT25.1...d +Tg c <4և@@g  Ld TTd z <4և@@d LP +Tdb <4և@@b LT31.3...^ +Ta ] <4և@@a  Ld TT^ t <4և@@^ LP +Td\<4և@@\LT37.3...X+T[W<4և@@[ Ld TTXn<4և@@XLP +TdV<4և@@VLT42.7...R+TUQ<4և@@U Ld TTRh<4և@@RLP +TdP<4և@@PLT43.8...L+TOK<4և@@O Ld TTLb<4և@@LLP +Tl<4և@@LX606.4....+TI<4և@@I L` TT.<4և@@LP % " !%   "  TYH4և@@YH LdTotal Costs4..<.**% % " !%   G  TxG4և@@EL\1,944.1.....TpyG4և@@yELX TTG4և@@ELP % TdtH4և@@tHLT24.7...pTsHo4և@@sH Ld TTpH4և@@pHLP  Tdn H 4և@@n HLT60.4...j TmHi 4և@@mH Ld TTj H 4և@@j HLP  Tl: H&" WMFC f 4և@@: HLX166.7....6 Tg H5 4և@@g H L` TT6 HL 4և@@6 HLP Tl4 H4և@@4 HLX202.4....0 Ta H/ 4և@@a H L` TT0 HF 4և@@0 HLP Tl.H4և@@.HLX214.4....*T[H)4և@@[H L` TT*H@4և@@*HLP Tl(H4և@@(HLX221.4....$TUH#4և@@UH L` TT$H:4և@@$HLP Tl"H4և@@"HLX199.6....TOH4և@@OH L` TTH44և@@HLP TlH4և@@HLX854.5....TIH4և@@IH L` TTH.4և@@HLP % " !%   "  TYq4և@@YLhBenefits - O&M7...*A7E% % " !%   t7`  T6r4և@@ L`(2,480.1).....`Tlyr4և@@yLX TTr4և@@LP % 1`Tl0q4և@@LX(2.2)..`Tsq4և@@s Ld TTq4և@@LP + `Tl * q4և@@ LX(2.3).. `Tm q4և@@m Ld TT  q4և@@ LP % `Tlz $ q4և@@z LX(6.6)..{ `Tg z q4և@@g  Ld TT{  q4և@@{ LP `TpF q4և@@F LX(19.2)...G `Ta F q4և@@a  L` TTG ] q4և@@G LP `Tp@q4և@@@LX(34.9)...A`T[@q4և@@[ L` TTAWq4և@@ALP `Tp:q4և@@:LX(51.6)...;`TU:q4և@@U L` TT;Qq4և@@;LP  `Tp4 q4և@@4LX(67.9)...5`TO4q4և@@O L` TT5Kq4և@@5LP `Tq4և@@ L`(2,295.3).....`TlIq4և@@ILX TTq4և@@LP % " !%   "  TY}4և@@Y}LpBenefits - Capital7...*<...% % " !%   |7  Tx0|64և@@0zL\(359.9)....1T|y|04և@@yzL\ TT1|G4և@@1zLP % TT}4և@@}LP-Ts}4և@@s} Lh TT}4և@@}LP  TT } 4և@@ }LP- Tm} 4և@@m} Lh TT } 4և@@ }LP % Tlz }$ 4և@@z }LX(6.8)..{ Tg }z 4և@@g } Ld TT{ } 4և@@{ }LP Tlt }4և@@t }LX(8.9)..u Ta }t 4և@@a } Ld TTu } 4և@@u }LP Tp@}4և@@@}LX(14.4)...&" WMFC FAT[}@4և@@[} L` TTA}W4և@@A}LP Tlh}4և@@h}LX(9.7)..iTU}h4և@@U} Ld TTi}4և@@i}LP  Tlb} 4և@@b}LX(7.4)..cTO}b4և@@O} Ld TTc}y4և@@c}LP Tx}4և@@}L\(312.7)....T|I}4և@@I}L\ TT}4և@@}LP % " !%   "% " !%   H  TYT=4և@@YLhTotal Benefits4..7...*% 7,T6>4և@@ L`(2,840.1).....,Tly>4և@@yLX TT>4և@@LP % 1,Tl0=4և@@LX(2.2)..,Ts=4և@@s Ld TT=4և@@LP + ,Tl * =4և@@ LX(2.3).. ,Tm =4և@@m Ld TT  =4և@@ LP % ,TpL $ =4և@@L LX(13.5)...M ,Tg L =4և@@g  L` TTM c =4և@@M LP ,TpF =4և@@F LX(28.1)...G ,Ta F =4և@@a  L` TTG ] =4և@@G LP ,Tp@=4և@@@LX(49.3)...A,T[@=4և@@[ L` TTAW=4և@@ALP ,Tp:=4և@@:LX(61.3)...;,TU:=4և@@U L` TT;Q=4և@@;LP  ,Tp4 =4և@@4LX(75.3)...5,TO4=4և@@O L` TT5K=4և@@5LP ,T=4և@@ L`(2,608.0).....,TlI=4և@@ILX TT=4և@@LP % " !%   "  TYQU4և@@YQiL * The revenue requirement evaluation is based on the figures including loading, escalation and sales tax. 4...)........G...).....*..*.........*.*..........**.......*..*.*% % " !%   k  TA  e4և@@A  LdTable VII-44.3.7.% " !%   k  T m 4և@@ mLxUndiscounted Cash Flow<33..333.3<..333B% " !%   9  T[34և@@[ILAdjustments to Direct Costs and Benefits - Loaders, Escalation, Sales Tax933.J.3.3< ..<3...33<.3..33.3. .7....337...4..% " !%   9  T; 4և@@;LSoCalGas Stand Alone Scenario73<.A..7.33933.7..3. 3% " !%     T,S 4և@@S%L($ millions) 2008$ - Costs (Benefits).J33......<3..<.3..% " !%   l  TL4և@@LL% % % % % % % % % % " !%  &" WMFC & Gt3 % %   T,7[ 4և@@,7LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ; t% %   T8[ 74և@@[ 7'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % % % % % % % % " !%   G@3 % %   T,[ 4և@@,LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ; @% %   T8[ 4և@@[ 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % % % % % % % % " !%   GN3 % %   T,[ 4և@@,LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ; N% %   T8[ 4և@@[ 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % % % % % % % % " !%   G 3 % %   T,) [ 4և@@,) LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ;  % %   T8[ )  4և@@[ ) 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % " !%   "% " !%   '%   &%  6E% Ld D 9!??% U6?% LdU>U!??% O63 % LdO2 O!??% C 6% LdC C  !??%  ;6E;% Ld ;DB ;9!??% U;6?;% LdU;>BU;!??% O;63 ;% LdO;2 BO;!??% C ;6;% LdC ;BC ; !??%  p6Ep% Ld pDw p9!??% Up6?p% LdUp>wUp!??% Op63 p% LdOp2 wOp!??% C p6p% LdC pwC p !??Ld?lN?l}!??Ld3 |B 3 |m!??Ld|$|m!??Ld||m!??Ld T!??LdETED!??%  M 6EM % Ld M DT M 9!??% UM 6?M % LdUM >T UM !??% OM 63 M % LdOM 2 T OM !??% C M 6M % LdC M T C M !??%  6E % Ld D 9!??% U 6? % LdU > U !??% O 63 % LdO 2 O !??% C 6 % LdC  C !??&" WMFC %  6E % Ld D 9!??% U 6? % LdU > U !??% O 63 % LdO 2 O !??% C 6 % LdC  C !??Ld?FNa ?F!??Ld3 VB a 3 V !??LdV$a V !??LdVa V !??Ld a T!??LdETa ED!??%  6E % Ld D 9!??% U 6? % LdU > U !??% O 63 % LdO 2 O !??% C 6 % LdC  C !??%  -6E-% Ld -D4 -9!??% U-6?-% LdU->4U-!??% O-63 -% LdO-2 4O-!??% C -6-% LdC -4C - !??%  b6Eb% Ld bDi b9!??% Ub6?b% LdUb>iUb!??% Ob63 b% LdOb2 iOb!??% C b6b% LdC biC b !??Ld? N? !??Ld3 B 3  !??Ld $  !??Ld   !??Ld  T!??LdE TE D!??%  ?6E?% Ld ?DF ?9!??% U?6??% LdU?>FU?!??% O?63 ?% LdO?2 FO?!??% C ?6?% LdC ?FC ? !??%  6E% Ld D 9!??% U6?% LdU>U!??% O63 % LdO2 O!??% C 6% LdC C  !??%  6E% Ld D 9!??% U6?% LdU>U!??% O63 % LdO2 O!??% C 6% LdC C  !??Ld?8NS?8!??Ld3 HB S3 H !??LdH$SH !??LdHSH !??Ld ST!??LdETSED!??LdOl{Ol!??Ld  !??LdUU!??% %6% Ld%%!??% %;6;% Ld%;B%;!??% %p6p% Ld%pw%p!??Ld  !??LdOFUOF!??Ld  !??LdU{U{!??% %M 6M % Ld%M T %M !??% % 6 % Ld%  % !??% % 6 % Ld%  % !??Ld R a R !??LdO  O !??Ld  !??LdU  U !??|&WMFC% % 6 % Ld%  % !??% %-6-% Ld%-4%-!??% %b6b% Ld%bi%b!??Ld  !??LdO8GO8!??Ld  !??LdUm|Um!??% %?6?% Ld%?F%?!??% %6% Ld%%!??% %6% Ld%%!??Ld DS D!??% ( % " !%   "% ( ( ( ( " F4(EMF+*@$??FEMF+@   S  '' ' ,S' ,S Arial- Arial-"System-'- ,gGn------ 2 PPost 2 [s Deployment---'- ,S--'- ,th '2 hUnloaded, Unescalatedw2 hTotal  2 h2009 2 h2010 2 hP2011 2 h2012 2 h2013 2 h2014 2 hE20152 hu 2015-2034t-'- ,SArial- 2 u Costs - Capital--'- ,t} 2 t940.7 }2 t a 2 t -} 2 u17.8}2 u  2 u }7 2 u#45.8}#2 u  2 u# }t2 u[119.0 }[2 uB  2 u[ }2 u142.9 }2 u  2 u }2 u146.5 }2 u  2 u }+2 u146.7 }2 u  2 u }h2 uO126.6 }O2 u6  2 uO }2 u195.5 }2 us  2 u -'- ,S 2 Costs - O&M--'- , 2 432.4 2 & 2  - 2 2.72  2  7 2 )3.1)2   2 ) t 2 a18.8`2 B  2 `  2 22.92   2   2 26.72   2  + 2 29.82   2  h 2 U29.7T2 6  2 T 2 298.7 2 s  2  -'- ,S 2 Total Costs--'- , 2 1,373.12   2  - 2 20.52  2  7 2 #48.8#2   2 # t2 [137.8 [2 B  2 [ 2 165.7 2   2  2 173.2 2   2  +2 176.5 2   2  h2 O156.3 O2 6  2 O 2 494.2 2 s  2  -'- ,S 2 Benefits - O&M --'- , 2 (1,164.7)-2   2  -2 (1.4) 2  2  :2 &(1.4) &2   2 & w2 c(4.3) c2 B  2 c 2 (12.7)2   2  2 (22.7)2   2  /2 (33.1)2   2  l2 R(42.5)R2 6  2 R 2  (1,046.6)2 s ) 2  -'- ,S "2 Benefits - Capital--'- , 2 (266.8)2   2  - 2 -2  2  , 2 (-)2   2 ) w2 c(6.3) c2 B  2 c 2 (8.0) 2   2  2 (12.6)2   2  /2 (8.3))2   2  l2 W(6.2))W2 6  2 W 2 (225.4) 2 s  2  -'- ,S-'- , 2 Total Benefits-2 (1,431.5)e2   2  -2 (1.4) 2  2  :2 &(1.4) &2   2 & w2 ](10.6)]2 B  2 ] 2 (20.7)2   2  2 (35.3)2   2  /2 (41.4)2   2  l2 R(48.8)R2 6  2 R 2  (1,272.0)2 s ) 2  -'- ,S--'- ,n------ 2 Post )2 s Deployment---'- ,S--'- , $2 Loaded, Unescalatede2 Total  2 2009 2 2010 2 P2011 2 2012 2 2013 2 2014 2 E20152 u 2015-2034t-'- ,S- 2 Costs - Capital--'- , 2 1,026.0 2   2  - 2 20.92  2  7 2 #53.2#2   2 # t2 [129.3 [2 B  2 [ 2 155.2 2   2  2 159.2 2   2  +2 159.4 2   2  h2 O137.3 O2 6  2 O 2 211.5 2 s  2  -'- ,S 2  Costs - O&M--'- ,   2 554.5  2  & 2  -  2 3.0 2   2   7 2 )3.5 )2   2 )  t 2 a23.4 `2 B  2 `   2 28.5 2   2    2 33.2 2   2   + 2 37.2 2   2   h 2 U37.3 T2 6  2 T  2 388.5  2 s  2  -'- ,S 2  Total Costs--'- ,  2 1,580.5 2   2  - 2 23.92   2  7 2 #56.7#2   2 # t2 [152.7 [2 B  2 [ 2 183.7 2   2  2 192.4 2   2  +2 196.6 2   2  h2 O174.6 O2 6  2 O 2 599.9 2 s  2  -'- ,S   2 - 2   2   , 2 (- )2   2 )  i 2 f- f2 B  2 f   2 - 2   2    2 - 2   2     2 - 2   2   ] 2 Z- Z2 6  2 Z   2 - 2 s  2  2 # Benefits - O&M --'- ,.#+ 2 # (1,677.1)-+2 #  2 # -+2 #(2.2) +2 #  2 # +:2 #&(2.2) +&2 #  2 #& +w2 #c(6.2) +c2 #B  2 #c +2 #(17.4)+2 #  2 # +2 #(30.8)+2 #  2 # +/2 #(44.5)+2 #  2 # +l2 #R(57.1)+R2 #6  2 #R +2 # (1,516.8)+2 #s ) 2 # -'- ,S "2 / Benefits - Capital--'- ,9/7 2 .(285.0) 72 .  2 . -7 2 /-72 /  2 / 7, 2 /(-7)2 /  2 /) 7w2 /c(6.3) 7c2 /B  2 /c 72 /(8.0) 72 /  2 / 72 /(12.9)72 /  2 / 7/2 /(8.3))72 /  2 / 7l2 /W(6.3))7W2 /6  2 /W 72 /(243.2) 72 /s  2 / -'- ,S-'- ,E: 2 : Total Benefits-B2 : (1,962.1)eB2 :  2 : -B2 :(2.2) B2 :  2 : B:2 :&(2.2) B&2 :  2 :& Bw2 :](12.4)B]2 :B  2 :] B2 :(25.4)B2 :  2 : B2 :(43.7)B2 :  2 : B/2 :(52.8)B2 :  2 : Bl2 :R(63.4)BR2 :6  2 :R B2 : (1,760.1)B2 :s ) 2 : -'- ,S--'- ,hSn------ 2 QPost )2 \s Deployment---'- ,S--'- ,ti !2 iLoaded, Escalatedl2 iTotal  2 i2009 2 i2010 2 iP2011 2 i2012 2 i2013 2 i2014 2 iE20152 iu 2015-2034t-'- ,S- 2 u Costs - Capital--'- ,u~ 2 u1,092.6 ~2 u  2 u -~ 2 u21.4~2 u  2 u ~7 2 u#55.4~#2 u  2 u# ~t2 u[134.5 ~[2 uB  2 u[ ~2 u163.0 ~2 u  2 u ~2 u168.6 ~2 u  2 u ~+2 u170.2 ~2 u  2 u ~h2 uO147.9 ~O2 u6  2 uO ~2 u231.6 ~2 us  2 u -'- ,S 2  Costs - O&M--'- , 2 780.6 2  & 2  - 2 3.12   2  7 2 )3.6)2   2 ) t 2 a25.0`2 B  2 `  2 31.02   2   2 37.02   2  + 2 42.42   2  h 2 U43.4T2 6  2 T 2 595.0 2 s  2  -'- ,S 2  Total Costs--'- , 2 1,873.2 2   2  - 2 24.52   2  7 2 #59.1#2   2 # t2 [159.5 [2 B  2 [ 2 194.0 2   2  2 205.6 2   2  +2 212.6 2   2  h2 O191.3 O2 6  2 O 2 826.6 2 s  2  -'- ,S  2 -2   2  , 2 (-)2   2 ) i 2 f-f2 B  2 f  2 -2   2   2 -2   2    2 -2   2  ] 2 Z-Z2 6  2 Z  2 -2 s  2  2  Benefits - O&M --'- , 2  (2,476.5)-2   2  -2 (2.2) 2   2  :2 &(2.3) &2   2 & w2 c(6.6) c2 B  2 c 2 (19.2)2   2  2 (34.9)2   2  /2 (51.6)2   2  l2 R(67.9)R2 6  2 R 2  (2,291.8)2 s ) 2  -'- ,S "2  Benefits - Capital--'- , 2 (343.7) 2   2  - 2 -2   2  , 2 (-)2   2 ) w2 c(6.8) c2 B  2 c 2 (8.9) 2   2  2 (14.0)2   2  /2 (9.7))2   2  l2 W(7.4))W2 6  2 W 2 (296.8) 2 s  2  -'- ,S-'- , 2  Total Benefits-2  (2,820.2)e2   2  -2 (2.2) 2   2  :2 &(2.3) &2   2 & w2 ](13.5)]2 B  2 ] 2 (28.1)2   2  2 (48.9)2   2  /2 (61.3)2   2  l2 R(75.3)R2 6  2 R 2  (2,588.6)2 s ) 2  -'- ,S--'- ,n------ 2 Post )2 s Deployment---'- ,S Arial- 32 Loaded, Escalated, Sales Tax*--'- , 2 Total  2 2009 2 2010 2 P2011 2 2012 2 2013 2 2014 2 E20152 u 2015-2034t-'- ,S- 2  Costs - Capital--'- , 2 1,150.7 2   2  - 2 21.62   2  7 2 #56.7#2   2 # t2 [141.5 [2 B  2 [ 2 171.2 2   2  2 177.1 2   2  +2 178.7 2   2  h2 O155.7 O2 6  2 O 2 248.2 2 s  2  -'- ,S 2  Costs - O&M--'- ,   2 793.4  2  & 2  -  2 3.1 2   2   7 2 )3.7 )2   2 )  t 2 a25.1 `2 B  2 `   2 31.3 2   2    2 37.3 2   2   + 2 42.7 2   2   h 2 U43.8 T2 6  2 T  2 606.4  2 s  2  -'- ,S 2  Total Costs--'- ,  2 1,944.1 2   2  - 2 24.72   2  7 2 #60.4#2   2 # t2 [166.7 [2 B  2 [ 2 202.4 2   2  2 214.4 2   2  +2 221.4 2   2  h2 O199.6 O2 6  2 O 2 854.5 2 s  2  -'- ,S 2 $ Benefits - O&M --'- ,.$, 2 $ (2,480.1)-,2 $  2 $ -,2 $(2.2) ,2 $  2 $ ,:2 $&(2.3) ,&2 $  2 $& ,w2 $c(6.6) ,c2 $B  2 $c ,2 $(19.2),2 $  2 $ ,2 $(34.9),2 $  2 $ ,/2 $(51.6),2 $  2 $ ,l2 $R(67.9),R2 $6  2 $R ,2 $ (2,295.3),2 $s ) 2 $ -'- ,S "2 / Benefits - Capital--'- ,:/8 2 /(359.9) 82 /  2 / -8 2 /-82 /  2 / 8, 2 /(-8)2 /  2 /) 8w2 /c(6.8) 8c2 /B  2 /c 82 /(8.9) 82 /  2 / 82 /(14.4)82 /  2 / 8/2 /(9.7))82 /  2 / 8l2 /W(7.4))8W2 /6  2 /W 82 /(312.7) 82 /s  2 / -'- ,S-'- ,F; 2 ; Total Benefits-C2 : (2,840.1)eC2 :  2 : -C2 ;(2.2) C2 ;  2 ; C:2 ;&(2.3) C&2 ;  2 ;& Cw2 ;](13.5)C]2 ;B  2 ;] C2 ;(28.1)C2 ;  2 ; C2 ;(49.3)C2 ;  2 ; C/2 ;(61.3)C2 ;  2 ; Cl2 ;R(75.3)CR2 ;6  2 ;R C2 ; (2,608.0)C2 ;s ) 2 ; -'- ,S 2 G i* The revenue requirement evaluation is based on the figures including loading, escalation and sales tax.--'- ,  2 = Table VII-4-'- ,  (2 Undiscounted Cash Flow-'- ,# u2 IAdjustments to Direct Costs and Benefits - Loaders, Escalation, Sales Tax -'- ,/# 32 # SoCalGas Stand Alone Scenario-'- ,:/ ?2 /%($ millions) 2008$ - Costs (Benefits) -'- ,F: 2 :----------'- ,g;F-- 2 \IT Development-------------------'- ,gmF<-- B2 \~'Gas Module and Meter Installation Years-----------'- ,;-- 2 IT Development-------------------'- ,m<-- B2 ~'Gas Module and Meter Installation Years-----------'- ,;-- 2 IT Development-------------------'- ,m<-- B2 ~'Gas Module and Meter Installation Years-----------'- ,h;R-- 2 ]IT Development-------------------'- ,hmR<-- B2 ]~'Gas Module and Meter Installation Years---'- ,S-'- ,S- -- @ !-- @ !;-;- @ !x-=m- @ !0=-- @ !-- @ !;-;- @ !x-=m- @ !0=-- @ !-- @ !;-;- @ !x-=m- @ !0= @ !F @ !G; @ !Gm @ !G @ !_g @ !]i-  - @ ! -  - @ !; -  ;- @ !x - = m- @ !0 =-- @ !-- @ !;-;- @ !x-=m- @ !0=-99- @ !9-99- @ !;9-99;- @ !x9-9=9m- @ !09= @ !v @ !t; @ !tm @ !t @ !` @ !^-- @ !-- @ !;-;- @ !x-=m- @ !0=-- @ !-- @ !;-;- @ !x-=m- @ !0=-- @ !-- @ !;-;- @ !x-=m- @ !0= @ !vQ @ !tS; @ !tSm @ !tS @ !_h @ !^i-  - 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"Rp Arial  (*0J( &M0J(  G0J  0H  l0Arial0x >&x > !H 0dv% Rp Arial (*0J( &F0J(  G0J  0H  l0Arial0 &  !H 0dv% % " !%   !x% % % % % %   Tl"4և@@LXPost c 2.*TH-4և@@H- L`Deployment6*..&C*.% % % " !%   "% % " !%     T4և@@LxUnloaded, Unescalated<33.3.3<3......3Tp4և@@LXTotal 43.Td4և@@LT2009....Td 4և@@LT2010....Td  4և@@ LT2011....Td  4և@@ LT2012....Td4և@@LT2013....Td4և@@LT2014....Td4և@@LT2015....TX4և@@X L`2015-2034........% " !%   "RpArial H(*0J(J&J0J(H G0JH 0HH l0Arial0E u&E u !HH0dv%   TYxj4և@@YLlCosts - Capital<.**<...% % " !%   mY  TlLk4և@@L LX940.7....HYTyGk4և@@y  L` izTTH^k4և@@H LP e% YTdtj4և@@tLT17.8...pYTsoj4և@@s Ld ngTTpj4և@@pLP ec YTdn  j4և@@n LT45.8...j YTmi j4և@@m Ld ngTTj  j4և@@j LP c  YTl:  j4և@@: LX119.0ed....6 YTg 5 j4և@@g  L` icTT6 L j4և@@6 LP vYTl4 j4և@@4 LX142.9ul....0 YTa / j4և@@a  L` tpTT0 F j4և@@0 LP 7YTl.j4և@@.LX146.5....*YT[)j4և@@[ L` cTT*@j4և@@*LP YTl(j4և@@(LX146.7....$YTU#j4և@@U L` paTT$:j4և@@$LP /YTl"j4և@@"LX126.6)....YTOj4և@@O L` oTT4j4և@@LP icYTlj4և@@LX195.5 ....YTIj4և@@I L` TT.j4և@@LP o% " !%   "  TYv44և@@Yv LdCosts - O&M<.**A7E% % " !%   u  TlLu4և@@LsLX432.4....HTyuG4և@@ys L` TTHu^4և@@HsLP % T`v4և@@vLT2.7..Tsv4և@@sv Lh TTv4և@@vLP  T` v 4և@@ vLT3.1 7.. 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4և@@;LSoCalGas Stand Alone Scenario73<.A..7.33933.7..3. 3% " !%     T,S 4և@@S%L($ millions) 2008$ - Costs (Benefits).J33......<3..<.3..% " !%   l  TL4և@@LL% % % % % % % % % % " !%   Gt3 % %   T,7[ 4և@@,7LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ; t% %   T8[ 74և@@[ 7'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % % % % % % % % " !%   G@3 % %   T,[ 4և@@,LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ; @% %   T8[ 4և@@[ 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % % % % % % % % " !%   GN3 % %   T,[ 4և@@,LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ; N% %   T8[ 4և@@[ 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % % % % % % % % " !%   G 3 % %   T,) [ 4և@@,) LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%   ;  % %   T8[ )  4և@@[ ) 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % " !%   "% " !%   '%   &%  6E% Ld D 9!??% U6?% LdU>U!??% O63 % LdO2 O!??% C 6% LdC C  !??%  ;6E;% Ld ;DB ;9!??% U;6?;% LdU;>BU;!??% O;63 ;% LdO;2 BO;!??% C ;6;% LdC ;BC ; 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N? !??Ld3 B 3  !??Ld $  !??Ld   !??Ld  T!??LdE TE D!??%  ?6E?% Ld ?DF ?9!??% U?6??% LdU?>FU?!??% O?63 ?% LdO?2 FO?!??% C ?6?% LdC ?FC ? !??%  6E% Ld D 9!??% U6?% LdU>U!??% O63 % LdO2 O!??% C 6% LdC C  !??%  6E% Ld D 9!??% U6?% LdU>U!??% O63 % LdO2 O!??% C 6% LdC C  !??Ld?8NS?8!??Ld3 HB S3 H !??LdH$SH !??LdHSH !??Ld ST!??LdETSED!??LdOl{Ol!??Ld  !??LdUU!??% %6% Ld%%!??% %;6;% Ld%;B%;!??% %p6p% Ld%pw%p!??Ld  !??LdOFUOF!??Ld  !??LdU{U{!??% %M 6M % Ld%M T %M !??% % 6 % Ld%  % !??% % 6 % Ld%  % !??Ld R a R !??LdO  O !??Ld  !??LdU  U !??% % 6 % Ld%  % !??% %-6-% Ld%-4%-!??% %b6b% Ld%bi%b!??Ld  !??LdO8GO8!??Ld  !??LdUm|Um!??% %?6?% Ld%?F%?!??% %6% Ld%%!??% %6% Ld%%!??Ld DS D!??% ( % " !%   "% ( ( ( ( " F4(EMF+*@$??FEMF+@ ObjInfo(WorkbookPR\SummaryInformation(S)DocumentSummaryInformation8-Oh+'0@HXh MFosterMFosterMicrosoft Excel@]S[@L՜.+,0 PXx  Sempra Energy Utilities'  \pMFoster Ba=<4- =-D%q%<X@"1Arial1Arial1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)4/_(* #,##0.0_);_(* \(#,##0.0\);_(* "-"??_);_(@_)                + ) , *    *8"@ @ "8"@@ "8 " @ "8"@ "8""@ @ !0@  ,@  $@  $  $  $"@ !0@@  ,@@  $@@  $  @  $@  $"@ @ !8@ !0!@@  ,!@@  $!@@  $ ! @  $!@  $"!@ @ "  (@@ !0  ,  (@@ !p@ " " *8@@ *8  @ *8@ `Sheet1) @corp.se.sempra.comcorpdataSCG_AMI_CaseCost Benefit AnalysisWorkpapersStand Alone 6.1MRollUp - Full 6.1Testimony TablesSCG AMI Testimony Tables-MF.xlsMF 7-1MF 7-2 MF 7-2 SourceMF 7-3 MF 7-3 SourceMF 7-5 MF 7-5 SourceMF 7-9 MF 7-9 Source AssumptionsMF 7-xYYZL !1@ kdF@eaG:FYL1>ZL չ Zx %%()Td Rߧ VygnZL a a NJ(ʞ4]9FEfJᆲO{;YYZL gM f5@`UK@(`@8^d@że@a$Ee@P@|b@9l@ZL P3ϐ@qE# @߂H8@w?@Hkw~B@F2E@nDE@ u[@ZL үx8@%"@M@r+8c@)?h@Emi@Vj@Pwlg@1uՉ@ZL - t0қnQ^,3V8pAJIK@P^@ZL 3'#f3!ue,\#Vm<>-rZL - t0қnP<*vn<`_tHTV|N=\Rt09YYYZL UT@гfy@X @kҕy@TU@6AZL O@#f @(7@a]KUFAÃqAbG ۞ASAAذA%KAZL 崙Վ@j>%S@wr@m@ln @1484@>@ AAZL ۃE@ R1NƬ@GS+q@:ӈ@fY&4@?}5@osf@gS"AY Z @@Y & Scale:"X6Undiscounted Cash FlowSoCalGas Stand Alone Scenario%($ millions) 2008$ - Costs (Benefits)IT Development'Gas Module and Meter Installation YearsPost DeploymentTotal 2015-2034Costs - Capital Costs - O&M Total CostsBenefits - O&MBenefits - CapitalTotal BenefitsIAdjustments to Direct Costs and Benefits - Loaders, Escalation, Sales TaxUnloaded, UnescalatedLoaded, UnescalatedLoaded, EscalatedLoaded, Escalated, Sales Tax*i* The revenue requirement evaluation is based on the figures including loading, escalation and sales tax. Table VII-4G cc    dMbP?_*+%M\\PS-GCT-P302\P-00729S odXXLetterPRIV0''''(\KhC (SMTJXerox WorkCentre Pro 265 PSInputSlot*UseFormTrayTablePageSizeLetterPageRegionLeadingEdgeResolution600x600dpiDuplexNoneCollateTrueStapleLocationNoneXrxInputSlotTrueRotationTrue9XRXMOCXP0o xlewHijopqrbfcc`&hkm z|}/00MSCF,90RT^7'X//Uncompressed-Data//s]iTCKbb``| PPʐː͐ɐ0 F `dd|dc_PZTgdgnkdoeS\QTlJ V胥TCOM5>>>>>>"dXX??U} }  .         @              @              @        4444444444 4444444444 4444444444 4444444444 4444444444 5555555555  67 88888   / 0d@h@l@p@t@x@|@   #F#!e@ % !1@Z kdF@ZZeaG:FZYLZ 1>Z  #Yq % ZZչ ZZx Z%%()ZTd ZRߧZ VygnZ ( !)ްM DD*a Z+a Z*NJ(Z,ʞ4]9Z,FEZ,fJZ+ᆲOZ -{;Z 01  67 88888   / 0d@h@l@p@t@x@|@   #yn@ % gM f5@Z`UK@Z(`@Z8^d@Zże@Za$Ee@ZP@|b@Z 9l@Z  #u*nd@ % P3ϐ@ZqE# @Z߂H8@Zw?@ZHkw~B@ZF2E@ZnDE@Z u[@Z ! !"A;D@ DD#үx8@Z$%"@M@Z#r+8c@Z%)?h@Z%Emi@Z%Vj@Z$Pwlg@Z &1uՉ@Z 'ZZZZZZZ Z Dl*****T^==;==;T^==;==;T^==; ! "  #  $ @ %  & ' ( ) * + ,  -   # otY %   - t0Z қnZ QZ ^,3Z V8pAZ JIZ K@PZ ^@Z ! #! aszu %!! !Z!Z!3'#fZ!3!Z!ue,Z!\#Z!VmZ! <>-rZ "( !")1=e D!D "*- t0Z"+қnZ"*P<*Z",vn<Z",`_tHZ",TV|NZ"+=\RZ" -t09Z #01 $ $6$7 $8$8888 $  %2 %0%d@h@l@p@t@x@|@ %  &#&KU@ %&& #&]LW35@ ZC#&<ZL@ ZC#&2xa@ ZC#&[/ee@ ZC#&q4#f@ ZC#&FHrUf@ ZC#&sNwc@ ZC#& Ko@ Z C ' #'gˈ@ %'' #'xL@ ZC#'w @ ZC#'"9@ ZC#'MnD?@ ZC#'لBOB@ ZC#'*r_E@ ZC#'IRE@ ZC#' @ Z C (! !("V"`@ D'D&!(#LV8@ D'D&!($D#2N@ D'D&!(#ѫP%d@ D'D&!(%3Mi@ D'D&!(%SȰj@ D'D&!(%ʬk@ D'D&!($\h@ D'D&!( &d3M@ D' D& )' * #*JH` %** $*2ܵZC$*qVYqZC$**ZC$*3/3ZC$*b|sAZC$*?zIZC$*u僋PZC$* LZ C + #+Ov %++ $+ZC$+ZC$+3'#fZC$+3!ZC$+N2,ZC$+W'^#ZC$+<ZC$+ <{SŊsZ C ,( !,)n+0 D+D*!,*2ܵ D+D*!,+qVYq D+D*!,*bb * D+D*!,,6H"< D+D*!,,,TɢH D+D*!,,ڴ6N D+D*!,+A!"MR D+D*!, -t!5` D+ D*  -3- _==;T^mm[uu[>@Ed r$$$$      7  D+ D*  -8- _==;T^mm[uu[>@Ed- r$$$$      7 Sheet1  Worksheets F!Microsoft Office Excel WorksheetBiff8Excel.Sheet.89qOh+'0@HXh _1283777785X F'4Z8(*4Z8Ole 2PRINTUWEPRINTH      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^~abcdefghijklmnopqrstuvwxyz{|Ia W&" WMFCH H_Hla EMFH$+#F, EMF+@XXF\PEMF+"@ @ $@ 0@?!@ @     !" !" !  " !  " !  Rp Arial ,'*0.'&M0,' 0G0,' 0,' 0Arial0` q& q!&,'0dv% Rp Arial (*0(&F0( 0G0( 0( 0Arial0` l& l!&(0dv% % " !%   x8% % % % % %   Tlxc4և@@jLXPost 2.*T(#4և@@( L`Deployment6*..&C*.% % % " !%   % % " !%   @  Tp@4և@@<LXTotal 43.Td@4և@@<LT2009....Td @} 4և@@ <LT2010....Td @w 4և@@ <LT2011....Td @q4և@@ <LT2012....Td@k4և@@<LT2013....Td@e4և@@<LT2014....Td@_4և@@<LT2015....T8@4և@@8< L`2015-2034........% " !%   RpArial d%*0f%&J0d% 0G0d% 0d% 0Arial0` & !&d%0dv%   TY* 4և@@YLpReduced Gas Theft<...*..A.*4..% % " !%      Tll 4և@@lLX(3.6)..mTYl 4և@@Y Ld TTm 4և@@mLP % TT} 4և@@}LP-~TS} 4և@@S Lh TT~ 4և@@~LP  TTw  4և@@w LP-x TM w 4և@@M  Lh TTx  4և@@x LP  TlZ  4և@@Z LX(0.0)..[ TG Z 4և@@G  Ld TT[ q 4և@@[ LP TlT 4և@@TLX(0.0)..UTA T 4և@@A  Ld TTUk 4և@@ULP TlN 4և@@NLX(0.1)..OT;N 4և@@; Ld TTOe 4և@@OLP TlH 4և@@HLX(0.1)s..IT5H 4և@@5 Ld TTI_ 4և@@ILP BTlB 4և@@BLX(0.1)S..CT/B 4և@@/ Ld TTCY 4և@@CLP Tl< 4և@@<LX(3.2)x..=T)< 4և@@) Ld TT=S 4և@@=LP 6% " !%     TY3p4և@@YLGas Conservation BenefitsmA.*<..*.)...7...*% % " !%   s_  Txq4և@@L\(575.7)a...._T|Yq4և@@YL\ TT'q4և@@LP E% _TT}p4և@@}LP- ~_TS}p4և@@S Lh nTT~p4և@@~&" WMFC H?HLP d _TTw  p4և@@w LP-Px _TM w p4և@@M  Lh 3TTx  p4և@@x LP B _TlZ  p4և@@Z LX(1.7)o..[ _TG Z p4և@@G  Ld TT[ q p4և@@[ LP _TlTp4և@@TLX(5.3) ..U_TA Tp4և@@A  Ld TTUkp4և@@ULP _TlNp4և@@NLX(9.0) ..O_T;Np4և@@; Ld TTOep4և@@OLP R_Tpp4և@@LX(12.4)..._T5p4և@@5 L` TT1p4և@@LP r_Tpp4և@@LX(16.4)..._T/p4և@@/ L` TT+p4և@@LP _Txp4և@@L\(530.9)...._T|)p4և@@)L\ TTp4և@@LP l% " !%     TY|4և@@Y|LhTerminal Value4.G..7...% % " !%   {  Tx{4և@@yL\(251.6)t....T|Y{4և@@YyL\ TT{'4և@@yLP % TT}|4և@@}|LP-~TS|}4և@@S| Lh TT~|4և@@~|LP  TTw | 4և@@w |LP-x TM |w 4և@@M | Lh TTx | 4և@@x |LP  TTq | 4և@@q |LP-r TG |q 4և@@G | Lh TTr | 4և@@r |LP TTk|4և@@k|LP-lTA |k4և@@A | Lh TTl|4և@@l|LP TTe|4և@@e|LP-fT;|e4և@@;| Lh TTf||4և@@f|LP {TT_|z4և@@_|LP-`T5|_4և@@5| Lh TT`|v4և@@`|LP uTTY|t4և@@Y|LP-ZT/|Y4և@@/| Lh TTZ|p4և@@Z|LP Tx|4և@@|L\(251.6)....T|)|4և@@)|L\ TT|4և@@|LP % " !%   % % " !%   A  TY?4և@@YLTotal Other Ratepayer Benefits43.A3. <..3.-. <.3..-Tx?4և@@L\(830.8)....-T|Y?4և@@YL\ TT'?4և@@LP -TT}?4և@@}LP-~-TS}?4և@@S Lh TT~?4և@@~LP  -TTw  ?4և@@w LP-x -TM w ?4և@@M  Lh TTx  ?4և@@x LP  -TlZ  ?4և@@Z LX(1.7)..[ -TG Z ?4և@@G  Ld TT[ q ?4և@@[ LP -TlT?4և@&" WMFC HH@TLX(5.3)..U-TA T?4և@@A  Ld TTUk?4և@@ULP -TlN?4և@@NLX(9.1)..O-T;N?4և@@; Ld TTOe?4և@@OLP -Tp?4և@@LX(12.5)...-T5?4և@@5 L` TT1?4և@@LP -Tp?4և@@LX(16.5)...-T/?4և@@/ L` TT+?4և@@LP -Tx?4և@@L\(534.1)....-T|)?4և@@)L\ TT?4և@@LP % " !%   %   TY 4և@@YLxCO2 Reduction Benefits<A.<...*..7...*% % " !%     Tp> 4և@@>LX(29.2)...?TY> 4և@@Y L` TT?U 4և@@?LP % TT} 4և@@}LP-~TS} 4և@@S Lh TT~ 4և@@~LP  TTw  4և@@w LP-x TM w 4և@@M  Lh TTx  4և@@x LP  TlZ  4և@@Z LX(0.1)..[ TG Z 4և@@G  Ld TT[ q 4և@@[ LP TlT 4և@@TLX(0.4)..UTA T 4և@@A  Ld TTUk 4և@@ULP TlN 4և@@NLX(0.6)..OT;N 4և@@; Ld TTOe 4և@@OLP TlH 4և@@HLX(0.9)..IT5H 4և@@5 Ld TTI_ 4և@@ILP TlB 4և@@BLX(1.2)..CT/B 4և@@/ Ld TTCY 4և@@CLP Tp 4և@@LX(26.0)...T) 4և@@) L` TT% 4և@@LP % " !%   % " !%   |  TYxq4և@@YLTotal Other Societal Benefits4..A..7.*..7...*% `Txr4և@@L\(860.1)....`T|Yr4և@@YL\ TT'r4և@@LP `TT}r4և@@}LP-~`TS}r4և@@S Lh TT~r4և@@~LP  `TTw  r4և@@w LP-x `TM w r4և@@M  Lh TTx  r4և@@x LP  `TlZ  r4և@@Z LX(1.8)..[ `TG Z r4և@@G  Ld TT[ q r4և@@[ LP `TlTr4և@@TLX(5.7)..U`TA Tr4և@@A  Ld TTUkr4և@@ULP `TlNr4և@@NLX(9.7)..O`T;Nr4և@@; Ld TTOer4և@@OL&jWMFCHHP `Tpr4և@@LX(13.4)...`T5r4և@@5 L` TT1r4և@@LP `Tpr4և@@LX(17.7)...`T/r4և@@/ L` TT+r4և@@LP `Txr4և@@L\(560.2)....`T|)r4և@@)L\ TTr4և@@LP % " !%   % " !%     TB  4և@@B L($ millions) - Costs (Benefits).J33.<3..<.3..% " !%   l  TL4և@@LL% % % % % % % % % % " !%   't 4% %   T ; -4և@@ LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%    t4% %   T8; -4և@@; 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % " !%   k  T P e4և@@  LdTable VII-74.3.7.% " !%   k  T mr 4և@@ mLxUndiscounted Cash Flow<33..333.3<..333B% " !%   9  Tc 34և@@c LhOther BenefitsA3. <.3..% " !%   9  T ; 4և@@ ;LSoCalGas Stand Alone Scenario73<.A..7.33933.7..3. 3% " !%   % " !%   '%   &%  6%% Ld $ !??% 56% Ld55!??% /6 % Ld/ /!??% # 6% Ld# #  !??%  A6%A% Ld A$H A!??% 5A6A% Ld5AH5A!??% /A6 A% Ld/A H/A!??% # A6A% Ld# AH# A !??%  6%% Ld $ !??% 56% Ld55!??% /6 % Ld/ /!??% # 6% Ld# #  !??Ldl.l!??Ld |"  | !??Ld|| !??Ld|| !??Ld4 4T!??Ld%D4%DD!??Ld/l{/l!??Ld 4C 4!??Ld55!??% 6% Ld!??% A6A% LdAHA!??% 6% Ld!??Ld x x!??% ( % " !%   % ( ( ( " F4(EMF+*@$??FEMF+@     '' ' ,' , Arial- Arial-"System-'- ,\G------ 2 EPost 2 P Deployment---'- ,--'- ,i] 2 ]Total  2 ]2009 2 ].2010 2 ]k2011 2 ]2012 2 ]2013 2 ]"2014 2 ]`20152 ] 2015-2034t-'- ,Arial- !2 j Reduced Gas Theft --'- ,tjr 2 i(3.6) r2 i  2 i -r  2 j-r2 j  2 j rG 2 jC-rD2 j  2 jD r2 j~(0.0) r~2 j]  2 j~ r2 j(0.0) r2 j  2 j r 2 j(0.1) r2 j  2 j rJ2 j5(0.1) r52 j  2 j5 r2 jr(0.1) rr2 jQ  2 jr r2 j(3.2) r2 j  2 j -'- , -2 u Gas Conservation Benefits--'- ,u} 2 u(575.7)}2 u  2 u -}  2 u-}2 u  2 u }G 2 uC-}D2 u  2 uD }2 u~(1.7) }~2 u]  2 u~ }2 u(5.3) }2 u  2 u } 2 u(9.0) }2 u  2 u }J2 u0(12.4)}02 u  2 u0 }2 um(16.4)}m2 uQ  2 um }2 u(530.9) }2 u  2 u -'- , 2 Terminal Value --'- , 2 (251.6) 2   2  -  2 -2  2  G 2 C-D2   2 D  2 -2 ]  2   2 -2   2   2 -2   2  ; 2 8-82   2 8 x 2 u-u2 Q  2 u 2 (251.6) 2   2  -'- ,--'- , 42 Total Other Ratepayer Benefits2 (830.8) 2   2    2 -2  2  G 2 C-D2   2 D 2 ~(1.7) ~2 ]  2 ~ 2 (5.3) 2   2   2 (9.1) 2   2  J2 0(12.5)02   2 0 2 m(16.5)m2 Q  2 m 2 (534.1) 2   2  -'- ,- (2 CO2 Reduction Benefits--'- , 2 (29.2)2  2  -  2 -2  2  G 2 C-D2   2 D 2 ~(0.1))~2 ]  2 ~ 2 (0.4))2   2   2 (0.6))2   2  J2 5(0.9))52   2 5 2 r(1.2))r2 Q  2 r 2 (26.0)2   2  -'- ,-'- , 32 Total Other Societal Benefits-2 (860.1) 2   2    2 -2  2  G 2 C-D2   2 D 2 ~(1.8) ~2 ]  2 ~ 2 (5.7) 2   2   2 (9.7) 2   2  J2 0(13.4)02   2 0 2 m(17.7)m2 Q  2 m 2 (560.2) 2   2  -'- ,-'- ,:/ 62 /($ millions) - Costs (Benefits) -'- ,F: 2 :----------'- ,\VF-- 2 QIT Development-------------------'- ,\FW-- B2 Q'Gas Module and Meter Installation Years----'- ,  2 J Table VII-7e-'- ,  (2 (Undiscounted Cash Flow-'- ,# 2 AOther Benefits-'- ,/# 32 #SoCalGas Stand Alone Scenario-'- ,-'- ,- -- @ !-- @ !;-V- @ !x-X- @ !0X-- @ !-- @ !;-V- @ !x-X- @ !0X-- @ !-- @ !;-V- @ !x-X- @ !0X @ !uF @ !tGV @ !tG @ !tG @ !_\ @ !]^ @ !F @ !\ @ !&h-- @ !;-- @ !;-- @ !; 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Rp Arial  (*0J( &M0J(  G0J  0H  l0Arial0 & \! 0dv% Rp Arial (*0J( &F0J(  G0J  0H  l0Arial0 J& J\! 0dv% % " !%   x8% % % % % %   Tlxc4և@@jLXPost 2.*T(#4և@@( L`Deployment6*..&C*.% % % " !%   % % " !%   @  Tp@4և@@<LXTotal 43.Td@4և@@<LT2009....Td @} 4և@@ <LT2010....Td @w 4և@@ <LT2011....Td @q4և@@ <LT2012....Td@k4և@@<LT2013....Td@e4և@@<LT2014....Td@_4և@@<LT2015....T8@4և@@8< L`2015-2034........% " !%   RpArial H(*0J(J&J0J(H G0JH 0HH l0Arial0 & \!H0dv%   TY* 4և@@YLpReduced Gas Theft<...*..A.*4..% % " !%      Tll 4և@@lLX(3.6)..mTYl 4և@@Y Ld TTm 4և@@mLP % TT} 4և@@}LP-~TS} 4և@@S Lh 1TT~ 4և@@~LP ge TTw  4և@@w LP-icx TM w 4և@@M  Lh anTTx  4և@@x LP 4 TlZ  4և@@Z LX(0.0)it..[ TG Z 4և@@G  Ld TT[ q 4և@@[ LP TlT 4և@@TLX(0.0)..UTA T 4և@@A  Ld TTUk 4և@@ULP TlN 4և@@NLX(0.1)..OT;N 4և@@; Ld TTOe 4և@@OLP TlH 4և@@HLX(0.1)..IT5H 4և@@5 Ld TTI_ 4և@@ILP TlB 4և@@BLX(0.1)..CT/B 4և@@/ Ld TTCY 4և@@CLP Tl< 4և@@<LX(3.2)..=T)< 4և@@) Ld TT=S 4և@@=LP % " !%     TY3p4և@@YLGas Conservation Benefits eA.*<..*.)...7...*% % " !%   s_  Txq4և@@L\(575.7)(>...._T|Yq4և@@YL\ TT'q4և@@LP c % _TT}p4և@@}LP-(>~_TS}p4և@@S Lh icTT~p4և@@~LP 1 _TTw  p4և@@w LP-x _TM w p4և@@M  Lh eTTx  p4և@@x LP 11 _TlZ  p4և@@Z LX(1.7)..[ _TG Z p4և@@G  Ld TT[ q p4և@@[ LP ma_TlTp4և@@TLX(5.3)] ..U_TA Tp4և@@A  Ld TTUkp4և@@ULP cv_TlNp4և@@NLX(9.0) ..O_T;Np4և@@; 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-4և@@ LhIT Development.6*)*..C*.% % % % % % % % % % % % % % % % % % % " !%    t4% %   T8; -4և@@; 'LGas Module and Meter Installation Years:**?...**..?**.***..2***% % % % " !%   k  T P e4և@@  LdTable VII-74.3.7.% " !%   k  T mr 4և@@ mLxUndiscounted Cash Flow<33..333.3<..333B% " !%   9  Tc 34և@@c LhOther BenefitsA3. <.3..% " !%   9  T ; 4և@@ ;LSoCalGas Stand Alone Scenario73<.A..7.33933.7..3. 3% " !%   % " !%   '%   &%  6%% Ld $ !??% 56% Ld55!??% /6 % Ld/ /!??% # 6% Ld# #  !??%  A6%A% Ld A$H A!??% 5A6A% Ld5AH5A!??% /A6 A% Ld/A H/A!??% # A6A% Ld# AH# A !??%  6%% Ld $ !??% 56% Ld55!??% /6 % Ld/ /!??% # 6% Ld# #  !??Ldl.l!??Ld |"  | !??Ld|| !??Ld|| !??Ld4 4T!??Ld%D4%DD!??Ld/l{/l!??Ld 4C 4!??Ld55!??% 6% Ld!??% A6A% LdAHA!??% 6% Ld!??Ld x x!??% ( % " !%   % ( ( ( " F4(EMF+*@$??FEMF+@ CompObjVZ3mObjInfo5WorkbookY[`o9SummaryInformation(\6  \pMFoster Ba=<4 =-%] <X@"1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)4/_(* #,##0.0_);_(* \(#,##0.0\);_(* "-"??_);_(@_)                + ) , *    *8"@ @  @@ "8"@@ "8 " @ "8"@ "8""@ @ !0@  ,@  $@@  $@  $"@  $@  $  $@  $  $"@ !8@@  ,@@  ,@  ,"@ @ !0!@@  ,!@@  ,!@  ,"!@ @ " " *8@@ *8  @ *8@ `]Sheet1X@corp.se.sempra.comcorpdataSCG_AMI_CaseCost Benefit AnalysisWorkpapersStand Alone 6.1MRollUp - Full 6.1SCG_AMI - Rev Req Inputs - FULL 6.1.xlsSummaryResultsInputsFromRollupCheckCapCost0CapCost5 CapCost15 CapCost20 CapCost31CapAvd0CapAvd5CapAvd15CapAvd20CapAvd31OMCost0OMBen0OMBenIntYZ }פAZ2.p \#@@@u{kN@#V@ Z&]@coC`@\@a@NmjSa@˧b@`sHc@v{d@4obLd@$e@Usf@^7g@I47h@/* i@w3i@϶D k@brk@O'ii@Ɉe@1ALma@RY@Z3AP@D`ѧ@Ef3י@&7@Lc @L \@Ә!@p.@p2u@'n/@L1d@ϦS@5I@lH(@Cf~#@e@Սk@n天@$ @z5uP~@0Yt@1L@d!@U +@Z4hM{H[@`nv@qA@FZi_'@[vx@@?<@΋}@XC7Ô@9y @ޱ`Y@s:簕@e% J@~hI@I@3@ǭ?=@*sp@ew՗@%e:@~@n$ L@:!@{“L%@sx@YYYYYYYYY Y Y Y Y YYYh@corp.se.sempra.comcorpdataSCG_AMI_CaseCost Benefit AnalysisWorkpapersStand Alone 6.1MRollUp - Full 6.1Testimony TablesSCG AMI Testimony Tables-MF.xlsMF 7-1MF 7-2 MF 7-2 SourceMF 7-3 MF 7-3 SourceMF 7-5 MF 7-5 SourceMF 7-9 MF 7-9 SourceMF 7-Other Benefits AssumptionsSheet1MF 7-x MF RR Sum 2-2 MF RR Sum 2-3YYYYYYYYYY Y Z @@Y Y Y Y Scale:"Undiscounted Cash FlowOther BenefitsSoCalGas Stand Alone Scenario($ millions) - Costs (Benefits)IT Development'Gas Module and Meter Installation YearsPost DeploymentTotal 2015-2034Reduced Gas TheftGas Conservation BenefitsTerminal ValueTotal Other Ratepayer BenefitsCO2 Reduction BenefitsTotal Other Societal Benefits Table VII-7 ucc    dMbP?_*+%M\\PS-GCT-P302\P-00729S odXXLetterPRIV0''''(\KhC (SMTJXerox WorkCentre Pro 265 PSInputSlot*UseFormTrayTablePageSizeLetterPageRegionLeadingEdgeResolution600x600dpiDuplexNoneCollateTrueStapleLocationNoneXrxInputSlotTrueRotationTrue9XRXMOCXP0o xlewHijopqrbfcc`&hkm z|}/00MSCF,90RT^7'X//Uncompressed-Data//s]iTCKbb``| PPʐː͐ɐ0 F `dd|dc_PZTgdgnkdoeS\QTlJ V胥TCOM5>>>>>>"dXX??U} }                      .......... .......... .......... .......... .......... //////////  01 22222   0d@h@l@p@t@x@|@    #e7p % $Z2C$Z2C$)r҃Z2C$ֱV砿Z2C$"r &Z2C$ 'ZZ2C$RLZ2C, $֐ ;22 C  # ʗ %  $ !Z3C$ "Z3C$ !c}7Z3C$ "D&Z3C$ "B"Z3C$ "Vo(Z3C$ "ܴf?l0Z3C, ,;33 C  # /Rro %  0 #$#$$$$$ %/RroZC & # '~ۗ % %! 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" !  |" !  |Rp Arial 4# *06# &M04# 0G04# 04# 0Arial0`Y E&Y E!4# 0dv% RpArial *0 &J0 0G0 0 0Arial0`t &t ! 0dv%   Tlb4և@@LXCostsI<.**QTxb4և@@L\1,051.0y.....QTd#b4և@@#LT$ .TTb4և@@LP sRp Arial $ *0$ &J0$ 0G0$ 0$ 0Arial0`\ &\ !$ 0dv% Tn4և@@nLtOperational BenefitsA......7...*% Txn4և@@nL\(888.6)R....Tl#n4և@@#nLX$ 3.TTn4և@@nLP 3% T<04և@@(LOperational Benefits as Percent of CostsA......7...*.*7.*...<.**% Tl04և@@LX84.5%R...JT4և@@LOther Rate Payer BenefitsZA..<..7.'.7...*Tx4և@@L\(175.5)X....Tl#4և@@#LX$ D.TT4և@@LP 3% % " !%    m  T b4և@@L|Net Rate Payer Benefits:<.<..7.-. <.3..PTp b4և@@LX(13.2)...PTx# b4և@@#L\$ t.TT b4և@@LP .% " !%   |% " !%   k  T>d4և@@ LdTable VII-164.3.7.% " !%   k  T</l4և@@/l(LPresent Value of 26 Year Annual Revenue 7 ...37.3.3..8.. 9333.<./.33.% " !%     T,,4և@@%L($ millions) 2008$ - Costs (Benefits)\.J33......<3..<.3..% " !%   9  TD24և@@)LRequirements and Other Ratepayer BenefitsO<.33 .J.3..33A3. <..3.-. <.3..% " !%   9  T:4և@@:LSoCalGas Stand Alone ScenarioU73<.A..7.33933.7..3. 3% " !%   |% " !%   u'%   Ld t~!??Ld t n!??Ld   !??% ( &%  j6j% Ld jj j!??%  6% Ld  !??'% %  6% Ld   !??Ld it i!??% ( % " !%   |% ( ( ( " F4(EMF+*@$??FEMF+@     '' ' ,' , Arial-Arial- 2 sCosts   2 s1,051.0    2 s$  2 s  Arial-%2 Operational Benefits     -2 (888.6)  2 $ 6  2  -C2 (Operational Benefits as Percent of Costs           -2 84.5%6  -2 Other Rate Payer Benefits       2 (175.5)  2 $ 5  2  -"System-'- , *2 Net Rate Payer Benefits      2 (13.2)  2 $  2  -'- ,-'- , 2  Table VII-1    -'- ,/ C2 D(Present Value of 26 Year Annual Revenue         -'- ,q] ?2 Z`%($ millions) 2008$ - Costs (Benefits)u       -'- ,F/ E2 /;)Requirements and Other Ratepayer Benefits          -'- ,]F 32 FoSoCalGas Stand Alone Scenario        -'- ,-'- ,-  @ !q @ !t @ !q--- @ !-- @ !--- @ ! @ !--'- ,-'  \ptprmp Ba=H =$$ <X@"1Arial1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)=8_("$"* #,##0.0_);_("$"* \(#,##0.0\);_("$"* "-"??_);_(@_) 0.0%3._(* #,##0.0_);_(* \(#,##0.0\);_(* "-"?_);_(@_)                + ) , *   @   r@@ ! $ r @  8w@@ ! $ w @  8@@ A $  @ ! $  (!@@ ! , ! @ "8 ` Sheet1@corp.se.sempra.comcorpdataSCG_AMI_CaseCost Benefit AnalysisWorkpapersStand Alone 6.1MRollUp - Full 6.1Rev ReqAMI-SOCALGAS-NPV-Base Case.xlsNPVDataReport ParametersYZ Ĉ@Z :gZ  䇌B&p@Z &'OlZ 0ziԻeYY"5 Costs(Operational Benefits as Percent of CostsOther Rate Payer BenefitsNet Rate Payer BenefitsSoCalGas Stand Alone Scenario%($ millions) 2008$ - Costs (Benefits))Requirements and Other Ratepayer Benefits(Present Value of 26 Year Annual Revenue Table VII-1Operational Benefits cc    dMbP?_*+%M \\PS-GCT-P301\P-01573S odXXLetterPRIV0''''(\KhCC<Ɯ (SMTJXerox WorkCentre Pro C3545 PSInputSlot*UseFormTrayTablePageSizeLetterPageRegionLeadingEdgeResolution600x600dpiDuplexDuplexNoTumbleCollateTrueStapleLocationNoneXrxInputSlotTrueRotationTrue9XRXMOCXHo xlewijopqrfo o 2t:| z|} !300>>>>>>"dXX??U} &} U  @             %יrk@ ZZ   &p+ċ ZZ& .M-? DADA   ziԻe Z0 ( eP* D DD{78@0>@*7 >>>>>>"dXX??U} &} I  @             %יrk@ ZZ  &p+ċ ZZ& .M-? DADA   ziԻe Z0 ( eP* D DD{78@0>@*7 <2EXCEL.EXEC:\Program Files\Microsoft Office\OFFICE11\EXCEL.EXEIPACDRWDSGATCAPI;F4E8Q;Ki݅&E%9x"dXX??U} &} I  @             %יrk@ZZ  &p+ċZZ& "nj? DD   ziԻeZ0 ( eP*D DDo7840>@cd  *7 SummaryInformation(su]DocumentSummaryInformation8a_1284029321~x Fpr,4Z8`-14Z8Ole fE ՜.+,0 PXx  Sempra Energy Utilities' Sheet1  Worksheets F!Microsoft Office Excel WorksheetPRINTwz]<CompObjgmObjInfoy|iWorkbook>tsf$ g&" WMFC; wlXf$ EMF$+#F, EMF+@XXF\PEMF+"@ @ $@ 0@?!@ @     !" !" !  " !  #" !  #Rp Arial (4 *0*4 &M0(4 0G0(4 0(4 0Arial0` C& C!Q(4 0dv% Rp Arial 5 *05 &F0 5 0G0 5 0 5 0Arial0` \& \!Q 5 0dv% % " !%   "% % % % % %   TlO4և@@LXPost 2.*TIZ4և@@IZ L`Deployment6*..&C*.% % % " !%   #% % " !%   3  Tp(4և@@LXTotal 43.Td (4և@@LT2009....Td  (4և@@ LT2010....Td  (4և@@ LT2011....Td(4և@@LT2012....Td(4և@@LT2013....Td(4և@@LT2014....Td(4և@@LT2015....TY(4և@@Y L`2016-2034........% " !%   #% " !%   ;  T ;4և@@8 LUndiscounted Revenue Requirement<33..333.3<./.33.<.33 .J.3% " !%   #RpArial `2 *0b2 &J0`2 0G0`2 0`2 0Arial0`t &t Ų!Q`2 0dv%   TlY-4և@@YLXCosts<.**Tx4և@@L\3,091.4.....Tpz4և@@zLX TT4և@@LP 2 Tl 1 4և@@ LX(7.7).. 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2 80.5  2   2  2 d111.8)  c2 5  2 c 2 145.2)  2   2  s2 E179.2)  D2   2 D 2 201.8)  2   2  U2 2,392.0   2   2  :2 "Operating Benefits (114% of Costs)         2  (3,510.7)   2 q  2  F2 (2.3)    2   2  2 (2.3)   2 S  2  '2 (7.7)   2   2  2 h(21.6)  h2 5  2 h  2 (40.4)  2   2  y2 I(58.6)  I2   2 I 2 (76.0)  2   2  [2  (3,301.8)   2  ) 2  2 Terminal Value     2 (251.6)   2 q  2   + 2 %- %2   2 %   2 - 2 S  2     2 - 2   2   } 2 w- w2 5  2 w   2 - 2   2   _ 2 Y- Y2   2 Y   2 - 2   2   [2 (251.6)    !2   2 ! '2 Conservation Benefits)     $2 (575.7)   $2 q  2  $+ 2 %-$%2   2 % $ 2 -$2 S  2  $'2 (1.7)   $2   2  $2 r(5.3)   $r2 5  2 r $ 2 (9.0)   $2   2  $y2 I(12.4)  $I2   2 I $2 (16.4)  $2   2  $[2  (530.9)   $!2   2 ! (2 *Reduced Losses (theft)   ;2 *(3.6)   ;2 *q  2 * ;+ 2 *%-;%2 *  2 *% ; 2 *-;2 *S  2 * ;'2 *(0.0)   ;2 *  2 * ;2 *r(0.0)   ;r2 *5  2 *r ; 2 *(0.1)   ;2 *  2 * ;y2 *S(0.1)   ;T2 *  2 *T ;2 *(0.1)   ;2 *  2 * ;[2 *5(3.2)   ;52 *  2 *5 --'- ,ngA------ 92 =#!Revenue Requirement & Other Rate )        (2 T#Payer Costs (Benefits)     ---'- ,ah 2 W (1,250.2)   h2 Wq  2 W hF2 W(10.0)  h2 W  2 W h2 W(13.9)  h2 WS  2 W h! 2 W71.1  h2 W  2 W h 2 Wn84.9  hm2 W5  2 Wm h 2 W95.7  h2 W  2 W hs2 WE108.2)  hD2 W  2 WD h2 W109.3)  h2 W  2 W h[2 W (1,695.5)   h2 W ) 2 W -'- ,_ !2 Societal Benefitsf     -'- ,a- !2 Reduced Emissionsf    2 (29.2)  2 q  2  + 2 %-%2   2 %  2 -2 S  2  '2 (0.1))  2   2  2 r(0.4))  r2 5  2 r  2 (0.6))  2   2  y2 S(0.9))  T2   2 T 2 (1.2))  2   2  [2 +(26.0)  +2   2 + --'- ,_ -2 #Societal Costs (Benefits)       2  (1,279.4)   2 q ) 2  F2 (10.0)  2   2  2 (13.9)  2 S  2  ! 2 71.0  2   2   2 n84.5  m2 5  2 m  2 95.1  2   2  s2 E107.2)  D2   2 D 2 108.2)  2   2  [2  (1,721.5)   2  ) 2  -'- ,a-'- ,s_] 2 \----------'- ,t-- 2 IT Development    -------------------'- ,t-- B2 3'Gas Module and Meter Installation Years            ----'- ,_ 2  Table VII-8e    -'- ,/_ C2 (Undiscounted Annual Revenue Requirements         -'- ,F_/ 32 /#SoCalGas Stand Alone Scenario        -'- ,]_F ?2 F%($ millions) 2008$ - Costs (Benefits)n       -'- ,a-'- ,`- -?i?- @ !n?i-??- @ !?-??- @ !0? @ !r @ !v @ !v-i- @ !ni-- @ !-- @ !0 @ !sr @ !sr @ !sr @ !ov] @ !H @ !Df @ !r @ !] @ !i-??]- @ !m? @ !li @ !pi-]- @ !m @ !]--'- ,a-'Biff8Excel.Sheet.89qOh+'0@HXh MFostertprmpMicrosoft Excel@-(@|9h ՜.+,0 PXx   \ptprmp Ba=O =$$&<X@"1Arial1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)4/_(* #,##0.0_);_(* \(#,##0.0\);_(* "-"??_);_(@_)                + ) , *    *8"@ @  @@ "8""@ @ "8"@@ "8 " @ "8"@  (@  ("@  (  ( !0@  $"@  $@  $  $  d  $"@ )8@  ,"a@ @  ,a@@  , a @  ,a@  @  "@   !8 @  ,"!@ @  ,!@@  ,!@ " *8@@ *8  @ *8@ " ` Sheet1@corp.se.sempra.comcorpdataSCG_AMI_CaseCost Benefit AnalysisWorkpapersStand Alone 6.1MRollUp - Full 6.1Rev ReqAMI-SOCALGAS-NPV-Base Case.xlsNPVDataReport ParametersYYZD%͠..ΏK@yqT@FZ@_ٯ`@B^c@#E`@ws_@5$ƞ`@Wׂ`@!R^@]@?N @\@r[@SajY@#`eX@՘+W@hGhU@琺kT@"7S@TUQ@?UM@[Q1H@MD@ZA@ZΓ)}]zC?;0`ev;]Q>,{<N-@1F"C!I? FEhG搷vƺF=a4FE}#vODK2mD]C0UdJC,'C{dBpBVY>ӣA!@qLZ"{.#K @c" @:g9@u\?@ukB@ڐ-۷E@_HF@.^;8@1+̼qm8@VHe9@ [:@?<:@/@>@(ON?@Al%@@*ew@@nb5A@"akA@&B@B7B@# M=C@DD@̼B@M A@aIJ@@EB@@Z(9aǿ={ȿ}fߥɿ5;ʿj&`˿nN^̿Ot[ʿ&. ƿ:,'!ݥJFZ0c}7D&B"Vo(ܴf?l0bc931DS4X\y5\܇k~6=dߒ|7|o07#j.O9:>P9<.W=a?NAB@A-G#BrɷB¢B{W@!Jn7;Ą2ߢ>5Z 1/RroZ7@vuTֿR ~{7Dž "(GB[0.9ԅ^ D,653V"\^"1q:rtMEaUP%?Cdh}V%؝.otdYCtUY"SoCalGas Stand Alone Scenario%($ millions) 2008$ - Costs (Benefits)IT Development'Gas Module and Meter Installation YearsPost DeploymentTotal 2016-2034CostsTerminal ValueConservation BenefitsReduced Losses (theft)(Undiscounted Annual Revenue RequirementsReduced Emissions7Revenue Requirement & Other Rate Payer Costs (Benefits)Societal Benefits Undiscounted Revenue RequirementSocietal Costs (Benefits) Table VII-8 cc    dMbP?_*+%M \\PS-GCT-P301\P-01573S odXXLetterPRIV0''''(\KhCC<Ɯ (SMTJXerox WorkCentre Pro C3545 PSInputSlot*UseFormTrayTablePageSizeLetterPageRegionLeadingEdgeResolution600x600dpiDuplexDuplexNoTumbleCollateTrueStapleLocationNoneXrxInputSlotTrueRotationTrue9XRXMOCXHo xlewijopqrfo o 2t:| z|} !300>>>>>>"dXX??U} #}          @                 8888888888 8 888888888 8888888888 8888888888 4444444444  56 57777   0d@h@l@p@t@x@|@     #!H&@ % %"dU ZZ"%#%' ZZ"%"umT_ T@ ZZ"%%^z[@ ZZ"%%F$b@ ZZ"%%䖘gf@ Z Z" %$&;i@ Z Z" 5 &vf6@ ; ;"" W ~ AOperating Benefits (D DdA0 % of Costs)BP%"Operating Benefits (114% of Costs)# !fmm %  % "9@ :     7 >>>>>>"dXX??U} #}          @                 8888888888 8 888888888 8888888888 8888888888 4444444444  56 57777   0d@h@l@p@t@x@|@     #!H&@ % %"dU ZZ"%#%' ZZ"%"umT_ T@ ZZ"%%^z[@ ZZ"%%F$b@ ZZ"%%䖘gf@ Z Z" %$&;i@ Z Z" 5 &vf6@ ; ;"" W t& AOperating Benefits (D DdA0 % of Costs)BP%"Operating Benefits (114% of Costs)# !fmm %  % "9@ :     7 7 SummaryInformation({}jDocumentSummaryInformation8n_1284029335 F`-14Z8`34Z8Ole sSempra Energy Utilities' Sheet1  Worksheets F!Microsoft Office Excel WorksheetBiff8Excel.Sheet.89qOh+'0@PRINTCompObjtmObjInfovWorkbookS?      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRTUVWXYZ[\]^_`abcdefghijklmnopqrnmxyz{|}~f% h &" WMFCP ylXf% EMF$+#F, EMF+@XXF\PEMF+"@ @ $@ 0@?!@ @     !" !" !  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A~ 2 # }&*nq %    Z- !Z-  Wsl|Z- ${MZ- $yܖ袿Z- $eӰZ- "% $Z- % %p;-- G~ 4# &eP* % # '>ޢ  % # (^fa% % # '͏m7|I@ % # )?0K@ % # )?2U M@ % # )ј6N@ % # ({dqL@ % # &gpj8q % ++*,*----+   2#3~z %  Z5!Z5 ~.njZ5$g`NοZ5$yؿZ5$BYZ5"hB1dpZ5 % %O)K;55 ++*,*----+ 3#. N-u5 % (/>ޢ $% B(0^fa%$% B(/ 3rI@$% B(0O'sK@$% B(0M\L@$% B(0^@fgM@$% B(0ݶϭK@$% B( .!q$ % B*jh****TZ*EEm*E>@ :     7 SummaryInformation(wDocumentSummaryInformation8{WordDocumentAw%SummaryInformation(HXh MFostertprmpMicrosoft Excel@-(@N*q ՜.+,0 PXx  Sempra Energy Utilities' Sheet1  Worksheets      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijkopqrtuvwxyz}~%` lbjbj"x"x %@@bqVVVV^^^$bP/61(**"8Զ0000000$23h5d0^o@oo0VV*0 0oLV*0o0*#D^(6*ڠ  @&V)/1061#'55*5^*(dҺ0061oooo//DZE$:~$//ZE~$^VVVVVV Application No.: A.08-09- Exhibit No.: SCG 7 Date: September 29, 2008 Witness: Michael W. Foster SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER VII SoCalGas AMI BUSINESS CASE MODELING METHODOLOGY AND REVENUE REQUIREMENT Prepared Direct Testimony of Michael W. Foster BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u   HYPERLINK \l "_Toc210286577" I. purpose and summary  PAGEREF _Toc210286577 \h 1  HYPERLINK \l "_Toc210286578" II. DESCRIPTION OF INCREMENTAL AMI COSTS AND BENEFITS  PAGEREF _Toc210286578 \h 2  HYPERLINK \l "_Toc210286579" A. Summary  PAGEREF _Toc210286579 \h 2  HYPERLINK \l "_Toc210286580" B. Direct Capital Costs and Benefits  PAGEREF _Toc210286580 \h 3  HYPERLINK \l "_Toc210286581" C. Direct Operating and Maintenance (O&M) Costs and Benefits  PAGEREF _Toc210286581 \h 3  HYPERLINK \l "_Toc210286582" D. Adjustments to Direct Costs  PAGEREF _Toc210286582 \h 4  HYPERLINK \l "_Toc210286583" 1. Overhead Rates  PAGEREF _Toc210286583 \h 5  HYPERLINK \l "_Toc210286584" 2. Escalation Factors  PAGEREF _Toc210286584 \h 6  HYPERLINK \l "_Toc210286585" 3. Sales Taxes  PAGEREF _Toc210286585 \h 7  HYPERLINK \l "_Toc210286586" III. revenue requirements  PAGEREF _Toc210286586 \h 9  HYPERLINK \l "_Toc210286587" A. Revenue Requirement Components  PAGEREF _Toc210286587 \h 10  HYPERLINK \l "_Toc210286588" 1. Net O&M Costs  PAGEREF _Toc210286588 \h 10  HYPERLINK \l "_Toc210286589" 2. Return on Rate Base  PAGEREF _Toc210286589 \h 11  HYPERLINK \l "_Toc210286590" 3. Depreciation  PAGEREF _Toc210286590 \h 11  HYPERLINK \l "_Toc210286591" 4. Taxes  PAGEREF _Toc210286591 \h 12  HYPERLINK \l "_Toc210286592" 5. Working Cash  PAGEREF _Toc210286592 \h 13  HYPERLINK \l "_Toc210286593" 6. Allowance for Funds Used During Construction (AFUDC)  PAGEREF _Toc210286593 \h 13  HYPERLINK \l "_Toc210286594" 7. Franchise Fees and Uncollectable (FF&U)  PAGEREF _Toc210286594 \h 14  HYPERLINK \l "_Toc210286595" B. AMI Revenue Requirements over Analysis Period, 2009-2034  PAGEREF _Toc210286595 \h 14  HYPERLINK \l "_Toc210286596" C. Monthly AMI Revenue Requirements over Deployment Period, 2009-2015  PAGEREF _Toc210286596 \h 14  HYPERLINK \l "_Toc210286597" IV. WITNESS Qualifications  PAGEREF _Toc210286597 \h 15  purpose and summary The purpose of my testimony is to describe the revenue requirement calculations based on the estimated Advanced Metering Infrastructure (AMI) incremental costs and benefits presented in Southern California Gas Companys (SoCalGas) AMI proposal. Specifically, this testimony describes the development of the following cost-benefit analyses of SoCalGas AMI project over the 26-year analysis period, 2009-2034: (a) net present value (NPV) of AMI cash flows and (b) NPV of AMI revenue requirements. The NPV results are identified for both the Hybrid and Stand Alone AMI scenarios, as described in the testimony of SoCalGas witness Mr. Edward Fong (Chapter II). My testimony also identifies the forecasted monthly and annual AMI revenue requirements proposed for recovery over the deployment period, 2009-2015, based on adoption of the Stand Alone AMI scenario, as proposed by SoCalGas (See testimony of SoCalGas witness Mr. Fong, Chapter II). Table VII-1 shows a summary of the present value of revenue requirement analysis indicating an incremental benefit to ratepayers of $13.2 million. Table VII-1 below provides a summary of the net benefits resulting from implementation of AMI compared to the status quo. The economic comparison results in a ratio of approximately 84.5% of operational benefits to costs. This percentage of benefits is higher than any other AMI business case approved by the California Public Utilities Commission (Commission or CPUC). Once other non-operational benefits are considered, investing in AMI provides overall benefits to SoCalGas ratepayers.  Section II of my testimony describes the costs and benefits included in the analyses, with the aggregate level of costs and benefits, presented in Table II-6 (testimony of Mr. Fong, Chapter II). Section III describes the revenue requirement analyses, which evaluates the merits of the business case from the ratepayers perspective. The first revenue requirement analysis provides the NPV of the AMI revenue requirements over the 26-year analysis period, 2009-2034, with the results presented in Attachment MF-3. The second revenue requirement analysis provides the forecasted monthly and annual revenue requirements over the deployment period, 2009-2015, and is proposed as the basis for recovery until SoCalGas next general rate case (GRC) after AMI deployment has been completed. The forecasted monthly and annual revenue requirements are presented in Attachment MF-4. DESCRIPTION OF INCREMENTAL AMI COSTS AND BENEFITS Summary The forecasted AMI revenue requirements identified in Attachments MF-3 and MF-4 include the incremental costs and benefits presented in the testimony of SoCalGas witnesses Mr. Mark Serrano (Chapter III), Mr. Christopher Olmsted (Chapter IV), and Mr. J.C. Martin (Chapter VI). The incremental capital and operating & maintenance (O&M) costs and benefits were adjusted to include applicable overhead rates, escalation rates and sales taxes. In addition, the NPV of the cash flows and revenue requirements include other benefits that are not part of the revenue requirements for rate making purposes but are included when evaluating the economic value of the SoCalGas AMI investment. Table VII-2 shows that benefits exceed costs on a nominal basis by $1.727 billion.  EMBED Excel.Sheet.8  Direct Capital Costs and Benefits This section describes the incremental capital costs and benefits included in the discounted cash flows and revenue requirements. The incremental capital costs and benefits, including the SoCalGas witnesses that filed testimony sponsoring the particular cost or benefit element are identified in Table II-6 (Testimony of Mr. Fong, Chapter II). The major capital costs including the witnesses that address the costs are as follows: (a) Information Technology (IT) systems development and implementation costs (SoCalGas witness Mr. Olmsted); (b) AMI network costs (SoCalGas witness Mr. Olmsted); and (c) AMI gas meter and module costs, including installation costs (SoCalGas witness Mr. Serrano). The major capital benefits including the witnesses that address the benefits are as follows: (a) avoided replacement costs and inventory of existing gas meters (SoCalGas witness Mr. Serrano); (b) customer billing services savings (SoCalGas witness Mr. Serrano); (c) avoided meter reading IT expense (SoCalGas witness Mr. Serrano); and (d) avoided meter reading equipment and equipment maintenance costs (SoCalGas witness Mr. Serrano). Direct Operating and Maintenance (O&M) Costs and Benefits This section describes the incremental O&M costs and benefits included in the discounted cash flows and revenue requirements. The incremental O&M costs and benefits are identified in Table VII-3 below. These O&M costs and benefits comprise numerous elements primarily associated with the following areas and addressed by the following witnesses: (a) meter reading, billing, and customer service field costs and benefits (SoCalGas witness Mr. Serrano); (b) IT and application development and integration and AMI network costs (SoCalGas witness Mr. Olmsted); and (c) customer research, education and information costs (SoCalGas witness Mr. Martin).  Adjustments to Direct Costs Direct costs and benefits provided by each witness do not reflect the entirety of the cost or benefit to the company. Direct costs reflect 2008 prices and do not include allocated overhead or sales tax. AMI direct costs and benefits are adjusted to include appropriate overhead rates, escalation factors, and sales tax, where applicable. The methodology used to adjust direct costs is consistent with the San Diego Gas & Electric Company (SDG&E) AMI business case evaluation, and is described below. Table VII-4 below shows the results of each adjustment. The revenue requirements and rate impacts are based on the fully adjusted costs and benefits, including overheads, escalation and sales tax.  Overhead Rates Applicable overhead rates are applied to both AMI capital and O&M costs and benefits. Overhead rates are applied to each direct cost and benefit input, according to its classification as union or non-union labor, contract labor, meter reading part time labor, purchased services, warehoused materials, non-warehoused materials, and capital. Overhead rates were estimated using 2007 actuals. Only overheads that are considered incremental to AMI are included, for example, overheads associated with incremental labor, additional warehousing requirements and incremental contract administration costs. Table VII-5 below shows overhead rates that were applied in this case. Attachment MF-1 provides detailed calculations of the overhead rate values.  Escalation Factors Loaded constant-dollar values of AMI incremental costs and benefits are escalated for inflation using the following escalation factors for years 2009-2034. Table VII-6 shows the range of escalation rates applied to each cost or benefit type. Attachment MF-2 provides annual escalation rates and escalation factors for each cost or benefit type. Table VII-6 SoCalGas AMI Escalation Factors Cost/Benefit CategoryEscalation FactorRange of Annual % ChangeCapital Gas Utility Construction, DistributionGas Distribution Plant Construction1.8 3.9%O&M LaborGas Utility Labor O&M2.4 2.6%O&M Non-laborGas Utility O&M non-labor2.3 3.6% Certain costs such as AMI modules are not escalated. This is because the nominal costs of silicon based AMI technologies are expected to decline enough over time to maintain their current real price level. Historically, similar technology prices have decreased over time in real dollars, and SoCalGas expects efficiency improvements in producing the AMI modules to result in a similar trend. Factors shown above are from escalation indices published in Global Insight's 1st Quarter 2008 Utility Cost Forecast. Sales Taxes Sales taxes of 7.75 percent are applied to purchased materials and services. SoCalGas witnesses Mr. Serrano and Mr. Olmsted identify the costs which require the application of sales taxes. Other Benefits SoCalGas AMI provides other benefits that, while ancillary to revenue, need to be considered when determining the economic value of the AMI project. These other benefits include reductions in gas theft, gas conservation impacts, reductions in carbon dioxide gas emissions, and the terminal value of gas meter modules that have useful lives beyond the 26-year analysis period (i.e., 2034). The testimony of SoCalGas witness Mr. Serrano addresses the benefits from reduced gas theft due to AMI. The testimony of SoCalGas witness Mr. Martin addresses benefits from gas conservation and reduced carbon dioxide gas emissions due to AMI. The benefits from reduced gas theft, conservation and reduced carbon dioxide gas emissions are not part of the revenue requirements that need to be recovered from ratepayers. However, these benefits are included as other benefits in the NPV calculations for determining the economic value of the SoCalGas AMI project since these are benefits to ratepayers and/or society in general. Gas theft reductions and increased conservation both have beneficial impacts on customer bills. Reduced carbon dioxide gas emissions do not directly impact customer bills, but they are considered a benefit to society as a whole.  In addition, the terminal value of AMI gas meter modules installed after 2015 is also included as other benefits in the NPV calculations. Although the last AMI gas meter module installed during the AMI deployment period is in 2015, additional gas modules will need to be deployed after 2015 to meet customer growth and meter module failures during the analysis period, as addressed in the testimony of SoCalGas witness Mr. Serrano. Since AMI meter modules deployed for growth and meter failure in years 2016-2034 will have remaining value beyond the 26-year analysis period (beyond 2034) based on the 20-year useful life of gas modules, the NPV calculations should include the remaining value or terminal value of the modules installed after year 2015. Meter deployments for customer growth and meter failure are assumed to cease in 2034. Meter populations are assumed to decline beginning in 2030, as the first meters deployed in 2009 are assumed to come to the end of their useful life. Meter populations decline to zero in 2054. The terminal value is the stream of annual benefits per gas meter module, based on the declining meter population, discounted back to 2034 dollars. The benefits beyond 2034 are calculated by multiplying the estimated remaining meter population in each year by the estimated net benefit per meter. The average net benefit per meter module is a conservative estimate of these benefits based on the 5-year historical average of net benefits per meter from 2026-2030, with 2030 used as the end point of the average since it reflects the peak in AMI meter modules installed under the 26-year analysis period. The other benefits identified above are included in the revenue requirements presented in Attachment MF-3. revenue requirements Forecasted AMI revenue requirements represent the incremental monthly and annual revenue required to recover the incremental AMI costs and benefits. The revenue requirement evaluation assumes all capital is recovered through depreciation over its book life, and assumes that O&M is recovered in the period it is spent. In addition to the actual expenditure amounts, the revenue requirement includes all other expenses required to support the capital investment, including authorized return on investment, income and property taxes, allowance for funds used during construction (AFUDC) and working cash associated with O&M. For rate impact analysis over the pre-deployment and deployment period (2009-2015) monthly revenue requirement methodology is used. For business case evaluation from the ratepayers perspective over the entire 26 year analysis period, the annual revenue requirement methodology is used. A summary of the results of the annual revenue requirement evaluation is presented in Table VII-8 and VII-9. Table VII-8 shows the undiscounted revenue requirement over the 26 year analysis period, and Table VII-9 shows the discounted or present value of revenue requirements. The summary shows that with a total present value of ratepayer benefit of $13.2 million, and a societal benefit of $21.5 million, the SoCalGas proposed AMI project is balanced and expected to create value for ratepayers. The societal benefit includes all ratepayer benefits, plus estimated benefits associated with reduced carbon dioxide gas emissions.   In the following two sections, I provide a detailed description of the components of the AMI revenue requirements and appropriate period of the analysis for both the economic comparison, which is based on a 26-year period 2009-2034, and the revenue requirement recovery period during the 6-year deployment from 2009-2015. As per the testimony of Ms. Allison Smith (Chapter VIII), gas transportation rates will be adjusted annually until SoCalGas next general rate case after SoCalGas AMI deployment has been completed. Revenue Requirement Components The various components of the SoCalGas AMI revenue requirements are derived using methodologies consistent with the methodologies employed in SDG&Es AMI business case. They are discussed in more detail below: Net O&M Costs Net O&M costs reflect the sum of AMI O&M costs minus benefits. The net O&M costs used in the calculation of the AMI revenue requirements were described in Section II and presented in Attachments MF-3 and MF-4. Return on Rate Base Return on Rate Base reflects the cost of capital SoCalGas incurs to finance the AMI investment. Net rate base used in the calculation reflects the sum of all AMI capital costs minus AMI capital benefits, and is used in the calculation of the return on rate base. The average net rate base used in the calculation of the AMI revenue requirements is presented in Attachment MF-3. The return on rate base is calculated by multiplying SoCalGas authorized weighted average cost of capital of 8.68 percent by the AMI average net rate base for each year. Table VII-10 SoCalGas Authorized Capital Structure and Cost of Capital Capital RatioAuthorized(%)CostWeighted CostLong Term Debt45.61%6.96%3.17%Preferred Equity6.39%4.83%0.31%Common equity48.00%10.82%5.19%8.68% Depreciation Depreciation expense reflects the charge that SoCalGas takes each year to allow for recovery of the AMI investment over its book life. Depreciation expense is calculated by multiplying the weighted average plant in service for each asset type by the depreciation rate for that asset type. The proposed depreciation uses the straight-line remaining life depreciation method consistent with Standard Practice U-4, Determination of Straight-Line Remaining Life Depreciation Accruals. The CPUC issued this standard practice in 1961 as a guide for determining proper depreciation accruals. SoCalGas proposes depreciable lives of 5 years for IT assets, 15 years for communication equipment, 20 years for AMI gas modules, and 31 years for gas meters. As stated in the testimony of SoCalGas witness Mr. Serrano (Chapter III), gas modules are estimated to have a useful life of 20 years, based on vendor provided estimates. The resulting depreciation rates equal 20 percent for IT assets, 6.67 percent for communication equipment, 5 percent for gas modules, and 3.23 percent for gas meters. Taxes Tax expenses include property taxes and income taxes. Property Taxes The forecasted property tax expenses for AMI assets are calculated by multiplying the projected assessed annual value of the assets as of the given year by the estimated tax rate of 1.198 percent. The assessed value is based on a Historical Cost Less Depreciation (HCLD) indicator of value, which is the primary value indicator for rate base regulated utility property. HCLD is the estimated cost of property that is subject to assessment by the State Board of Equalization (SBE) less depreciation on this property. The deferred federal income tax reserve related to taxable property further reduces the HCLD indicator. Income Taxes This section provides SoCalGas estimate of income taxes that will be incurred due to AMI investments, and discusses the assumptions and methodology used to make the income tax estimates. California Corporation Franchise Tax (CCFT) and federal income tax expense are estimated based on net operating income before income taxes. The estimated federal and state income tax expenses are identified in the forecasted AMI revenue requirements provided in Attachments MF-3 (annual) and MF-4 (monthly). Current tax law has been utilized to compute income taxes for AMI investments. Federal income tax expense, including deferred income tax, is calculated by multiplying the currently effective corporate federal income tax rate of 35 percent by applicable federal taxable income. Similarly, state income tax expense is calculated by multiplying the statutory rate of 8.84 percent of state taxable income. Following established Commission policy, federal income taxes are computed on a normalized basis. Deferred federal income taxes are calculated as the difference between book depreciation and federal tax depreciation times the federal tax rate. The Accumulated Deferred Federal Income Tax Reserve is included as a credit in rate base. State income taxes are calculated on a flow through basis. For AMI federal tax depreciation is calculated in accordance with the Tax Reform Act of 1986, as amended. State tax depreciation is based on the Asset Depreciation Range system specified by California Law. Working Cash The revenue requirements include a Working Cash requirement. The Working Cash requirement is computed by multiplying total estimated annual O&M expenses (excluding depreciation and fuel costs) by one-eighth. The resulting amount represents 45 days of O&M expenses. This method, which is accepted by the Federal Energy Regulatory Commission (FERC), is used for this filing because a traditional working cash study based on historical data related to AMI operations is not available. Allowance for Funds Used During Construction (AFUDC) The revenue requirements include projected AFUDC which is the financing costs of AMI related IT capital projects that are in Construction Work in Progress (CWIP). AFUDC has been applied using SoCalGas currently authorized CPUC ROR of 8.68 percent based. AFUDC is applied until such time as the project is completed and transferred into service at which time AFUDC is no longer applied since the capital project then earns SoCalGas authorized return on rate base. Franchise Fees and Uncollectable (FF&U) Franchise Fees and Uncollectible (FF&U) is the revenue requirement needed to pay required franchise fees on gas sales and to recover estimated uncollectible expenses. The FF&U factor used in calculating the proposed revenue requirement for rate impact analysis and recovery during the deployment period is 1.7258%. This rate was adopted in D.08-07-046, SoCalGas general rate case. AMI Revenue Requirements over Analysis Period, 2009-2034 The value of SoCalGas AMI project from the ratepayer perspective is evaluated by calculating the NPV of the annual AMI revenue requirements over the 26-year analysis period, 2009-2034, expressed in 2008 dollars. As described in Section III the 26-year analysis period is used for the NPV calculation since 26 years covers the AMI deployment period (2009-2015) and the full 20-year useful life of the gas meter modules installed in the last year of deployment (2015). Also, the NPV of the revenue requirements was calculated with and without the gas theft, gas conservation impacts, and reductions in carbon dioxide gas emissions since these other benefits are not part of the revenue requirement but are benefits of the AMI investment. Attachment MF-3 presents the NPV calculation of the AMI revenue requirements from the ratepayers over the analysis period (2009-2034), expressed in 2008 dollars, under implementation of both the Hybrid and Stand Alone AMI systems. Monthly AMI Revenue Requirements over Deployment Period, 2009-2015 The forecasted monthly AMI revenue requirements proposed for recovery during the AMI deployment period of (2009-2015), expressed in nominal dollars, based on adoption of the proposed Stand Alone AMI scenario, are presented in Attachment MF-4. An annual summary of those results are presented below in Table VII-11. The resulting average benefits of $1.0118 per AMI gas meter installed is presented in Attachment MF-5. This is based on the monthly meter/module deployment schedule discussed by SoCalGas Witness Mr. Serrano (chapter III). This was derived by dividing the estimated revenue requirement associated with deployment period benefits by the total number of months new meters/modules are in service on an aggregate basis. For rate impact analysis, the monthly revenue requirement is used to determine rate impacts for the pre-deployment and deployment period (2009-2015), and the annual revenue requirements are used to determine rate impacts for the post deployment period.  WITNESS Qualifications My name is Michael W. Foster. My business address is 8326 Century Park Court, San Diego, California 92123-1530. I am employed as a principal analyst in the Regulatory Case Financial area of the Finance department of SDG&E. I have worked for SDG&E since December 2001. In my current capacity, I am responsible for providing financial analysis of various utility projects and initiatives. In addition, I provide regulatory financial support and have been extensively involved in regulatory proceedings such as SDG&Es phase I and phase II cost of capital proceedings, the Sunrise Powerlink Phase II proceeding, and the SDG&E AMI proceeding. I am also responsible for updating the utilities project evaluation guide and toolkit, which provides the standard financial analysis required for each new utility project. I received a Bachelor of Science degree in Economics from the University of California, Santa Barbara in 1995. I received a Master of Business Administration degree from the Darden School of Business at the University of Virginia, Charlottesville in 2000. I have not previously testified before this Commission. 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F=iYuw}o*;hWh         |=:"H                                  PX*#        R;        Z                 #",8WA$',/N ]( 7 ^ i _ I%T*=PCr!2N(04|l 3 Z !! ##8$7j%C')g_)P*r,+",|),x,O-q-w-#y-,.0;576978 a8 A9P9 ;< >C?0@ AJc#5*mx4\>G #3Q.cC9OX_>bZbm3c.>}VGL ^,qGH!3vR}3)(LOp<YYu n^8P?MB;(C]g]}^sF/z M(B(Epa@ k-&2fs7v=3^hy{9`(XYnY`h&$i0Rd*' +}IOHRV"#089 @JJbu JJ @UnknownG: Times New Roman5Symbol3& : ArialQTimes New Roman BoldABook Antiqua?5 z Courier New5& zaTahoma;Wingdings"hrƂƁ 88!~4d<<U 3qHP ?_2Application No B.RobertsmmunozD         CompObjqObjInfoWordDocumentfSummaryInformation(  FMicrosoft Office Word Document MSWordDocWord.Document.89q@ F!Microsoft Office Excel WorksheetBiff8Excel.Sheet.89q@Oh+'0H   d !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`bcefijklmnopqrstuvwxyz{|}~%` (bjbj"x"x f@@Krtttt000$ \\\Pf\d\"b]~^(___cN"ede4$ hrd0qicc@qiqitt__Șjjjqit_t_jqijjt6E_V] 3H \i"ޘ0ߑf֝i֝DE֝0EeZfrjf\(gIeeejeeeqiqiqiqi"" N-"P ""N-PTtJtttttt Application No.: A.08-09- Exhibit No.: SCG 8 Date: September 29, 2008 Witness: Allison F. Smith SOUTHERN CALIFORNIA GAS COMPANY ADVANCED METERING INFRASTRUCTURE CHAPTER VIII SOCALGAS AMI COST RECOVERY AND RATE IMPACTS Prepared Direct Testimony of Allison F. Smith BEFORE THE PUBLIC UTILITIES COMMISSION OF THE STATE OF CALIFORNIA September 29, 2008 TABLE OF CONTENTS  TOC \o "1-3" \h \z \u   HYPERLINK \l "_Toc210287417" I. INTRODUCTION  PAGEREF _Toc210287417 \h 1  HYPERLINK \l "_Toc210287418" II. REGULATORY BALANCING ACCOUNT TREATMENT  PAGEREF _Toc210287418 \h 1  HYPERLINK \l "_Toc210287419" A. Proposal  PAGEREF _Toc210287419 \h 1  HYPERLINK \l "_Toc210287420" B. Revenues  PAGEREF _Toc210287420 \h 2  HYPERLINK \l "_Toc210287421" C. Costs  PAGEREF _Toc210287421 \h 2  HYPERLINK \l "_Toc210287422" D. Benefits  PAGEREF _Toc210287422 \h 3  HYPERLINK \l "_Toc210287423" E. Sharing Mechanism  PAGEREF _Toc210287423 \h 3  HYPERLINK \l "_Toc210287424" III. CUSTOMER CLASS RATE IMPACTS  PAGEREF _Toc210287424 \h 3  HYPERLINK \l "_Toc210287425" A. Rate Impact From Revenue Requirement Recovery  PAGEREF _Toc210287425 \h 3  HYPERLINK \l "_Toc210287426" IV. QUALIFICATIONS  PAGEREF _Toc210287426 \h 5  INTRODUCTION The purpose of my direct testimony is to present the following: (1) describe the regulatory balancing account treatment for Southern California Gas (SoCalGas) proposed advanced metering infrastructure (AMI) revenue requirements, and (2) provide estimates of gas rate impacts for 2009 through 2015, the gas AMI deployment years proposed by SoCalGas, based on the changes to gas transportation revenue requirements. REGULATORY BALANCING ACCOUNT TREATMENT Proposal SoCalGas proposes the establishment of a new interest bearing balancing account, Advanced Metering Infrastructure Balancing Account (AMIBA), to record the difference between the authorized revenue requirement and actual O&M and capital-related costs associated with SoCalGas full deployment of advanced meters effective with the expedited approval for pre-deployment funding as described in the testimonies of Mr. Mark Serrano, Chapter III and Mr. Christopher Olmsted, Chapter IV. The revenue requirement and actual costs are net of the adopted forecasted and actual benefits realized, respectively, as calculated in the manner described in Section D below. Each month, SoCalGas will record into the AMIBA the following: One-twelfth of the annual AMI revenue requirement (credit) AMI O&M costs (debit) AMI capital-related costs (debit) AMI O&M benefits based on estimated savings per actual meter installed (credit) In connection with SoCalGas annual regulatory account balance update filing, the forecasted year-end balance in the AMIBA will be incorporated in the following years revenue requirement associated with the AMI deployment project as necessary to ensure adequate funding in the following year of the project cycle and to amortize any residual balance in the AMIBA at the completion of the project. Revenues Gas transportation rates will be adjusted annually until SoCalGas next general rate case (GRC) after SoCalGas AMI deployment has been completed. These adjustments will be based on the annual net changes in gas transportation revenue requirements presented in the testimony of SoCalGas witness Mr. Michael Foster in Chapter VII. Attachment MF-4 shows annual and monthly revenue requirements and adjustments for other benefits by year. The revenue requirement and benefit values are based on calculations sponsored by SoCalGas witness Mr. Foster in Chapter VII. SoCalGas proposes that net Distribution cost/benefits associated with AMI full deployment be recovered from all customer classes in which AMI will be installed, and accounted for by means of a balancing account mechanism. Recovery of the AMI revenue requirement would be implemented by first allocating the annual incremental change in revenues to the customer classes. SoCalGas proposes that the revenue allocation to the classes be in proportion to the number of meters planned to be installed by class. This methodology is proposed because once these costs become part of ratebase, the allocation to customer classes will be based on number of meters as well. Costs Each month, SoCalGas will record its actual O&M and capital-related costs in the AMIBA. The actual O&M costs will be based on recorded incremental O&M expenses associated with the AMI activities authorized by the Commission in this proceeding. The actual capitalrelated costs will consist of depreciation, taxes and authorized return based on recorded rate base, including plant additions, accumulated depreciation reserve and accumulated deferred taxes, associated with the AMI activities authorized by the Commission in this proceeding. All recorded incremental costs will include provisions for overhead loadings on direct labor dollars such as benefit and payroll taxes. However, the balanced portion of labor-related pensions and Post-Retirement Benefits Other Than Pensions (PBOP) will be excluded since these costs are recovered through base rates and subject to separate regulatory balancing accounts. Benefits A credit for the O&M benefits shall be recorded each month to the AMIBA. The credit shall be calculated as follows: Cumulative number of AMI meters installed and operating, lagged by five (5) months as described in Mr. Serranos testimony, Chapter III Multiplied by $1.0118, the average O&M benefit per meter per month as calculated by Mr. Foster, Chapter VII, Attachment MF-5 Sharing Mechanism Actual AMI costs in excess (above risk sharing band) of the authorized revenue requirements for the seven-year period are not recorded in the AMIBA but will be subject to reasonableness review. Any unused funding can be carried over from one year to the next up to the maximum limit of $1,090 million for the seven-year period. At the end of the seven-year period, any unused funding as reflected in the AMIBA balance will be refunded to ratepayers subject to the reward sharing mechanism. Cost over/under runs from the authorized level will be recovered as described in Mr. Fongs testimony, Chapter II. CUSTOMER CLASS RATE IMPACTS Rate Impact From Revenue Requirement Recovery SoCalGas proposes to allocate the gas transportation revenue requirement changes associated with AMI implementation and incremental operating costs primarily to its core customer classes. This allocation method is proposed since non-core customers have advanced metering capabilities already. AMI revenue requirements are proposed to be allocated in proportion to meter count per class. These percentages are as follows: Residential95.26%Core C&I NR AC Gas Eng4.72% 0.00% 0.02%NGV0.00%Total Core100.00%NonCore C&I0.00%System Total100.00%Class average rate impacts resulting from the change in gas transportation revenue requirements are presented in Attachment VIII-1. Results are shown for years 2009 through 2015. QUALIFICATIONS My name is Allison F. Smith. My business address is 555 West Fifth Street, Los Angeles, California 90013-1011. I am employed by the SoCalGas as the Gas Analysis Manager in the California Regulatory Affairs Department for SoCalGas and San Diego Gas & Electric (SDG&E). I hold a Bachelor of Science degree in Mechanical Engineering from the University of California at Berkeley. I have been employed by SoCalGas since 1990, and have held positions of increasing responsibilities in the engineering, customer service, and regulatory departments. I have been in my current role as Analysis Manager since March 30, 2002. In my current position, I am responsible for developing rate design policies and establishing gas rates for both utilities. I have previously testified before the Commission. 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Trebuchet MS1$!Arial1.!Times New Roman1.!Times New Roman1.!Times New Roman1.!Times New Roman1.!Times New Roman1!Times1!Times1!Times1!Times1!Times1.@!Times New Roman1.!Times New Roman1!Times"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)""#,##0;\-""#,##0""#,##0;[Red]\-""#,##0""#,##0.00;\-""#,##0.00#""#,##0.00;[Red]\-""#,##0.0050_-""* #,##0_-;\-""* #,##0_-;_-""* "-"_-;_-@_-,'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=8_-""* #,##0.00_-;\-""* #,##0.00_-;_-""* "-"??_-;_-@_-4/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-"Yes";"Yes";"No""True";"True";"False""On";"On";"Off"],[$ -2]\ #,##0.00_);[Red]\([$ -2]\ #,##0.00\)                          8@ @   8@ @             Q         (   8@ @  8@ @            @       Q        `hLAttachment SD-1oAttachment SD-2" UK 10 householdsJapangas Netherlands4% against baseline Project ran over 2 years108 SMEsGreatest savings were achieved with consumption profiles and energy saving recommendations sent by email. Savings of 7% were identified on average for each customer. Estimated payback time for advanced metering + feedback in single-site SMEs was 4 years; for multi-site SMEs, 2 years. Over 80% of SMEs opted to continue with the advanced metering service, on a full commercial basis, at the end of the trial.StudySavings Persistence Sample sizeControl?Location Energy source Feedback type1Other interventions / changes to normal practice Comments11 month study, Sep-JulUSA0Fitch energy monitors with display of cents/hr. Displays 'may have served more to teach residents what activities consume the most energy than simply to draw attention to the cost of energy.' Homes with monitors had lower consumption than controls in all 11 months (Sept -July), with greatest differences in months with moderate weather - this suggests that conservation actions in response to real-time information primarily affected energy uses other than heating and cooling. unclear;3x25 (I city in US and 2 cities in Canada): ECI + education93x75: education only, experimental control, blind control*USA + Canada (Quebec and British Columbia)gas + electricityEnergy Cost Indicator (ECI) Education materials for 2 groupsAny positive impacts that feedback may have on conservation are likely to be mediated by situational ...variables.' eg all-electric homes+ extreme weather=higher motivation. Quebec, the coldest area, showed strongest behavioural effect and had highest levels of knowledge about usage and savings. 'It does appear that the ECI enhances learning in low-knowledge situations' - eg California. No evidence from Quebec and BC that the ECI made a significant difference to knowledge about energy-saving actions. For Quebec, ECI+info gave 4.1% savings over exptal control; BC, 5% less increase in consumption than control. In California, only middle-class, educated consumers made savings, of 7% over control.+12% against baseline; 10% against controlg1 year experiment. 1 year after end of experiment, differences between groups ceased to be significant Indicator showing daily gas use along with conservation goal of 10% saving (agreed norm), adjusted for weather. Signal light to show when heating was on. F13% compared with controls and compared with weather-adjusted baselineA persistence of conservation behaviour... with electrical consumption declining by approx 5% over the 60 days' [for the households with displays]25, random sample75, randomly selectedCanada!electricity in all-electric homes~Residential Electricity Cost Speedometer, showing cost on hourly, daily, monthly and annual basis; also breaks down by end-use4A post-test interview indicates that households with the RECS 'began thinking about their electricity usage in ways not possible without specific feedback'. Two contacted the supplier for information on heat pumps. Participants reported that they increased their use of the RECS over the period of the test. `2.5-year study inc 1.5 years of baseline data. Response was persistent across the study period. Canada, Ontario electricityPortable monitor with instantaneous feedback, showing consumption [extrapolated from current kW] in kWh, $ and CO2, per hour, in total and predicted. Also shows temperature '58 in 6 localities, after data-cleaningCanada, NewfoundlandPortable monitor with instantaneous feedback, consumption in kWh, $ and CO2, per hour, in total and predicted. Also shows temperature.!Attitudes towards conservation, income and number of residents, and age affected response to the monitor. (Seniors did not reduce their consumption as much as younger people, perhaps because they were more frugal at the outset). Approx 2/3 of participants checked their monitors regularly.43, after data-cleaningCanada, British ColumbiaPortable monitor with instantaneous feedback, showing consumption in kWh, $ and CO2, per hour, in total and predicted. Also shows temperature. JElectricity much cheaper in BC than in Newfoundland. Response was higher during winter months than during the summer, presumably because the impact of space heating was noticed; this finding fits with those from Ontario. Level of education also affected responsiveness. Approx 2/3 of participants checked their monitors regularly. began in 1999 approx 60,000 USA, ArizonaPay-as-you-go meters with displays showing kWh and cost/hour in real time, along with cost today and yesterday, current and previous month, and remaining credit. Reminders to customers if they need to buy more credit using their smart cards. IReminders to customers if they need to buy more credit using smart cards. began in 1989 approx 3,000 approx 12,000The utility connects a 'smart meter' to socket outside home. The customer buys power through a 'smart card' at local stores, inserts the card into portable display unit at home, and the system credits the customer with the amount purchased. The display unit communicates through house wiring to the smart meter. The customer can plug the unit into any electrical outlet to display the cost of energy use in dollars and cents/ hour. 2002-2007 up to 200,000approx 600,000Northern Ireland$Similar to Salt River Project above.9Approx 11% against baseline, from behavioural change only(Measurements normally spanned 3-4 months1,000+CThese were low-income householders with difficulty in paying their fuel bills. The senior adviser stated that once someone had changed energy-using habits over a period of about three months, the new habits were likely to persist. Any further savings following installation of energy efficiency measures are not documented.GermanyNo published report of this as yet, but the figures come from the CO2online database of family homes, at http://www.energiesparkonto.de/zahlenundfakten.0.html 2Regular meetings of the eco-team (approx monthly).6Discussion of progress with energy advisers, as neededControl$Pay-as-you-go metering with displays.13% (14% summer, 11% winter) against baseline 15-20% against controls5% against controlsKThe programme began with payment-troubled customers who were also given advice on how to use the meters. (They saved approx 11%). Those with highest consumption saved most proportionately. The sample includes a small proportion of of households with electric space heating (approx 8% of homes in NI have electric central heating).H5% per year (21% in all), continuing, weather-adjusted, against baselinethe PC-based feedback was accompanied by a questionnaire on aspects of energy savings and a directory of information and advice. wHigh users reduced consumption; low users increased it. Focus groups showed that participants were pleased with the graphic displays but disappointed about the lack of personalised informaiton.The only feedback mode the authors are confident about is interactive, via the PC.'Visibility, in terms of making energy consumption visible as a prompt, may be the key to change.' 698 households in 6 groups (15 with PC-based feedback) Gas and electricityGasGas Gas and electricity 1Electricity in new, insulated, all-electric homes,Up to 7% over controls, depending on contextUncleark3.5-year study, including up to 2.5 yrs of baseline data. Response was persistent across the study period. Takeup is expanding across customer base - not just the payment-troubled who were the first participants. Now at around 10% of all customers. 90% customer satisfaction; 95% claim more control over their consumption. There is a deposit of $99 to cover the cost of the display (for prepayment customers); $200 for traditional customers. Community organisations have become supporters of the programme because it reduced the amount they have to spend from their relief funds. The claimed savings come from in-house studies. Unclear how many homes are all-electric; no pu<blished report. Possible that some of the savings arise from self-disconnection. Gas, electricity and kerosene69% gas reduction against baseline and against controls2Room temperatures shown; also energy-saving tips. Householders read their meters USome participants had additional information/ advice, eg emails, face to face advice.u1% against control for homes with electric space heating; 17% for those with el water heating but not space heating. u20% against control for homes with electric space heating; 22% for those with el water heating but not space heating.u3.1% against control for homes with electric space heating; 2% for those with el water heating but not space heating.Online advice available. Participants get regular emails to remind them to enter data; also benchmark figures from average HRA users.Mountain, DC (2007) eSee also Stein and Enbar, 2006 p8, who comment that the PAYG customers use 15-20% less than traditionally metered customers despite having higher penetration of electric water and space heating. From personal communication with Woodstock Hydro, it seems that the programme was introduced for payment-troubled customers but has been taken up by many others. GWoodstock Hydro, http://www.ec.gc.ca/pp/en/storyoutput.cfm?storyid=109 Northern Ireland Electricity, http://www.ukerc.ac.uk/Downloads/PDF/Meeting%20Place/Events/2008/05UKcanadademandred/Boyd,%20Jenny.pdf A98CO2online.de, accessed July 2008. Home Resources AccountProject ran for 9 months Dataset for 4 years/Data were collected for 28 weekdays (5.5 weeks)1247 households4% total energy reduction against baseline (12% for 12 who made savings; 3% increase in usage for the 3 who did not). 12% reduction against controls.ASelf-reading of meters and reporting to a website (http://www.energiesparkonto.de/2747.0.html ), whenever the user wishes. The site shows a graphic display of consumption; also the effect of any recent energy-saving measures.Gives projections of future energy costs, incorporating user's expectations of price increases. 3 yearsoHouseholders read their meters and compared readings with others in their 'Eco-team' over a period of 9 monthsUSocial factors and commitment a key element in the Eco-teams. 'A detailed analysis of one behavior, means of transportation, suggests that change can be predicted from the interplay between behavioral intention and habitual performance before participation, and the degree of social influence experienced in the EcoTeam during participation.O20% against baseline after 9 months and 17% after three years, weather-adjusted(4 x 55 and one group of 52 self-monitorsSupports the view that commitment + feedback leads to greater savings than external feedback or self-monitoring alone. Cumulative daily feedback via a display/indicator better than monthly external feedback or self-monitoring. 'People seem to need a permanent reminder and a regular check in their home in order to save energy' [savings lessened when the indicator was taken away]. Interviews with participants showed growing awareness of energy use. Self-monitoring did not work as well as monitoring with the indicator, perhaps because people could not distinguish between weather-related change and other change. All homes were single-family rented.Attachment SD-1Findings from selected 'direct' feedback studies (data immediately accessible to customer) involving gas and/or space heating/cooling Findings from selected 'indirect' feedback studies (data processed and supplied by the utility) involving gas and/or space heating/coolingAttachment SD-2Brandon G & Lewis A (1999) Reducing Household Energy Consumption: a Qualitative and Quantitative Field Study, Journal of Environmental Psychology 19, 75-85.  l Via PC and showing current and previous year's weather-corrected consumption on a graph, (normalised to monthly, in kWh). Other modes included paper-based historic, comparative against other households, cost, environmental values, with advice). h p Ueno T, Inada R, Saeki O and Tsuji K (2005) Effectiveness of displaying energy consumption data in residential houses. Analysis on how the residents respond. Proceedings, European Council for an Energy-Efficient Economy, 6,100, cWeb-based, via PC. Half-hourly consumption data over each day, expressed in cost terms; also 10-day periods. Comparisons with past data (daily data averaged over current month, previous month, previous year) and with other households. No weather correction (note that no data were collected for the coldest month). Data from appliances was disaggregated.   5 = Complex and expensive system: required 4 meters + lab-based computer to send feedback displays to the homes. 7 of the homes 'paid attention' to their space heating consumption, reducing heating time. 7 cut heating demand by >20%. Both baseline and with-feedback space-heating consumption in the 10 homes varied by a factor of approx 5. 'The participants were especially interested in the daily data'; also interested in comparisons with other households, which 'induced competitive spirit'.   Carbon Trust (2007) Advanced metering for SMEs - carbon and cost savings. The Carbon Trust, London, UK http://www.carbontrust.co.uk/technology/technologyaccelerator/advanced_metering.htmlg (Half-hourly data, communicated next day.  ' McClelland L and Cook SW (1979) Energy conservation effects of continuous in-home feedback in all-electric homes. Journal of Environmental Systems 9 (2), 169-173rHutton RB, Mauser GA, Filiatrault P and Ahtola OT (1986) Effects of cost-related feedback on consumer knowledge and consumption behaviour: a field experimental approach. Journal of Consumer Research 13, 327-336. Van Houwelingen, JH and van Raaij, WF (1989) The effect of goal-setting and daily electronic feedback on in-home energy use. Journal of consumer research 16, 98-105. } Dobson JK and Griffin JDA (1992) Conservation effect of immediate electricity cost feedback on residential consumption behaviour. Proceedings, American Council for an Energy-Efficient Economy, 1992, 10.33  10.35! Annual reports of the West Lothian Energy Advice Project; referred to in Darby S (1999) Energy advice  what is it worth? Proceedings, European Council for an Energy-Efficient Economy, III.05YzStaats H, Harland P and Wilke HAM (2004) Effecting durable change: a team approach to improve environmental behaviour in the Netherlands. Environment and Behaviour 36 (3), 341-367Mountain, DC (2006) The impact of real-time feedback on residential electricity consumption: the Hydro One pilot. Mountain Economic Consulting and Associates Inc., OntarioqMountain, DC (2007) Real-time feedback and residential electricity consumption: British Columbia and Newfoundland and Labrador pilots. Mountain Economic Consulting and Associates Inc., OntarioKing J (2007) M-power: a better way to keep customers in power. Energy Pulse, January 19th 2007. http://www.energypulse.net/centers/article/article_print.cfm?a_id=1406 (Salt River Project)@L ziZE " "G$X&*-.w1O3G<8 >G^cc    dMbP?_*+%'= ףp=?(zG?Mj\\ps-gct-p203\P-00087C odXXLetterDINU"4X14XIUPH dLetter [none] [none]Arial4Pd?TPRMP<Automatic>dEXCEL.EXEC:\Program Files\Microsoft Office\OFFICE11\EXCEL.EXEMicrosoft Office ExcelDomain Users;G-Dept-Wireless LAN;Security-Corpdata-Printer_Drivers-R;G-DC1 Users;G-Map-M-to-FS-GCT-01-EnerMkt;G-SAP T&E Users SCG" 0XX??U} &} } U} } }  }  } ,} 8"} U;}    w w        8  2y333333333 4{555555555     L       } q m U~ 6@  V ~ S  T  ` o ~ "@  _  a        W  c   l R n !p H X r g  I  **>@7yK yK http://www.carbontrust.co.uk/technology/technologyaccelerator/advanced_metering.html    dMbP?_*+%&\(\?')\(?(\(\?)q= ףp?Mj\\ps-gct-p203\P-00087C odXXLetterDINU"4X14XIUPH dLetter [none] [none]Arial4Pd?TPRMP<Automatic>dEXCEL.EXEC:\Program Files\Microsoft Office\OFFICE11\EXCEL.EXEMicrosoft Office ExcelDomain Users;G-Dept-Wireless LAN;Security-Corpdata-Printer_Drivers-R;G-DC1 Users;G-Map-M-to-FS-GCT-01-EnerMkt;G-SAP T&E Users SCG" (XX??U} &#} $} $}  $}  $}  $}  $} 5$} 8$} UT$}  $  w" w" ' r( ' 8' &( ' p' ' ' ' ' ' 5' @'   2|666666666 7z666666666 % % % & & % % % %  % (~ )(@ ((9@(R@ ( (Z ((  ( ' ([ '\ ( ( ( ' ' '  * ' ( ' ~ (I@ (w ( ' '!'  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AccountDesc: ( AccountTypeRef;& AccountTypes;&advalorumtaxRate<# ANN_MAT_COSTS:  ANN_SALES:  ASSUM;2 ! BALANCE;  BaseYear:BookLife: # Cap_Structure:  CapEsc;  CapIntRate: $Capital_Charge:7Company:  COS;3g   COSTAX;w   CSHFLW;h " declbalfactr< $deferredtaxpct:  DepLookup: # Discount_Rate:6 Elec_Rates:! Escal_Rates:! FDEFTAX;MM  FDEPDB;" FDEPMACR;N FedLife:  FedNormal: FedType: % FercAcctSCG;& FercAcctSDGE;M FERCAsset: % FercNameSCG;& FercNameSDGE;MFFURate: C)Finance_DATA_INPUTS: FuelType:  Gas_Rates:Greeting:GrossUp: " IncludeAFUDC:  IncludeFFU:  IncludeWC: & Input_Matrix; ,inv2firstyearofservice<inv2FTDM<inv2STDM<" Invest_Escal:" Juristiction: % LEASE_PRICE= 1111! LoaderL; % LoaderNLSCG; * LoaderNLSDGEElec; ) LoaderNLSDGEGas; & LoadersNLSCG;  Main_Menu:MODEL< 2222 NET; Override: A! PercentDebt: # PercentEquity: &PercentPreferred:  PlantType: & PlantTypeRef; $ PlantTypes;  ;' Print_Area_MI;h  Print_ROI:   ;" RATEBASE; @RE_Escal:  ;   RETURN;Av " ROEIncentive: SalesTax: lSalvage:  SenOMLabor: 1SensCap: " SensCapLabor: SensOM: %" STATEDEP;L  StateLife: ! StateNormal:  StateType: Tax_Info:Tax_Rate:8$ TAXEXPENSE=! TAXPAID;  TaxRateFed: ! TaxRateProp: " TaxRateState: ( ValAccountType; % ValFuelType; & ValPlantType;  " WACCAfterTax:  WACCPreTax: WC: ! WCTaxFactor: *WCTaxFactorFirstYear: ! 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Pk@wc@wݖ>@wVqȶ?w  g&@w  buh2@w x xx%x]<@xaPlxрz'y|xDs@x5\%@xG>@xo؂?x v(;|%@x qb1@x y yy%dpC@y^k!!y*՜J}y .G@yTt/@y$.O=@yN?y |:r%@y b2,1@y z z z"%GJ@z"↳Ոz")(l~z"f|zu@z"4n@z"ǛU<@z"u+E?z "R7$@z "AcP1@z {|@ Dj { {&р9!@{Ǎ4q{ : -w{{͕@{h?J@{.V1ix@{MN+@{ ʂ a@{ k=9m@{ | }  ~  vwxxxx !&&&&& Dl" """&&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&      vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&    Dl"""""""""""""""""""""""""""""""  vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&      vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&& Dl"""""""""""""""""""""""""""""""     vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&      vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& Dl"""""""""""""""""""""""""""""""&&&&&&&&& &&&&&&      vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&      vwxxxx !&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& Dl"""""""""""""""""""""""""""""""     t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&      vwxxxx !&&&&& &&&&&&&&&  &&&&&&&&&  &&&&&&&&&  &&&&&&&&&  &&&&&&&&&  &&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& t&&&&&&&&& u&&&&&&&&& &&&&&&&&& &&&&&&  0""""""""""""""""""""">@<d7 Sheet8 {00020430-C 0046}#2.0#0#C:\WINDOWS\syst em32\e2.tlb#OLE Automation`EOffDicEOficEE2DF8D04C-5BFA-101B-BDE5EAAC42Egram Files\CommonMicrosoft Shared\OFFICE11\MSO.0DLL#M 1@1.0 Ob LibraryKE gt Module1Gdu1 2 HB1pB,Bh!B+BqThisWorkbookG @T@sisW rkbjo 2 $%$`""B#$SheetBAS@#eutAG2B#I A^0C^0D^'C^ cT99G-19F99M99S [ 4 45 4 4 "KFU 5 5 5 5S c 6 65 6 6 {U 7 7 7 7S 8 85 8 8 $ "rgt #xME (Sheet1Sheet4Sheet5Sheet6SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et1" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2gtF#xME (SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et4" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2gtc#xME (SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et5" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2gt{#xME (      EF"#$%&'()*+,-./0123456789:;<=>?@ABCDGLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et6" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2gt #xME (Sheet7Sheet8Sheet9Module1 SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et7" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2gt$#xME (SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et8" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2gt[#xME (     !"#$&'()*+,-./012346789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijlmnopqrstuvwxyz{|}~SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "She@et9" Bast0{00020820- C$0046} |Global!SpacFalse dCreatablPre declaIdTru BExposeTemplateDeriv$Bustom izD2#gthxMEx x%Attribute VB_Name = "Module1" gt#xSheet10ThisWorkbook%_VBA_PROJECT5o PROJECTkME (SLSS<N0{00020820-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "Sheet10" Basx0{00020820- C$0046} |GlobaBlSpacFalse dCre atablPr@edeclaI"dTru BExposeTemplateDer iv$BustomizD2gt`"#xME (SLSS<N0{00020819-0000-0000-C000-000000000046}8(%HxAttribute VB_Name = "ThisWorkbook" Bas0{00020P819-0C$0046} |GlobalSpacFalse dCreatablPredeclaIdTru BExposeTemplateDerivBustomizD2ay  *\G{000204EF-0000-0000-C000-000000000046}#4.0#9#C:\PROGRA~1\COMMON~1\MICROS~1\VBA\VBA6\VBE6.DLL#Visual Basic For Applications*\G{00020813-0000-0000-C000-000000000046}#1.5#0#C:\Program Files\Microsoft Office\OFFICE11\EXCEL.EXE#Microsoft Excel 11.0 Object Library*\G{00020430-0000-0000-C000-000000000046}#2.0#0#C:\WINDOWS\system32\stdole2.tlb#OLE Automation(*\G{2DF8D04C-5BFA-101B-BDE5-00AA0044DE52}#2.3#0#C:\Program Files\Common Files\Microsoft Shared\OFFICE11\MSO.DLL#Microsoft Office 11.0 Object Library   AFJ  gt Module1014a82a68cModule1hThisWorkbook024a82a68cThisWorkbook`"% Sheet1034a82a68c Sheet1 0%Sheet10044a82a68cSheet10H% Sheet9054a82a68c Sheet9[`% Sheet4064a82a68c Sheet4Fx% Sheet5074a82a68c! 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Settings\LDAVIDSO\Local Settings\Temporary Internet Files\OLK17\SD_LRMC_12403.xlsLegendCust Fcst Allocators 2001 Cust Cust Forecast New Meters NM AllocationCust MSACust MSA Flow to Usage Conv Cust SRM CostCust Replace CostCust Annual SRMCust Acct WeightsCust Acct AllocCust Acct ServCust Acct Serv Total Cust MSA LRMCCust Class SRM LRMCCust Class Total LRMCNGV CompLRMC Summary CustDistr Fcst InvDistr Econ Ind Distr Reg InvDistr His Invest (JP) HP Customers MP Customers HPD PD Det MPD PD Det Distr NPD Det Dist CPM DetHPD Distr RegressMPD Distr Regress Distr LRMCs Trans CPM DetTrans Invest& Loads Trans LRMCsLF - O&MLF - O&M ExpenseLF - O&M Expense (Old) LF -Distr O&MLF -Distr O&M (Old)LF - M&SLF - A&GLF - A&G on O&M (Old)LF - A&G Distr O&M (Old)LF - GPLLF - GPL (Old)LRMC Summary DistrLRMC Summary TransFactors Base MarginDistr Reg Inv (JP)Distr Regress (Old)YZ  ?Z YYYYYYYYY Y Y Y Y YYYYYYYYYYYYYYYYYYY Y!Y"Y#Y$Y%Y&Y'Y(Y)Y*Y+Y,Y-Y.Y/Y0Y1Y2Y3Y4xVMKTSRVRTE_DSGNCPUC ProceedingsBCAP09BCAPRate DesignWACOG Forecast-LNguyen10-01-07 1009 LNguyen PrcFcstWacog_2007-10-01_nguyen.xlsChart_YearNominal$Chart_YearConstant$SpotWACOG AvgVsFOMI FundamentalsHenryHubSoCalSanJuanWahaPermianRockiesAlbertaSumasMalin PGECityGate May2007Index Constant$Chart_MonthConstant$YZ80LONG TERM OUTLOOK for "SPOT" Gas: San Juan BasinZNF ($/Dth, @San Juan Basin into EPNG's System-Non-Bondad Receipt Points)ZLD ($/Dth Difference, San Juan Basin Basis Swap to Price at Henry Hub)Zl YEARJanFebMarAprMayJunJulAugSepOctNovDecYR. AVG.Z  1995 Pricee;O?o6AV?^0l?Y9v?釚~?뇚~?K7?Q?y&1?!>?@5^I?$F?$9=:?Z  Difference(\ҿLOhݿL$ۿ4vܿ袋.޿T(\ۿP +ۿxQw տGzտ4gKffffffOy/Z  1996 PriceGz?7 Mj>?7?%I$I?̌?*?ͱ? + ?}?5^I?krAS{U@ЇL@Q @T(`?Z  Difference k߰ƒ_, Bɹ. 6= ףp"Q{'q"ӿx&1пPø_Ŀhm/xɿOnǿplZ  1997 Price{< @=V c?n?TgKu?K~?Lj>q?m]@HzG@. 6@D[ #P@(\@0iV1@[W4!@Z  Difference7}ʿkпMbX9̿ͱ̿SԿnQ};οp1iVhhƿ`շÿ08[οh:mп kȿ'e˿Z  1998 PriceK7A`?kӕ@,@hJC@RQ?yJ?#'q"?fI?bSiȹ?HƉd??q= ףp?qJ],?Z  Difference/$ſ[5ɿ:[¿VѿPI +ϿĉdHݿ|/yӿ&X#ϿP>^ƿ̼88?;PɿZ  1999 PriceV c?*cXB?8?`g?\(@O$D2N@|H@8I@yy@v<@x&1@θYhR@m ѹ@Z  Difference@P^C[ſ,d!˿H|˿033333Ͽ|п0ǔa.˿c9v׿Бe+Ͽ@e#@xſ ;_XɿZ  2000 PriceʡE@M@ȃ(@MO@|= @CM?@cH @Hc @Gz@TgKu@MbX@ ףp=Z @XV @Z  DifferenceGz¿@Ͽ߷r¿)ѿ8]tE׿{ӿ(\տİNP7A`@)Aڿ Zd˿Pd;OuٿZ  2001 Price^2 @(<@vr(w@jtx@Ch0 @_,Œ_@PBX@%@8{?0lS@/$@vR@cX܆n @Z  Difference F0ҿCy 5lҿx&1hΖlbSTr m`ٿ;ۿNԿ~jtӿaQ 1MEۿZ  2002 Price Mj>@a/%@x&1@oX{@׾aV@(\@Q@i0Ch@D-m@o@E @ل@jx}@Z  Difference0NV˿p Zÿ`fffffƿ8b*&\(\x~޿Zs"Ώk(#FaGZ  2003 Pricezy@n/x *@紁Nh@f+@ Mj>@䡄n@s(w2@b@)r)@ʇq.)@o@@e6p@Z  Difference$! << V`>q`0Ch 7Fؿ7F0ٿP(\׿ѿ9_eZ  2004 Pricev@i@KIh@Mk1/@F ~@ rh@8"@&5N@ϖl@Z@Gz@K@RQ@; :@Z  Differencea+xtȀTr833333bh6i+ ܿl)+Pn ͱ0&b* 9itا/$ULZŤ(\+߿NZ  2007 Price"qx=@y`/%@.袋@D@m@vB@W|W@HzG@\(\@՛%@W;@3 @o@Z  Difference@ οtdWxeMbWw}$ + ~jtI^| ~b·W$Z  2008 PriceV-!@lHe !@Q8!@PL.@ @JǑ@g,@r`F:W@r2Y@>POj@|K @=!@QP @Z  Difference~釚yJyA"up= ףpp= ףpp= ףpl 8 9l 8 9l 8 9 ~8Z ! 2009 Price.R!@E/aʿ!@E/a?!@v @tpܠ`g@#@ZH@dHeui@Z * Difference7A`7A`7A`7A`7A`,Œ_,Z + 2014 Pricem =@$@i@/w L@qk@7y!@ cp@T7@3,@Pd\<1@lf])y@#KHO@h$>@Z , Difference7A`7A`7A`7A`7A`,Œ_,Z - 2015 PriceI@ۚ@\ܼ@y,@$@hW@)zH@n5H@Wu@~kJt@^\@C~AN@̭S@A@Z . Difference7A`7A`7A`7A`7A`,Œ_,Z / 2016 Price@$⺓@vǪ@ڎ@_[B{D@C@JH @[;Y@Qp~@Y\@"@Nξ@ _@Z 0 Difference7A`7A`7A`7A`7A`,Œ_,Z 1 2017 Price!p @ö @ Vr @#8@98@| @*!J\@|@@F;Q#@9۴y@iNk'@Lb:@Z 2 Difference7A`7A`7A`7A`7A`,Œ_,Z 3 2018 Price'З6 @) @z )v @FS@y::n@jp@ ]@+1&K@Izsw@@7ǵ@a+*9@l@7.`@Z 4 Difference7A`7A`7A`7A`7A`,Œ_,Z 5 2019 Price!@'9= @ X @okK@YΆ@^@T/'@kod@=_O+@o t@߲T@ @c/I܂@Z 6 Difference7A`7A`7A`7A`7A`,Œ_,Z 7 2020 Pricec`W!@R @J!@0!@MI[@pl@i%@@􄤠Q@%Q;~@َzL@=sR@.g @YՂ @Z 8 Difference7A`7A`7A`7A`7A`,Œ_,Z 9 2021 Price}+!@+Z!@]fk!@qU@K8@ᒕX@&Y@Ԇp@G@Ā@gR"@T @3@Z : Difference7A`7A`7A`7A`7A`,Œ_,Z ; 2022 PriceY=["@2"@0*B8"@ @`R| @*Bt@Y[@z"O@ «A@up@D'6 @b>9!@pjs @Z < Difference7A`7A`7A`7A`7A`,Œ_,Z = 2023 PriceӖH2`#@YlY#@lʰ3"@$ٕӀ@0W^@ N@Ɛ @d'*, @:E @-M| @;I!@x{B"@3!!@Z > Difference7A`7A`7A`7A`7A`,Œ_,Z ? 2024 Pricex'$@y $@@7#@NO# @?cNyQ @A1~ @|N @h% @XJ& @McA&!@6!@7{`_"@{;!@Z @ Difference7A`7A`7A`7A`7A`,Œ_,Z A 2025 Price5A<$@ګ1$@Ƈ[F$@K1!@{ @KQ @:!@eG,C!@;,^!@A`!@*^v"@F~#@N)8>pI"@Z B Difference7A`7A`7A`7A`7A`,Œ_,ZDNOTES:ZE1/ Jan.'00-Sep'07 monthly actuals are simple averages of mid-range estimate of the low and high prices reported each business day by Gas DailyZ,F$ in their "Daily Price Survey." ZG2/ Forecasted price levels for Oct.'07 through Dec.'25 are the sum of Henry Hub projected price plus basis swap from NYMEX Clearport(sm).ZH3/ Source for gas price data: Gas Daily's "Daily Price Survey" for REGION--"New Mexico-San Juan Basin" and LOCATION--"El Paso, San Juan Basin".ZIw Monthly prices are calculated from data reported in Platts Gas Daily--published by the McGraw-Hill Companies, Inc.ZJ From the daily low and high prices reported under the heading "Common," the mid-range, or simple average, of these was calculated for each day. ZK These daily mid-range values were subsequently averaged over the number of days reported for each respective calendar month to arrive at theZINALONG TERM OUTLOOK for "SPOT" Gas: Permian Basin/West Texas @WahaZYOQ ($/Dth Price, @Permian/West Texas at Waha Receipt Points into INTRA-State P/L's)ZBP: ($/Dth Difference, Waha Basis Swap to Price at Henry Hub)Zl RYEARJanFebMarAprMayJunJulAugSepOctNovDecYR. AVG.Z S 1995 Price"~?4:?<:?Cl?`#5_?W1iV?b"y?Q?RQ?p= ף@"~?Z.K? 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Z2/ Forecasted price levels for Oct.'07 through Dec.'25 are the sum of Henry Hub projected price plus basis swap from NYMEX Clearport(sm).Z~3/ Source for gas price data: Gas Daily's "Daily Price Survey" for REGION--"Canadian Gas" and LOCATION--"NOVA (AECO-C, NIT)".Zw Monthly prices are calculated from data reported in Platts Gas Daily--published by the McGraw-Hill Companies, Inc.Z From the daily low and high prices reported under the heading "Common," the mid-range, or simple average, of these was calculated for each day. Z These daily mid-range values were subsequently averaged over the number of days reported for each respective calendar month to arrive at theYYYYYYY Y Y Y Y YYYYtPSMKTSRVRTE_DSGN___new filing systemInternal ProjectsWinter Plan2006-07 Winter PlanBill Impact ModelSDGE 05-06 winter summer bill calc model 080306.xlsAvg winter bill impactWinter SummarySummer SummaryResid SF Bills SummerGN3 Bills Summer Input DataTransport HistoryGPC Rate SummarySDGE Jun 06 Est WACOGMar 06 WACOG FCResid SF Apr CalcResid MF Apr CalcResid CARE Apr Calc GN3 Bills AprResid MF Bills Summer SF Bills May SF Bills Jun SF Bills Jul SF Bills Aug SF Bills Sep SF Bills Oct MF Bills May MF Bills Jun MF Bills Jul MF Bills Aug MF Bills Sep MF Bills OctResid CARE Bills SummerCARE Bills MayCARE Bills JunCARE Bills JulCARE Bills AugCARE Bills SepCARE Bills Oct GN3 Bills May GN3 Bills Jun GN3 Bills Jul GN3 Bills Aug GN3 Bills Sep GN3 Bills OctWeatherAdj(Sf)WeatherAdj(Mf) Core-CandISF &MF ConsumptionResid SF Bills WinterResid SF Nov CalcResid SF Dec CalcResid SF Jan CalcResid SF Feb CalcResid SF Mar CalcResid CARE Bills WinterResid CARE Nov CalcResid CARE Dec CalcResid CARE Jan CalcResid CARE Feb CalcResid CARE Mar CalcResid MF WinterRes MF Nov CalcResid MF Dec CalcResid MF Jan CalcResid MF Feb CalcResid MF Mar CalcGN3 Bills Winter 300GN3 Bills Winter 500 GN3 Bills Nov GN3 Bills Dec GN3 Bills Jan GN3 Bills Feb GN3 Bills MarSDG&E Resid ConsumptionPPP Rate Change Summary2004-05 CARE consumptionSDGE CARE tier splitCARE Volume Calc 2006GraphsFutures PricesFiled Gas Price ForecastResid Bill Freq GN3 Bill FreqYZ1 e@\m??V}b?Z1 h@\m?[닄?sM?Z1 l@\m?|a2U0?d;O?Z1 vp@\m?+ڧ?l, PS?Z1 Dt@\m?=d?%1?Z1 x@\m?iƢ?ٱ?Z1{@\m?*g\?Z?Z1@\m?Gr?z6>W[?Z1|@\m?&S?8A`?Z1J@\m?ɓk&?;ǀ?Z1@\m?y]z??:u?Z1@H.!?Ih˹W? .V?Z1@H.!?p>??ܘ?Z1@H.!?_^}t? <.9?Z1@fǣz?Q|a2?0 ?Z1V@fǣz?ꭁ?.O2?Z1$@fǣz?~jt?q숚?Z1@fǣz??Ǐ"?Z1@fǣz?ަ??"qW?Z1@fǣz?N@?݌)?Z1 \@F/O?h?RDU?WPr?Z1!*@F/O?Gz?z;?Z1"@F/O?ho?̧:5?Z1#@F/O?4@?W59?Z1$@ ?9 ? 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( _MatInverse_In;  _MatMult_A:." _MatMult_AxB:.  _MatMult_B:._Order1_Order2# _Parse_In;. $ _Parse_Out;.  _Sort;.  a;3R\&Ad_Valorem_Taxes:Q- AFTA=/# Alloc_Mx1;4P# Alloc_Mx2;4f=&allthree)#;,=;;;;=EEEEAMI:Xoanscount) atticinsulation;M/ atticweatherstripping;M" AVD_COST= B_Margin10:W4B_MTR$Base_Customers:J! BCAP_Period< BdClsgDt2:N$ BillDeterm;5 BMARGIN_1:W BMARGIN_12::H BMARGIN_2:W BMARGIN_3:W BMARGIN_4:W" BMARGIN_5:W% BMARGIN_6:W( BMARGIN_7:W+ BMARGIN_8:W. BMARGIN_9:W1BSLIN:8PBtu:7 Btu_Factor:D " CAPACITY= CARE;9! CARE_Update:6O  CARE02=0;Z" caulking;M " CEMADRTA=1 centralAC:M/" CIPDC_EP=  Cog_G_30<! Col_ABC=CORE_CST:S   CoreCI;U 6COSRRMA<)% CPI_factors;- -  <, # CSIPDC_EP=$(  Cushion_BV:W@ Cushion_WR:WC" CX_TEMP2; !dddd: . Decision_Table_PPP21='k"1 Decision_Table_PPP22_p2='6i  DEMAND=! DeprExp2000:RZ#. doorweatherstripping;M dp;DSM: ductrepair EGVol=''  EGvolm=&''+electricfurnacerepair:M'0electricfurnacereplacement:M(4electricwaterheaterreplacement:M5EP_TURN<,EPSPMA<, EPSPMA5YHP<,%Estimated_Month  RELAMP;o 9rert`+ 'Attachment'!$A$1:$L$499rert`(, 'Attachment'!$A$1:$L$49 RES_MTR?. RiskAutoStopPercChange?0RiskCollectDistributionSamples0RiskExcelReportsGoInNewWorkbook,RiskExcelReportsToGenerate RiskFixedSeed:)RiskGenerateExcelReportsAtEndOfSimulation RiskHasSettings$RiskMinimizeOnStart'RiskMonitorConvergence#RiskNumIterations$RiskNumSimulations!RiskPauseOnError$RiskRealTimeResults'RiskReportGraphFormat'RiskResultsUpdateFreqd(RiskRunAfterRecalcMacro%RiskRunAfterSimMacro)RiskRunBeforeRecalcMacro&RiskRunBeforeSimMacro"RiskSamplingType4#RiskShowRiskWindowAtEndOfSimulation$RiskStandardRecalc1 RiskTemplateSheetName myTemplate"RiskUpdateDisplay/RiskUseDifferentSeedForEachSim!RiskUseFixedSeed$RiskUseMultipleCPUsScale:* Scenario_Options;=6$SCENARIO_TITLE:=& SCG_Table_D4='u'. SDFFD;'sencount# SESN_RATE;>-0 'setbackthermostat:M6SI_01:PSSI_02:PVSIFAR_01:?SIFAR_02:?SIFAR_03:?SIFAR_04:? SIFAR_05:?$SIFAR_06:?(SIFAR_07:?+SIFAR_08:?/SIFAR_09:?2! SIFAROFF_01:! SIFAROFF_02:! SIFAROFF_03:! SIFAROFF_04:=!! SIFAROFF_05:! SIFAROFF_06:=)! SIFAROFF_07:=,! SIFAROFF_08:=0! SIFAROFF_09:=3  smll_mtr? so4=EEEE# Spot_AECO;T & Spot_Permian;TN & Spot_SanJuan;TK  sso4=7777& STORGCOSTS99;[% STORGPLAN99;t:N  T_CREDITq@H&?table:N/" TABLE_C7='u'.$ Table_PPP1;$ Table_PPP2; \"$ Table_PPP3; % Table_SCG01;5% Table_SCG02;6g% Table_SCG03;h% Table_SCG04;% Table_SCG05;% Table_SCG06;:% Table_SCG07;;_% Table_SCG17;C. % Table_SCG18;C/U % Table_SCG19;CVl % Table_SCG20;Cm TaxK:Q+tbale:N'Rtest`d٠ Control_DataContact*bControlRtest`Pנ Control_DataContact*bControlvtest1`O  Sch.D_P_1Gas*bSch.D Sch.D_P_2Elec*bSch.Dvtest1`P  Sch.D_P_1Gas*bSch.D Sch.D_P_2Elec*bSch.Dtest3`0Q Sch.E_PayrollExp*b Sch.E,F,G,HSch.F_PayrollTaxes*b Sch.E,F,G,HSch.G_IncentComp*b Sch.E,F,G,HSch.H_P1_EmplBeneSum*b Sch.E,F,G,Htest3`0R Sch.E_PayrollExp*b Sch.E,F,G,HSch.F_PayrollTaxes*b Sch.E,F,G,HSch.G_IncentComp*b Sch.E,F,G,HSch.H_P1_EmplBeneSum*b Sch.E,F,G,HTherm:K! Thrput1; XaTW<hUN_NSBA:B:" Utl1BCRt;)8! Utl1CTC;, waterheaterblanket;M!#)waterheaterpipewrap:M$# wholehousefan:M3windowAC:M. wrn.AllSummarySheets.`50X 5 Control_P1*bControl Control_P2*bControl Control_P3*bControl Control_P4*bControlSch.A_CWCSummary*b Sch.A,B,CSch.B_LLSummary*b Sch.A,B,CSch.C_RevenueLag*b Sch.A,B,C Sch.D_P_1Gas*bSch.D Sch.D_P_2Elec*bSch.DSch.E_PayrollExp*b Sch.E,F,G,HSch.F_PayrollTaxes*b Sch.E,F,G,HSch.G_IncentComp*b Sch.E,F,G,HSch.H_P1_EmplBeneSum*b Sch.E,F,G,HSch.H_P2Disability*b Sch.E,F,G,HSch.H_P3Retirement*b Sch.E,F,G,H Sch.H_P4Life*b Sch.E,F,G,HSch.H_P5Dental*b Sch.E,F,G,HSch.H_P6Vision*b Sch.E,F,G,HSch.H_P7HealthIns*b Sch.E,F,G,HSch.H_P8HealthInsPg2*b Sch.E,F,G,HSch.H_P9_WorkerComp*b Sch.E,F,G,HSch.H_P10_FeesServices*b Sch.E,F,G,HSch.H_P11FeesServicesPg2*b Sch.E,F,G,HSch.I_P1_OtherOMSum*bSch.I,JSch.J_CorpChgs*bSch.I,JSch.K_P1_PropLease*b Sch.K,L,MSch.K_P2_PropLease*b Sch.K,L,MSch.L_EquipLease*b Sch.K,L,MSch.M_P1_OtherTaxSum*b Sch.K,L,MSch.N_IncomeTaxes*bSch.N,OSch.O_1_DfdTaxes*bSch.N,OSch.O_2_DepreProv*bSch.N,OSch.O_3_AmortInsur*bSch.N,OSch.P_1_CashBalance*bSch.PSch.P_2_SpecDepWorkFund*bSch.PSch.P_3_OtherReceiv*bSch.PSch.P_4_PrePayCurrAsset*bSch.PSch.P_5_DfdDebit*bSch.PSch.P_6_EmployWithhold*bSch.PSch.P_7_CurrLiab*bSch.PSch.P_8_DfdCredit*bSch.PSch.P_9_AccrVac*bSch.PWP_SpecDep_WorkFund*b WP-BS ElemWP_OtherReceiv*b WP-BS ElemWP_PrePayOtherAsset*b WP-BS Elem WP_DfdDebit*b WP-BS ElemWP_EmployWithhold*b WP-BS ElemWP_Curr_AccrLiab*b WP-BS Elem WP_DfdCredit*b WP-BS Elem WP_AccrVac*b WP-BS ElemEst_Pg1*b EscalationEst_Pg2*b EscalationEst_Pg3*b Escalation Escalation,*b Escalation wrn.AllSummarySheets.`5b 5 Control_P1*bControl Control_P2*bControl Control_P3*bControl Control_P4*bControlSch.A_CWCSummary*b Sch.A,B,CSch.B_LLSummary*b Sch.A,B,CSch.C_RevenueLag*b Sch.A,B,C Sch.D_P_1Gas*bSch.D Sch.D_P_2Elec*bSch.DSch.E_PayrollExp*b Sch.E,F,G,HSch.F_PayrollTaxes*b Sch.E,F,G,HSch.G_IncentComp*b Sch.E,F,G,HSch.H_P1_EmplBeneSum*b Sch.E,F,G,HSch.H_P2Disability*b Sch.E,F,G,HSch.H_P3Retirement*b Sch.E,F,G,H Sch.H_P4Life*b Sch.E,F,G,HSch.H_P5Dental*b Sch.E,F,G,HSch.H_P6Vision*b Sch.E,F,G,HSch.H_P7HealthIns*b Sch.E,F,G,HSch.H_P8HealthInsPg2*b Sch.E,F,G,HSch.H_P9_WorkerComp*b Sch.E,F,G,HSch.H_P10_FeesServices*b Sch.E,F,G,HSch.H_P11FeesServicesPg2*b Sch.E,F,G,HSch.I_P1_OtherOMSum*bSch.I,JSch.J_CorpChgs*bSch.I,JSch.K_P1_PropLease*b Sch.K,L,MSch.K_P2_PropLease*b Sch.K,L,MSch.L_EquipLease*b Sch.K,L,MSch.M_P1_OtherTaxSum*b Sch.K,L,MSch.N_IncomeTaxes*bSch.N,OSch.O_1_DfdTaxes*bSch.N,OSch.O_2_DepreProv*bSch.N,OSch.O_3_AmortInsur*bSch.N,OSch.P_1_CashBalance*bSch.PSch.P_2_SpecDepWorkFund*bSch.PSch.P_3_OtherReceiv*bSch.PSch.P_4_PrePayCurrAsset*bSch.PSch.P_5_DfdDebit*bSch.PSch.P_6_EmployWithhold*bSch.PSch.P_7_CurrLiab*bSch.PSch.P_8_DfdCredit*bSch.PSch.P_9_AccrVac*bSch.PWP_SpecDep_WorkFund*b WP-BS ElemWP_OtherReceiv*b WP-BS ElemWP_PrePayOtherAsset*b WP-BS Elem WP_DfdDebit*b WP-BS ElemWP_EmployWithhold*b WP-BS ElemWP_Curr_AccrLiab*b WP-BS Elem WP_DfdCredit*b WP-BS Elem WP_AccrVac*b WP-BS ElemEst_Pg1*b EscalationEst_Pg2*b EscalationEst_Pg3*b Escalation Escalation,*b EscalationFwrn.BL.`m * * L.tratesFwrn.BL.`m * * L.trateswrn.BS._.Elements.`n WP_SpecDep_WorkFund*b EscalationWP_OtherReceiv*b EscalationWP_PrePayOtherAsset*b Escalation WP_DfdDebit*b EscalationWP_EmployWithhold*b EscalationWP_Curr_AccrLiab*b Escalation WP_DfdCredit*b Escalationwrn.BS._.Elements.`o WP_SpecDep_WorkFund*b EscalationWP_OtherReceiv*b EscalationWP_PrePayOtherAsset*b Escalation WP_DfdDebit*b EscalationWP_EmployWithhold*b EscalationWP_Curr_AccrLiab*b Escalation WP_DfdCredit*b Escalationwrn.ControlSheets.`lq  Control_P1*bControl Control_P2*bControl Control_P3*bControl Control_P4*bControlwrn.ControlSheets.`r  Control_P1*bControl Control_P2*bControl Control_P3*bControl Control_P4*bControl_wrn.Data_Contact.`s Control_DataContact*bControl_wrn.Data_Contact.`(t Control_DataContact*bControl wrn.Est_2003.`t Est_Pg1*b Estimate2003Est_Pg2*b Estimate2003Est_Pg3*b Estimate2003 Escalation,*b Escalation wrn.Est_2003.`u Est_Pg1*b Estimate2003Est_Pg2*b Estimate2003Est_Pg3*b Estimate2003 Escalation,*b Escalationwrn.Print._.Out.`v **bWorkpaper Tables 4-1 & 4-2**bRevenue Allocation Results**b FERC Rev @ PR**bDistribution Revenue Allocation**bNonallocated Revenues **b 2000mixuse**bMC Revenues- 00 sales, 96 MC'swrn.Print._.Out.`xx **bWorkpaper Tables 4-1 & 4-2**bRevenue Allocation Results**b FERC Rev @ PR**bDistribution Revenue Allocation**bNonallocated Revenues **b 2000mixuse**bMC Revenues- 00 sales, 96 MC's7wrn.RAP.`z **b Assumptions**bRRQ inputs and toggles**bRevenue Allocation Results**bNuclear Decommissioning Rates**b FERC Rev @ PR**bDistribution Revenue Allocation**bPublic Purpose Program Allocate**bNuclear Decommissioning**bTransmission AG and A-10**bPCTs for billing with TRBAA**bNonallocated Revenues**bMC Revenues-02 sales, 96 MC's**bESR**bFTA**b1996 marginal costs -ECAC Adopt7wrn.RAP.`(} **b Assumptions**bRRQ inputs and toggles**bRevenue Allocation Results**bNuclear Decommissioning Rates**b FERC Rev @ PR**bDistribution Revenue Allocation**bPublic Purpose Program Allocate**bNuclear Decommissioning**bTransmission AG and A-10**bPCTs for billing with TRBAA**bNonallocated Revenues**bMC Revenues-02 sales, 96 MC's**bESR**bFTA**b1996 marginal costs -ECAC AdoptPwrn.Rev._.Alloc.`P **, RRQ inputs **, FERC Rev @ PR**,Distribution Revenue Allocation**,Nonallocated Revenues**,MC Revenues-03 sales, 96 MC's**,FTAPwrn.Rev._.Alloc.`ȁ **, RRQ inputs **, FERC Rev @ PR**,Distribution Revenue Allocation**,Nonallocated Revenues**,MC Revenues-03 sales, 96 MC's**,FTAwrn.Sch.A._.B.`< Sch.A_CWC_Summary*$Sch.A,BSch.B_LLSummary*$Sch.A,Bwrn.Sch.A._.B.` Sch.A_CWC_Summary*$Sch.A,BSch.B_LLSummary*$Sch.A,BP wrn.Sch.C.`  Sch.C_Rev_lag*$Sch.CP wrn.Sch.C.`  Sch.C_Rev_lag*$Sch.C wrn.Sch.D.` Sch.D1_GasPurch*$Sch.DSch.D2_ElecPurch*$Sch.D wrn.Sch.D.`@ Sch.D1_GasPurch*$Sch.DSch.D2_ElecPurch*$Sch.Dwrn.Sch.E._.F.` Sch.E_PayrollExp*$Sch.E,F Sch.F_FICA*$Sch.E,Fwrn.Sch.E._.F.` Sch.E_PayrollExp*$Sch.E,F Sch.F_FICA*$Sch.E,FL wrn.Sch.G.`T  Sch.G_ICP*$Sch.GL wrn.Sch.G.`Ј  Sch.G_ICP*$Sch.G wrn.Sch.H.` L  Sch.H_P1_EmpBenSum*$Sch.HSch.H_P2_Disability*$Sch.H Sch.H_P3_RSP*$Sch.HSch.H_P4_LifeIns*$Sch.HSch.H_P5_DentalP1*$Sch.HSch.H_P6_DentalP2*$Sch.HSch.H_P7_HealthInsP1*$Sch.HSch.H_P8_HealthInsP2*$Sch.HSch.H_P9_WorkersComp*$Sch.HSch.H_P10_BenefitFeesP1*$Sch.HSch.H_P11_BenefitFeesP2*$Sch.HSch.H_P12_PBOPs*$Sch.HSch.H_P13_Pension*$Sch.H wrn.Sch.H.`   Sch.H_P1_EmpBenSum*$Sch.HSch.H_P2_Disability*$Sch.H Sch.H_P3_RSP*$Sch.HSch.H_P4_LifeIns*$Sch.HSch.H_P5_DentalP1*$Sch.HSch.H_P6_DentalP2*$Sch.HSch.H_P7_HealthInsP1*$Sch.HSch.H_P8_HealthInsP2*$Sch.HSch.H_P9_WorkersComp*$Sch.HSch.H_P10_BenefitFeesP1*$Sch.HSch.H_P11_BenefitFeesP2*$Sch.HSch.H_P12_PBOPs*$Sch.HSch.H_P13_Pension*$Sch.HS wrn.Sch.I.`Ď Sch.I_Goods&Svcs*$Sch.IS wrn.Sch.I.`@ Sch.I_Goods&Svcs*$Sch.IQ wrn.Sch.J.` Sch.J_CorpChgs*$Sch.JQ wrn.Sch.J.`8 Sch.J_CorpChgs*$Sch.J wrn.Sch.K.` Sch.K_P1_PropLease*$Sch.KSch.K_P2_PropLease*$Sch.K wrn.Sch.K.`` Sch.K_P1_PropLease*$Sch.KSch.K_P2_PropLease*$Sch.KV wrn.Sch.L.` Sch.L_MaterialIssue*$Sch.LV wrn.Sch.L.` Sch.L_MaterialIssue*$Sch.LU wrn.Sch.M.` Sch.M_Prop&FFTaxes*$Sch.MU wrn.Sch.M.` Sch.M_Prop&FFTaxes*$Sch.MU wrn.Sch.N.` Sch.N_IncTaxes*$ Sch. N, OU wrn.Sch.N.`x Sch.N_IncTaxes*$ Sch. N, O wrn.Sch.O.` Sch.O1_FedITDeferred*$ Sch. N, OSch_O2_Depreciation*$ Sch. N, OSch_O3_AmortInsurance*$ Sch. N, O wrn.Sch.O.`Е Sch.O1_FedITDeferred*$ Sch. N, OSch_O2_Depreciation*$ Sch. N, OSch_O3_AmortInsurance*$ Sch. N, OT wrn.Sch.P.`  Sch.P_BS_Bal*$ WP-BS ElemT wrn.Sch.P.`(  Sch.P_BS_Bal*$ WP-BS Elem^wrn.Sch.P._.Accts.` Sch.P_BS_Accts*$ WP-BS Elem^wrn.Sch.P._.Accts.`@ Sch.P_BS_Accts*$ WP-BS ElemYear:I" 4Summary of Gas Revenue Rates by Major Customer ClassJProposed Advanced Metering Infrastructure Filing Effective January 1, 2009 (/therm)Customer Class/therm ResidentialC&INGV Non-Core C&IEGSystemATTACHMENT AS-1Southern California Gas Company ` `cc    dMbP?_*+%&C&8Attachment AS-1&{Gz?'(\?(?)?Mj\\ps-gct-p203\P-00087C odXXLetterDINU"4X14XIUPH dLetter [none] [none]Arial4Pd?TPRMP<Automatic>dEXCEL.EXEC:\Program Files\Microsoft Office\OFFICE11\EXCEL.EXEMicrosoft Office ExcelDomain Users;G-Dept-Wireless LAN;Security-Corpdata-Printer_Drivers-R;G-DC1 Users;G-Map-M-to-FS-GCT-01-EnerMkt;G-SAP T&E Users SCG"dXX??U} U} }  } } U } } U } } U } } U } } U } } U } } U       &  & & & &( ~ a@~ p@~ `@~ @ ~  @ ~  `'@ ~ U@~ @                 Bj SF@  Oη.F@  wjF@  Ke QG@  M:3JG@  H@   VH@  OFH@(    >4z<@  3͈b<@  0W<@  tf=@  gg=@  *I=@  {}=@  #ޏ=@( ]U,!@F!@Ơn=!@~` f!@  ׹Su!@  ~ֺݦ!@ U%F!@0]!@(  t) @6ᰙ @饝 @iT @  .8 @  & @ U @4j @(  S6E @;瓫 @g @9 @  ~ @  `v @ n @vδi @(  ɣU'1@24$1@Z+1@tW1@  #Q2@  W*/2@ CwX2@ s2@* h88888,,,,,,>@dd+7bb/ P`p mhomtprmpMicrosoft Excel@- @ B@Ӷs4՜.+,0 PXx  Sempra Energy Utilities' ASmith Exhibit  WorksheetsDocumentSummaryInformation81Table$SummaryInformation(DocumentSummaryInformation8,km|[O5i3wZѥHV@ b{” w<[)1I(jbEoJ J;Q(tH w O~]Hu,BCq31 ?cv O{E eue(,Tb:{iF+"R=jD x]=ʼ/Ss5 :Fc|;+0/&xn 1~G˾kKu}/#/5¬sKŁgG)k0uff9C0df;ѨqדPq-Pv5VBL0W9ϡZ1:Oקi;~hiKݱR,)P/z JUP:xaXM}``ܻ[(q %W.M>&/1<\R.xF9 TCO=E-a+w/3Ƚ;;}ٻ{oל܂*dlz :hAK fџuPK{{K};5oɟ>{9!B ~_ G(awb|cCH;Խpz':k7;z=<)gnb6+Ife_-Scͩ-X 1*,7 3`3܏|a)[2|>G{1ќv}[ S?{s!K:XR Sbp3%?9Hp=('GJolss b:ɳtlz`zbzR1ɜ `n4 []dv/Ƶ_In>gIM/*]?"hofZo]:2N m0I}+Iskn"jO7n{N >_mbL|h̏S6NK^5lu˯vW,Zmb]5EgHI=I$;NGq=iJὈ4N~Noʎdl!b4Πcs"nBVYqnE!+Tx4*l<OEDLn4;fXoB֗9~-i`_<ZkwGS^ 15DAdSIw,QWViG]Ō Dd b0  # A "b BMFLܜN^t> @=6 BMFLܜN^t$gI! d x͘wTTWǯ[zvO0[JDƮłD E Qb "(QQĆ5b/aSfxF9G}~_R&H H#Y:cs;3f3jh~G?1ޑY;_c-+F$ן{[otbt[Rw1+cH6,BIU_vcymsRׁv/H9;ܰy"ܦc~pkӫF셾*W{4 a'Ď6%mCY YkQs F.|9<M!h ^.?ͿPGWɕGʅ"h˲HЖ>-M=mhnA{d_CsЂvS#A_[z8RBG,,$Cph>w邡)xQG+L܃x vav<ކ'ISx8@ !n;F UJdXWʪbS|HıFMW@O|MSBy)~H'B?u&P04y57VX$[Ţ^Fn2_!?ծah|@pXd&Q>O15sN)Ei`=ў 4@K #a`34 .G)sB5ZkfPS_)<5 0ejD@Xx,L^Q79Bu!<jO *<s6T" AcI ¿ṾeNx ꨵ_;P$4 ψY'"n!>>M q1"78z; ;A̰ߦ_>z'kȢHR^ j_xpQ*6Y p=a+|h{K05`.'8옃f-? 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