BC Hdyro Smart Meters - FNL - RPT
BC Hdyro Smart Meters - FNL - RPT
BC Hdyro Smart Meters - FNL - RPT
Table of Contents
1
2
3
4
6
7
8
List of Figures
Figure 1
List of Tables
Table 1
Table 2
Table 3
Table 4
Table 5
Table 6
Table 7
Table 8
Table 9
Appendices
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
Appendix F
Appendix G
Appendix H
Appendix I
Appendix J
Executive Summary
The Smart Metering & Infrastructure (SMI) Program was an important, necessary
investment that helped modernize B.C.s aging electricity system. Since 2011,
BC Hydro has installed 1.93 million smart meters more than 99 per cent of
The program delivered the components required under British Columbias Clean
Energy Act (CEA) on-time at the end of 2015 and about $150 million under budget.
Smart meters have delivered $235 million in benefits to BC Hydro customers in the
10
The program is a foundational first step in modernizing our electricity system. Some
11
of BC Hydros metering equipment had been in place for more than 50 years
12
13
replace existing customer meters with smart meters as well as upgrade the
14
15
The new infrastructure is intelligent and responsive, and provides many benefits.
16
80 per cent;
17
18
Reduced theft: Smart meters have reduced electricity theft by more than
Accurate bills: Ninety-eight per cent of customers with smart meters are
19
receiving automated bills thanks to remote meter reading. This has made
20
customer bills more accurate due to reduced manual meter reads and bill
21
estimates;
22
23
New conservation tools: With smart meters, customers can view their hourly
and daily energy use through their free online MyHydro account;
Safer system: More than 3,000 pre-existing unsafe meter socket conditions
homeowners;
Enabled distributed generation: Smart meters have laid the foundation for
more widespread use of small scale electricity generation including solar and
Faster outage restoration: Smart meters help crews restore outages faster
after major storm events. BC Hydro can now remotely check meters in an area
to ensure power has been restored, allowing crews to move to the next outage
10
sooner.
11
The Smart Metering Program more than pays for itself through reduced theft of
12
13
The Program was completed at a cost of $779.2 million, approximately $150 million
14
under the original budget of $930 million. The expected cost savings of the program
15
have been embedded into BC Hydro's rate applications since 2012, which means
16
that BC Hydro customers have already received lower rates as a result of the
17
18
At the completion of the program, the business case was updated to reflect the
19
20
expectations and assumptions. The program is now projected to deliver $1.1 billion
21
22
Smart meters help customers conserve energy and reduce energy theft. As a result,
23
a significant portion of the project benefits are based on the avoided cost of
24
acquiring new sources of energy supply. This cost has decreased since 2011 as
25
26
prices have decreased, which has led to a lower rate of forecast load growth.
2.1
Legislative Context
In the spring of 2008, amendments to the Utilities Commission Act (UCA) were
made to require BC Hydro to install and put into operation smart meters by the end
of 2012. Subsequently the UCA requirements with regard to smart meters were
BC Hydro was required under section 17 of the CEA to install and put into operation
smart meters in accordance with, and to the extent required by the ministerial
regulations. The Smart Meters and Smart Grid Regulation was issued by the
10
Minister on December 15, 2010. It was amended on December 21, 2012 so that
11
BC Hydro was not required to install smart meters where it was impractical due to
12
13
December 2015, the SMI Program completed the requirements of the Smart Meters
14
and Smart Grid Regulation under the CEA, Section 17 by putting in place a program
15
for theft detection using more than 9,000 measurement points from system devices,
16
17
implementing a network of WiMAX base station sites and Subscriber Units which are
18
successfully transporting data from nearly one million smart meters throughout
19
20
On September 25, 2013, the Lieutenant Governor in Council issued Direction No. 4
21
(B.C. Reg. 203/2013), which provides direction to the British Columbia Utilities
22
23
that BC Hydro will offer new meter options and related services to eligible customers
24
who choose not to have a smart meter at their premises, and that eligible customers
25
choosing an alternative meter option will have to pay additional charges designed to
26
recover the costs attributable to their chosen option. This offer is referred to as the
27
(B.C. Reg. 29/2014), which authorized BC Hydro to defer the net operating costs
incurred in fiscal 2015 and fiscal 2016 arising from the SMI Program and net
operating costs arising from Commission Order No. G-166-13 (refer section 2.2).
(B.C. Reg. 28/2014), directing that when setting rates for BC Hydro under the UCA,
the Commission must not disallow the recovery in rates of the costs with respect to
2.2
Regulatory Context
10
The following Commission Orders pertaining to the SMI Program were made:
11
Order No. G-64-09, dated June 11, 2009, authorizing BC Hydro to establish an
12
SMI Regulatory Account regarding actual fiscal 2009 and forecast fiscal 2010
13
SMI Program Operating Costs and authorizing BC Hydro to carry forward the
14
15
Order No. G-67-10, dated April 8, 2010, authorizing BC Hydro to include in the
16
SMI Regulatory Account the actual fiscal 2010 Smart Metering Program and
17
Smart Grid Program operating costs and authorizing BC Hydro to carry forward
18
the SMI Regulatory Account. BC Hydro was also directed to file with the
19
Commission a schedule detailing all deferred fiscal 2009 and fiscal 2010 SMI
20
costs and a revised forecast of SMI costs for fiscal 2011.1 This Order set out the
21
requirements for quarterly updates on all SMI activities2 and required BC Hydro
22
23
Program and Smart Grid Program/Business Plan for the SMI program;3
BC Hydro filed its SMI Regulatory Account - Fiscal 2010 Expenditures Application with Commission on
May 31, 2010.
Twenty-three Quarterly Program Update Reports were filed with Commission. Appendix H indicates the filing
dates of the Quarterly Update Reports.
BC Hydro filed its SMI Program - SMI Program Business Plan with the Commission on December 23, 2010.
Order No. G-115-11, dated June 30, 2011, authorizing BC Hydro to include in
the SMI Regulatory Account the actual fiscal 2011 Smart Metering Program and
Smart Grid Program operating costs and authorizing BC Hydro to carry forward
the SMI Regulatory Account. BC Hydro was also authorized to accelerate the
rate of depreciation on its existing meters and also to include the increased
was instructed to file a schedule detailing all deferred costs in the SMI
Regulatory Account4 and further refined the reporting requirements for the
10
Order No. G-77-12A, dated June 20, 2012, to BC Hydros Fiscal 2012 to
11
12
deferral to the SMI Regulatory Account of the following: the amount of actual
13
net operating costs, amortization on capital assets, finance charges, and return
14
on equity in relation to the SMI Program from fiscal 2012 to fiscal 2014; and
15
Order No. G-48-14, dated March 24, 2014, issued in compliance with Direction
16
17
fiscal 2015 and fiscal 2016 net operating costs from the SMI Program. In
18
addition, BC Hydro was directed to amortize specific amounts from the SMI
19
Regulatory Account.
20
21
22
October 11, 2013, and November 18, 2013 respectively, approving the charges
23
related to the Meter Choices Program on an interim and refundable basis and
24
25
program costs incurred during the period January 1, 2013 to March 31, 2014.
26
Order Nos. G-167-13 and G-186-13 also set out a regulatory process for the
4
BC Hydro filed its schedule of all additions to the SMI Regulatory Account with the Commission on
March 30, 2012.
4
5
Order No. G-97-14, dated July 17, 2014, disallowing the Reconsideration
Order No. G-59-14, dated April 25, 2014, setting the charges related to the
Meter Choices Program on a permanent basis.
10
2.3
Scope
11
12
13
14
15
16
17
18
19
20
21
22
23
24
and establishing the Deployment Control Centre. Smart meters were deployed
25
26
via automated meter reads. The MDMS supports the use of data (meter reads)
obtained over the air. In addition, Release 2 created technology and processes
to support the local download of data from meters that are not connected via
10
the Field Area Network. The data obtained from the meters, either over the air
11
or locally is used to support customer billing, the energy visualization portal and
12
13
14
15
16
In-Home Display (IHD) such as home energy monitors. The concept of smart
17
meter connected IHD devices being registered and managed through the smart
18
19
20
near real-time. The energy visualization portal (Customer Portal) displays next
21
day and historical energy consumption information with the goal to change
22
23
24
25
26
This proof of concept was successfully delivered to validate that the MDMS
27
10
11
distribution system metering devices (SCADA and Check Meters), and their
12
13
Solution that combines theft analytics and energy balancing with business
14
15
16
17
18
19
established duplicates of core SMI components to reduce the impact from a potential
20
future disaster affecting any location that hosts the production instances of SMI
21
infrastructure used to receive and/or process revenue meter reads for customer
22
billing. Impacted applications included MDMS, Open Way Collection Engine, Outage
23
24
25
26
July 18, 2013, BC Hydro implemented the Meter Choices Program to offer new
27
options for customers who had delayed their smart meter installation. On
September 25, 2013, the Government of British Columbia issued Direction No. 4
policy. On October 7, 2013 BC Hydro filed its Application for approval of charges
April 25, 2014, the Commission issued Order No. G-59-14 and set the charges
10
11
12
Option
Number of Accounts
Legacy Meter
12,001
Radio-off
771
Total
12,772
13
2.4
14
The elements of the SMI Program that were required by the end of calendar
15
year 2012 as described in the Smart Meters and Smart Grid Regulation, were
16
17
18
19
20
21
22
Additional SMI Program work required under the Smart Meters and Smart Grid
7
8
Integration of the operation of the smart grid with other BC Hydro operations.
10
2.5
Organization
11
The SMI Program was delivered using resources from BC Hydro along with a
12
13
Services for Utilities, EMC Corporation and others providing deployment services or
14
technical expertise.
15
16
17
To ensure successful execution of the SMI Program, and to follow best practices for
18
19
Program Execution Plan and Program Quality Management Plan were developed
20
and followed.
21
22
so that its IT projects were executed following the appropriate System Development
23
Life Cycle practices and were validated by sign-off of deliverables and milestone
24
gates.
The scope of the SMI Program was defined and delivered in six releases as well as
log of defined project deliverables specific for each release) and participation in
10
11
12
13
14
15
Program Management;
16
17
18
19
20
Infrastructure/Environment Management;
21
22
Program Reporting.
23
SMI Program Framework, high-level scope and timeline are illustrated below.
Smart Metering & Infrastructure Program
Page 11
Figure 1
BC Hydro also put in place an executive level governance structure consisting of:
$50 million, and approving any potential draws on the Board reserve;
8
9
10
Executive Project Board - to provide guidance and oversight to project staff and
to the Chief Executive Officer on project strategy as well as other issues such
as regulatory and procurement, as required. The Audit and Finance Committee
and integration and business policies and to recommended contract awards for
2.6
Communications
BC Hydro recognized that visiting the homes and business of all customers
10
11
12
throughout the Smart Metering Program. This included information about how smart
13
meters will help modernize the electricity grid; how customers will benefit from the
14
new metering system; what customers should expect during the meter exchange
15
16
BC Hydro communicated broadly about the Smart Metering Program through its own
17
channels and media. BC Hydro channels included BCHydro.com, bill inserts, and
18
19
before and during meter installation, public service announcements, radio spots and
20
21
22
Engagement efforts included open houses, and meetings with provincial and
23
24
25
26
Although the vast majority of customers accepted a new meter, a small organized
27
group opposed the installations. Their main concerns were related to health, privacy
Smart Metering & Infrastructure Program
Page 13
and safety. Significant effort was required to combat the misinformation spread by
99.9 per cent of customers accepting smart meters as a necessary and beneficial
upgrade.
2.7
The SMI Program deployed smart meters to First Nations On-Reserve residential
and commercial account customers in B.C. First Nations smart meter deployment
10
activities were completed with a high level of successful meter installation and
11
positive engagement results from First Nations Bands. Early in the project
12
13
change and developed a distinct First Nations Strategy. The detailed approach
14
15
information sharing. The SMI Deployment team developed appropriate First Nations
16
17
18
The SMI First Nations Deployment teams identified, proactively communicated and
19
engaged with First Nations regional and provincial leadership and on-reserve
20
customers. The team set separate First Nations deployment targets that took into
21
22
23
24
The following steps were taken to engage, strengthen relationships and successfully
25
undertaken to promote, inform and respond to field enquiries from First Nations
including explaining the benefits of the smart meter technology and the timing
deployment;
7
8
Nine per cent of Corix meter deployment employees were aboriginal versus a
target of 5 per cent; and
15
16
13
14
11
12
10
Corix formed an all aboriginal deployment team that specialized in First Nations
smart meter installations;
17
18
19
20
21
22
Two per cent remain as legacy meters under the Meter Choices Program; and
23
Six First Nations bands are currently refusing smart meters and efforts to gain
24
2.8
The SMI Program established a dedicated safety, security and privacy office at the
onset of the project following active and ongoing involvement with industry standards
Privacy, security and safety features were key criteria in all developments related to
10
11
12
The Security, Privacy and Safety office of the SMI Program developed a Security &
13
Privacy Framework document to guide all development work for the project. This
14
framework was the result of work by a team of security experts who assembled legal
15
requirements, policies, standards and best practices for the end-to-end architecture
16
that SMI was to develop and deploy. This document became the foundational
17
reference for all security architecture and privacy oversight as standards were
18
19
20
minimum of one assessment for each application, interface, network and device
21
where information used within the SMI Program was in flight or at rest. In addition,
22
Privacy Impact Assessments were completed for all work performed within the SMI
23
scope by contractors, vendors and other entities who would have access to
24
BC Hydro data and become part of the development, test and operating groups that
25
formed SMI. Over 120 Privacy Impact Assessments were completed between 2010
26
and 2015; a body of work that far exceeds the assessment efforts of any other
27
28
Columbia who was consulted on numerous occasions and offered advice and
Details of their efforts were not shared publically, and while some vulnerabilities
were found during various testing efforts, each vulnerability was appropriately
indexed, categorized, prioritized and resolved prior to deployment. The SMI Security
penetration testing (hacking) and vulnerability scanning. SMI deployed many of its
10
own scanning tools and conducted vulnerability assessments for all of the
11
applications and IT based tools used in the overall solution. In addition, the SMI
12
13
(GRC) surveys that were completed across the entire SMI interface landscape.
14
These GRC assessments were used to identify and resolve risk indicators over any
15
16
compliance risks might negatively impact the architecture that SMI was introducing.
17
Itron architecture was submitted to GRC assessments and all risks were catalogued
18
for mitigation management. No High or Critical risks were identified through the GRC
19
assessments.
20
The security delivery team also completed Security Assessment Reports in order to
21
review new technology against the SMI Security & Privacy Framework. The purpose
22
of the Security Assessment Reports was to identify gaps in standards so that SMI
23
Program vendors and suppliers (as well as BC Hydro IT enterprise) could mitigate
24
25
The culmination of each type of security assessment was a risk indicator that was
26
used to assess readiness to deploy all systems prior to the go-live date. Security risk
27
indicators taken with all other deployment factors determined whether new systems
28
defects were entered into a tracking system where a team of BC Hydro employees,
system was permitted to be deployed with a critical defect. All high defects required
mitigation over a short time duration; medium and low priority defects were managed
over longer time frames with an expectation that no security defect would be left
unmitigated.
As a backstop to all deployment work, Privacy approval for each phase of the project
10
was required. No deployment was permitted to proceed without full privacy approval.
11
Privacy gaps were treated with zero tolerance throughout the project.
12
Overall, the Security, Privacy & Safety office of the SMI Program employed a
13
14
These included:
15
1.
16
2.
17
3.
18
4.
19
5.
GRC Assessments;
20
6.
21
7.
Defects management.
22
The end result of this risk management work has been a leading edge application of
23
security policies, standards and best practices for BC Hydros smart metering
24
25
2.9
Safety
Electrical Safety
Smart meters used by BC Hydro are fully compliant with electrical safety standards
To alleviate possibility of fires due to old and aged meter sockets, BC Hydro
10
problem, BC Hydro offered to fix the problem on behalf of the home owner. Over
11
3,000 customer meter sockets were found to have pre-existing damage including
12
eroded wiring, improper meter socket installations and electrical bypasses and were
13
14
15
Smart meters use radio frequency to communicate data to and from BC Hydro. The
16
radio frequency levels must be compliant with Health Canadas Limits of Human
17
18
3 kHz to 300 GHz, as documented in Safety Code 6. As part of the SMI Program,
19
20
prepare three Safety Code 6 compliance reports. These reports confirmed that
21
BC Hydros smart meters are safe and communicate at a radio frequency level far
22
23
24
On July 25, 2013, a Notice of Civil Claim was filed against BC Hydro related to the
25
installation of residential smart meters. The plaintiff sought to have the Claim
26
27
Claim was later amended twice to expand the action to include commercial
customers as well as focus the Claim on the installation of smart meters being a
On July 12, 2016, the B.C. Supreme Court dismissed the application to certify the
suit as class action. This decision follows other decisions by the B.C. Court of
Appeal and the BC Human Rights Tribunal to dismiss legal challenges related to
smart meters.
2.10
Beginning in fiscal 2008 and following the identification of user requirements across
Procurement
10
11
12
13
Design stage of the procurement process and offers (solution, pricing, and
14
15
end-to-end turnkey approach to implementing SMI was not in the ratepayers interest
16
17
risks given underlying solution costs. The level of retained risk was reviewed through
18
19
20
21
meter system was procured under separate processes, and BC Hydro would
22
contract directly with meter and metering system vendors, software suppliers, and
23
24
During fiscal 2011, BC Hydro launched competitive procurement processes for the
25
Smart Metering System (RFP 4401): a single vendor to provide the full
meter reading data, and the ADCS software application. Itron Canada was
complete in-field mass deployment of meters. Corix Utilities was selected as the
9
10
accurate, complete, and useable before sending the data into BC Hydros
11
corporate systems. Itron Canada was selected as the MDMS vendor; and
12
13
14
custom software development tasks for the SMI Program. Capgemini Canada
15
16
To assist with the above, Partnerships BC was retained to leverage their experience
17
18
complex projects. In addition, Mr. John Singleton, Q.C. was appointed by the SMI
19
Executive Project Board to monitor and report on the fairness of these procurement
20
processes. In each case, Mr. Singletons findings were that the procurement
21
processes in their entirety were fair, transparent and concluded without bias.
22
23
24
board reserve) allowing the SMI Program to proceed to the Implementation Phase.
25
SMI Procurement activities continued in fiscal 2012 and fiscal 2013, and focused on
26
the development of the theft detection solution components and theft analytics
27
software including:
Smart Metering & Infrastructure Program
Page 21
Distribution System and Metering Devices (RFP 906 and RFP 907):
RFP 907 - Transformer Meters and RFP 906 - Distribution System Meter
Devices (DSMD) Feeder Meters. QinetiQ North America was selected for the
provision of meters and software tools as well as training and support for the
feeder meters;
Energy Analytics Solution (RFP 1180): EMC Corporation (and partners SAS
Institute Inc., Bridge Energy Group and Space-Time Insight Corporation) and
10
11
energy analytics system and provide services required for the implementation
12
13
14
check meters and the provision of software and services including True Grid
15
Insight API Software Licencing and Maintenance, hot stick adapters, USB
16
17
18
19
The SMI Program implemented a Risk Management process to identify, assess, and
20
mitigate risks. The risks were managed, monitored, mitigated and transitioned to
21
22
Managers, Release Managers and the SMI Program Leadership team. The Program
23
Controls Office validated risks, and monitored timely mitigation and treatment in the
24
25
High impact and priority risks were reported to the Executive Project Board, the
26
Table 2 below presents key risks identified in the SMI Program Business Case and
implemented mitigation strategies were consistent with the program plan. In some
Table 2
Emerging Technology
Risk of technology continuing to evolve
resulting in stranded assets.
Actual Mitigation
As planned.
In addition, the Program
implemented robust procurement
processes to select proven
technologies. Studied and
consulted with other utilities.
Engaged with industry standards
groups. Critical path items and
dependencies were reviewed
weekly at all Program levels.
As planned.
In addition, the SMI Program
gated functionality releases going
into production environments.
Extensive field trials were
conducted where technology was
emergent. Engagement with other
utilities and industry standards
groups on best practices. Use of
lab testing to make informed
choices.
Meter Deployment
Unable to complete meter deployment
by the end of 2012.
As planned.
As planned.
As planned.
Budget
Risk of exceeding project budget due
to unforeseen costs or changes in
scope.
Actual Mitigation
Safety/Security/Customer Privacy
Risk of security or privacy breach
impacting customers or system
operations.
Customer Experience
Risk of limited customer awareness
and public support of Smart Metering,
and/or negative customer experience
during meter deployment.
Actual Mitigation
As planned.
In addition, ongoing monitoring
and dialogue in cooperation with
BC Office of the Information and
Privacy Commissioner.
IT security built into sustainment
model.
Managing threats and violence in
the work place through safety
programs; working with police as
required.
As planned.
In addition, development of Meter
Choices customer experience
after Directive 4 was issued.
Regulatory Deadline
Risk of not meeting the
December 2012 Regulation deadline
due to internal, external or product
delays. Risk of exceeding
December 2015 Smart Grid Regulation
deadline for Advanced Telecom and
Energy Loss/Theft Detection
(installation and operation of at least
9,000 system devices).
Benefits Realization
Risk of not being able to achieve
benefits or lower benefits realized due
to higher costs, project schedule
delays or external factors such as
impact of legacy meters on benefits.
Actual Mitigation
As planned.
As planned.
In addition, cost reduction:
SMI continuing to push
equipment delivery schedules;
and
Government support for Meter
Choices.
Keeping benefits intact:
In-depth workshops with
relevant business units; and
Organizational commitment
and executive support for
business case benefits.
Seeking additional benefits:
Organizational commitment
and executive support in
pursuing additional benefits.
Actual Mitigation
As planned.
In addition, reduced reliance on
emerging technology (devices) by
increasing reliance on software
and existing SCADA devices.
As planned
In addition, formal discussions
with vendor regarding network
and system acceptance
Table 3
Mitigation Strategy
Actual Mitigation
The SMI Program delivered the required scope components adhering to the CEA
On March 31, 2016, there were 1,943,833 smart meters on the BC Hydro grid
serving residential and commercial customers of British Columbia. The smart meters
telecommunications and an ADCS along with the MDMS are in place to support
customer billing.
10
The SMI Program implemented an infrastructure to collect meter reading data and
11
12
13
systems.
14
BC Hydro residential and commercial customers with smart meters have access to
15
conservation feedback tools like in-home display devices and a secure energy
Through the SMI Program, BC Hydro has upgraded and modernized grid
All new technologies, tools and processes have been successfully transitioned to
10
operations.
11
The SMI Program managed scope, budget and schedule changes through the PMO
12
and the Program Controls Office following the Change Management process defined
13
14
Identified SMI Program changes were reviewed, evaluated and logged into a
15
Change Request Log. Review and approval of the proposed changes was
16
conducted by the SMI Change Control Board at the weekly Change Review Meeting.
17
There were 280 approved change requests and five change request addendums.
18
4.1
19
20
Scope Variance
21
22
encourage the shift of the use of electricity from periods of higher demand to
23
periods of lower demand. The program also included a proof of concept that
24
25
policy direction, Time-of-Use Rates were not implemented. The cost of these
cost;
inefficiencies and higher manual meter reading costs on an interim basis. This
Scaled down Home Area Network (HAN)/In-Home Display Program and Mass
Rebate when the SMI Business Case was completed in 2010, the vision for
the HAN Program involved a large rebate program and subsidy to assist over
10
11
12
13
expenditures by $37.4 million, while complying with the CEA and meeting
14
15
16
customers and key stakeholders, it was determined that the original intent of
17
utilizing the same Energy Visualization Portal for both commercial and
18
19
With the BC Hydro tariff, residential customers are charged mainly through their
20
21
22
factor and therefore, information in the form of KWh alone does not provide
23
24
Regulatory Amendments:
25
On December 27, 2012 the Ministry of Energy and Mines announced a plan to
26
extend the deadline under the CEA from December 31, 2012 to December 31, 2013,
27
and labour shortages. Other exceptions included meters that require an equipment
upgrade prior to smart meter installation due to concerns over potential for
4.2
September 2010 with an authorized amount of $930 million. The budget was broken
down into an expected amount of $840 million (including $60 million contingency
managed by the SMI Program team) and a $90 million Board reserve.
Cost Variance
Table 4
1
2
Program Expenditures
($ million)
Original
Estimate
Cost at
Completion
Variance
Favourable/
(Unfavourable)
1.4
1.4
0.0
8.9
8.9
0.0
38.8
37.8
1.0
391.1
398.5
(7.4)
60.9
87.5
(26.6)
110.5
86.5
24.0
62.8
19.2
43.6
54.2
76.7
(22.5)
37.0
50.9
(13.9)
765.6
767.4
(1.8)
14.4
11.8
2.6
Contingency
60.0
60.0
90.0
90.0
930.0
779.2
150.8
change in the distribution system meter devices strategy executed in October 2014.
mass market in home feedback display rebate program from the project scope. The
10
higher solution integration costs are due to an increase in the number of applications
11
12
Refer to Appendix E for Contingency Usage. Actual Contingency and Reserve Subject to Board Control used
in the implementation of the Program is presented with the applicable program expenditures that required a
draw of contingency or reserve.
The higher grid modernization infrastructure upgrades costs are due to increased
Higher than budgeted Program Delivery costs are due to a 21-month extension of
4.3
The SMI Program adopted an Integrated Program Schedule using Microsoft Project.
Schedule Variance
10
11
12
Schedule covered the entire breadth of the project and contained a level of detail
13
14
15
16
To assist with the execution and implementation of the SMI Program componenets,
17
and after discussion and review with Program Management, SMI Program schedule
18
and target dates were baselined on April 27, 2011 when the implementation
19
20
Table 5
Release Descript
ion
Target Dates
Baseline
Schedule
April 27, 2011
Actual
Completion
Date
Release 0
Architecture and
Execution
Framework
April 2011
May 2011
Release 1
Mass deployment
of meters
complete
(1,754,789)
December 2012
December 2012
Release 1
Deployment of
deferral list
meters and other
limited exceptions
N/A
December 2015
Release 2
Billing from
automated
register reads
March 2012
March 2012
Release 3
Residential and
commercial web
portals (with
register reads and
interval data)
Residential:
April 2012
Residential:
November 2012
Commercial:
N/A
Commercial:
December 2012
Release 3
Home Area
Network (In-Home
Feedback)
Program
March 2013
Soft Launch:
March 2015
Schedule Variance
Reason
CEA Smart
Meter and
Smart Grid
Regulation
3 (1) (a)
3 (2)
3 (4)
Ongoing Meter
Choices Program.
2 (g)
3 (1) (b) (ii) (C)
Reduction in scope
and costs while
adjusting technology
to fully functioning
and scalable
system.
Review and
reassessment of the
Program resulted in
an extension of the
implementation
timeline.
Release Descript
ion
Target Dates
Baseline
Schedule
April 27, 2011
Actual
Completion
Date
Schedule Variance
Reason
CEA Smart
Meter and
Smart Grid
Regulation
Release 4
Time-of-Use
Rates and billing
from interval data
July 2012
December 2012
Resource
constraints and
schedule delays.
Release 5
Advanced
Telecom and
Operational
Support
Interactive
Communication:
November 2012
Interactive
Communication:
December 2012
4 (1) (c)
4 (2)
Remote Connect/
Disconnect:
November 2012
Remote
Connect/
Disconnect:
February 2013
Interactive
Communication:
schedule
dependency.
Remote
Connect/Disconnect:
additional testing
and defect
resolution time.
Outage
Management: after
storm season
additional
enhancement and
deployments were
implemented
Advanced Telecom:
additional time for
defects resolution
and schedule
dependency on IPv6
network protocol
implementation
Outage
Management:
November 2012
Advanced
Telecom:
March 2014
Outage
Management:
Phase 1
December 2012
Phase
2 - August 2014
Advanced
Telecom:
December 2015
Release Descript
ion
Release 6
Advanced Theft
Detection
Program
Target Dates
Baseline
Schedule
April 27, 2011
May 2014
Actual
Completion
Date
Schedule Variance
Reason
December 2015
During 2014,
BC Hydro
reassessed the
DSMD strategy and
decided to
discontinue the
development of
DSMDs and their
associated
applications. In
October 2014,
BC Hydro
commenced
integrating SCADA
and check meter
devices into the theft
solution.
Development of the
associated
applications started
in January 2015.
CEA Smart
Meter and
Smart Grid
Regulation
4 (1) (a)
4 (1) (b)
4 (2)
5.1
Business Case
In January 2011, BC Hydro released the SMI Business Case reflecting program
meters avoids the need for field crews to search for the location and cause of an
restoration process. In addition, reduced energy theft will result in reduced safety
10
11
12
reads, the elimination of estimated billing (for customers with network coverage),
BC Hydro estimated that approximately 850 Gigawatt Hours (GWh) per year was
lost to electricity theft. Revenue Assurance investigation results show that of the
marijuana grow-ops that were identified, the proportion with electricity theft present
increased from 41 per cent in fiscal 2006 to 62 per cent in fiscal 2011 (i.e., the last
fiscal year prior to the commencement of smart meter deployment). In fiscal 2013,
10
the proportion of identified grow-ops with theft present declined to 22 per cent, with a
11
further reduction in fiscal 2014 to 7 per cent, to 3 per cent in fiscal 2015 and to
12
2 per cent in fiscal 2016. This suggests that a significant proportion of energy theft
13
has already been eliminated due in part to a combination of media coverage of the
14
SMI Program, proactive communications around the meter change out process, and
15
16
17
18
19
20
information from smart meters can be used to reduce system losses. In the absence
21
22
acceptable level of power quality. With available voltage information from smart
23
meters, adjustments can be made to reduce the amount of energy transmitted while
24
25
Customer Choice and Control Smart meters provide specific and timely energy
26
usage information, which makes it easier for customers to understand and actively
27
28
facilitated through:
Smart Metering & Infrastructure Program
Page 37
2
3
Customer Web Portal - Customers are able to access their hourly consumption
(typically by the next day) using BC Hydros customer web portal.
obsolete legacy meters with smart meters, implemented in-home feedback tools and
(IPv6), created advanced systems and infrastructure to reduce electricity theft and
created the foundation to support new uses of electricity such as electric vehicles,
10
11
5.2
12
13
14
the SMI Business Case and grouped these into benefit work-streams based on the
15
nature of the benefit and the business group accountable for delivery. The quantified
16
17
which was signed by the accountable business group manager accountable for the
18
realization of SMI Program benefits. Benefit realization was tracked and reported on
19
a periodic basis, where benefits realized were compared to forecast per the SMI
20
21
5.3
22
The SMI business case includes benefits to be realized through the end of
23
fiscal 2033. Table 6 below presents the cumulative benefits realized through to the
24
Table 6
Operational Efficiencies,
Avoided Capital
Description
Actual
(to Fiscal 2016)
Business Case
(to Fiscal 2016)
Variance
Favourable/
(Unfavourable)
29
73
(44)
Meter Sampling
61
36
25
11
47
15
(7)
15
(3)
10
(4)
(1)
Revenue Protection
Lifecycle
Business Case
to Fiscal 2033
(Present Value)
222
Energy Savings
(2)
(5)
(4)
(1)
359
74
123
(49)
108
(10)
10
100
26
(25)
208
16
(15)
732
154
156
(2)
1,299
229
294
(65)
Theft Detection
110
(59)
59
Energy Savings
220
147
(141)
330
88
(82)
1,629
235
382
(146)
Refer to Appendix I for SMI Program Energy Related Benefits (GWh) to fiscal 2016 with impact on SMI Operating and Capital Expenditures and
Revenues.
The business case assumed that manual meter reading routes would be
Meter Reading contract by letting it expire on March 31, 2013 instead of terminating
the contract at an earlier date. This avoided significant early termination penalties
10
In addition, meter installations for the 75,000 customers who refused smart meters
11
were put on hold until the announcement of the Meter Choices Program in
12
July 2013. Meter installations for the Meter Choices Program customers who
13
14
delays in smart meter installations related to customer installations put on hold, and
15
16
manual meter reading costs (including related vehicle operating costs) to fiscal 2016
17
18
The SMI Program has delivered $29 million in meter reading automation benefits
19
to-date. This is $44 million less than assumed by the original business case due to
20
the factors outlined above. The business case assumed that 95 per cent of customer
21
22
March 2016, 98 per cent of customer meters are read automatically over the air.
23
Theft Detection:
24
Revenue Assurance investigation results show that of the grow-ops that were
25
identified in the field each year, the proportion with electricity theft present increased
26
from 41 per cent in fiscal 2006 to 62 per cent in fiscal 2011 which was the last fiscal
27
year prior to the commencement of smart meter deployment. In fiscal 2013, the
Smart Metering & Infrastructure Program
Page 40
proportion of identified grow-ops with theft present declined to 22 per cent, with a
further reduction in fiscal 2014 to 7 per cent, to 3 per cent in fiscal 2015 and to
2 per cent in fiscal 2016. This suggests that a significant proportion of energy theft
has been eliminated due to a combination of media coverage of the SMI Program,
proactive communications around the meter change out process, and BC Hydros
technology solutions. It is estimated that by fiscal 2015 reduced theft had resulted in
increased revenue of approximately 300 GWh per year and reduced load of
approximately 300 GWh per year relative to 2010. This represents a significant
10
11
Theft reduction costs, which include costs associated with investigation, security,
12
and collections, have been less than planned in each of the years from fiscal 2012
13
14
15
The SMI Program has exceeded the theft reduction targets in the original business
16
case which expected theft reduction to peak in fiscal 2016 at 75 per cent. To-date,
17
18
While theft reduction targets have been exceeded, the overall Theft Detection
19
benefit to end of fiscal 2016 has been $2 million less than assumed in the SMI
20
Business Case. This is because the business case assumed that all electricity theft
21
detected prior to fiscal 2018 would be converted to paying customer revenue. While
22
some theft has been converted to paying customer revenue, other theft activity has
23
stopped all together, which has reduced BC Hydros future energy supply costs. The
24
short-term value of energy supply is less than the value of increased customer
25
revenue. As a result, while BC Hydro has exceeded its theft detection targets, the
26
value of theft reduction to-date is less than assumed in the original business case.
27
Over the life of the program, theft reduction is expected to deliver approximately
$715 million (net present value) in benefits. Table 7 below presents Theft Detection
3
4
Actual
Business Case
Variance
Favourable/
(Unfavourable)
148
198
(50)
29
25
(23)
(46)
23
Total
154
156
(2)
Voltage Optimization is the management of voltages and reactive power flows in the
minimization and power factor improvement. The value of these benefits is based on
the avoided cost of acquiring new sources of energy supply. This cost has
10
11
costs and as commodity prices have decreased, which has led to a lower rate of
12
forecast load growth. In fiscal 2016 the Voltage Optimization Program realized
13
14
15
fiscal 2017 that will introduce bellwether metering and the ability to collect near-real
16
time data from a small sample of customer meters located in areas of significance to
17
18
In-Home Display:
19
The IHD Rebate Program was significantly reduced in scope compared to the SMI
20
Business Case and was implemented in late fiscal 2015. Measurement of the energy
21
savings resulting from the Energy Visualization Web Portal have been estimated at
8.46 GWh for fiscal 2016 (refer to page 33 for a discussion of the change in scope
Outage Management:
Smart meters played an important role in BC Hydro restoration efforts following the
major storm in September 2015. The new metering system helped BC Hydros field
For example, once crews completed a work order, the Restoration Centre did a
remote check or ping of meters in the neighbourhood to confirm power was indeed
restored as expected. If restoration was confirmed, the crews could move on to the
10
next work order rather than waiting on-site while Restoration Centre employees
11
12
Smart meter outage notifications are best used for individual or smaller scale
13
customer outages. For large storms like August 2015, the Restoration Centre is
14
more likely to use critical infrastructure status such as station and feeder outage
15
information as a primary driver, and use the smart meter data as supplemental
16
17
18
In fiscal 2012, policy direction was received from the shareholder indicating that
19
voluntary Time-of-Use and other Time Based Rates should neither be developed nor
20
21
functionality required to collect and process hourly interval data was implemented in
22
23
tool, as required by the Smart Meters and Smart Grid Regulation under the CEA.
24
To the end of fiscal 2016, the business case assumed $61 million of time
25
differentiated rate design costs would be incurred, none of which has been spent.
The Energy Reference Price used in the SMI Business Case was based on the
prices in the 2009 Clean Call for Energy, inflated over time. This was a proxy for the
avoided cost of acquiring future energy under long-term contracts, and was the
Since that time, the cost of acquiring new sources of energy supply has decreased
commodity prices have decreased, which has led to a lower rate of forecast load
growth.
10
The reduction in the cost of new energy supply accounts for $128 million of the
11
12
Table 8 below presents an overall outlook of the SMI Business Case NPV estimated
13
in fiscal 2016, covering benefits and costs for the period from the start of the
14
Program through to fiscal 2033, assuming the energy price remains at current levels.
15
However, the energy price will continue to fluctuate over the remaining 16-year
16
Table 8
1
2
1.
520
2.
Less:
3.
(110)
4.
(375)
5.
(115)
6.
(62)
7.
(84)
8.
Other Benefits
9.
Add:
10.
11.
12.
100
13.
138
(9)
264
9
The SMI Program was a complex, multi-year initiative that included delivery of
SMI Program lessons learned were discussed and disseminated within Program
10
11
12
13
14
15
Business Releases defined the work that was accomplished and grouped
business functionality into manageable pieces of scope.
2
3
Release Managers had visibility across the whole Release to identify and
manage risks, issues and changes. Delivery of each Release typically involved
10
11
12
Advisory Board, included from the beginning of the Program, helped manage
13
Program budget, scope and schedule while ensuring that changes were verified
14
15
Program risks, critical issues and key assumptions were logged and updated
16
regularly by the PMO team following the recurring Program Leadership Issues
17
18
19
20
Release Managers and Project Managers were allocated full time to projects
A single page high level Critical Path Diagram showing key interdependencies
21
22
23
making.
24
25
26
technology into the field. The presence of representatives at the Program and
end-to-end tests across the entire solution, which allowed for objectivity and a
focus on efficiency.
system.
10
11
Release 0
12
13
14
15
16
efficiency.
17
Multi-vendor Environment
18
The Program paired a BC Hydro lead with a System Integrator lead (a Box
19
20
21
decision making.
22
23
24
strategies so that the project team can focus its testing efforts on areas not
Frequently the results of testing and field trials required product changes,
10
11
product iterations.
12
Reliance on Contractors
13
The project team was supported by contractors to implement new and complex
14
technology.
15
16
17
Financial Closure
18
Assets detailing was completed in fiscal 2016 and SAP charge codes have been
19
closed. A total of $696.6 million assets were capitalized. A list of the SMI Program
20
21
As of March 31, 2016, all sustainment activities related to the implemented Smart
22
23
24
both sustainment and benefit-related operating costs) in fiscal 2017 are expected to
25
be $44.3 million before Operating Cost Savings of $22.2 million. The projected
Incremental Operating Cost and Operating Cost Savings for fiscal 2017 to
3
4
Fiscal 2018
Fiscal 2019
44.3
43.1
43.2
Savings
(22.2)
(22.4)
(22.6)
Net Total
22.1
20.7
20.6
Operating Costs
The planned incremental and operating costs for fiscal 2017 to fiscal 2019 were
As discussed throughout this report, the SMI Program also creates significant
energy cost reductions and increased revenues that are not captured in operating
10
11
12
The SMI Program was successfully completed in accordance with the Project
13
14
15
16
Program Completion
Appendix A
Program Document List
Document
Date
The British Columbias Clean Energy Act, Section 17 and Smart Meters and
Smart Grid Regulation
June 2010
December 2010
December 2010
December 2010
December 2010
January 2011
April 2011
July 2011
The British Columbias Clean Energy Act Ministerial Order No. M294
December 2012
Appendix B
Program Budget
1.4
8.9
38.8
391.1
60.9
110.5
62.8
54.2
37.0
716.5
14.4
Contingency
60.0
840.0
90.0
930.0
Appendix C
Program Operating and Capital Expenditures
Capital
Expenditures
Total
Expenditures
Labour
31.8
49.5
81.3
58.2
338.4
396.6
Materials/Other
(7.4)
296.9
289.5
11.8
11.8
779.2
Interest
n/a
82.6
696.6
7.5
n/a
90.1
696.6
Interest on Deferral
Total
7.5
786.7
($ million)
Operating
Expenditures
Capital
Expenditures
Total Expenditures
11.9
359.2
371.1
Telecommunications Systems
0.4
39.5
39.9
0.2
8.1
8.3
Solution Integration
0.0
53.9
53.9
In-Home Display/In-Home
Feedback
7.3
19.3
26.6
0.0
3.9
3.9
22.3
140.1
162.4
Smart Meters
Smart Grid
1,5
Other
1
In Directive No. 4 of Commission Order No. G-67-10, BC Hydro was directed to report SMI Program costs
broken down by the components specified therein.
Actual Expenditures
Program to Date
Program Management
4.7
20.1
24.8
Facilities
2.2
5.0
7.2
2.7
5.1
7.8
Regulatory
1.3
0.0
1.3
Procurement
0.1
20.3
20.4
Contract Management
0.0
2.3
2.3
Customer
2.6
0.0
2.6
Business Transformation
2.0
0.0
2.0
3.4
0.0
3.4
Utility Operations
1.3
0.0
1.3
Human Resources
0.9
0.5
1.4
11.3
0.0
11.3
Transition to Operations
0.7
0.0
0.7
Leasehold Improvements
0.0
0.4
0.4
0.0
0.0
0.0
Security
0.0
2.0
2.0
0.0
16.9
16.9
7.3
0.0
7.3
0.0
0.0
0.0
Total Other
40.5
72.6
113.1
Contingency
0.0
0.0
0.0
82.6
696.2
779.2
Finance
4
Infrastructure (IT)
Program Development
Total
1
2
4
5
Smart Grid includes theft detection and other advanced telecom infrastructure related expenditures.
Program Initiation and Identification includes expenditures of $7.3 million incurred during fiscal 2006 and
fiscal 2008 (inclusive). These amounts were expensed in the year in which they were incurred, although only
$0.6 million was recovered in rates (i.e., $6.7 million was incurred ex-plan).
Interest during construction is included in actual expenditures for each expenditure category, but not included
in planned expenditures by category. Therefore, a separate line item is included in Other.
Itron credit of $10 million previously reported under deferred regulatory reclassified to Smart Grid.
DSMD write off of $19.1 million reclassified from capital to operating.
Appendix D
Program EAR Revisions
EAR Revision
Number
Date
Nature of Change
Amount
($ thousands)
EAR No. 1
Prior to 2008
1,512
EAR No. 2
Identification Phase
Funding
8,283
EAR No. 3
4,278
EAR No. 4
To fund June
December 2008
30,347
EAR No. 5
Extension of SMI to
December 2010
20,000
EAR No. 6
Implementation Phase
Funding
Total
865,580
(775,580+90,000)
930,000
Appendix E
Contract Values Spent Greater than $3 million
Contract Number
Vendor
Description
Total Value
($ million)
CO 60950
CO 61015
Multiple
231.7
CO 60135
Meter Deployment
Services
83.4
CO 55836
Multiple
86.8
CO 73727
CO 73729
CO 79207
CO 87280
EMC Corporation of
Canada
Energy Analytics
Solution and Services
21.0
CO 69350
CO 86427
11.6
Multiple
IT Consulting Services
14.3
CO 51068
Multiple
Compugen Inc.
IT Software and
Hardware Purchases
22.6
Multiple
IT Consulting Services
7.9
CO 64130
Multiple
Telus
Telecom Infrastructure
Services
7.6
Multiple
IT Consulting Services
7.2
CO 62115
Meter Technician
Services
5.2
Multiple
DDB Canada
SMI communications
campaigns
5.0
CO 31955
Everest Outsourcing
Canada
Consulting Services
4.9
Multiple
Distribution System
Metering Devices
5.5
Multiple
IT Consulting Services
4.8
CO 33456
Consulting Services
4.3
CO 64863
Karma Midnight
Ventures Ltd.
Meter Technician
Services
3.5
Appendix F
Reasons for Commitment of Contingency and
Reserve Funds
In May 2013, the BC Hydro Board approved the release of $18.5 million of the
reserve funds to implement Meter Choices Program.
Reserve Funds
($ million)
Increased project costs resulting from the refusal of a smart meter
installation by some customers, including incremental meter
installation costs, additional network components and increased call
centre resources.
18.5
Unused Reserve
71.5
90.0
The main drivers for the commitment of the contingency funds were as follows:
Contingency Funds
($ million)
Budget Re-baseline (June 2011)
10.9
10.8
R6 IT
8.6
R3 Portal
6.2
Vendor Incentives
4.8
R6 EAS
4.4
R5 IPv6
4.3
DRC
4.2
IDC
4.1
Staffing
3.9
R5 Advanced Telecom
(4.6)
Foreign Exchange
(6.2)
(9.4)
Other
8.1
50.1
9.9
60.0
Appendix G
Program Asset Classes
Asset Class
Total Value
($ million)
Meters
C59403
420.6
Software
C80302
C80318
14.9
C80319
8.4
C80303
7.0
Subtotal Software
128.2
158.5
Control Systems
C68201
45.3
C68204
7.4
52.7
Tools
C82550
16.6
Computer Hardware
C80504
Servers
12.4
C80502
Routers
10.8
23.2
25.0
Other
696.6
Appendix H
Program Quarterly Reports Summary
Report
Period Cover
Date Filed
February 9, 2011
June 8, 2011
10
December 7, 2012
11
12
13
14
15
16
17
18
19
20
21
22
23
Appendix I
SMI Program Operating and Capital Expenditures by
SMI Program, with Energy Related Benefits (GWh)
and Revenues
Actual
F2012
Plan V a ria nc e
Actual
F2013
Plan V a ria nc e
Actual
F2014
Plan V a ria nc e
Actual
F2015
Plan V a ria nc e
Actual
F2016
Plan
V a ria nc e
Cum ulative
(F2012 to F2016)
Actual
Plan
V a ria nc e
0.0
2.6
0.0
1.7
6.9
0.0
1.7
4.2
0.0
0.0
0.0
0.0
8.6
5.9
(4.9)
(4.1)
(0.8)
0.0
0.0
0.0
(0.8)
(4.1)
(4.1)
0.0
(0.2)
0.0
0.0
(0.2)
0.8
0.0
0.8
(0.2)
0.0
0.0
0.6
(4.9)
(3.2)
(1.7)
0.0
0.0
0.0
(1.7)
0.0
50.0
0.0
50.0
0.9
4.0
25.5
30.4
(0.9)
46.0
(25.5)
19.6
200.0
1.0
199.0
Other
4.5
6.0
0.0
2.5
9.3
1.9
(2.0)
3.3
1.9
0.0
3.0
3.0
10.5
16.7
6.2
(4.9)
(4.9)
0.0
(14.4)
(1.9)
(1.5)
(17.8)
(0.0)
(1.7)
1.7
(14.4)
(1.9)
(1.5)
(16.1)
0.0
100.0
0.0
100.0
198.0
6.0
34.0
238.0
300.0
51.0
0.4
6.0
10.3
0.5
10.5
3.4
0.1
4.5
(6.9)
0.0
3.6
3.6
16.7
18.0
1.3
(6.0)
(6.0)
0.0
(22.3)
(2.1)
0.0
(24.4)
(6.0)
(6.0)
0.0
(26.4)
(4.5)
(1.8)
(32.7)
0.0
0.0
0.0
(4.1)
(2.4)
(1.8)
(8.3)
(198.0)
94.0
(34.0)
(138.0)
10.3
161.0
0.2
171.5
249.6
1.0
47.0
297.6
249.0
339.0
287.0
0.0
4.8
7.6
0.0
7.1
6.0
0.0
2.3
(1.6)
0.0
0.0
0.0
12.4
13.1
0.7
(5.5)
(5.5)
0.0
(20.4)
(1.1)
(0.3)
(21.8)
(5.5)
(5.5)
0.0
(20.4)
(1.4)
(0.4)
(22.2)
0.0
0.0
0.0
(0.0)
(0.3)
(0.1)
(0.4)
(239.3)
160.0
(46.8)
(126.1)
12.4
300.0
7.0
319.4
7.8
0.0
6.1
13.9
52.0
300.0
510.0
0.0
3.9
7.9
0.0
6.6
5.5
0.0
2.7
(2.4)
4.9
23.3
25.8
4.7
40.4
16.8
(0.2)
17.1
(9.0)
0.0
0.0
0.0
0.0
6.6
6.6
11.8
12.1
0.3
54.0
68.5
14.4
(4.5)
(4.5)
0.0
(20.4)
(0.8)
(0.3)
(21.5)
(4.5)
(4.5)
0.0
(20.4)
(1.4)
(0.3)
(22.1)
0.0
0.0
0.0
0.0
(0.6)
0.0
(0.6)
(25.8)
(23.3)
(2.5)
(63.0)
(4.0)
(0.6)
(70.2)
(25.0)
(25.0)
0.0
(81.7)
(9.2)
(4.0)
(94.9)
0.7
(1.7)
2.5
(18.7)
(5.2)
(3.4)
(24.8)
4.6
300.0
0.9
305.5
36.6
315.8
12.0
364.4
285.3
3.8
10.5
299.6
(248.7)
312.0
1.5
64.8
59.3
926.8
19.2
1005.3
741.6
14.8
123.1
879.5
(682.3)
912.0
(103.9)
125.8
(210.0)
359.0
637.5
(278.5)
1498.0
1486.5
11.5
(3.5)
0.0
(3.5)
(0.4)
0.0
(0.4)
3.1
0.0
3.1
(1.7)
0.0
(1.7)
(1.7)
0.0
(1.7)
0.0
0.0
0.0
(2.4)
(1.4)
(3.8)
(2.4)
(2.2)
(4.6)
0.0
(0.8)
(0.8)
(1.4)
(0.4)
(1.8)
(1.4)
0.0
(1.4)
0.0
0.4
0.4
(1.0)
(1.3)
(2.3)
(1.0)
(1.3)
(2.3)
0.0
0.0
0.0
(10.0)
(3.1)
(13.1)
(5.9)
(2.2)
(8.1)
4.1
0.9
5.0
* DSM Conservation F2016 target based on Energy Visualization Portal Benefit only
** Theft Reduction - Increased Energy Sales and Diversion Program Conservation estimated based on analyses performed in F2016
Appendix J
Glossary