SCE developed a strategy and roadmap to prepare for the increasing adoption of plug-in electric vehicles (PEVs) in its service territory in Southern California. The strategy focuses on four domains: 1) regulatory and market development to support PEV adoption, 2) integration of PEVs onto the electric grid, 3) empowering customers with PEV ownership, and 4) enhancing grid resiliency and efficiency with managed PEV charging. SCE forecasts significant PEV adoption over the next decade and aims to provide customers a positive ownership experience through new rate options and ensure the electric grid can reliably support increasing PEV load. SCE will collaborate with industry partners and regulators to develop the market and grid infrastructure needed for widespread P
Reinventing the Indian Audit & Accounts ServiceShantanu Basu
This document proposes restructuring the Indian Audit and Accounts Department (IAAD) to make it better aligned with India's changing governance model of liberalization, privatization, and globalization (LPG). It argues that IAAD needs to decentralize, delayer, and differentiate its structure horizontally and vertically to improve timeliness, flexibility, innovation, and audit coverage. It proposes separating audit of central and state governments, differentiating central government audit by functional clusters, and establishing five distinct operational levels and two separate management streams. The goal is to shift IAAD's operating paradigm from a geography-based model to a functional theme-based "hub and spoke" model to modernize the organization and make it better able to fulfill its duties
110906 ps-ritc-skills australia interim report resources industryRITCWA
This document provides a summary of Skills Australia's 2011 interim report on resources sector skill needs. The report finds that demand for skills in the resources sector is likely to be stronger than previously estimated due to more major projects being confirmed and higher commodity production forecasts. While the national labour market is tightening, further policy responses may be needed to ensure industry skill needs are met without impacting other sectors of the economy. These could include measures to increase labour force participation, mobility, and engagement of groups underrepresented in resources such as women and Indigenous Australians.
This document lists recipients of Endeavour Scholarships and Fellowships from 2007-2015. It provides details on recipients for each year, including their name, country or region, field of study or research, and host institution. Recipients are grouped by scholarship and fellowship type, year, and whether they were inbound or outbound. The scholarships and fellowships covered include postgraduate scholarships, executive fellowships, research fellowships, and vocational education and training scholarships.
This document is a thesis that examines the factors affecting the financial performance of insurance companies in Ethiopia. It was conducted in Wolaita Sodo Town and researches various internal and external factors that influence insurance company profits and stability. The study uses surveys of insurance company employees and secondary financial data to analyze metrics like underwriting risk, reinsurance dependence, solvency ratios, premium growth, company size, and macroeconomic indicators. Statistical tests are employed to determine the impact of each factor and develop models for predicting financial performance. The goal is to identify the key drivers of insurance company performance in Ethiopia and provide recommendations.
This document discusses the role of the Chief Information Officer (CIO) and how to be effective in that role. It introduces the concept of the "5 I's of the CIO" which are Inspiration, Impact, Information, Integration, and Individuals. Each of these areas is then explored in more detail with examples and challenges provided for CIOs to evaluate how well aligned their team and strategies are in each area. The overall message is that to be truly effective, a CIO must go beyond just technical delivery and ensure their team and strategies are driving real business value through vision, stakeholder outputs, information management, integrated roadmaps, and engaging individuals.
This document provides an overview of several career guidance theories, beginning with matching theories proposed by Parsons, Rodgers, and Holland. These theories view career choice as rationally matching individuals' traits to occupational requirements. While influential, they are criticized for not accounting for change over time or cultural factors. Developmental theories proposed by Ginzberg and Super view career choice as a developmental process over the lifespan. Learning theories emphasize social learning and happenstance in career decision-making. Psychodynamic theories proposed by Roe and Savickas view career choice through a psychodynamic lens. The document concludes by discussing community interaction theory and providing references for further reading.
Develop a portfolio to demonstrate school leadership and management competenc...Saide OER Africa
The main purpose of this module is to assist you to compile a reflective portfolio with evidence of your competence in school leadership and management. The secondary purpose is to enable you to understand the use of portfolios as an assessment instrument, so that you will be able to promote their use for assessing learners in your school.
The document discusses the objectives and fundamentals of auditing. It explains that the main objective of auditing is to ensure the financial reliability of an organization and provide an independent opinion on whether the books of accounts show a true and fair view. It also discusses the three main types of fraud that can be detected through auditing - misappropriation of cash, goods, and manipulation of accounts.
Reinventing the Indian Audit & Accounts ServiceShantanu Basu
This document proposes restructuring the Indian Audit and Accounts Department (IAAD) to make it better aligned with India's changing governance model of liberalization, privatization, and globalization (LPG). It argues that IAAD needs to decentralize, delayer, and differentiate its structure horizontally and vertically to improve timeliness, flexibility, innovation, and audit coverage. It proposes separating audit of central and state governments, differentiating central government audit by functional clusters, and establishing five distinct operational levels and two separate management streams. The goal is to shift IAAD's operating paradigm from a geography-based model to a functional theme-based "hub and spoke" model to modernize the organization and make it better able to fulfill its duties
110906 ps-ritc-skills australia interim report resources industryRITCWA
This document provides a summary of Skills Australia's 2011 interim report on resources sector skill needs. The report finds that demand for skills in the resources sector is likely to be stronger than previously estimated due to more major projects being confirmed and higher commodity production forecasts. While the national labour market is tightening, further policy responses may be needed to ensure industry skill needs are met without impacting other sectors of the economy. These could include measures to increase labour force participation, mobility, and engagement of groups underrepresented in resources such as women and Indigenous Australians.
This document lists recipients of Endeavour Scholarships and Fellowships from 2007-2015. It provides details on recipients for each year, including their name, country or region, field of study or research, and host institution. Recipients are grouped by scholarship and fellowship type, year, and whether they were inbound or outbound. The scholarships and fellowships covered include postgraduate scholarships, executive fellowships, research fellowships, and vocational education and training scholarships.
This document is a thesis that examines the factors affecting the financial performance of insurance companies in Ethiopia. It was conducted in Wolaita Sodo Town and researches various internal and external factors that influence insurance company profits and stability. The study uses surveys of insurance company employees and secondary financial data to analyze metrics like underwriting risk, reinsurance dependence, solvency ratios, premium growth, company size, and macroeconomic indicators. Statistical tests are employed to determine the impact of each factor and develop models for predicting financial performance. The goal is to identify the key drivers of insurance company performance in Ethiopia and provide recommendations.
This document discusses the role of the Chief Information Officer (CIO) and how to be effective in that role. It introduces the concept of the "5 I's of the CIO" which are Inspiration, Impact, Information, Integration, and Individuals. Each of these areas is then explored in more detail with examples and challenges provided for CIOs to evaluate how well aligned their team and strategies are in each area. The overall message is that to be truly effective, a CIO must go beyond just technical delivery and ensure their team and strategies are driving real business value through vision, stakeholder outputs, information management, integrated roadmaps, and engaging individuals.
This document provides an overview of several career guidance theories, beginning with matching theories proposed by Parsons, Rodgers, and Holland. These theories view career choice as rationally matching individuals' traits to occupational requirements. While influential, they are criticized for not accounting for change over time or cultural factors. Developmental theories proposed by Ginzberg and Super view career choice as a developmental process over the lifespan. Learning theories emphasize social learning and happenstance in career decision-making. Psychodynamic theories proposed by Roe and Savickas view career choice through a psychodynamic lens. The document concludes by discussing community interaction theory and providing references for further reading.
Develop a portfolio to demonstrate school leadership and management competenc...Saide OER Africa
The main purpose of this module is to assist you to compile a reflective portfolio with evidence of your competence in school leadership and management. The secondary purpose is to enable you to understand the use of portfolios as an assessment instrument, so that you will be able to promote their use for assessing learners in your school.
The document discusses the objectives and fundamentals of auditing. It explains that the main objective of auditing is to ensure the financial reliability of an organization and provide an independent opinion on whether the books of accounts show a true and fair view. It also discusses the three main types of fraud that can be detected through auditing - misappropriation of cash, goods, and manipulation of accounts.
Strategy Package for Higher Growth & Structural Change Human Capital for a Hi...Ghazally Spahat
This document provides a final report on a strategy package to develop human capital for a high-income economy in Malaysia. It includes an executive summary and 13 sections that diagnose current issues, identify key challenges, and propose options for reform related to human capital development. The report outlines strategies to improve the quality of teaching, technical/skills education, university graduates, foreign labor policies, and the regulatory framework. It also recommends streamlining management of human capital development across government agencies.
This document provides an introduction and literature review for a thesis investigating the impact of natural resource revenue transfers on development outcomes across Indonesia's regions. It begins with background on Indonesia's economy and decentralization reforms that increased resource revenue sharing with subnational governments. The literature review then covers the resource curse at national and subnational levels, as well as debates around fiscal decentralization and managing resource revenues. The methodology section outlines a quantitative analysis of revenue/development correlations and comparative case studies of two provinces. The introduction aims to understand how resource revenues impact development and why some resource-rich regions perform better than others.
The document presents the Rail Technical Strategy 2012, which was developed by the Technical Strategy Leadership Group for the railway industry in Great Britain. It outlines a range of technical solutions to address the industry's principal challenges over the next 30 years related to customer satisfaction, capacity increase, cost reduction, and carbon reduction. The strategy supports delivery of the industry's business plan and aims to provide a transformed technical landscape that improves the railway's business and provides better service and value for customers.
Revenue for engineering services outsourcing (ESO) companies fell in 2012, necessitating a reduction in expenses. The report analyzes the financial performance of 13 Indian ESO companies between 2007-2011. It finds declining revenue growth and profit margins over these years, with total income, revenue per employee, and profitability metrics like EBITDA margin and net profit per employee falling. Tighter expense management is needed for these companies to improve financial performance.
This document provides a summary of the Advanced Technological Education (ATE) program's recruitment efforts and enrollment management plan from 2006-2007 and goals for 2007-2012. Key findings from 2006-2007 data analysis show an increase in new students and prospects learning about the program from the internet and word-of-mouth. The plan outlines ongoing strategies around marketing, partnership development, and accessibility to increase enrollment by 15% annually through initiatives like promoting the university's online programs and optimizing the program's website. Progress and goals are measured using data from an ATE recruiting database to evaluate tactics and inform budget planning.
20090104 oecd china country note second draft -2_Lichia Saner-Yiu
This document provides a draft country note on tertiary education in China as part of an OECD review. It summarizes China's significant achievements in expanding tertiary education participation and research output in recent decades. However, it also notes challenges around maintaining quality, equitable access, and matching graduate skills with labor market needs. The review team addresses seven policy areas and provides pointers for improving planning, access, learning effectiveness, quality assurance, financing, innovation linkages, and internationalization of China's large and evolving tertiary education system.
This document provides an overview of an internship program at ELGI Company in Coimbatore, India. It includes acknowledgements, background on the company, objectives of the internship, and problem statement. The problem statement is to study transmission error in gears, predict transmission error for a given gear pair, and analyze the influence of various factors. The document contains sections on transmission and gears, sources of noise in gear systems, definitions of terms related to transmission error, algorithms for evaluating transmission error, description of an actual gear system to analyze, and a case study analyzing different variables.
This document provides information and instructions about implementing Tax Deducted at Source (TDS) in the Tally.ERP 9 accounting software. It covers topics such as enabling TDS in Tally.ERP 9, completing various TDS transactions like deducting and paying TDS on expenses, adjusting TDS amounts, accounting for changes in TDS rates, and generating TDS reports and returns. The goal is to help users understand and properly utilize the TDS features in Tally.ERP 9 to comply with Indian tax regulations.
Transforming Healthcare with mHealth Solutions August 2011Carolyn Galvin
This document discusses trends in mobile health (mHealth) solutions and their potential to transform healthcare. It provides an overview of the current state of mobile technology adoption in healthcare organizations, including growth in the mHealth market and sources of growth. The document examines how mobility can drive innovation, efficiencies and improved patient outcomes in healthcare, as well as analyzing the potential return on investment of mHealth solutions. It also profiles relevant mobile technologies, vendors, and regulatory considerations regarding mHealth product development and implementation.
This document provides an overview of the banking and financial services industry in India. It notes that the Indian banking sector has been growing at 7% annually from 2000 to 2008. Bank credit increased by 30% from 2007 to 2008, with 23% of credit extended to infrastructure projects. Key demand drivers for banking include increasing penetration in rural areas, growth of microfinance and financial technology, and increasing household savings. Public sector banks are increasing computerization to improve efficiencies. The skills gap in banking includes the need for skills in retail banking, corporate banking, treasury management, and support functions.
This document summarizes a report on a proposed New South Wales Government social impact bond pilot program. The report reviews potential policy areas and nonprofit organizations for the pilot, assesses investor appetite, and recommends a structure. It finds potential in programs addressing juvenile justice and parenting skills, and identifies criteria for selecting participants, measuring outcomes, and establishing an independent audit body. The report provides an overview of social impact bonds and lessons from the UK experience to inform next steps for the NSW Government's pilot program.
This document provides a summary of a feasibility study on establishing a Pan African Stock Exchange. It analyzes the context and performance of existing African stock exchanges. Various options for integrating the exchanges are examined, including maintaining national/regional exchanges with a Pan African platform, an integrated transaction platform, or gradual integration. Key challenges to integration are different regulations, governance structures, and technologies across exchanges. The document recommends harmonizing regulations according to international standards and adopting a gradual, market-led approach to integration.
This document summarizes a report on university gap funding programs. It finds that while universities help drive innovation through research and spin-offs, there is a lack of early-stage funding to commercialize discoveries. In response, universities have created 63 gap funding programs across 40 organizations. The report analyzes these programs and finds they have high commercialization rates, attract over $2.8 billion in additional investment, and create thousands of jobs. Gap funding helps advance technologies, build innovation networks, and maximize the impact of university research. It should be a priority given its ability to catalyze commercialization and foster a culture of innovation.
This document is the 2011 annual report of the Global Venture Capital and Private Equity Country Attractiveness Index. It introduces the index, which measures the attractiveness of countries for venture capital and private equity investors. The report covers 80 countries, more than the first edition. It describes how the index is constructed based on quantitative data about markets, tax/regulation, investment opportunities and human/social factors. Country rankings and profiles are provided. Analyses show the index successfully tracks real investment activity and returns. Guest articles also examine the relationship between fund size and performance.
This document outlines a business plan for a proposed microfinance institution called MIO Credit Operator in Cambodia. The plan discusses MIO's mission to provide financial services to low-income clients. It analyzes Cambodia's macroeconomic environment and microfinance market, identifying opportunities and competitors. The plan also describes MIO's proposed credit policies, loan products, customer evaluation process, and risk management strategies. Financial projections estimate that MIO will become profitable and serve over 5,000 clients by 2019.
Regional Study on Financial Education in the EAC Draft ReportMoses Biu
This document provides a summary of a regional study on financial education in East African Community (EAC) partner states. It includes background information on the economies, populations, and financial sectors of Burundi, Kenya, Rwanda, Tanzania, and Uganda. It then analyzes existing financial education interventions in each country and per sector. Key findings are presented on differences in money culture, language, and behaviors across countries. Challenges to financial literacy and education are discussed. The document concludes with recommendations for regional cooperation on financial education, including proposed institutional arrangements, frameworks, and monitoring/evaluation.
MBA Dissertation - Green Car Future 2020: Scenario implications for the Europ...Sailesh Patel
My MBA dissertation informing a 14-member EU industry consortium including automotive manufacturers (Renault), suppliers (Bosch), city transport (TfL), electricity suppliers (Iberdrola), etc. This strategy report explores 2020 scenarios and their drivers, providing actionable recommendations for 2011 and competitiveness implications. Scenario planning feature heavily, featuring a unique incorporation and development of Michael Porter’s ’National Diamond’ to identify credible drivers affecting industry competitiveness. For further details see http://www.capire.eu/public/
This document provides an overview of 3GPP standards releases from Release 99 through Release 10. It discusses the evolution of 3G technologies such as HSPA and HSPA+ as well as the development of 4G technologies including LTE and LTE-Advanced. The document also examines growing demands for wireless data applications and services. Key areas covered include a timeline of 3GPP releases, status updates on HSPA+ and LTE/EPC enhancements, requirements for IMT-Advanced, and plans for Release 11 and beyond.
2016 D-STOP Symposium ("Smart Cities") session by SwRI's Paul Avery. Get symposium details: http://ctr.utexas.edu/research/d-stop/education/annual-symposium/
2015 D-STOP Symposium session by Samsung Research America's Thomas Novlan. Watch the presentation at http://youtu.be/cO6qCwhVz8A?t=17m57s
Get symposium details: http://ctr.utexas.edu/research/d-stop/education/annual-symposium/
New Services and Markets Technology Enablers (SMARTER) - LTE Relese 13+ and r...Yi-Hsueh Tsai
3GPP Overview
TSG Plenary Status
Progress and content of SA1 5G Study Item - SMARTER
- Introduction and Status
- Radio Interface Technology definition
- Time Delay analysis
- Use Cases and Summary
RAN workshop on 5G Chairman Summary
- Use Cases & Services
- New radio
- 5G Time Line and Phasing
- Next steps
NGMN Alliance’ 5G Use Cases
Introducing new Cellular V2X technologies, designed to connect vehicles to each other (V2V), to pedestrians (V2P), to roadway infrastructure (V2I), to the network (V2N) — to basically everything (V2X).
Strategy Package for Higher Growth & Structural Change Human Capital for a Hi...Ghazally Spahat
This document provides a final report on a strategy package to develop human capital for a high-income economy in Malaysia. It includes an executive summary and 13 sections that diagnose current issues, identify key challenges, and propose options for reform related to human capital development. The report outlines strategies to improve the quality of teaching, technical/skills education, university graduates, foreign labor policies, and the regulatory framework. It also recommends streamlining management of human capital development across government agencies.
This document provides an introduction and literature review for a thesis investigating the impact of natural resource revenue transfers on development outcomes across Indonesia's regions. It begins with background on Indonesia's economy and decentralization reforms that increased resource revenue sharing with subnational governments. The literature review then covers the resource curse at national and subnational levels, as well as debates around fiscal decentralization and managing resource revenues. The methodology section outlines a quantitative analysis of revenue/development correlations and comparative case studies of two provinces. The introduction aims to understand how resource revenues impact development and why some resource-rich regions perform better than others.
The document presents the Rail Technical Strategy 2012, which was developed by the Technical Strategy Leadership Group for the railway industry in Great Britain. It outlines a range of technical solutions to address the industry's principal challenges over the next 30 years related to customer satisfaction, capacity increase, cost reduction, and carbon reduction. The strategy supports delivery of the industry's business plan and aims to provide a transformed technical landscape that improves the railway's business and provides better service and value for customers.
Revenue for engineering services outsourcing (ESO) companies fell in 2012, necessitating a reduction in expenses. The report analyzes the financial performance of 13 Indian ESO companies between 2007-2011. It finds declining revenue growth and profit margins over these years, with total income, revenue per employee, and profitability metrics like EBITDA margin and net profit per employee falling. Tighter expense management is needed for these companies to improve financial performance.
This document provides a summary of the Advanced Technological Education (ATE) program's recruitment efforts and enrollment management plan from 2006-2007 and goals for 2007-2012. Key findings from 2006-2007 data analysis show an increase in new students and prospects learning about the program from the internet and word-of-mouth. The plan outlines ongoing strategies around marketing, partnership development, and accessibility to increase enrollment by 15% annually through initiatives like promoting the university's online programs and optimizing the program's website. Progress and goals are measured using data from an ATE recruiting database to evaluate tactics and inform budget planning.
20090104 oecd china country note second draft -2_Lichia Saner-Yiu
This document provides a draft country note on tertiary education in China as part of an OECD review. It summarizes China's significant achievements in expanding tertiary education participation and research output in recent decades. However, it also notes challenges around maintaining quality, equitable access, and matching graduate skills with labor market needs. The review team addresses seven policy areas and provides pointers for improving planning, access, learning effectiveness, quality assurance, financing, innovation linkages, and internationalization of China's large and evolving tertiary education system.
This document provides an overview of an internship program at ELGI Company in Coimbatore, India. It includes acknowledgements, background on the company, objectives of the internship, and problem statement. The problem statement is to study transmission error in gears, predict transmission error for a given gear pair, and analyze the influence of various factors. The document contains sections on transmission and gears, sources of noise in gear systems, definitions of terms related to transmission error, algorithms for evaluating transmission error, description of an actual gear system to analyze, and a case study analyzing different variables.
This document provides information and instructions about implementing Tax Deducted at Source (TDS) in the Tally.ERP 9 accounting software. It covers topics such as enabling TDS in Tally.ERP 9, completing various TDS transactions like deducting and paying TDS on expenses, adjusting TDS amounts, accounting for changes in TDS rates, and generating TDS reports and returns. The goal is to help users understand and properly utilize the TDS features in Tally.ERP 9 to comply with Indian tax regulations.
Transforming Healthcare with mHealth Solutions August 2011Carolyn Galvin
This document discusses trends in mobile health (mHealth) solutions and their potential to transform healthcare. It provides an overview of the current state of mobile technology adoption in healthcare organizations, including growth in the mHealth market and sources of growth. The document examines how mobility can drive innovation, efficiencies and improved patient outcomes in healthcare, as well as analyzing the potential return on investment of mHealth solutions. It also profiles relevant mobile technologies, vendors, and regulatory considerations regarding mHealth product development and implementation.
This document provides an overview of the banking and financial services industry in India. It notes that the Indian banking sector has been growing at 7% annually from 2000 to 2008. Bank credit increased by 30% from 2007 to 2008, with 23% of credit extended to infrastructure projects. Key demand drivers for banking include increasing penetration in rural areas, growth of microfinance and financial technology, and increasing household savings. Public sector banks are increasing computerization to improve efficiencies. The skills gap in banking includes the need for skills in retail banking, corporate banking, treasury management, and support functions.
This document summarizes a report on a proposed New South Wales Government social impact bond pilot program. The report reviews potential policy areas and nonprofit organizations for the pilot, assesses investor appetite, and recommends a structure. It finds potential in programs addressing juvenile justice and parenting skills, and identifies criteria for selecting participants, measuring outcomes, and establishing an independent audit body. The report provides an overview of social impact bonds and lessons from the UK experience to inform next steps for the NSW Government's pilot program.
This document provides a summary of a feasibility study on establishing a Pan African Stock Exchange. It analyzes the context and performance of existing African stock exchanges. Various options for integrating the exchanges are examined, including maintaining national/regional exchanges with a Pan African platform, an integrated transaction platform, or gradual integration. Key challenges to integration are different regulations, governance structures, and technologies across exchanges. The document recommends harmonizing regulations according to international standards and adopting a gradual, market-led approach to integration.
This document summarizes a report on university gap funding programs. It finds that while universities help drive innovation through research and spin-offs, there is a lack of early-stage funding to commercialize discoveries. In response, universities have created 63 gap funding programs across 40 organizations. The report analyzes these programs and finds they have high commercialization rates, attract over $2.8 billion in additional investment, and create thousands of jobs. Gap funding helps advance technologies, build innovation networks, and maximize the impact of university research. It should be a priority given its ability to catalyze commercialization and foster a culture of innovation.
This document is the 2011 annual report of the Global Venture Capital and Private Equity Country Attractiveness Index. It introduces the index, which measures the attractiveness of countries for venture capital and private equity investors. The report covers 80 countries, more than the first edition. It describes how the index is constructed based on quantitative data about markets, tax/regulation, investment opportunities and human/social factors. Country rankings and profiles are provided. Analyses show the index successfully tracks real investment activity and returns. Guest articles also examine the relationship between fund size and performance.
This document outlines a business plan for a proposed microfinance institution called MIO Credit Operator in Cambodia. The plan discusses MIO's mission to provide financial services to low-income clients. It analyzes Cambodia's macroeconomic environment and microfinance market, identifying opportunities and competitors. The plan also describes MIO's proposed credit policies, loan products, customer evaluation process, and risk management strategies. Financial projections estimate that MIO will become profitable and serve over 5,000 clients by 2019.
Regional Study on Financial Education in the EAC Draft ReportMoses Biu
This document provides a summary of a regional study on financial education in East African Community (EAC) partner states. It includes background information on the economies, populations, and financial sectors of Burundi, Kenya, Rwanda, Tanzania, and Uganda. It then analyzes existing financial education interventions in each country and per sector. Key findings are presented on differences in money culture, language, and behaviors across countries. Challenges to financial literacy and education are discussed. The document concludes with recommendations for regional cooperation on financial education, including proposed institutional arrangements, frameworks, and monitoring/evaluation.
MBA Dissertation - Green Car Future 2020: Scenario implications for the Europ...Sailesh Patel
My MBA dissertation informing a 14-member EU industry consortium including automotive manufacturers (Renault), suppliers (Bosch), city transport (TfL), electricity suppliers (Iberdrola), etc. This strategy report explores 2020 scenarios and their drivers, providing actionable recommendations for 2011 and competitiveness implications. Scenario planning feature heavily, featuring a unique incorporation and development of Michael Porter’s ’National Diamond’ to identify credible drivers affecting industry competitiveness. For further details see http://www.capire.eu/public/
This document provides an overview of 3GPP standards releases from Release 99 through Release 10. It discusses the evolution of 3G technologies such as HSPA and HSPA+ as well as the development of 4G technologies including LTE and LTE-Advanced. The document also examines growing demands for wireless data applications and services. Key areas covered include a timeline of 3GPP releases, status updates on HSPA+ and LTE/EPC enhancements, requirements for IMT-Advanced, and plans for Release 11 and beyond.
2016 D-STOP Symposium ("Smart Cities") session by SwRI's Paul Avery. Get symposium details: http://ctr.utexas.edu/research/d-stop/education/annual-symposium/
2015 D-STOP Symposium session by Samsung Research America's Thomas Novlan. Watch the presentation at http://youtu.be/cO6qCwhVz8A?t=17m57s
Get symposium details: http://ctr.utexas.edu/research/d-stop/education/annual-symposium/
New Services and Markets Technology Enablers (SMARTER) - LTE Relese 13+ and r...Yi-Hsueh Tsai
3GPP Overview
TSG Plenary Status
Progress and content of SA1 5G Study Item - SMARTER
- Introduction and Status
- Radio Interface Technology definition
- Time Delay analysis
- Use Cases and Summary
RAN workshop on 5G Chairman Summary
- Use Cases & Services
- New radio
- 5G Time Line and Phasing
- Next steps
NGMN Alliance’ 5G Use Cases
Introducing new Cellular V2X technologies, designed to connect vehicles to each other (V2V), to pedestrians (V2P), to roadway infrastructure (V2I), to the network (V2N) — to basically everything (V2X).
Computer vision is being integrated into many devices to enable new applications. Qualcomm Technologies is tackling the challenges of running computer vision workloads on mobile devices by utilizing powerful heterogeneous processors and optimized algorithms. Examples showed computer vision enabling applications in areas like mobile, virtual reality, IP cameras, drones, and automotive. Qualcomm is bringing computer vision to mobile and other devices to enable ubiquitous deployment of visual intelligence.
Autonomous Vehicles: Technologies, Economics, and OpportunitiesJeffrey Funk
National University of Singapore students presented on autonomous vehicles, including their evolution, enabling technologies like sensors and connectivity, infrastructure needs, and entrepreneurial opportunities. Key points discussed include autonomous vehicles producing large amounts of data, 5G enabling low latency required for applications, dedicated lanes and platooning potentially increasing road capacity, and autonomous vehicles reducing fuel costs, traffic, and accidents while creating new business models.
Autonomous vehicles: becoming economically feasible through improvements in l...Jeffrey Funk
These slides use concepts from my (Jeff Funk) course entitled analyzing hi-tech opportunities to analyze how autonomous vehicles are becoming economically feasible throug through improvements in lasers, microelectronic mechanical systems (MEMS), integrated circuits (ICs), and other components. Although the cost of the Google Car is currently about 150,000 USD, 30% annual improvements in lasers, MEMS, and ICs will make these economically feasible for a broad number of users in the next ten years. A key issue is when certain lanes, roads or even entire highway systems are restricted to automated vehicles. This would enable collision avoidance to rely more on between-vehicle communications. This would further reduce the cost of automated vehicles, stimulate diffusion, and also reduce transportation time and increase fuel efficiency.
This document outlines Bihar's 2011 Information and Communication Technology (ICT) Policy. The policy governs the state's vision to implement and oversee IT enablement through guidelines. It covers ICT policies for industry, education, governance, and citizens. It also discusses improving business and social infrastructure to support ICT, including airline connectivity, road connectivity, power supply, communication links, real estate, and retail/entertainment hubs. The overall goal is to promote ICT development and usage across key sectors in Bihar.
Develop a portfolio to demonstrate school leadership and management competenc...Saide OER Africa
This document introduces the portfolio module of the Advanced Certificate in Education (School Management and Leadership) program. The purpose of the module is to provide a framework for students to compile a portfolio of evidence demonstrating their competence in school leadership and management. The portfolio will contain evidence collected throughout the program, as well as historical evidence from students' previous work experience. Students will organize their evidence, write reflective commentaries, and develop a professional growth plan to submit for final assessment. Completing the portfolio module successfully will require students to plan, collect, organize and reflect on evidence of their learning and skills over the course of the ACE program.
This document provides an updated guidebook for Continuous Process Improvement (CPI) and Lean Six Sigma (LSS) within the Department of Defense (DoD). It summarizes key changes from the original 2006 guidebook, including a new emphasis on adapting CPI principles and implementing LSS. The guidebook defines the CPI framework and roles within DoD, providing latitude for how different services and agencies can structure their own improvement efforts while achieving common goals and metrics. It aims to foster an organizational culture of continuous improvement through leadership engagement and problem-solving at all levels.
This Business Improvement Proposal was created by WebIT2 Consultants (Sarah Killey, Donald Gee, Mark Cottman-fields, Darren Cann and Sean Marshall) for the Queensland University of Technology (QUT) Library.
The plan outlines an in-depth situational analysis, proposal description, recommended solution, key benefits, business drivers, return on investment and implementation plan.
This is an assessment piece for INB346 - Enterprise 2.0 unit, Semester 2, 2009 (Lecturer Dr Jason Watson).
Phases 1A, 1B and N2 Express of Cape
Town’s MyCiTi IRT system for 2012. This Business Plan, for Council approval, is intended to inform and guide the City of Cape Town in the
development, implementation and operation of the MyCiTi Integrated Rapid Transit Project. The plan and
associated development programme are based on current knowledge regarding system requirements and
information currently available with regard to funding and other constraints.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Global value chains (GVCs), which interlink economies and businesses across the World, now govern economic trade and investment flows and present opportunities to integrate into an increasingly connected marketplace.
Overall, an integrated and coordinated approach between domestic public and private sector agencies together with international counterparts is necessary to effectively engage GVCs. The more cooperation and engagement, the better the probability to enhance GVC integration.
This document is a program handbook for the Master of Arts in Counseling program at a university for the years 2009-2011. It provides information on the program's mission, goals, degree requirements, course registration, practicum and internship guidelines, ethical standards, licensing information, and lists of faculty and professional counseling organizations. The handbook serves as a reference for students in the counseling program.
Reinventing the Indian Audit & Accounts ServiceShantanu Basu
The document proposes reinventing and restructuring the Indian Audit and Accounts Service (IA&AS) to make it better aligned with India's changing LPG (Liberalization, Privatization, Globalization) model of governance. It argues that the IA&AS requires decentralization, delayering, differentiation and specialization to keep up with the increased pace and risk of modern decision making. The document proposes vertically differentiating the IA&AS into central and state components and horizontally differentiating the central audit based on functional clusters. It also proposes creating distinct audit and strategic management entities, limiting accountability layers, and separating central from state audits. The goal is to make the IA&AS structure and processes more flexible, innovative
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Similar to PEVR Strategy and Roadmap_Complete (20)
Integrating developing countries’ SMEs into Global Value Chain.
PEVR Strategy and Roadmap_Complete
1. SOUTHERN CALIFORNIA EDISON COMPANY (SCE)
Plug-in Electric Vehicle Strategy &
Roadmap
Empowering our customers to positively experience PEV-
grid connectivity
FOR OVER 100 YEARS…LIFE. POWERED BY EDISON.
Empowering our customers
to positively experience
PEV-grid connectivity
PLUG-IN
ELECTRIC
VEHICLE
STRATEGY
& ROADMAP
2.
3. I
Table of Contents
I. Executive Summary .................................................................................................................1
A. Strategic Domains.....................................................................................................................................................2
1. Regulatory and Market Landscape Development .................................................................................................2
2. Plug-in Electric Vehicle Integration ........................................................................................................................2
3. Customer Empowerment......................................................................................................................................2
4. Grid Resiliency and Efficiency ...............................................................................................................................2
B. Overview of SCE’s PEV Readiness Objectives .........................................................................................................3
C. Strategy Update Process...........................................................................................................................................4
II. Introduction.............................................................................................................................5
A. Why is SCE Preparing for the Arrival of Plug-in Electric Vehicles?............................................................................5
1. Rate and Metering Options are Critical Issues in Providing a Positive PEV Ownership Experience.....................5
2. Potential PEV Load Impacts on the Electric Grid Require Planning and Preparation.............................................6
3. Individual Customer Value and Societal Benefits ..................................................................................................7
4. Customer Segments Impacted by PEVs...............................................................................................................8
B. What is Driving the Market for Plug-in Electric Vehicles? .........................................................................................8
1. Environmental Impacts and the Societal Cost of Dependence on Foreign Oil......................................................8
2. Appeal of New Vehicle Options to an Expanding PEV Market..............................................................................9
3. Technological Innovations......................................................................................................................................9
4. Federal and State Regulatory Policies.................................................................................................................1 0
5. Appeal of Electric Vehicles in California...............................................................................................................1 1
6. Gasoline Prices are More Volatile than Electricity Prices ....................................................................................1 2
C. What is the Forecast for PEV Sales.........................................................................................................................1 4
D. What is SCE’s Historical Involvement with Electric Transportation?.......................................................................1 5
4. II
III.PEV Readiness Vision, Strategy and Roadmap ...................................................................... 17
A. Regulatory and Market Landscape Development ...................................................................................................1 9
1. What is SCE’s Vision of Regulatory and Market Landscape Development for the Year 2020?...........................1 9
2. What are SCE’s Strategies for Regulatory and Market Landscape Development?.............................................2 0
3. How will SCE Execute its Strategies for Regulatory and Market Landscape Development? .............................2 2
B. Plug-in Electric Vehicle Integration ..........................................................................................................................2 4
1. What is SCE’s Vision of PEV Integration for the Year 2020? ...............................................................................2 4
2. What are SCE’s Strategies for PEV Integration? .................................................................................................2 5
3. How will SCE Execute its Strategies for PEV Integration?..................................................................................2 7
C. Customer Empowerment........................................................................................................................................2 9
1. What is SCE’s Vision of Customer Empowerment for the Year 2020? ...............................................................2 9
2. What are SCE’s Strategies for Customer Empowerment? .................................................................................2 9
3. How will SCE Execute its Strategies for Customer Empowerment?..................................................................3 3
D. Grid Resiliency and Efficiency .................................................................................................................................3 6
1. What is SCE’s Vision of Grid Resiliency and Efficiency for the Year 2020?.........................................................3 6
2. What are SCE’s Strategies for Grid Resiliency and Efficiency?...........................................................................3 7
3. How will SCE Execute its Strategies for Grid Resiliency and Efficiency? ...........................................................3 8
IV.Methodology ..........................................................................................................................4 1
A. What was SCE’s Approach to Developing its PEV Readiness Strategy? ................................................................4 1
1. Customer-focused Planning ................................................................................................................................4 1
2. Industry Collaboration..........................................................................................................................................4 2
3. Rigorous Technology Evaluation..........................................................................................................................4 2
4. Strategic Flexibility ..............................................................................................................................................4 3
Appendices ............................................................................................................................................................4 4
Appendix 1 ............................................................................................................................................................4 4
Appendix 2 ............................................................................................................................................................4 5
Appendix 3 ............................................................................................................................................................4 6
Appendix 4 ............................................................................................................................................................4 7
Appendix 5 ............................................................................................................................................................4 7
Appendix 6 ............................................................................................................................................................5 1
Table of Figures
Figure 1: Forecast of Plug-in Electric Vehicles in SCE Territory ......................................................................................3
Figure 2: Three Distinct Types of System Peaks............................................................................................................6
Figure 3: Benefits of PEV Ownership.............................................................................................................................7
Figure 4: PEV Customer Segments................................................................................................................................8
Figure 5: Providers of PEV Charging Products And Services .......................................................................................1 1
Figure 6: Retail Gasoline and Electricity Price Comparison ..........................................................................................1 2
Figure 7: Fuel Cost Comparison ...................................................................................................................................1 3
Figure 8: PEV Sales Forecast for SCE’s Service Territory.............................................................................................1 4
Figure 9: Estimated System and PEV Load by Summer 2020 .....................................................................................1 5
Figure 10: Key Milestones for SCE Involvement in Electric Transportation (partial list) ...............................................1 6
Figure 11: PEV Readiness Domains .............................................................................................................................1 8
Figure 12: PEV Readiness Vision Summary .................................................................................................................1 9
Figure 13: Market and Regulatory Landscape Development Strategies, Tactics and Timeline ....................................2 1
Figure 14: PEV Integration Strategies, Tactics and Timeline.........................................................................................2 7
Figure 15: End-to-End Customer Process ....................................................................................................................3 0
Figure 16: Residential Charging Equipment Installation Process .................................................................................3 0
Figure 17: Customer Empowerment Strategies, Tactics and Timeline.........................................................................3 2
Figure 18: Grid Resiliency and Efficiency Strategies, Tactics and Timeline ..................................................................3 8
5. 1
I. Executive Summary
Over 100 years ago the internal combustion engine revolutionized society’s transportation system. This
new technology played a vital role in encouraging our nation’s economic growth and increasing our standard
of living by allowing people and products to travel greater distances in less time, thus granting access to
distant markets for society’s products and services. Today, growing awareness of the costs imposed on
society by the conventional engine—from dependence on foreign oil, to unstable and rising energy costs
and environmental concerns—is precipitating another transportation revolution. Innovation, government
policies, and consumer interest are now converging to create a market for plug-in electric vehicles (PEV)
with the potential to fundamentally change the way society powers its transportation needs.
Southern California Edison (SCE) has more than twenty years of electric utility industry leadership in electric
transportation research—evaluating the challenges and opportunities electric vehicles may present to the
utility and its customers. SCE intends to leverage this experience by implementing business practices and
technologies designed to remove barriers to PEV adoption. The purpose of these efforts is to enable our
customers to positively experience PEV-grid connectivity while avoiding undue cost burdens associated
with shifting toward electricity as a transportation fuel.
SCE wants to ensure that PEV customers have a positive experience, both in getting their premises “plug-in
ready” and in managing their ongoing PEV charging experience. To prepare for the potential impact of light-
duty PEVs on the local distribution grid and the utility’s customer-facing operations, SCE has established
a comprehensive PEV Readiness Program. SCE’s strategy is measured and flexible, allowing the utility
to anticipate the PEV market while avoiding the risk of creating unnecessary investments. SCE’s PEV
Readiness Program is coordinating the preparation of the utility’s internal organizations impacted by the
arrival of PEVs through a combination of process improvements, appropriate staffing, specific training, and
technology development.
6. 2
A. Strategic Domains
SCE’s approach to preparing for the arrival PEVs is organized around four strategic domains: Regulatory and
Market Landscape Development, Plug-in Electric Vehicle Integration, Customer Empowerment, and Grid
Resiliency and Efficiency.
Regulatory and Market Landscape Development1.
A key element of SCE’s strategy is to comply with the California Public Utilities Commission (CPUC)
requirement that utilities not invest in “behind the meter” charging infrastructure. Rather than invest in
PEV charging equipment, SCE facilitates the installation of charging equipment by third parties. SCE does
not advocate for PEV adoption, nor does it provide PEV charging products or installation services. Instead,
SCE is focusing its education and outreach efforts on customer readiness and load management.
2. Plug-in Electric Vehicle Integration
SCE supports multiple metering options for PEVs, including the eventual integration of sub-meters with
PEV charging equipment. To integrate PEVs with the grid, SCE will enable multiple communications
channels for pricing, load management and data presentment. Eventually, SCE anticipates leveraging
its communications platform by developing PEV demand-side management programs that help balance
the electric system, provided the pilot programs under development demonstrate their value and cost-
effectiveness.
3. Customer Empowerment
Similar to California’s other investor-owned utilities, SCE offers its customers time-of-use rates specifically
designed for PEV charging. At the CPUC’s request, SCE first introduced electric vehicle charging rates
to meet the previous, limited introduction of PEVs in the 1990s. The electric service rate, together with
the time of charging—such as on-peak or off-peak—has a significant impact on customer convenience
and fueling cost. Rate options selected by PEV customers determine their metering requirements and,
in turn, the installation of charging equipment. This sometimes complex process involves several other
external stakeholders, including vehicle manufacturers and dealers, installation service providers, and local
city inspectors. To improve the customer experience, SCE is streamlining and automating processes, and
engaging external stakeholders to align processes. SCE’s education and outreach focuses on customer
readiness and load management issues.
4. Grid Resiliency and Efficiency
In the near to medium term, PEVs are expected to have little to no impact on electricity generation and
transmission needs. However, the incremental PEV load requires that SCE assess the local distribution
infrastructure to identify necessary distribution system equipment upgrades. Such upgrades are only
performed in connection with charging locations that have been positively confirmed, preferably before the
charging occurs. This “just-in-time” strategy is critical to avoiding potentially unnecessary infrastructure
investments. PEV charging may also influence the efficiency of the electric system since variable PEV
charging could complement the use of intermittent generation resources such as wind. SCE will therefore
7. 3
evaluate the potential for demand side management—or smart charging—programs for PEVs, and develop
programs deemed appropriate and cost-effective.
B. Overview of SCE’s PEV Readiness Objectives
The PEV forecast for SCE’s service territory, and the key PEV readiness objectives between now and
the year 2020 are summarized below in Figure 1. These objectives follow the natural progression of the
evolving PEV market and increasing levels of customer adoption over time.
Figure 1: Forecast of Plug-in Electric Vehicles in SCE Territory
Market Ignition
regulation and legislation
data notification
Market Acceleration
their PEV technology
Market Maturity
external stakeholders
to address any issues
that arise in the
choices
charging
energy technologies
Regulatory &
PEV
Integration
Grid Resiliency
& Efficiency
1,200
1,000
800
600
400
200
0
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
High
Mid
8. 4
C. Strategy Update Process
Despite the anticipation of the PEV market, SCE is aware of the uncertainties that could propel or impede
this new market. While the utility may offer programs in the future to influence charging behaviors, other
factors such as the availability of public or workplace charging stations, or the unique needs of individual
PEV owners, will play significant roles in shaping customer charging habits. As such, SCE must maintain
strategic flexibility to ensure that its PEV programs and operations are timely and reasonably scalable.
SCE will periodically monitor and evaluate a series of leading indicators to determine whether its existing
strategies continue to be relevant and appropriate over time. Examples of leading indicators include the
PEV adoption rate, the influence of PEV load on rates (upward or downward pressure), PEV charging
behaviors, the utility PEV notification rate, and customer satisfaction. If this evaluation reveals a notable
change compared to today’s PEV environment, a steering committee overseeing the execution of SCE’s
PEV strategy and roadmap will assess the implications and construct appropriate responses.
9. 5
II. Introduction
A. Why is SCE Preparing for the Arrival of Plug-in Electric Vehicles?
The near-term potential for widespread customer adoption of light-duty plug-in electric vehicles (PEV) has
prompted Southern California Edison (SCE) to develop and implement a company-wide plan to address the
needs of its customers and the potential impacts on the electric grid infrastructure. As SCE’s customers
begin to purchase new PEVs they will experience an immediate need for assistance in choosing among a
variety of electric services and rate options. Moreover, recharging a single PEV could significantly impact
a residence’s electrical demand, while large numbers of PEVs concentrated in one geographic area could
materially change distribution line and substation circuit loads. As the serving electric utility, SCE will play a
key role in assisting its customers to achieve the value they expect from their PEV while also maintaining
the efficient and reliable operation of the electric grid.
1. Rate and Metering Options are Critical Issues in Providing a Positive PEV Ownership
Experience
Customers are expected to require additional assistance getting their premises “plug-in ready”, and
understanding their choices for “home-based” charging, including available PEV rate and metering options.
Customer choices regarding rates and time of charging (i.e., on-peak or off-peak) directly impact their PEV
fueling costs. When customers do not understand these choices, they are more likely to make sub-optimal
decisions that could increase their vehicle fueling costs. These customer choices may also impact the
efficiency of the electric system since off-peak charging improves the system load factor and is coincident
with the production of wind energy resources. In addition, the large number of stakeholders involved in the
installation of residential charging equipment may create customer confusion during the early market. As
such, one of SCE’s primary near-term objectives is to effectively interface with these stakeholders and help
10. 6
provide a positive experience for PEV residential and non-residential customers getting “plug-in ready”.
SCE’s approach to helping customers to positively experience PEV ownership is addressed in Chapter
III.C.—Customer Empowerment.
2. Potential PEV Load Impacts on the Electric Grid Require Planning and Preparation
SCE’s other near-term objective is to ensure that the electric system is prepared to serve the new PEV load
which, in some cases, may result in doubling the total household peak electricity demand. PEVs are also
likely to be concentrated in geographic clusters, potentially impacting distribution line and substation circuit
loads. While SCE expects PEVs to be adopted throughout its service territory, it anticipates that pockets of
the Southern California coastline, from South Orange County north through Santa Barbara, will have above-
average adoption rates. Certain inland communities, such as the surrounding areas of Thousand Oaks and
the San Gabriel valley and foothills, may also see high adoption levels. Thus, depending on the types of
PEVs purchased, the speed at which these vehicles are charged1
, and their charging location, there may be
a need to reinforce the distribution system in neighborhoods that have large numbers of PEV customers, or
in neighborhoods with a few PEV customers with faster, higher voltage charging systems. SCE’s approach
to ensuring that the grid is prepared to support PEV load is addressed in Chapter III. D.—Grid Resiliency
and Efficiency.
Figure 2: Three Distinct Types of System Peaks
Distribution circuit peaks
represent the peaks that
periodically occur on a
distribution circuit based on
localized customer usage
behavior. These peaks are highly
variable and, in addition to being
a concern during peak hours, can
also occur during off-peak hours,
weekends, or the winter months.
These peaks are generally
caused by local distribution
infrastructure capacity
constraints and the electricity
consumption behaviors of the
associated customers. SCE will
attempt to minimize the potential
for PEVs to aggravate these
peaks through PEV load
management programs.
Daily generation peaks
represent the peak electricity
consumption period that occurs
on a daily basis from the late
afternoon to early evening.
Although there are seasonal
differences in when the daily
generation peaks actually
occur, it is generally between
3pm and 6pm. SCE seeks to
minimize the potential for
PEVs to exacerbate the daily
generation peaks by offering
time-differentiated PEV rates that
encourage off-peak charging.
Critical generation peaks
represent the periodic but less
frequent peak load events that
typically occur during hot
summer afternoons when a
large number of customers
operate air conditioners. Similar
to “daily generation peaks”,
time-differentiated PEV rates
are also expected to minimize
the potential for PEVs to
intensify critical generation
peaks. PEV load management
programs are also expected to
help mitigate these peaks.
1
Customers may choose between two different levels—or voltages—to charge their PEVs. Higher voltage levels will charge the car faster, but may
require additional equipment. Level I charging can take from six to eighteen hours for a full battery charge, using the familiar three-prong 120-volt outlets
found in every home and business. For more rapid charging, customers can install an electric car charging station for Level II charging. These stations—
also referred to as electric vehicle supply equipment—require a 240-volt line, and can fill most PEVs in an average of three to six hours.
11. 7
Over the longer term, SCE plans to emphasize greater integration of PEVs with the electrical system,
using “smart charging” to manage PEV load and potentially integrate advanced grid resources such
as bulk renewable generation with PEV charging. As PEV owners shift their focus from gasoline costs
toward managing electricity fuel costs, PEVs will likely become a catalyst for broader improvements in
how customers use energy at home. Therefore, SCE’s future customer education and outreach efforts
may leverage customer attention to PEV energy use to promote improvements in overall home energy
management.
3. Individual Customer Value and Societal Benefits
In developing SCE’s PEV readiness strategy and roadmap, a key objective has been to identify processes
and technologies that will provide significant customer value. Although SCE believes in taking a cost-
effective approach to the development of PEV readiness processes and technologies, traditional cost/
benefit models may not account for all of the value to be derived from PEV readiness expenditures and
investments. A substantial portion of these benefits are societal in nature and include achieving national
and state priorities such as energy independence, reducing greenhouse gas emissions and air pollution,
and increasing grid reliability. These benefits are often difficult to quantify and may accrue not only to SCE
customers who own PEVs, but to all SCE customers, California residents, and to society in general.
SCE has identified eight PEV readiness benefit categories. These benefits are separated between customer
benefits and societal benefits.
Figure 3: Benefits of PEV Ownership
Customer Benefits Societal Benefits
1. Improve the Customer Experience by streamlining
and automating the charging station installation
process, enhancing customer education and
outreach, and by empowering customers to
manage their energy usage and costs
2. Improve Grid Resiliency and Reliability by using
PEVs as a resource to balance the energy system
and to help integrate other advanced grid resources
such as off-peak or intermittent energy
3. Avoid Increasing Peak Demand by implementing
PEV rates, and demand management programs
and services
4. Increase Energy Conservation and Efficiency by
leveraging the attention PEV owners have toward
vehicle-related electricity use to improve their
focus on overall home energy management
and the resultant energy cost savings
5. Improve System Load Factors by increasing
levels of off-peak charging
1. Reduce Greenhouse Gas Emissions and Air
Pollution by reducing barriers to customer
adoption of PEVs
2. Support Energy Independence by facilitating
the market for PEV products and services
which use domestically-produced electric fuel
3. Support Economic Growth and Productivity by
fostering the development of California’s clean
technology economy, and associated job growth
12. 8
4. Customer Segments Impacted by PEVs
While this report largely focuses on the PEV readiness efforts for residential customers, SCE has identified
a total of five PEV customer segments, each of which presents unique PEV readiness issues. This report
will attempt to highlight and address these issues.
Figure 4: PEV Customer Segments
Single Family Residence
A single family home
with either attached or
detached garage/parking.
Multi-family Dwelling
Apartment or
condominium with
assigned parking space
or common area parking.
HOA or property
management has
account with utility. Fleet
Fleet vehicles owned by
businesses, municipalities,
government, etc.
Charging Location
Home Work Public
Account
Type
Residential
Commercial
Multi-family Dwelling
Apartment or
condominium with
assigned parking space.
Customer has account
directly with utility.
Workplace/Employee
Charging available
to employees in a
workplace setting.
Public Access
Charging available to the
public (e.g., charging
station, shopping mall,
convention center, etc.)
B. What is Driving the Market for Plug-in Electric Vehicles?
1. Environmental Impacts and the Societal Cost of Dependence on Foreign Oil
The internal combustion engine has successfully powered society’s transportation needs for over 100
years. Fuelled by an abundant and inexpensive supply of petroleum, and supported by an expansive
national highway system, the internal combustion engine revolutionized transportation by allowing people
13. 9
to travel longer distances in less time while also granting access to distant markets for society’s products
and services. This transportation system has played a crucial role in enabling our nation’s economic growth
and contributing to higher living standards. Yet, despite the many benefits this system has provided, there
is growing awareness of the costs it imposes on society. Dependence on foreign oil, unstable and rising
energy costs, and environmental impacts have raised concerns among policy makers, automakers, and
citizens alike. Recent efforts to commercialize PEVs are a response, in part, to these concerns.
2. Appeal of New Vehicle Options to an Expanding PEV Market
Plug-in electric vehicles consist of battery electric vehicles (BEV) which run solely on electricity, and plug-
in hybrid electric vehicles (PHEV) which are also powered by an electric motor, but can extend their range
using an on-board internal combustion engine. The Nissan Leaf, a BEV, can drive approximately 70 electric
miles or more before requiring a recharge. The Chevrolet Volt, a PHEV, is capable of driving approximately
40 miles in all-electric mode and can extend its range by over 300 miles using its internal combustion
engine. The two vehicle types are likely to appeal to potential customers based on a number of factors,
including intended vehicle use.
3. Technological Innovations
Although a number of factors contribute to the current PEV market tailwinds, the production and widespread
adoption of these vehicles would not occur in the absence of recent technological innovations. Indeed,
technology has created the potential for a second transportation revolution. Improvements in battery
technologies and on-vehicle chargers and development of the plug-in hybrid electric vehicle drivetrain
are among the critical technology milestones that have provided momentum to the current pace of PEV
innovation and market development.2
These advances have improved vehicle range, reduced vehicle
component costs and introduced greater flexibility to customer charging options, all of which have made
PEVs more attractive to potential buyers. PHEVs, in particular, have the potential to encourage wider
acceptance of PEVs since these vehicles resolve range anxiety, which is often cited as the principal obstacle
to customer acceptance. If additional driving range is needed, PHEVs have an internal combustion engine
that can extend their range by several hundred miles.
As a result of these innovations, over the past few years every major automaker and a number of startups
have announced plans to introduce mass market PEVs. The first mass produced PEVs arrived at showrooms
in late 2010, while a number of other models are due to launch within a few years. These are expected
to range from two seat roadsters and four-door cars to small vans and sport utility vehicles. Appendix 4
summarizes the nineteen PEV models announced for production by the year 2012.
Similar to recent advances in the automotive industry, the electric utility industry is undergoing a
transformation in how it produces and delivers electricity. SCE is an industry leader in the evaluation and
2 There have also been substantial innovations in the development of other alternative fuel vehicles such as natural gas vehicles and hybrid fuel cell
vehicles (in addition to improvements in traditional internal combustion engine vehicles). All alternative fuel vehicles face the two principal challenges
of high vehicle acquisition costs and potentially inadequate fueling infrastructure. While PEV pricing includes a premium over conventional vehicles, the
fueling infrastructure poses less of a challenge than it does for other alternative fuel vehicles since every customer premises has a power outlet that can
potentially be used to charge a PEV.
14. 10
deployment of numerous energy and communications infrastructure technologies. PEV owners will benefit
from utility investments in smart grid technology, which will enhance the integration of vehicle charging
with electrical system needs while also providing improved situational awareness to empower customer
energy management.
4. Federal and State Regulatory Policies
While technological innovation has turned PEVs into a potential mass market product, federal and state
policies have provided much of the impetus for their early-market development. Federal income tax
credits for the purchase of PEVs and related charging equipment provide incentives for early-market PEV
adoption. Federal policies also target the automotive industry through tighter fuel efficiency standards and
financial support for developing advanced technology vehicles and related components. The American
Recovery and Reinvestment Act of 2009 (ARRA) authorized grants of over $2 billion for U.S.-based
manufacturers of advanced batteries and electric vehicle components. In addition to providing stimulus
during the economic downturn, a parallel objective of the ARRA funding was to support the emergence
of a domestic PEV manufacturing base. Appendix 2 summarizes the key federal policies supporting PEV
market development.
California policies have also played an important role in jump-starting the PEV market. Through its Zero-
Emission Vehicle Program (ZEV mandate) and Low Carbon Fuel Standard (LCFS), the California Air Resources
Board (CARB) increasingly influences the types of vehicles and fuels sold in California. The ZEV mandate
requires that a share of each manufacturer’s new vehicle sales consist of vehicles with near-zero and zero
tailpipe emissions.3
Zero emission and near-zero emission vehicles include battery electric vehicles, plug-in
hybrid electric vehicles and fuel cell vehicles. CARB is in the process of updating the required number and
type of zero-emissions vehicles through the year 2020.
Whereas the ZEV mandate regulates the types of vehicles sold in California, the LCFS governs the types
of fuels sold in California. The LCFS requires oil refineries and distributors to reduce the carbon intensity of
California’s transportation fuels by ten percent by the year 2020 through declining greenhouse gas emission
targets. Fueling a PEV with electricity will also generate LCFS credits.4
These credits could potentially
provide incentives for the PEV market on a long term basis.
In 2009 the California legislature passed Assembly Bill 626 in an effort to address the potential impacts
of electric vehicles on California’s electric infrastructure. This bill ordered the California Public Utilities
Commission (CPUC) to evaluate and implement policies to develop electrical system infrastructure
sufficient to remove any potential barriers to PEV adoption. In response, the CPUC launched the Alternative
Fueled Vehicle Order Instituting Rulemaking proceeding (AFV OIR).5
The CPUC’s Phase One decision in
3 Beginning in 1998, the Zero Emission Vehicle program required that two percent of each major automaker’s in-state vehicle sales consist of zero-
emissions vehicles (ZEV). The required ZEV sales share was originally set to increase to ten percent by 2003, but the ZEV mandate subsequently
underwent multiple revisions that relaxed these requirements in the early 2000s. A handful of automakers initially produced limited numbers of BEVs for
the California market to comply with these requirements. But when the ZEV requirements were amended, BEV production and sales growth slowed.
4 The California Air Resources Board is currently evaluating the treatment of LCFS credits, including how they are earned and by which party.
5 Appendix 3 summarizes the key California policies supporting PEV market development.
15. 11
this proceeding acknowledged that PEV charging station operators—also referred to as Electric Vehicle
Service Providers or EVSPs—are neither utilities nor Energy Service Providers (ESP) and will therefore not
be regulated by the CPUC as utilities unless they procure electricity from the wholesale market (i.e., not
from a regulated investor-owned utility). If an EVSP purchases energy on the wholesale market for sale to
its customers, the EVSP would be subject to procurement requirements enforced by the CPUC.6
Figure 5
summarizes the types of PEV charging products and services providers.
Figure 5: Providers of PEV Charging Products and Services
Manufacturer
Manufacture PEV
charging station
equipment.
Installer
Install charging stations.
Includes both local and
national providers.
Owner
Own or lease the
charging station. The
owner may or may not
also be the operator.
Operator (EVSP)
Operate charging
stations (provide
electricity fuel in a
bundled service).
Includes host sites or
3rd parties.
Terminology: A number of terms are often used within the industry to describe the various 3rd party providers of
products and services for PEV charging. The figure above lists the categories of these product and service providers,
and provides a definition for each term. The term “EVSP” is sometimes incorrectly used to refer to some or all of
these 3rd parties, when it should only be used to refer to the charge station operator.
5. Appeal of Electric Vehicles in California
While innovation and regulation converge to support PEV adoption, consumers are also turning to more
efficient alternative transportation due to a combination of environmental and geopolitical considerations,
government incentives (financial and non-financial), and fuel cost concerns. As gasoline prices have risen
over the past decade, hybrid electric vehicles (HEV) have gained market share in the Los Angeles area
(see Figure 6).7
In fact, people living in California were 220 percent more likely to purchase a hybrid than in
the United States population on average.8
The strength of hybrid vehicle sales is a key reason why major
automotive manufacturers have selected California as one of the first PEV launch markets.9
However, it
should be noted that despite their success, HEVs currently account for only two percent of new vehicle
sales in the U.S.10
6 Such procurement requirements include the Renewables Portfolio Standard, Resource Adequacy, and the Emissions Performance Standard. AFV
OIR Phase One Decision, page 25.
7 Hybrid electric vehicles use both an internal combustion engine and an electric motor to power themselves. Unlike a PEV, an HEV does not plug-
in to the power grid source to recharge its battery. Rather, HEVs obtain their energy either from the internal combustion engine, or by converting the
vehicle’s kinetic energy into electricity through a process known as regenerative braking, a process also used by PEVs. See Appendix 1 for graphical
representation of this vehicle type.
8 This percentage was calculated by SCE by dividing California’s share of U.S. hybrid sales by California’s share of total U.S. auto sales for years 2006
through 2008. The 220 percent represents the average of these three years.
9 Los Angeles is among the initial market launch areas for the first PEV models to be introduced by General Motors, Nissan, Mitsubishi, Toyota, Ford,
BMW, and Coda.
10 This percentage was calculated based on 2011 year to date vehicle sales data on the hybridcars.com August 2011 dashboard.
16. 12
6. Gasoline Prices are More Volatile than Electricity Prices
Figure 6 displays the volatility of gasoline and electricity prices over the past several decades.11
Whereas
electricity prices have remained steady, gasoline prices have been subject to sudden and pronounced
swings. Although geopolitical instability and economic crises have traditionally been the primary causes of
gasoline price movements, increased demand from high-growth emerging markets combined with limited
supply will likely continue to drive price increases.
FIGURE 5 - RETAIL GASOLINE AND ELECTRICITY PRICE COMPARISONFigure 6: Retail Gasoline and Electricity Price Comparison
| | | | | | | | | | | | | | | | | |
$4.50
$4.00
$3.50
$3.00
$2.50
$2.00
$1.50
$1.00
$0.50
$0.00
160
140
120
100
80
60
40
20
0
July July July July July July July July July July July July July July July July July July
1976 1978 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010
$/Gallon
Equivalent
Cumulative
Hybrid Sales
Gasoline Price
Electricity Price
Hybrid Sales
Source: EIA Short-Term Energy Outlook, May 2011
To illustrate the potential fuel cost savings from replacing an internal combustion engine vehicle with a
PEV, Figure 7 compares the cost to fuel each type of vehicle.12
It is important to note that the fuel cost
advantages of PEVs are higher for customers who select appropriate time-of-use (TOU) rates and charge
11 The electricity price per gallon equivalent was converted from dollars per kWh to dollars per gallon assuming a PEV achieves 3.4 miles per kWh, and
that an internal combustion engine vehicle achieves 30 miles per gallon.
12 This figure presents the energy cost per mile for two PEV models (a compact vehicle and a truck), two comparable gasoline vehicles, and a hybrid
electric vehicle (HEV). This example uses the current approximate gasoline price of $4/gallon, and the current EV-1 off-peak rate of $0.11/kWh. The
vehicle with the lowest energy cost per mile is the PEV compact, at about $0.03 per mile, which is about 20 percent of the cost of fueling a gasoline
compact vehicle. There is a similar cost advantage to fueling a PEV truck over an equivalent gasoline-powered truck. The fuel efficiencies of the PEV
compact vehicle and PEV truck are assumed to be 3.5 and 2 miles per kWh, while the equivalent gasoline vehicles are assumed to achieve 27 and 16
miles per gallon. The HEV fuel efficiency is assumed to be 50 miles per gallon.
17. 13
during off-peak hours, or for tiered-rate customers with low overall household usage. Customers who
charge their vehicles using their existing tiered rates—or those who enroll in a TOU rate and subsequently
charge during on-peak hours—may pay electricity costs comparable to the cost to fuel a gasoline vehicle.
In addition, customers who want to charge their vehicles more quickly using Level II charging are currently
required to install Electric Vehicle Supply Equipment (EVSE). In some cases the cost of purchasing and
installing this equipment can amount to several thousand dollars.
FIGURE 6 - FUEL COST COMPARISON
Figure 7: Fuel Cost Comparison
Energy Cost per Mile
Compact
PEV
(Electric)
Truck
PEV
(Electric)
Hybrid
(Gas)
Compact
(Gas)
Truck
(Gas)
$- $0.05 $0.10 $0.15 $0.20 $0.25 $0.30 $0.35 $0.40
Current EV Rate ($0.11)
Current EV Rate ($0.11)
Current Gas Price ($4)
Current Gas Price ($4)
-50%
-50%
-50%
-50% +50%
+50%
+50%
+50%
Current Gas Price ($4)
-50% +50%