The following table shows net claims and claims expense reserves by segment and line of business as of December 31:
## Table 0 ##
Allstate Protection reserve estimates Factors affecting reserve estimates Reserve estimates are developed based on the processes and historical development trends described above.
These estimates are considered in conjunction with known facts and interpretations of circumstances and factors including our experience with similar cases, actual claims paid, historical trends involving claim payment patterns and pending levels of unpaid claims, loss management programs, product mix and contractual terms, changes in law and regulation, judicial decisions, and economic conditions.
When we experience changes of the type previously mentioned, we may need to apply actuarial judgment in the determination and selection of development factors considered more reflective of the new trends, such as combining shorter or longer periods of historical results with current actual results to produce development factors based on two-year, three-year, or longer development periods to reestimate our reserves.
For example, if a legal change is expected to have a significant impact on the development of claim severity for a coverage which is part of a particular line of insurance in a specific state, actuarial judgment is applied to determine appropriate development factors that will most accurately reflect the expected impact on that specific estimate.
Another example would be when a change in economic conditions is expected to affect the cost of repairs to damaged autos or property for a particular line, coverage, or state, actuarial judgment is applied to determine appropriate development factors to use in the reserve estimate that will most accurately reflect the expected impacts on severity development.
As claims are reported, for certain liability claims of sufficient size and complexity, the field adjusting staff establishes case reserve estimates of ultimate cost, based on their assessment of facts and circumstances related to each individual claim.
For other claims which occur in large volumes and settle in a relatively short time frame, it is not practical or efficient to set case reserves for each claim, and a statistical case reserve is set for these claims based on estimation techniques described above.
In the normal course of business, we may also supplement our claims processes by utilizing third party adjusters, appraisers, engineers, inspectors, and other professionals and information sources to assess and settle catastrophe and non-catastrophe related claims.
Historically, the case reserves set by the field adjusting staff have not proven to be an entirely accurate estimate of the ultimate cost of claims.
To provide for this, a development reserve is estimated using the processes described above, and allocated to pending claims as a supplement to case reserves.
Typically, the case and supplemental development reserves comprise about 90% of total reserves.
Another major component of reserves is IBNR.
Typically, IBNR comprises about 10% of total reserves.
Generally, the initial reserves for a new accident year are established based on severity assumptions for different business segments, lines and coverages based on historical relationships to relevant inflation indicators, and reserves for prior accident years are statistically determined using processes described above.
Changes in auto current year claim severity are generally influenced by inflation in the medical and auto repair sectors of the economy.
We mitigate these effects through various loss management programs.
Injury claims are affected largely by medical cost inflation while physical damage claims are affected largely by auto repair cost inflation and used car prices.
For auto physical damage coverages, we monitor our rate of increase in average cost per claim against a weighted average of the Maintenance and Repair price index and the Parts and Equipment price index.
We believe our claim settlement initiatives, such as improvements to the claim review and settlement process, the use of special investigative units to detect fraud and
The increase in property operating expenses from our large market same store group is primarily the result of increases in real estate taxes of $3.2 million, personnel expenses of $1.9 million, water expenses of approximately $1.0 million, cable expenses of $0.5 million, and waste removal expenses of $0.2 million.
The increase in property operating expenses from our secondary market same store group is primarily a result of increases in other operating expenses of $1.5 million, real estate taxes of $1.1 million, and personnel expenses of $1.2 million.
The decrease in property operating expenses from our non-same store and other group is primarily the result of decreases in personnel expenses of $2.4 million and utility expenses of $1.7 million.
Depreciation and Amortization The following table shows our depreciation and amortization expense by segment for the years ended December 31, 2015 and December 31, 2014 (dollars in thousands):
## Table 1 ##
The decrease in depreciation and amortization expense is primarily due to a decrease of $19.4 million related to the amortization of the fair value of in-place leases and resident relationships acquired as a result of the Merger from the year ended December 31, 2014 to the year ended December 31, 2015.
This decrease was partially offset by an increase in depreciation expense of $11.7 million driven by an increase in gross real estate assets from the year ended December 31, 2014 to the year ended December 31, 2015.
Property Management Expenses Property management expenses for the year ended December 31, 2015 were approximately $31.0 million, a decrease of $1.1 million from the year ended December 31, 2014.
The majority of the decrease was related to a decrease in state franchise taxes of $2.1 million, partially offset by an increase in insurance expense of $0.6 million, an increase in payroll expense of $0.3 million, and an increase in incentive expense $0.3 million.
General and Administrative Expenses General and Administrative expenses for the year ended December 31, 2015 were approximately $25.7 million, an increase of $4.8 million from the year ended December 31, 2014.
The majority of the increase was related to increases in legal fees of $2.7 million and stock option expenses of $1.6 million.
Merger and Integration Related Expenses There were no merger or integration related expenses for the year ended December 31, 2015, as these expenses related primarily to severance, legal, professional, temporary systems, staffing, and facilities costs incurred for the acquisition and integration of Colonial.
For the year ended December 31, 2014, merger and integration related expenses were approximately $3.2 million and $8.4 million, respectively.
Interest Expense Interest expense for the year ended December 31, 2015 was approximately $122.3 million, a decrease of $1.6 million from the year ended December 31, 2014.
The decrease was primarily the result of a decrease in amortization of deferred financing cost from the year ended December 31, 2014 to the year ended December 31, 2015 of approximately $0.9 million.
Also, the overall debt balance decreased from $3.5 billion to $3.4 billion, a decrease of $85.1 million.
The average effective interest rate remained at 3.7% and the average years to rate maturity increased from 4.4 years to 4.8 years.
Consolidated Results of Operations Year Ended December 31, 2009 compared with the Year Ended December 31, 2008 Unfavorable market conditions continued through 2009, providing a challenging business environment.
The largest and most significant impact continued to be on our investment portfolio as declining yields resulted in lower net investment income.
Market sensitive expenses were also negatively impacted by the market conditions as evidenced by an increase in pension and postretirement benefit costs.
Higher levels of unemployment continued to impact certain group businesses as a decrease in covered payrolls reduced growth.
Our auto and homeowners business was impacted by a declining housing market, the deterioration of the new auto sales market and the continuation of credit availability issues, all of which contributed to a decrease in insured exposures.
Despite the challenging business environment, revenue growth remained solid in the majority of our businesses.
A flight to quality during the year contributed to an improvement in sales in both our domestic fixed and variable annuity products.
We also saw an increase in market share, especially in the structured settlement business, where we experienced an increase of 53% in premiums.
An improvement in the global financial markets contributed to a recovery of sales in most of our international regions and resulted in improved investment performance in some regions during the second half of 2009.
We also benefited domestically from a strong residential mortgage refinance market and healthy growth in the reverse mortgage arena.
## Table 2 ##
Unless otherwise stated, all amounts are net of income tax.
During the year ended December 31, 2009, MetLife’s income (loss) from continuing operations, net of income tax decreased $5.8 billion to a loss of $2.3 billion from income of $3.5 billion in the comparable 2008 period.
The year over year change is predominantly due to a $5.2 billion unfavorable change in net investment gains (losses) to losses of $4.6 billion, net of related adjustments, in 2009 from gains of $644 million, net of related adjustments, in 2008.
We manage our investment portfolio using disciplined Asset/Liability Management principles, focusing on cash flow and duration to support our current and future liabilities.
Our intent is to match the timing and amount of liability cash outflows with invested assets that have cash inflows of comparable timing and amount, while optimizing, net of income tax, risk-adjusted net investment income and risk-adjusted total return.
Our investment portfolio is heavily weighted toward fixed income investments, with over 80% of our portfolio invested in fixed maturity securities and mortgage loans.
These securities and loans have varying maturities and other characteristics which cause them to be generally well suited for matching the cash flow and duration of insurance liabilities.
Other invested asset classes including, but not limited to equity securities, other limited partnership interests and real estate and real estate joint ventures provide additional diversification and opportunity for long term yield enhancement in addition to supporting the cash flow and duration objectives of our investment portfolio.
We also use derivatives as an integral part of our management of the investment portfolio to hedge certain risks, including changes in interest rates, foreign currencies, credit spreads and equity market levels.
Additional considerations for our investment portfolio include current and expected market conditions and expectations for changes within our unique mix of products and business segments.

Tables referenced above, in order (Table 0 first):
<table><tr><td> ($ in millions) </td><td> 2012</td><td> 2011</td><td> 2010</td></tr><tr><td>Allstate Protection</td><td></td><td></td><td></td></tr><tr><td>Auto</td><td>$11,383</td><td>$11,404</td><td>$11,034</td></tr><tr><td>Homeowners</td><td>2,008</td><td>2,439</td><td>2,442</td></tr><tr><td>Other lines</td><td>2,250</td><td>2,237</td><td>2,141</td></tr><tr><td>Total Allstate Protection</td><td>15,641</td><td>16,080</td><td>15,617</td></tr><tr><td>Discontinued Lines and Coverages</td><td></td><td></td><td></td></tr><tr><td>Asbestos</td><td>1,026</td><td>1,078</td><td>1,100</td></tr><tr><td>Environmental</td><td>193</td><td>185</td><td>201</td></tr><tr><td>Other discontinued lines</td><td>418</td><td>444</td><td>478</td></tr><tr><td>Total Discontinued Lines and Coverages</td><td>1,637</td><td>1,707</td><td>1,779</td></tr><tr><td>Total Property-Liability</td><td>$17,278</td><td>$17,787</td><td>$17,396</td></tr></table>
<table><tr><td></td><td>Year ended December 31, 2015</td><td>Year ended December 31, 2014</td><td>Increase</td><td>Percentage Increase</td></tr><tr><td>Large Market Same Store</td><td>$168,872</td><td>$174,957</td><td>$-6,085</td><td>-3.5%</td></tr><tr><td>Secondary Market Same Store</td><td>85,008</td><td>86,058</td><td>-1,050</td><td>-1.2%</td></tr><tr><td>Same Store Portfolio</td><td>253,880</td><td>261,015</td><td>-7,135</td><td>-2.7%</td></tr><tr><td>Non-Same Store and Other</td><td>40,640</td><td>40,797</td><td>-157</td><td>-0.4%</td></tr><tr><td>Total</td><td>$294,520</td><td>$301,812</td><td>$-7,292</td><td>-2.4%</td></tr></table>
<table><tr><td></td><td colspan="2">Years Ended December 31,</td><td></td><td></td></tr><tr><td></td><td>2009</td><td>2008</td><td>Change</td><td>% Change</td></tr><tr><td></td><td colspan="3">(In millions)</td><td></td></tr><tr><td> Revenues</td><td></td><td></td><td></td><td></td></tr><tr><td>Premiums</td><td>$26,460</td><td>$25,914</td><td>$546</td><td>2.1%</td></tr><tr><td>Universal life and investment-type product policy fees</td><td>5,203</td><td>5,381</td><td>-178</td><td>-3.3%</td></tr><tr><td>Net investment income</td><td>14,838</td><td>16,291</td><td>-1,453</td><td>-8.9%</td></tr><tr><td>Other revenues</td><td>2,329</td><td>1,586</td><td>743</td><td>46.8%</td></tr><tr><td>Net investment gains (losses)</td><td>-7,772</td><td>1,812</td><td>-9,584</td><td>-528.9%</td></tr><tr><td>Total revenues</td><td>41,058</td><td>50,984</td><td>-9,926</td><td>-19.5%</td></tr><tr><td> Expenses</td><td></td><td></td><td></td><td></td></tr><tr><td>Policyholder benefits and claims and policyholder dividends</td><td>29,986</td><td>29,188</td><td>798</td><td>2.7%</td></tr><tr><td>Interest credited to policyholder account balances</td><td>4,849</td><td>4,788</td><td>61</td><td>1.3%</td></tr><tr><td>Interest credited to bank deposits</td><td>163</td><td>166</td><td>-3</td><td>-1.8%</td></tr><tr><td>Capitalization of DAC</td><td>-3,019</td><td>-3,092</td><td>73</td><td>2.4%</td></tr><tr><td>Amortization of DAC and VOBA</td><td>1,307</td><td>3,489</td><td>-2,182</td><td>-62.5%</td></tr><tr><td>Interest expense</td><td>1,044</td><td>1,051</td><td>-7</td><td>-0.7%</td></tr><tr><td>Other expenses</td><td>11,061</td><td>10,333</td><td>728</td><td>7.0%</td></tr><tr><td>Total expenses</td><td>45,391</td><td>45,923</td><td>-532</td><td>-1.2%</td></tr><tr><td>Income (loss) from continuing operations before provision for income tax</td><td>-4,333</td><td>5,061</td><td>-9,394</td><td>-185.6%</td></tr><tr><td>Provision for income tax expense (benefit)</td><td>-2,015</td><td>1,580</td><td>-3,595</td><td>-227.5%</td></tr><tr><td>Income (loss) from continuing operations, net of income tax</td><td>-2,318</td><td>3,481</td><td>-5,799</td><td>-166.6%</td></tr><tr><td>Income (loss) from discontinued operations, net of income tax</td><td>40</td><td>-203</td><td>243</td><td>119.7%</td></tr><tr><td>Net income (loss)</td><td>-2,278</td><td>3,278</td><td>-5,556</td><td>-169.5%</td></tr><tr><td>Less: Net income (loss) attributable to noncontrolling interests</td><td>-32</td><td>69</td><td>-101</td><td>-146.4%</td></tr><tr><td>Net income (loss) attributable to MetLife, Inc.</td><td>-2,246</td><td>3,209</td><td>-5,455</td><td>-170.0%</td></tr><tr><td>Less: Preferred stock dividends</td><td>122</td><td>125</td><td>-3</td><td>-2.4%</td></tr><tr><td>Net income (loss) available to MetLife, Inc.’s common shareholders</td><td>$-2,368</td><td>$3,084</td><td>$-5,452</td><td>-176.8%</td></tr></table>

Question: What is the sum of Premiums for Revenues in 2008 and Other lines for Allstate Protection in 2011? (in million)
Answer: 28151
Reasoning program: add(25914,2237)