Recipient information | Input |
---|---|
Total miles of transmission line | 0 |
Total number of transmission substations | 82 |
Number of PMUs installed and operational before SGIG program | 0 |
Number of PDCs installed and operational before SGIG program | 0 |
Electric transmission system | Portion | Description |
---|---|---|
Portion of transmission system covered by phasor measurement systems | 0% |
Phasor measurement systems | Quantity* | Description | Cost |
---|---|---|---|
PMUs | None | $0 | |
Phasor data concentrators | None | $0 | |
Communications network | The Telecom Upgrade project was completed in the 4th quarter of 2010. The intent of this project was for GSOC to install a dual path fiber network between its primary control center and its backup control center. Additionally, GSOC updated its telecom internet routing equipment, including redesigning the architectural layout of the internet network to reduce single points of failure and installing new internet border routers, thereby providing expanded security features, more routing options, and increased efficiency. Finally, gateway routers were installed to provide direct connectivity between GSOC’s energy control system and field equipment. | $187,802 |
Other transmission assets | Quantity* | Description | Cost |
---|---|---|---|
Dynamic Capability Rating System (DCRS) - Transmission Lines | None | $0 | |
Other transmission assets | $0 | ||
Other transmission assets | 0 | $0 | |
Other transmission assets | 0 | $0 |
Angle/frequency monitoring | Operational | Description | Cost |
---|---|---|---|
Angle/frequency monitoring | No | The Scheduling Member Hardware and Software Upgrade was completed in May 2011. The intent of this project was to facilitate scheduling of energy on the interconnected grid. The upgrade enhanced the robustness and reliability of the hardware and software by providing a system with redundancy in GSOC’s backup control center. The Fire Suppression project was completed in November 2011. The goal of this project was to install a state-of-the-art fire protection system in our control rooms and data centers, which would allow us maintain better reliability of our Energy Management System and shorten recovery time. The ECS Upgrade, EMS Alarm Enhancements, CIP Tools, Centralized Database Editing, and Data Historian, were all completed in September 2012. The intent of the Energy Control System Upgrade and its associated projects was to enhance the capability of GSOC’s ECS, allow GSOC to collect additional operational data, and increase its resiliency to any security threats. The Transmission System Model project, the Real-TIme Production Costs project, and the Outage Managment Tool with Switching Application project were all completed in the 4th quarter of 2012. The project scope of the Transmission System Model entailed implementing an integrated transmission network model, a functional State Estimator application and a Dispatcher Training Simulator application. Together, these applications would serve to increase situational awareness for GSOC operators across the Georgia Integrated Transmission System. The Outage Management and Switching Order Project provided a tool to assist GSOC with editing and managing switching orders, arranging for outages, managing concurrent outages, deploying efficient workspace design, and supplying tracking documentation. The Real Time Production Cost Project upgraded GSOC’s production costing tools in order to adequately capture all of the complexities associated with GSOC’s system. | $8,238,061 |
Post-mortem analysis (including compliance monitoring) | Yes | ||
Voltage stability monitoring | Yes | ||
Thermal overload monitoring | Yes | ||
Improved state estimation | Yes | ||
Steady-state model benchmarking | Yes | ||
DG/IPP applications | No | ||
Power system restoration | No |
* In some circumstances, costs are incurred before devices are installed resulting in a reported cost where the quantity is zero.
* All dollar figures are the total cost, which is the sum of the federal investment and cost share of the recipient (the recipient cost share must be at least 50% of the total overall project cost).
** In some cases the number of entities reporting is greater than the total number of projects funded by the Recovery Act because some projects have multiple sub-projects that report data. View list of sub-projects.