Outage Management Systems: Hybrid OMS in hurricane Ike FEMA Considerations
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Here's another power outage management systems track presentation from Milsoft's 2009 User Conference. It was originally presented there by Jeff Lane. The Milsoft Electric Utility Solutions Users Conference is the premier event for both our users and vendors offering interoperable utility management services that enhance Milsoft Smart Grid Solutions. If you’d like to be on our mailing list, just email: missy.brooks@milsoft.com.
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Outage Management Systems: Hybrid OMS in hurricane Ike FEMA Considerations
- 1. Hybrid OMS in Hurricane Ike Jeff Lane
- 2. Presentation Goals • • • • • About TVEC Dispatch center setup Our typical storm Hurricane IKE response structure Questions
- 3. About Trinity Valley • • • • • • • • • Located 30 miles south east of Dallas Texas 61,000 meters 6,900 miles of line 151 employees SEDC Billing system DisSPatch OMS (using enhanced Crew Management) ESRI/WindMilMap Porche and Twenty First Century Communications IVR Wireless Matrix AVL integrated with DisSPatch
- 7. Typical “Major” Storm • 50 to 75 concurrent outages affecting 5000 to 7000 meters • 40 troubleshooting/repair personnel • 1 to 2 contract construction and/or ROW crews • 2 Dispatchers • 1 to 2 Supervisors • 1 to 2 Dispatch helpers • Restoration time 10 to 15 hours
- 8. Typical Dispatch Structure Incident Commander Dispatch Assistant Kaufman District Dispatcher 20 – 30 Troubleshooting Personnel Athens District Crew Coordinator Dispatcher 20 – 30 Troubleshooting Personnel Crew Coordinator
- 10. Hurricane IKE • • • Approximately 200 concurrent outages (total of 269) 14,000 out at height of storm (total affected 20,141) Damage: – 19 broken poles – 14 damaged transformers – 93 lines down • • • • • 66 troubleshooting/repair personnel (16 from other coops and contractors) 6 contract construction crews 10 contract ROW crews Had 20 Dispatchers on Saturday, dropped down to 17 on Sunday Restoration time 42 hours
- 11. Hurricane IKE Event structure Incident Command System Event Name: Hurricane Ike Event Date: 9/13/2008 Incident Commander Jeff Lane Public Information Officer Jerry Boze Safety Officer Danny Belcher Liason Officer Operations Section Chief Tony Watson Support Section Chief Jerry Woolston South Branch Jimmy Splawn Customer Service Group Shirley Murphree West/North Branch Chris Durden IT Group Jerry Woolston East Branch John Jackson Cedar Creek Branch Rodney Wesley Kaufman/ Tawakoni Branch Sam Grimes Canton Branch Gene Dispatch Branch Chase Snuffer Jerry Williams Planning Section Chief Tim Craig Logistics Section Chief Greg Starek Staking HR Engineering Facilities Mapping Accounting Section Chief Frank Skube
- 12. Operations Section Operations Chief Tony Athens Dispatch Chase South Branch John(14) West/North Branch Chris(14) Kaufman Dispatch Jerry East Branch Jimmy(13) Montabla Division Lineman Contractor Division J&L George Cedar Division Lineman Contractor Division J&L Chad Canton Division Lineman Contractor Division S&H Massey Lake Division Lineman ROW Division Ramirez Tree Service Walton Division Lineman ROW Division Ramirez Tree Service Antioch Division Lineman ROW Division Ramirez Tree Service Office Field Combine Branch Rodney Tawkoni Branch Gene Canton/CCRK Branch Sam Combine Division Kenneth ROW Division(5 Crews) Pete Duck Cove Division Larry B. ROW Division Kelly Massey Mabank Division Paul ROW Division(5 Crews) Paul Marshall Division Lance Contractor Division J&L Jimmy Kirk Glenn Pines Division Bo Contractor Division J&L Jimmy Ray Jackson Division Jamie Contractor Division J&L Jason Carroll Springs Division Lineman Bartons Chapel Division Lineman New York Division Lineman Scurry Division Lathem Enterprise Division Shayde Tool/Seven Points Division Eddie Tucker Division Lineman Wollow Springs Division Lineman Coffee Division Lineman Patton Division Jay Cobb Switch Division Rudy Kemp Division Virgil Talty Division Raymond Rand Division Floyd
- 13. District Dispatchers Operations Chief Tony Athens Dispatch Chase Kaufman Dispatch Jerry • Dispatchers managed the OMS. – Evaluated and corrected predictions when possible – Assigned and printed outage tickets to appropriate branches • Outage tickets included Name, Map #, Meter #, Address, Phone #, Outage #, and included all calls received for the outage. – When outages were restored, the tickets were brought back to the Dispatcher to be restored in the OMS.
- 14. Branches Operations Chief Tony Athens Dispatch Chase South Branch John(14) • West/North Branch Chris(14) East Branch Jimmy(13) Kaufman Dispatch Jerry Combine Branch Rodney Tawkoni Branch Gene Canton/CCRK Branch Sam Branch Directors – – – – – – Received outage tickets from Dispatcher and dispatched to appropriate Division leaders Worked with Dispatcher to modify any incorrect outage predictions Coordinated Construction/ROW contractor movement between Division Leaders within their branch Issued line clearances to Division Leaders Record restoration date/time, cause, and equipment codes on outage tickets once restored Return outage tickets to Dispatcher for closing in the OMS
- 15. Divisions Operations Chief Tony Kaufman Dispatch Jerry Athens Dispatch Chase West/North Branch Chris(14) South Branch John(14) Combine Branch Rodney East Branch Jimmy(13) Canton/CCRK Branch Sam Tawkoni Branch Gene Montabla Division Lineman Contractor Division J&L George Cedar Division Lineman Contractor Division J&L Chad Canton Division Lineman Contractor Division S&H Combine Division Kenneth ROW Division(5 Crews) Pete Duck Cove Division Larry B. ROW Division Kelly Massey Mabank Division Paul ROW Division(5 Crews) Paul Massey Lake Division Lineman ROW Division Ramirez Tree Service Walton Division Lineman ROW Division Ramirez Tree Service Antioch Division Lineman ROW Division Ramirez Tree Service Marshall Division Lance Contractor Division J&L Jimmy Kirk Glenn Pines Division Bo Contractor Division J&L Jimmy Ray Jackson Division Jamie Contractor Division J&L Jason Carroll Springs Division Lineman Bartons Chapel Division Lineman New York Division Lineman Scurry Division Lathem Enterprise Division Shayde Tool/Seven Points Division Eddie Tucker Division Lineman Wollow Springs Division Lineman Coffee Division Lineman Patton Division Jay Cobb Switch Division Rudy Kemp Division Virgil Talty Division Raymond • Rand Division Floyd Division Leaders – Received outage information from Branch Directors via cell phone and radio – Coordinated personnel with their divisions to restore power – Communicated resource needs back to Branch Director (i.e., need more or less crews) – Communicated restoration progress back to Branch Director
- 16. How did it actually work??? • • • • • • • After the event was over, we conducted post-event reviews with everyone involved, from the CEO to field personnel. All of the feedback we received was positive. Typical bottlenecks at the Dispatch level were avoided by dividing the workload into manageable levels. Even the linemen who were acting as “Division Leaders” and performing dispatch functions for the personnel under them felt like we should continue to use this structure in future events. The normal Operations department supervisors were asking to begin using this structure more often (i.e., events that may not be as large as a hurricane but that are larger than a typical “major” thunderstorm). The normal Dispatchers loved it because they had a manageable workload. Everyone felt like this provided a safer working environment because they weren’t being overworked and that reduced the possibility for mistakes. The general consensus was that restoration was achieved sooner than it would have been if we had used the normal Dispatch structure.
- 17. Did we have issues??? • • • • Sure we did. Some of the division leaders were holding onto restoration information until they had several outages restored. Their reasoning was they wanted to report them all in one call back to the Branch Director instead of multiple calls. This caused issues in the office with accurate reporting to the PUC, Critical Account restoration status, and planning of the next day’s work. Outage re-predictions were a problem. The Dispatcher would give the Branch Director several outages, all on separate outage tickets, then a reprediction would push those outages upline. We had to manage that paper with effective communications between the Dispatchers and the Branch Directors. Reallocating workload dynamically based on restoration status was challenging but worked with effective communication between Branch Directors and the Operations Section Chief.
- 18. Will this structure work to manage “The Big One”? • With minor modifications, I believe it will. That’s just one opinion, though, and I haven’t been through “The Big One.” What is your opinion?