The Use Of Transmission Reinforcement Between City Of...

Brief Description of Project The shortage of electricity in northern, central, and southern Alberta is creating increasing stress on the existing 240 kV transmission system. This will generate a great need of transmission reinforcement between the city of Calgary and the city of Edmonton. There is a Long-term transmission plan that identifies there is demand for a 485 kilometer, 500 kilovolt high voltage direct current (HVDC) lines between the two cities to address the issues that will provide reliability, efficiency, long term development and has potential to lead investment decisions. The transmission line requires converter stations and other relative facilities which are needed to convert power from alternating current (AC) to direct current (DC) and back to alternating in order to serve the connections at each end. The Heathfield converter station in the northern Alberta consists of a fenced area approximately 700 m by 740 m (2297 by 2428 feet). The Newell Converter Station located in the south east part of the province will consist of a fenced area approximately 455 m by 520 m (1493 by 1706 feet). Both of the stations will retain a telecommunications tower (approximately 71 m high and 7 m wide at the base) supporting two microwave antenna dishes. Multiple transformers will be required as well as circuit breakers, converter valves, smoothing reactors, and AC/DC filters. Many other buildings and related equipment will be needed such as an emergency back-up generator,Show MoreRelatedLibrary Management204752 Words   |  820 Pages. . . . . . . . . . . . . . . . . . . . . What Do Managers Do? . . . . . . . . . . . . . . . . . . Managerial Functions . . . . . . . . . . . . . . . . . . . Managerial Roles . . . . . . . . . . . . . . . . . . . . . . . What Resources Do Managers Use? . . . . . . . . . What Skills Are Needed by Today’s Managers? . What Are the Differences in Managing in For-Profit and Not-for-Profit Organizations? . . Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .