Report for City Council February 1, 2000 meeting.webdocs.edmonton.ca/occtopusdocs/Public/Complete/... · Web viewThe priority for IDMS in Design and Construction is to provide management

Agenda Item No.: E.1.a.

Assessment of Supply Management Strategies

Recommendation:That the following report be received for information.

Report SummaryThis is an information report from the Finance Branch, Corporate Services Department and Asset Management and Public Works Department. It provides a status update with respect to the project, Assessment of Supply Management Strategies.

Previous Council/Committee ActionAt the January 5, 1999, City Council meeting the following motion was passed:

“That the Administration provide City Council with a status update with respect to its project assessment of supply management strategies at the first City Council meeting in February, 2000.”

Report Of the 26 recommendations presented in

the Auditor General’s report 15 have been implemented. An additional 10 are in the process of being implemented and will be completed during 2000. The remaining item will be reviewed during 2000 and a determination will be made on how to proceed.

Central Stores approved budget for 1998 was $943,400, the budget request for 2000 net of inventory write down provisions is $488,000, a reduction of some $455,000 or 52%. This reduction can be attributed to a combination of the implementation of the Auditor’s

recommendations and other City ’97 initiatives.

Reduction in inventory of $492,000 has occurred through the elimination of unnecessary inventory.

Economic benefit of $47,000 (November, year to date), has been obtained by providing supply management programs to external organizations on a cost plus basis.

Three contracts for Vendor Managed Inventories have been established.

Background Information Attached1. Assessment of Supply Management

Strategies - summary report of the status of all recommendations contained in the Assessment of Supply Management Strategies report issued by the Office of the Auditor General on July 28, 1998.

2. Chart of Central Stores - Average Item Pick Rate.

3. Central Stores Billing Customer List.

Routing: City CouncilDelegation: Al Maurer, Bill Burn, Randy GarveyWritten By: Bill Burn, Gerry GoodallJanuary 4, 2000 Corporate Services DepartmentFile: 2000COF006REV (Page 1 of 1)

E1a

Attachment 1

Assessment of Supply Management Strategies - Report Summary Status

Recommendation Administration’s Comment Status

(IV.1)

The City expand the electronic requisitioning system in conjunction with broader information technology initiatives to eventually replace the paper and Material Requisition Form.

Agree

All employees who have terminals should be granted access to SAP for the purpose of electronic requisitioning, within the scope of their responsibilities.

The major difficulties to implementing this recommendation are the lack of sufficient computer terminals across the City and the need for an extensive SAP training program.

Most data entry activities in SAP require accessing a number of screens, and for someone who orders materials infrequently, it can be difficult to remember the proper sequences and protocols. Accordingly, frequency of use will be a key factor in implementing this recommendation.

In Progress

As of December 1, 1999 electronic requesting and purchasing access and training has been provided to;

287 departmental staff - Stores requisitioning

325 departmental staff - purchase requisitioning

363 departmental staff – low value purchasing

(IV.2)

CCS review the current delivery system and schedule to improve order turnaround time to deliver 90% of orders to users within 48 hours of order placement.

Agree

CCS has negotiated delivery schedules with its customers and it should meet those schedules for deliveries of goods from stock 90% of the time. However, some customers can plan ahead and do not require 48 hour service. We would not endorse expending extra costs for faster delivery service when it is not required.

Completed

Delivery driver positions have been eliminated through attrition and private couriers are now used, all deliveries are made on a daily or scheduled basis.

(IV.3) Agree Completed

Attachment 1 - Page 1 of 13

Attachment 1


CCS eliminate phone-in orders by expanding the use of procurement cards for Parks and Recreation and Building Maintenance field staff.

For Parks and Recreation (now Community Services) and Building Maintenance field staff who have procurement cards they need not phone CCS for service. However, for customers who do not have procurement cards or SAP systems access they may continue to phone CCS for service.

The Office of the Auditor General conducted a review of Corporate Payment Cards this summer and has reported (page 4 of the report) that Community Services (Parks and Recreation) and Asset Management & Public Works (Building Maintenance) hold 89 and 103 Corporate Credit Cards respectively. These departmental staff no longer phone to CCS for orders.

(IV.4)

MES and Transit design a new parts management process that integrates the work order, part number, stock number and vendor’s catalogue and is supported by electronic linkages between the user, stores and vendor, and develop an implementation plan based on a more detailed cost benefit analysis.

Agree

This concept is part of the MESIS+ã vision developed by MES in 1994 and is described in section 21, Parts Management, of the System Architecture document produced by DMR Associates. At the time, an evaluation of possible enhancements to the MESIS+ã system was carried out with the idea that we would incorporate as many of them as possible when rewriting the system as part of its migration from the UNISYS mainframe to AIX.

It was not possible to develop the concept further because of the short timeframe before the UNISYS would be decommissioned, and because the concept would increase the cost, complexity and risk of the project by an order of magnitude.

In addition, the concept could not be cost justified if it were developed just for the City; it would have to be marketed widely so that development costs could be spread over many users.

In progress

The Department’s original “Administration Comment” made note of prohibitive costs to develop software to meet the above mentioned goals, that MES would continue to evaluate industry offerings and work with local suppliers for the development of more efficient systems. MES currently uses ALLDATA, a commercial product common to other commercial repair enterprises. The system supports parts requisition with unit diagrams, manufacturers’ part number, pricing, and electronic allocation to a work order. The system is limited to popular cars and trucks, but suggests it will expand the heavy truck area. More and more the Branch is acquiring added parts and diagnostic support in the form of CD’s (e.g. new buses). Whereas the electronic linkage between user, vendor and/or stores has yet to occur, advances in Internet capabilities and e-commerce may provide the best cost-effective solution. In addition to the work carried out by MES, Materials Management Branch advises they have


Attachment 1


The industry has advanced since then, so that some necessary components are now appearing on the market. MES has recently acquired a piece of software called ‘AllData’ which provides the front-end functionality. With AllData software the mechanic identifies the make and model of vehicle and ‘AllData’ displays a diagram of the vehicle and allows the mechanic to drill down into the components of interest until he has identified the correct manufacturers part number.

This software carries information about cars and light trucks up to one-ton which is only about 35% of the fleet. It does not include information on larger trucks, buses, trailers, or any of the myriad of specialized equipment used in municipal operations. MES will continue to follow developments in the industry and to work with local suppliers to develop more efficient systems for acquiring parts, but the complications of developing partnerships with our many suppliers make this a long term goal.

forwarded this recommendation to the ERP Committee for review. MES will continue to evaluate cost effective opportunities to fulfil recommendation as a long-term objective.

(IV.5)

Construction develop an electronic interface between SAP and the department’s job costing system.

Agree

Any initiative to improve systems connectivity is welcomed. However, this will be subject to the costs and benefits associated with making these systems enhancements. This issue is being addressed as part of the Application

In Progress

The priority for IDMS in Design and Construction is to provide management with timely and accurate job costing information to make informed decisions. It was not designed to be an accounts receivable and payable


Attachment 1


Rationalization Study currently being conducted by Deliotte & Touche on behalf of the IT Branch.

system. As such, significant effort will be needed for electronic interfacing with SAP. Due to corporate priorities, enhancements for IDMS and electronic interface with SAP were on hold and will be explored early next year.

(IV.6)

The City implement an Evaluated Receipt Settlement system to improve the efficiency of the accounts payable process for supplies.

Agree

Evaluated Receipt Settlement process is in progress as a City ’97 initiative.

Completed

Purchase Order D876835 was issued on January 5, 1999 for Bus repair parts, this purchase order uses Evaluated Receipt Settlement (ERS) as a payment settlement method.

At that time a working team was created to monitor the progress of this order before adding more ERS vendors. Unfortunately, due to staff changes and terminations brought about by Finance Branch restructuring activities the working team’s activity was delayed.

A new team has now been formed and will be moving ahead to add additional ERS vendors. The objective for 2000 is to have at least 30 ERS vendors in place.

Notwithstanding the above, an Evaluated Receipt Settlement system has been implemented as recommended.

(IV.7)

Purchasing increase the dollar limit for local purchase orders for suppliers to at least $2,000 to decrease the order turnaround time. This should include an exception for out-of-town

Agree

The limits for local purchase orders have been raised to $5,000 and include vendors within Canada with fewer commodity restrictions. The roll out of this change is in progress as a City

Completed

On April 21, 1998 Materials Management Procedure No. 7.01, Low Value, CPC, Sign-Off And Multi-List Payments was revised. Dollar Limits were raised to $5,000.00 to


Attachment 1


orders for departments like Transit who have a significant number of non-local vendors.

’97 initiative. include all vendors in Canada and with fewer commodity restrictions. These changes have been implemented across the City.

(IV.8)

The City expand the use of procurement cards for low dollar value supply purchase transactions (i.e., less than $100 per purchase).

Agree

The expanded use of Procurement Cards is in progress as a City ’97 initiative, the dollar limit have been raised to $5,000 and includes vendors within Canada with fewer commodity restrictions.

In Progress

A new Credit Card is about to be introduced for wide use throughout the City. It use will allow for a number of data processing improvements, including automatic accounting defaults and on-line statement reconciliation and approval. It is anticipated that computer software changes will be completed this year and the new Credit Card system will be in use early in the new year.

(IV.9)

The City review existing accounting policies and procedures in conjunction with expanded procurement card use with a view to obtain the optimal balance between transaction detail that needs to be captured for certain transactions and the features of the procurement card in order to realize associated benefits.

Agree

A Request for Proposal for Corporate Procurement Cards is in progress, one of the features requested is a cost accounting option. The degree to which this can be implemented will depend on the outcome of the accounting policies and procedures review made by the Financial Policies Division.

In Progress

See above.

(V.1)

Transit maintenance and warehouse managers evaluate the usage of kits in order to optimize the economics of both the repair and parts management processes.

Agree

The practice in the Davies (Transit) heavy repair shop has been to issue kits of parts for engine and transmission rebuilds. These kits include all the most likely parts requiring replacement. MES will review the decision making process of

Completed

For the year to date, up to November 30, 1999 the following parts kits have been utilized for bus maintenance operations.

Quantity Kit Description29 6V-71 Engine kit


Attachment 1


the mechanics carrying out the overhaul with respect to which parts are used and which are returned to stock. We will also evaluate whether the use of kits should be expanded into other areas of MES, taking into consideration the time required for the mechanic to develop a list of parts each time a repetitive repair is undertaken should a ‘kit’ approach not be taken.

62 VH Allison Transmission25 V730 Allison Transmission17 ZF Transmission29 Blower, Head & Hydraulic Fan Kits’

Additionally;

MES and Materials Management have formed a collaborative team to evaluate a number of parts and material supply issues. The team selected performance measures, mapped internal processes, conducted preliminary surveys to select organisations with similar fleets and supply needs, conducted site visits, identified internal improvement opportunities, and is currently finalizing their report. The report will address “best practice” for the support and supply of materials. The report will discuss alternative models, test opportunities, inventory recommendations (including kits), and recommend how best to modify internal systems and processes to the recommended model.

(V.2)

Materials Management implement procedures to reduce the cycle count discrepancy rate to less than 5% in each warehouse.

Agreed with modification

A single target discrepancy rate for all warehouses may not be relevant to achieving the goals of the cycle count process and such a target may become a goal in its own right rather than an indicator of problems in the warehousing system. We will review the cycle count process and establish an acceptable discrepancy rate as it relates to each individual warehouse. Discrepancies will be reduced to

In Progress

As noted above this recommendation is being handled as part of the “best practice” report.


Attachment 1


the lowest possible rate and any discrepancies in excess of the established acceptable rate will be investigated to determine reasons.

(V.3)

Materials Management investigate alternative service delivery options for supplies and services that are currently provided through the Construction warehouse.

Agree

We are prepared over the long term to investigate alternative service delivery options for supplies and services provided through the Construction warehouse.

We would note, however that the Construction warehouse operations are modest and diverse and as KPMG discovered there is not one single service provider who can offer the services of CCS. It is therefore unlikely that one will be available for the Construction warehouse in the short term.

Furthermore the longer term viability of the Construction Branch is in question due to recent announcements made by Aqualta regarding them retaining the Construction Branch as their major contractor.

Scheduled to be reviewed during 2000

Aqualta have withdrawn much of their previous activity with the Drainage Services Branch, consequently Drainage Services are reassessing their operations and will be conducting a review of their needs with respect to stores operations.

This review will be conducted during 2000 and once completed we will make a determination on how to proceed with this recommendation.

(V.4)

CCS review current picking and packing operations with a view to improve stock picking productivity to at least 25 lines per worked hour.

Agree

We are always seeking methods to improve productivity. However CCS operates using a “wave pick” methodology where all customers orders are picked in a batch causing only one single trip to pick stock from each stock location.

Completed

Daily time and activity recording sheets have been implemented in CCS, each day a record of the number of items picked and the amount of time taken is recorded.

These daily sheets have been summarized into the monthly activity chart below.


Attachment 1


This is compared to the “S” pick methodology where warehouse staff travel the aisles of the warehouse making repeated trips to the same stock location for each customer order.

Alternatively mechanical and automated stock picking equipment, such as carrousels could be used. Past informal studies into the potential use of automated stock picking equipment have been inconclusive as it has not been possible to justify the capital cost of such equipment.

The “wave pick” methodology provides for lowest picking cost in a CCS type warehouse operation, whereas the “S” pick methodology provides for faster service on individual customer orders.

We are not sure if the standard selected by KPMG is reflective of a similar operation or if it was chosen from a general benchmark of automated warehousing operations.

We will require assistance in determining how to achieve this objective and invite KPMG to provide that assistance.

Central Stores - Average Item Pick Rate

0102030405060

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

# of Tickets Per HourTarget: Rate

and as shown on Attachment II

(V.5)

Materials Management review the management structure within the warehouse operations in CCS and Transit to reduce levels to about 10% of direct labour costs

Agree

A proposed reorganization is in progress as a City ’97 initiative to review the management structure within the warehousing operations. We believe the proposed organization will meet the requirements of this recommendation.

Completed

As part of the City ’97 restructuring the management positions in the City’s warehouse operations were reduced to 1. The ratio of management to non-management positions is now 1:55 or about 2%


Attachment 1


(V.6)

CCS and MES investigate expanded use of commercial courier delivery services in order to decrease the average cost per delivery.

Agree

A study into alternative methods of local parts delivery is warranted. Elimination of the MES in-house delivery service will increase the use of commercial courier services and may also increase the use of more costly taxi deliveries depending on the mix of delivery types undertaken by the in-house driver. Our in-house drivers have also acted a back-up to parts staff during times of vacation and absence, should we decide to eliminate all in-house drivers some other form of parts staff back up may be required.

A proposed reorganization is in progress as a City ’97 initiative and it includes reducing the number of City delivery drivers and moving to commercial delivery via attrition.

Completed

Through attrition the truck driver positions have been eliminated, materials delivery service has been replaced by contracted courier services, and budget requests for year 2000 have been revised accordingly.

(V.7)

Materials Management, in conjunction with Information Systems, give priority to making the necessary adjustments to SAP to enable automated stock replenishment procedures with suppliers.

Agree

This system improvement has been identified as a City ’97 initiative. The SAP team has scheduled this task.

In Progress

The SAP team has completed its system investigations. This recommendation is scheduled to be implemented during 2000.

(V.8)

Materials Management review the customs operation and consider alternative ways to

Agree

An alternative service delivery arrangement for Customs Clearance has been implemented as a

Completed

An alternative service delivery arrangement for Customs Clearance with Schenker International


Attachment 1


provide the service that minimizes the cost per transaction.

City ’97 initiative. Inc. has been implemented, FTE reductions have taken place by attrition.

(VI.1)

Materials Management, in conjunction with departmental operations staff, conduct a line by line review of inventory items to identify and dispose of surplus and obsolete items. The net value of these items should be charged as a one-time write-off to a corporate account.

Agree

This review is in the final stages of completion and a recommendation report is being drafted. The decision to proceed with a one-time write off will depend on appropriate funding and approvals.

Completed

Year to date Materials Management, in conjunction with departmental operations staff, have identified and written off $490,027 of surplus/obsolete materials. For 2000 an additional $500,000 has been budgeted for surplus/obsolete disposal. Providing budget approval is received we expect to continue with the surplus/obsolete write down program.

(VI.2)

The City develop appropriate policies and procedures to encourage the timely disposal of surplus/obsolete stock and adjust departmental budgets to allow departments to write-off this stock on a regular basis.

Agree

Inclusion of an allowance for write-off of obsolete stock in budgets is necessary in order to obtain real revenue from the salvage value of the parts, and in order to free up valuable warehouse space.

Budget funding requests will be submitted.

In progress

Draft procedure submitted to Finance Branch Management Team, these will be reviewed and finalized during 2000.

(VI.3)

Materials Management provide training to inventory staff in order to utilize the full inventory management and reporting capabilities of SAP.

Agree

Staff have been transferred to the SAP support group, these are recognized and the SAP experts and the trainers for MMB staff who still require training.

Completed

Several training initiatives have occurred, one-on-one, tutorial and Computer Based Training (CBT), while training on computer systems is an ongoing activity we believe steps have been taken to implement the intention of this recommendation.


Attachment 1


(VI.4)

Management of supply and departmental operations develop formal mechanisms to forecast supply requirements based on operational requirements.

Agree

As the new supplies procurement group is formed through the City ’97 restructuring they will develop inventory investment, forecasting mechanisms and inventory turn targets, to be loaded into SAP. It is necessary to identify parts that should be stocked, to forecast demand as more/similar vehicles are added to the fleet, and to anticipate obsolescence as vehicles are retired from the fleet. There are seasonal demands for some items that can be built into the inventory plans so that low levels of stock are held during periods of low demand.

This will be accomplished in partnership with customer departments to ensure operational requirements are met.

In Progress

During 1999, the Branch structured meetings involving new vehicles, maintenance, and materials supply supervisors. The initiative augments existing listings of vehicle purchases c/w planned deliveries, parts used in past seasonal campaigns as identified by MESIS+, and disposal plans. Yet to be completed are the formal Committee terms of reference and documenting functional responsibility for each section. Completion of the recommendation will coincide with recommendations from the “Best Practices Committee” at year-end, or early in 2000.

(VI.5)

Materials Management establish higher inventory turn targets for Type A, B and C items in the four warehouses and monitor staff performance against these targets.

Agree

See comments for recommendation VI-4 above.

In Progress

See comments above.

(VI.6)

CCS incorporate the cost of carrying inventory and EOQ inventory management techniques in decisions involving purchase of bulk paper products and other bulk items

Agree

This has always been the practice however specific procedures were lacking. Specific procedures will be developed and documented.

Completed

Interim instructions have been issued to inventory management and procurement staff directing them to include the cost of carrying inventory into any bulk buying decisions. Draft procedures are currently under review and these instructions will be incorporated.


Attachment 1


(VI.7)

Material Management review duplicate inventories at warehouses with a view to adjust automatic reorder points or eliminate central inventories where justified to optimize inventory management practices.

Agree

Once an item is purchased for inventory by the City, there is no reason to stock it anywhere but where the eventual demand is anticipated (provided there is space in that warehouse and that the cost of internal distribution is more {should be “less”} than the cost of direct purchase).

This is especially true if all warehouses are accessible by all customers and the automated stock replenishment routines as recommended in recommendation V.7 are operating.

Each warehouse needs its own reorder points and reorder quantities depending on economic factors which should include cost to the customer or end user of a stock-out. When a warehouse reaches the reorder point it should trigger a reorder review for the whole system, which takes into consideration the stock levels in other warehouses, and any reservations or known demands at the time.

Completed

The cataloguing responsibilities for the Warehousing Section have been consolidated into a single unit, under one manager, thus eliminating Transit’s perceived need to create duplicate SKU's. Until procedures are revised, this section will operate under the guidelines of Materials Management’s existing Procedure 10.03: New Additions to Stock for Central Stores.

(VII.1)

The City take the lead in providing a co-ordinated supply management program on a cost plus basis that will allow external organizations to purchase a broad range of supplies that may be stored and issued from City warehouses or purchased directly from

Agree

However, appropriate approval will be required for CCS to move into a new business area.

Completed

Please refer to Attachment 3, a listing of external customers that are buying materials from CCS. While activity levels change from time to time, we believe that this listing represents strong movement in the right


Attachment 1


vendors under City contracts. direction and satisfies this recommendation.

(VIII.1)

Materials Management move towards a long-term vision for a co-ordinated vendor-managed supply program for the supplies that are currently provided by CCS by establishing separate systems agreements with three or more vendors.

Agree

While the KPMG study focused on the benefits of a single service provider, we are prepared to explore the benefits of a multiple vendor based alternative delivery solution. Assuming the benefits can be identified and quantified, we are prepared to move toward a long-term vision of a co-ordinated vendor managed supply program for the supplies that are currently provided by CCS.

Completed

Three Agreements have been put in place, Stationery Supplies with Corporate Express, Photographic Supplies and Processing with Carousel Photographic and Building and Construction Products with Nelson Lumber.

As the new Credit Card is implemented we envision that there will be more vendor-managed supply program implemented.


Attachment 2

Chart of Central Stores - Average Item Pick Rate

Central Stores - Average Item Pick Rate

0102030405060

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

# of Tickets Per HourTarget: Rate


Attachment 3

Central Stores Billing Customer List

Central Stores BillingCustomer Listing

30-Sep-99 NAME ADDRESS

Capital Care Group #500, 9925 - 109 Street

Edmonton, Alberta

T5K 2J8 Attention: Ralph Anderson

Capital Care Group Inc 14225 - 94 Street Edmonton, Alberta

T5E 6C6

Capital Health Authority Public Health Services

#500, 10216 - 124 Street

Edmonton, Alberta T5H 4A3

City of Camrose 5204 - 50 Avenue Camrose, Alberta T4V 0S8 Attention: Public Works Department

City of Drumheller 703, 2nd Avenue West

Drumheller, Alberta

T0J 0Y3 Attention: Ted Earl

City of Fort Saskatchewan 10005 - 102 Avenue

Fort Saskatchewan, Alberta

T8L 2C5

City of Leduc #1 Alexandra Park

Leduc, Alberta T9E 4C4 Attn: Accounts Payable

City of Lloydminster 5011 - 49 Avenue Lloydminster, Saskatchewan

S9V 0T8 Attention: Verl Ott

City of Spruce Grove 315 Jespersen Avenue

Spruce Grove, Alberta

T7X 3E8

City of St. Albert #5 St. Anne Street St. Albert, Alberta

T8N 3Z9 Attention: Richard Perreault

City of Wetaskiwin 4904 - 51 Avenue Wetaskiwin, Alberta

T9A 1L2 Attention: Jocelyn Neuman

Civic Service Union 52 3rd Floor, 11305 - 95 Street

Edmonton, Alberta

T5G 1L2

County of Strathcona - Bylaw/RCMP

2001 Sherwood Drive

Sherwood Park, Alberta

T8A 3W7

County of Strathcona - Crime Prevention/RCMP

2001 Sherwood Drive


T8A 3W7

County of Strathcona - RCMP

2001 Sherwood Drive


T8A 3W7

Data Business Forms 9815 - 42 Avenue Edmonton, Alberta

T6E 0A3

Discount Flags 2104 - 8th Street Bay "A"

Nisku, Alberta T9E 7Y9 Attn: Ron Schnitzler

Economic Development Edmonton

Edmonton Convention Centre

9797 Jasper Avenue

Edmonton, Alberta T5J 1N9

Edmonton Civic Employee Credit Union

11715 - 108 Avenue

Edmonton, Alberta

T5H 1B8


Attachment 3


Edmonton Civic Employees Credit Union

11715A - 106 Avenue

Edmonton, Alberta

T5H 1B3

Edmonton Flag Shop 15507 Stony Plain Road

Edmonton, Alberta

T5P 3C1

Edmonton Power - North Service Centre

8th Floor, Capitol Square

Edmonton, Alberta

T5J 3B1 Attention: Wendy

Edmonton Power - South Service Centre


Edmonton, Alberta


Edmonton Power - Utilities Metering


Edmonton, Alberta


Edmonton Public School Board

Centre of Education - 1 Kingsway

Edmonton, Alberta

T5H 4G9 Attn: Accounts Payable

Edmonton Regional Airport Authority

Edmonton Internation Airport

P.O. Box 9860 Edmonton, Alberta T5J 2T2

Edmonton Social Planning Council

Room 41, 9912 - 106 Street

Edmonton, Alberta

T5K 1C5

Edmonton Telephones P.O. Box 20500 Edmonton, Alberta

T5J 2R4 Attention: Harold Latham

Farm Credit Corporation 1200, 10250 - 101 Street

Edmonton, Alberta

T5J 3P4 Attn: Linda Walker

Govt of Canada - Bowden Institution

Box 6000 Innisfail, Alberta T4G 1V1 Attn: Bonita

Govt of Canada - P.W. & Govt Services

1000, 9700 Jasper Avenue

Edmonton, Alberta

T5J 4E2 Attn: Dave Howe

Govt of Canada - P.W. & Govt Services Admin

1000, 9700 Jasper Avenue

Edmonton, Alberta

T5J 4E2 Attn: Carol Marsden

Govt of Canada - PW & Govt Services-10th Flr.

10th Floor, 9700 Jasper Avenue

Edmonton, Alberta

T5J 4E2

Govt of Canada - PW & Govt Services-10th Flr.


Edmonton, Alberta


Govt of Canada - PW & Govt Services-Admin.


Edmonton, Alberta

T5J 4E2 Attn: Mohammed

Govt of Canada - PW & Govt Services-Admin.


Edmonton, Alberta

T5J 4E2 Attn: Mohammed

Grant McEwan Community CollegeHardy BBT Limited 4810 - 93 Street Edmonton,

AlbertaT5J 2L4 Attention: Ron Tenove

House of Flags 480-21, 10405 Jasper Avenue

Edmonton, Alberta

T5J 3S2

Imperial Oil Ltd 77 Airport Road Edmonton, Alberta

T5G 0W6 Attn: Judy Diamond

Jellinek Society 11229 - 100 Avenue

Edmonton, Alberta

T5K 0J1 Attention: Howard Wynn

K-Division - DCAS/CISA 11140 - 109 Street Edmonton, Alberta

T5G 2T4 Attention: Janice Scott

KEE-TAS-KEE-NOW Police General Delivery Cadotte Lake, T0H 0N0 Attention:


Attachment 3


Service Alberta Frank DeheerMalmo School Daycare Society

4716 - 115 Street Edmonton, Alberta

T6H 3N8 Attention: Renee Hardy

Mary Butterworth School 16315 - 109 Street Edmonton, Alberta

T6H 3N8 Attention: Natalie Hay

NCO i/c RCMP Edmonton C & E Section

11140 - 109 Street

Edmonton, Alberta T5G 2T4

NCO i/c RCMP Box 399 Redwater, Alberta

T0A 2W0 Attn: Sgt. S.I. Votkin

NCO i/c RCMP Edmonton Intnl Airport Det.

Box 9865 Edmonton, Alberta

T5J 2T2 Attn: Laura Bassani

Paperboard Industries 2015 - 87 Avenue Edmonton, Alberta

T6P 1L5

Parkland County 4601 - 48 Street Stony Plain, Alberta

T7Z 1R1 Attention: Keith Bobey

Peace River School Division

Box 710 Grimshaw, Alberta

T0H 1W0 Attn: Jo Ann Stocki

Planned Parenthood Association of Edmonton

#50, 9912 - 106 Street

Edmonton, Alberta

T5K 1C5 Attention: Kathy Ritchie

Premier Envelope Ltd. 4990 - 92 Avenue Edmonton, Alberta

T6B 2W1

Prime Time Courier 101 - 21104 - 107 Avenue

Edmonton, Alberta

T5S 1X2 Attn: Accounts Payable

Provincial Museum Security

12845 - 102 Avenue

Edmonton, Alberta

T6N 0M6

Public Works Canada - Realty Business Mgmt.

2nd Floor, 9700 Jasper Avenue

Edmonton, Alberta

T5J 4E2 Attn: Jane Essex

Public Works Canada - Realty Business Mgmt.

2nd Floor, 9700 Jasper Avenue

Edmonton, Alberta


RCMP - New Hazelton Box 279 New Hazelton, B.C.

V0J 2J0 Attn: Cst F.D. Cavanagh

RCMP - Air Services Bag 500 Peace River, Alberta

T8S 1T7 Attn: S/Sgt M. Robertson

RCMP - Air Services 11840 - 109 Street Edmonton, Alberta

T5G 2T8 Attn: Barb

RCMP - Assumption Detachment

Box 360 Rainbow Lake, Alberta

T0H 2Y0 Attn: Don Cohn

RCMP - Athabasca 4806 - 46 Avenue Athabasca, Alberta

T9S 1H7 Attn: Ruth

RCMP - Barrhead Box 4436 Barrhead, Alberta

T7N 1A3

RCMP - Beaverlodge Box 1140, 402 - 10 Street

Beaverlodge, Alberta

T0H 0C0 Attn: Sgt M.W. Self

RCMP - Bonnyville 5408 - 50 Avenue Bonnyville, Alberta

T9N 1Y8 Attn: NCO In Charge

RCMP - Boyle Box 58 Boyle, Alberta T0A 0M0 Attn: NCO i/cRCMP - City of Provost Box 567 Provost, Alberta T0B 3S0 Attn: Cpl. T.A.


Attachment 3


RennerRCMP - City of Spruce Grove

410 King Street Spruce Grove, Alberta

T7X 2Z1 Attn: Kay Schram

RCMP - Cold Lake 5709 - 50 Street Cold Lake, Alberta

T9M 1T1

RCMP - Commercial Crime Section (North)


T5G 2T4 Attn: Betty Laforce

RCMP - DCIB 11140 - 109 Street Edmonton, Alberta

T5G 2T4 Attn: Andy Griffith

RCMP - Devon 13 Columbia Avenue West

Devon, Alberta T9G 1Y7 Attn: Dianne Murdoch

RCMP - Didsbury Box 1270, 2103 - 19 Avenue

Didsbury, Alberta T0M 0W0 Attn: Sgt. R. Gaultier

RCMP - Dog Section 11140 - 109 Street Edmonton, Alberta

T5X 3X1 Attn: Debbie Niblett

RCMP - Drayton Valley Box 6060 Drayton Valley, Alberta

T7A 1R6 Attn: Lois

RCMP - Edmonton Drug Section


T5X 3X1 Attn: Debbie Niblett

RCMP - Edson-Subdivision 115 - 55 Street Edson, Alberta T7E 1S9RCMP - Edson Detachment

115 - 55 Street Edson, Alberta T7E 1S9 Attn: NCO i/c

RCMP - Edson Highway Patrol

115 - 55 Street Edson, Alberta T7E 1S9

RCMP - Elk Point Box 218 Elk Point, Alberta T0A 1A0RCMP - Evansburg Box 215 Evansburg,

AlbertaT0E 0T0 Attn: Bev

RCMP - Fairview Box 610 Fairview, Alberta T0H 1L0 Attn: Lindsay Clipsham

RCMP - Faust Box 40 Faust, Alberta T0G 0X0 Attn: NCO In Charge

RCMP - Forensic Laboratory

15707 - 118 Avenue

Edmonton, Alberta

T5V 1B7 Attn: C/M D.B Ogilvie, OIC

RCMP - Forensic Laboratory (RFISS)

15707 - 118 Avenue

Edmonton, Alberta

T5V 1B7 Attn: C/M D.B. Ogilvie, OIC

RCMP - Fort McPherson P.O. Box 88 Fort McPherson, NWT

X0E 0J0 Attn: Darlene

RCMP - Fort Chipewyan P.O. Box 328 Fort Chipewyan, Alberta

T0P 1B0 Attn: Bernadette Flett

RCMP - Fort McLeod Box 1088 Fort Macleod, Alberta

T0L 0Z0 Attn: Vicki

RCMP - Fort Saskatchewan

9901 - 90 Street Fort Saskatchewan, Alberta

T8L 3T1 Attn: NCO i/c

RCMP - Fort Vermilion Box 94 Fort Vermilion, Alberta

T0H 1N0

RCMP - Ft. McMurray 9912 - MacDonald Ft. McMurray, T9H 1S8 Attention:


Attachment 3


Avenue Alberta Judy MilfordRCMP - Ft. McMurray - Ident. Section

9912 - MacDonald Avenue

Ft. McMurray, Alberta

T9H 1S8 Attention: Judy Milford

RCMP - GIS-Immigration & Passport


T5G 2T4

RCMP - GIS Drug Section Bag 5560 Red Deer, Alberta

T4N 6P2 Attn: Bonnie-Lou

RCMP - Grande Cache Box 1328, 1100 Provincial Building

Grande Cache, Alberta

T0E 0Y0 Attn: Cyndy Shelstrom

RCMP - Grande Centre 5709 - 50 Avenue Grand Centre, Alberta

T0A 1T1 Attn: NCO i/c

RCMP - Grande Prairie 10031 - 103 Avenue

Grande Prairie, Alberta

T8V 1B9

RCMP - Grimshaw Box 527 Grimshaw, Alberta

T0H 1W0 Attn: Sandy

RCMP - Hanna Detachment

P.O. Box 1209 Hanna, Alberta T0J 1P0 Attn: Sgt. Glen Haner

RCMP - High Level Box 30 High Level, Alberta

T0H 1Z0

RCMP - High Prairie Box 1230 High Prairie, Alberta

T0G 1E0 Attn: S/Sgt Bruce Comeau

RCMP - Hinton 821 Switzer Drive Hinton, Alberta T7V 1T8 Attn: LynnRCMP - Hobbema Box 490, Highway

2AHobbema, Alberta

T0C 1N0 Attn: Anne Marie Robertson

RCMP - Innisfail 4904 - 45 Avenue Innisfail, Alberta T4G 1S6 Attn: TammyRCMP - Inuvik P.O. Box 1300 Inuvik, NWT X0E 0T0 RCMP - Jasper Box 1800 Jasper, Alberta T0E 1E0RCMP - K-Div - CIIS 11140 - 109 Street Edmonton,

AlbertaT5G 2T4

RCMP - K-Div - NSIS 11140 - 109 Street Edmonton, Alberta

T5G 2T4

RCMP - K-Div - Occupational Health & Safety

11010 - 101 Street, Suite 220

Edmonton, Alberta

T5H 4B9 Attn: Health Services

RCMP - K Div - Ident. Section


T5G 2T4 Attn: Cheryl Burki

RCMP - K Div - Staffing & Personnel


T5G 2T4 Attn: Bev / Paulette

RCMP - K Div.-Community & Aboriginal Services


T5G 2T4

RCMP - K Division-Administration & Personnel


T5G 2T4

RCMP - K Division-Compensation


T5G 2T4

RCMP - K Division-CPIC 11140 - 109 Street Edmonton, Alberta

T5G 2T4


Attachment 3


RCMP - K Division-Criminal Operations Branch


T5G 2T4

RCMP - K Division-DSRR 11140 - 109 Street Edmonton, Alberta

T5G 2T4 Attn: Laurie Roehr

RCMP - K Division-GIS Section


T5G 2T4

RCMP - K Division-Informatics Branch


T5G 2T4

RCMP - K Division-Major Crimes North


T5G 2T4 Attn: Betty

RCMP - K Division-Police Garage


T5G 2T4

RCMP - K Division-Proceeds of Crime


T5G 2T4

RCMP - K Division-Property Mgmt.


T5G 2T4

RCMP - K Division-Radio Room


T5G 2T4 Attn: Sgt. Landry

RCMP - K Division-Shipping & Receiving


T5G 2T4

RCMP - K Division-Special "I" Section


T5G 2T4 Attn: S/Sgt. E. Fydirchuk

RCMP - K Division - Materials Management


T5G 2T4 Attention: Don Reader

RCMP - K Divison-Public Service Personnel


T5G 2T4 Attn: Shelley Hebb

RCMP - Lac La Biche Box 810 Lac La Biche, Alberta

T0A 2C0 Attn: Lorraine

RCMP - Leduc #1 - 4119 - 50 Street

Leduc, Alberta T9E 7L9

RCMP - Manning Box 123 Manning, Alberta T0H 2M0 Attn: MaryRCMP - Mayerthorpe 5112 - 45 Avenue,

Box 359Mayerthorpe, Alberta

T0E 1N0 Attn: NCO i/c

RCMP - McLennan Box 419 McLennan, Alberta

T0H 2L0 Attn: Sgt. R.G. Mostrey

RCMP - Medicine Hat 720 - 6 Street SW Medicine Hat, Alberta

T1A 4J5

RCMP - Milk River Box 537 Milk River, Alberta

T0K 1M0 Attn: Mary

RCMP - Morinville Detachment

10512 - 101 Avenue

Morinville, Alberta

T8R 1K9 Attn: Linda Valk

RCMP - NCO i/c Edmonton Detachment/Provost


T5G 2T4

RCMP - OIC Morinville Subdivision

10512 - 101 Avenue

Morinville, Alberta

T8R 1K9 Attn: Allison

RCMP - OIds 4914 - 54 Avenue Olds, Alberta T4H 1H5 Attn: Sharon


Attachment 3


RCMP - Peace River Bag 500 - 7701 - 98 Street

Peace River, Alberta

T8S 1T7 Attn: Barb Stanvick

RCMP - Picture-Butte Box 299 Picture-Butte, Alberta

T0K 1V0 Attn: Dianne

RCMP - Ponoka Box 4250 Ponoka, Alberta T4J 1R6 Attn: S/Sgt. Dave MacPherson

RCMP - Red Earth Creek Box 80 Red Earth Creek T0G 1X0 Attn: Cpl. Gary Houston

RCMP - Rocky Mountain House

Bank 5000 Rocky Mountain House, Alberta

T0M 1T0 Attn: Brenda

RCMP - Sherwood Park 911 Bison Way Sherwood Park, Alberta

T8H 1S9 Attn: Sgt. Neher

RCMP - Smoky Lake Box 239 Smoky Lake, Alberta

T0A 3C0 Attn: Laverne

RCMP - Spirit River Box 420, 5105 - 45 Avenue

Spirit River, Alberta

T0H 3G0 Attn: G.D. Elliott

RCMP - Spruce Grove 410 King Street Spruce Grove, Alberta

T7X 2Z1 Attn: Kay Schram

RCMP - St. Albert 25 Sir Winston Churchill Avenue

St. Albert, Alberta

T8N 2S7 Attn: Sgt. J.D. Greenan

RCMP - St. Paul 4806 - 55 Street Box 1720

St. Paul, Alberta T0A 3A0

RCMP - Stettler Box 1298, 5902 - 44 Avenue

Stettler, Alberta T0C 2L0 Attn: Sgt. F.R. von Krogh

RCMP - Stony Plain 4601 - 44 Avenue Stony Plain, Alberta

T7Z 1W9

RCMP - Subdivision Bag 500 Peace River, Alberta

T8S 1T7 Attn: Colleen

RCMP - Swan Hills Box 237 Swan Hills, Alberta

T0G 2C0 Attn: Sgt. R. I. Platz

RCMP - Taber Box 4060 Taber, Alberta T1G 2C6 Attn: MaryRCMP - Thorsby Box 499 Thorsby, Alberta T0C 2P0RCMP - Tofield 5515 - 49 Street,

Box 247Tofield, Alberta T0B 4J0 Attn: Sgt. D.R.

HomenukRCMP - Tuktoyaktuk Box 58 Tuktoyaktuk,

NWTX0E 1C0 Attn: T. E. Raine NCO i/c Tuktoyaktuk Detachment

RCMP - Turner Valley Box 389 Turner Valley, Alberta

T0l 2A0

RCMP - Two Hills Box 100 Two Hills, Alberta T0B 4K0 Attn: NCO i/cRCMP - Valleyview Box 1050 Valleyview,

AlbertaT0H 3N0 Attn: Vivian

RCMP - Vegreville 4945 - 49 Avenue, P.O. Box 730

Vegreville, Alberta

T9C 1R8 Attn: NCO i/c Vegreville Det.

RCMP - Vermillion Box 1199 Vermillion, Alberta

T0B 4M0 Attn: Dianne

RCMP - Viking Box 209 Viking, Alberta T0B 4N0 Attn: Deb


Attachment 3


RCMP - Wainwright 1018 - 1st Avenue Wainwright, Alberta

T5W 1R3 Attn: Sgt. Ron Parkin

RCMP - Watson Lake P.O. Box 40 Watson Lake, Yukon

Y0A 1C0

RCMP - Westlock 10807 - 104 Avenue

Westlock, Alberta

T7P 1B3 Attn: N.C.O. I/C

RCMP - Wetaskiwin 5604 - 48 Avenue Wetaskiwin, Alberta

T9A 0P2 Attn: Carol Marohn

RCMP - Wetaskiwin Detachment

5002 - 48 Avenue Wetaskiwin, Alberta

T9A 0M9 Attn: Tracy

RCMP - Whitehorse 4100 - 4th Avenue Whitehorse, Yukon

Y1A 1H5 Attn: Jim - F.S.S.B.

Red Deer City RCMP 4811 - 49 Street Red Deer, Alberta

T4N 6A1 Attn: Lori Loney

Show Your Colors #2964 West Edmonton Mall

Edmonton, Alberta

T5T 3J7 Attention: Rick Rintoul

Strathcona County 2001 Sherwood Drive


T8A 3W7

Summer Village of Alberta Beach

Box 278 Alberta Beach, Alberta

T0E 0A0

Telus Supply Management

23rd Flr, Telus Plaza, 10020 - 100 Street

Edmonton, Alberta

T5J 0N5 Attn: Lil Hiscock

The Family Center #20, 9912 - 106 Street

Edmonton, Alberta

T5K 1C5 Attention: Shirley

Town of Beaumont 5600 - 49 Street Beaumont, Alberta

T4X 1A1 Attention: Henry Magnan

Town of Bon Accord Box 100 Bon Accord, Alberta

T0A 0K0 Attention: Al Saunders

Town of Calmar Box 750 Calmar, Alberta T0C 0V0 Attn: Accounts Payable

Town of Devon Box 400 Devon, Alberta T0C 1E0Town of Morinville 10125 - 100

AvenueMorinville, Alberta

T8R 1L6

University of Alberta - Campus Security

Education Car Park

114 Street & 87 Avenue

Edmonton, Alberta T6G 2R5

Westend Community Playschool

15108 - 76 Avenue

Edmonton, Alberta

T5R 2Z9 Attention: Jane


Documents

Report for City Council February 1, 2000 meeting.webdocs.edmonton.ca/occtopusdocs/Public/Complete/... · Web viewThe priority for IDMS in Design and Construction is to provide management