ML20035C206

Review of IRMs Mgt of Its Contracts,Audit Rept

ML20035C206
Person / Time
Issue date:	03/08/1993
From:	NRC OFFICE OF THE INSPECTOR GENERAL (OIG)
To:
References
OIG-92A-10, NUDOCS 9304060319
Download: ML20035C206 (24)

Text

.

l OFFICE OF THE INSPECTOR GENERAL f

US NUCLEAR

^'

3

' REGULATORY COMMISSION 4

l I

7 a

l l

+

4 A

w is.g s

AUDIT REPORT 5

t l

,.w" I

f

~lq

,h-

\\

n..

c q

c, l

.0 t;,

7-i.

.gigil:;

j '

1

.v, I

'.',1 ef 1

1 9304060319 93030S L._

PDR ORG NRCI

• '..t. e -:

.' - ;...-r--

_...,..r"

. L '

l e

^ '

'..,..,.;.:'...,.';.,,..,,'.:...,:..i i.

~

I' : -- '. =_..

v

...s.

k,, :

. : rn..;'--

.p',. '.

M -..Q.,

n T...

.z...

'.,a

'.R.~'

r

. _..i....

't

.L.,',...

..s >-..... z. ~.. :; f

~

.:p..

l % $; ;.]

u..

' l,: y,; (.,,. '., j ; j &. f.. ~..; * '. y 1'.: w.f, V ; T 6r[.:' l : R.Q.... ;.,'

',.m '. ,,. ~. G ki,,'j :s: n.f... ?..-

~ f ~ i j.J i *. ),. l..., '. ;.," ;,[.>;.'j:.l ; ; : :

,.[,,. f,.;,.f.% :., v

.y.v,....:..,; -.;.,. -

....-....:,..., -... :........-.,. I

~

y :., ; 4. _

..n,, ; y -

p-

.y

,s....'-

.. m,.

.,..y',....;,:_,- _

..,... u '.l ' j n. ~ J :. g }.>..^ ?..-+ >... ; ?. ':.c..*. A,1.., :.,, i.,,,s s

,C-?.

L.9.T.'..;, ; '. ~..

. w;;'.

'.__e-. <.

..y.._,,-

ll

. q '

a.. ;,. ::;f '. :E r.',';* y Q

,, '. <y', _..-e.

's :

.f';

s.

..s..

a q<Y.Qn: 4 '..,5

\\

m. ".. ' w[:,.

, ;< *.: :;...;. ;". ; e;....M..,

2'_...

..s

. :ll :;

. '._f%&. ; 1,,

=

-.3,..

' :...,..,".3......

-w...

4.,._.

.,,...s.. a -.Y. 2.1  :.O.N..

c..

,[' ?.b.

..a.~..y.

< ; y<

.e

.c.

h< ? - l. :'

• . '0'& k."

bW~N

.'D ' ^..

l.'..

L O "# '

1 k,9 ;; ~...,.l " o.. ; !.? ' j.fh.,... [..l. j - l. ' E'N ~ T.Y ' ? '

^

i

.y

..,'.,4.,

-- e.;

3 ;/. ' ; ': -.',

v J. ' ly.,.:e ':.: :..:... W... '. 1:

~,;'~

.t. - -- :...'&

(:.

.....&... h.

.. J.,,,

' h

.g'.'->,

'.....,:..,. 3.. :

.. u ' f.' l.. ; -.:.. b i,

' \\

)}._.

,]'l. Q '!Y g,j

~J'p:.'_'

b. .%:hl1 '-[_ f J^ '?.:2..'. ' \\j.l'.' l b,.l, Y < < 4 L ll

[ ?.h' : '}.', ).._. } G ',_

^ "

}ly J:

s' C : '_ :.:;.?. k., ; ;;.. '. ' >^ ';l: :. i *.. ; ; '. ,:

. Y.

:; ;, :,:h} '...f !". l~

• ':{,

,.. &...:. E'.b..., ,S...p.,.

. %. J'y ],,' ~ i.' l f W ':[ ?. &.x :,l-l'y:. );U.,: lY.".

> '..(...3.. u'., *;.(.'.;.{;?'.. _f,,. f [ ;._'; :5.Q' * ?.

_b?

.'{

ij ?

v..

...n

_,u..

..., :...,. :, -..a..s.

I*.

.?-

. e... 1c.,.

~^.y l.S. ' ',.-..Q"

',,. ' * '., c'; % ~ ;

- - ;.. v: ;..*. -: -

O.s

• • J

' '. < 'i' '.. '?

. i'* *

...;.;....~-.

...,_.* l ;[ ' v, '

,_;.?

.,.,j.m' :.sf.y. n. '.;.,', ". _ fe '; a;c ' ::...

';~,.

. :w r

~'

f.' :. '., ~.:.; i..,' '

v ;L ' V. %...' i.".* <.

a ? 2. l $ '..

.L qq s': : '...l

..:,, [. [ ' ~.~...:. ;...

'. - :' :x:

.e

.,c' 2 Q.m :x

• L'...,'

..,3...';_.....*<-

- i.

'~~m'."..+:

,n-

.s.

.a,.

p. -

.. ~.

l..

e.

..o

.*r..

..% *, ;::4 l-?.:l ': %:,@ a l a..<.%~,

. llh,n ';%... ?";.'. l

'. '..We' ',. 1..

- l '.Q ;' r '.... '..f

\\ ',..f:.

_}.:.,.. '

.L..g.:. ' '.

.s.

.. n.

- - {.Q j.., _ : *.

u. ~[ ::' ,. ;..-

'. ;;f.,

~, 7_

., ; s

'. ',, ' '.. 1 '* ' f ',. l lv. /

J

<. : : ~

'L*

1

< '. '...,',. ' <,, ?. w. ',::' - ;.;._ ;

,s s.w%.,;*,j%., _;.,,. ' W,.

,y-,.:.b ; },; ' p.. :. y 4:g, -, :;gp yn. 4. -.g:.pg.,,,.. _....,. ).,,p,... i:...,., ~ o. :,

n..

.c..

<,.%...'s..

.,f.,.r,y,' P, E f ':)

A ;. p

{.. ?;:

c

.,.w-m,w ;;,_. <~

.x t

,....v.~

..,. ',' *.-, -.. ' *,'..','f....'.,e..g s.

.,,,..., - r-

,o..3 +A. 4.., q.,.., j.,.,~(,_

' ;..,, g,.,3 7...-

%;ag....st q, :. -

1

~3 i,

.y x.

r %s g,

.1.,... y.-g<..,..

sr.. _. n. e c

a m-x s

'r

'E,.. y}..,..' '... :.I. ' '...

'.. _, '.-g,,'

^ ' '-

{;...q

,g.

'.j,

. - 3,.. -- - - '

.....,'.:...:';[

.. ~

• • _.'A'.I, L,

,. - ; c n'

~ [

- } ', ' ;,.., *.

'a

. 'q

,5',,=

[. ; '.' Y,-]

,, [\\,',.):

• ... 4...

I '.,7 ' _ ' A, ' ' ',

'.'y' 4, -'_'.

',, ' "^-' -. / '.. :,.,'I_'.

_: ;... _. ; r.'.;

4 s, Q... '

.,'.,1.:,.

} _ "t s :.':.

..F_ *o,;.;'.. ; *<..*.[. '.;= j _,"::_

• ;;M, -

P i;. ;.-

-j.

,.P Q:,1 1 h,. t *,. ;:,. j ' _. y._<.;,,.'.'.f..;.,;.,.'... ~:..

.'. '; 8. T ~ ;[.;..

' q s.

• ['s.

s.

,....,,:...',".,.,..g

.s. \\ :..,,.

M_.

...g,.l

,., C.:..y e 4,

,' :'.,'.,, 3 -, j '

. y,

e

• X.. ;,' ~- fa y'

-,M ' r

,' j '?7 -8 2., ;

'.n:

• *. '. ':.e'

a.

/

1; -C~r

_l,.*

g'.1 ',,

o

,; *: *j ;

a 7;.b +

.a.

p%

r._-.

6 v-

,.,. w

.m., :...

,.........-.;.~.&..,- (

'.,."-...; '+; i

,.,,.. 3 'I'. '.. r. e.,;. '* ' i

-.f...,. '.

' %. ?

8...r.,

. -. : 1

'. "4 g'l......,".--

. :,.. n.

..7 e'..,

'..g

.,-*.'.,.,..f,

a - '., ;@..'-.;.: ^: %;r

,q ;,J3 a:....,..,..,. ',..,.,

.'..<...&.,?.;...

.i 3 '.*

• ,..i,' ' '

v a v,.., -. ~ "..., - -.

d

. ~ h..,.'..;. :. ' '.

i

.f.g.-,,,,,,,.,,-

._"a.-

aj.

I.e..,..

...,u._;

., ;\\

<. :... ~. p :

. :s

..,.s...;,.

n:.

-v

...x.g.:

.... -, s.

,.. 'm - :- -

-. :4- ;

' '..,'.4

_.. -'.".... ;. ; '....v.

_ 3;

_.F

.,..t...

I

. y

~

'... ~, '.

_,Y'

_l'

',f j._

y.p.

.) / ;...;.

c p ~ ;,. h

. a A g ' g y;q.p p :y p y g.;. g *y 3.L.c...y: p :.g y. 3 r.;'c. y y 3,;.y +.. _ c_,.,..".

.l_,'._...

t ).d..

--.;:,:.~., ;; + n

; y:

-;. ;%.

• J,;y; pg ~.Q g s ;;y::;> g1

. W:Q.::,3,:y ' - ;,. ;, '.

.r u..; ;, ;

,, l

. n;.x..

. c.;..,....

......, :., _.i..

.n,..*4'..

,. - t z. < ' = ;' -

.., _. ;, (i.

<8v:'....

q.....,,. 3.y, _ :.,..p..+. ;. a.

3v g. -; 9 ;.,;., 16 :.,.,; %. x;,,., 3,.._.;,,..,*:. -..

3 e... - - - _.._, y

.t.,.

r,.. ;..c. ;

,,.,..2

..g

, f.

...'b

.:. 9 %...., '..f.. i;.. w ;.

.'".i:.*.'.'..

s.' - m ;

>1

-s

.+7.;.-

..,.%..!,..'.,,.'..'ei.'-^ ~...p ;,1 ? {, @ 1[,, '.,, '.

d.. f'.:T.w 4

• r

~

..{

.f ;, y. v.

s -.

z. '.<..; :.,'.W i,f, '..,7

.,.',., '.., } * }; 4, /,.".,d, ' ).-

,;-,.=-.

c.~

u...;,.,.,.

.:p - -,.. c 14. '. ~ '. i. :, - Q.

..( ?,'.jS'!... 7. :. s :. cp <.

., V: :p y."a

,. a f.

M

',(,

", '.. 4. b,

y..

s,

-:} ;

.., ' '. :..

• 4.

--~.'..~,~ac.,....'y, Q,'...,-

t; s.i I., :' g %,.. ? W. L; 4

• m.

,;) . M. n..;.,,,.y.,..,,..R.;.f....,,._p~...'_v

>Y

,b.

.l..

.,.~~%.'.r,,.. >; *s ;;

.~,g..-s (s-

, ~.

..,q.,....-,

._,.;..'.";.,4.-

- )i, :. m. _ *. * <. -.,

,.,.n,3,,.,p..

• l

..g

'., y Q _ j. ' k [ ;&.;d. {. ;*.

.g

.n.

f. <.., '; l-

.9

,. ;$ ;,, i;

- y y..'.,' ).. :,, [. : [ ] ' L ' _:

'.{..

.,.;, :- *" 3l

' [* '}; ; '. i'. :%.

• ..,;*'t, ; ;

,f 4

*;. ;.. _l, [ g ',.: :;.,}; y. - i y*f';.': s, '(: '* ',Q..'..}.. 'yl. ';, ' ;,'.,. L ' 9..-. [:',,,.

...'.'s l'

'Y ' ' - *J,,/a.

c

.-a, 4<s y :,' - ';

.l

'*-...e'.,'.l't-

- ' i* '- .: -

+'-:3. ? :.,4 r

_.;;b

' p f,_, r..~.,'.'#:,u.s.

v.

a,

9,'

..;. c c.~.-

W

• • p-,..'

st

....e..,f..;'.

s

'. -.. 4.- _,. -

,.4.

..,,...,....., _.'._4,..r.+

~m.

- g.,'i' r

\\

. y

,_.c ;, _.: Q ;-

.;M.

,'.,'.o'...<i.

o.

..J r: :

,..=%,3.,'._s.

..,".',4,M.'..

x..,.A *rv....',v':...-'**)..,..:

u..<

.e

-.; ; );

e'..,.,'.>u,

p ; :q, -..,,..n. ;. - V...ts

-; ~~., -

L'.

. L.

.- 1'..

• fu'.

-,. '.'s-

,..a..g*_,;.'

-.,. ;... "..... '..,....g;....-

c:.m,.

,'w,:# :

s.:.,

y%'.

..... :i,,'. e..-.......r.

v s.

'T'

. '.,s..p ; ", s,:

• s,,*

,. v.;

s...

..?,,,-

..~ -

(

, c:

p

...g

-)

• .'4.. '.._7."..s, p

- a x.r.

e.',. :

.,4..%..j~,,,,,

W.

's..

,.3.,.s i.

t

i..p,,,..

....g

.3.:

,- :.-.. h. i,,' ;. - ' ' -

e_. * ' '. -' C.-..

,,,,.y

.; 2 x a ~). :c p ;'. b ;,...w

~ -.. l-

• ... '. / ;'-[. _. A..,. ;;,. 'N.,

' '., '.. "... f 'I':'.<l '. 5',_l.',.?.v',...

. :.e.....~..

l:'....,'.::'l '.t ' ;. '",,

.,se

,.. u y cac..: -_;

c..u e. <..

p l ;-..j f (.; ' '.$'. i ' ' ;_ l - ' * ' - '.

..;f ;. b :.. e

.?..' ': N.1

. c

^.. -. %, f l', ~ ' ri L, f "' _

(

?.

^

l

,..'.s.

.. : - *.. 4

.+

--..se..c.~',.?..

. '....s.

s

..y.-.-.,,..,',,.,.r..c'.c., ',

n

• ......' w -..:.-.

s'.

L O

. ~..*.. s l ; ' '..'. '....,

'_;a.'_-., <

,;,.,, i... 9

. )

_y

.i"..,..,;.,-

c

.., -.'.','.d,....

r '; :..,..

u..

,*.,,,.y..... :,...,;. ;

r,,

. ;M c.'. ~. 's,;.:

- ~

,...&. ",..~.'l.'..

.'..," <. +... ; ;g :.:

l,"-

'/T

..4, A

, p..'.'

..2.','..',,,,

.A -.';,,,,., -,

-.,g' (s

".,,..,p.....':

r.3;;...8.4... 4.. ' *;. s.:.

...... -,'.,....a~.,1, i )4..

j f.,

...7...;..,..,,:....,<.s.. l:! ' 7',,;.',,

3

~j'._- :

,J w..N s

na 4.

,n

)

, } : x' C:. 4. ::..., ' T::/: 3..:%.,

c j %,K4. : '. :,i. +

r j

y [G 5

.' :;Q >. (4;,p: y ;.,.. =,.' ~ : $ W.,: :.:".; :. y;;;b.

m.-

3.Q;.,... %.,.) y ^

. s : "..;;,. -) J ', n ",:"...w,.:::, ~, j:.. Q.. _ : :t L; :,x..g.:.:

a<.. ;.., j. '

C.; @

'r..: l F.:s';,%.:f. 3:p._3 L :.z.y.L,

?

^

'q, Y'

...,h 6.

'/.

,,, j ' '-..

,,, [

...;Og

',d, fy ',n...,

'.h,_,, J,,f }. -

g r.

1. .' 'i

.; g.

},

4 :.,

5'...*.,

• '.;' ' '. ' '...*f-

.f 3,

'd,'*

... * + ' [," f -

4 1...

• f-

• p M

',,'A:

,,[

.y

,'[..

^M

'.4,

-., ' ^ :-E I a

, '.. Q ' % ;, i v ;

':l4l~.: [. -b::,

.$..' 3.::. '..b'

?l:' ;': 'I '.: * '; -

< '.. -. ~.'.

?' _ '.'h_, _ '.;y ^1;*

.% ;%,%.J..g, h a.. as,

- c ;......

• i./

n

.;a..+. : ?..lr - 9 ' '.

e u ;.;,, ;. :... v. :'.. ; e

ac *

':e Y'p

.,h l, 2;

l l-g,.

._,,?

.^'...p

g-u ;

Is q. '..

,g' t

t c ;; y.

.y

.a-7 '. a a.. % _-. %.

,L--

.p.,

a

'{

i,,

f.

.y, - l Q,. _,. f '.. $,

,I_.

• 7.

,'?

..[ '.*

-}

f.

• '.',1

,. ' _. -...j-.,,

f(

. k,f sy;,fi.,.

y f ? ^ ' _

Y '.f,b.

w.

s,

j ; l l ' :..ll l ', : - l,.,' '[;.5 b. ;.

ll::hlA W.

k,;..,;,w ;;.;_;. W 6.'.,;?. O ;.;';. y. ;.' ' 7 ( p 3...

.,.f ' '

-d q.'m..... '.. =: ;.y.< 7, 3,. N.. 3

_.a_...,,......

N

.a y.

.,.,,.j -.,

-.t

.i

. -..,... ',.....u'.-.

-,;... '., A... ; j, n;..

.;, e >

.. p*,

a, l

a \\'

.*.;,,. g...-_ - -

up._,K,lg:'

.f

• y~.,.~.

• -, y ;:.,..'..,^:

,d*

. q,, p ;

'l

,. ba} ?1:

'. ' l'.ss.'... * *.v 2

i

_. : j'. ' .. *-

?^'-

n..A ?; l

'tn._l',N

. ::. /

,'?l

'.ra

.f

.d s

.'.a.-_',s

-G

,.,j,.... ' ',. '." !' $ '* ;p *I._=4.(*.,, a ;1-

,.4 M,,.. ".,,,.-.',J 3.i.,;:

,, *'. *, -.<,l'.

g,

+ -

i,. _.:

.,4.+g.,y,.g*

,g..%.,. - - ' ' '. ],,. '. * 'g 7,,, j

..'.-.5' ',..,,

• g'..

s

'El

'*= "..'* ' '.,,.-f{,,.,.

..11<-

.,V,.,;

......~_;.'..y".:

,d-

'4,'**

o '_q

.l 9,n.

~

4..A. *'q.'#...'r..,,

i.'4 J,,.

g 3

'ss _, ",.

5

.,,f.

p..,. -

3

'p.

,f'. f *"....

J.:'.:. pr

,~.,,.. _,,,,.., '-.'

~.s.-

s<

qf,4, ;*,,:.J.:

...V-

,,a<<,,.,.

'. 3

.'.<p.,',

,,,_,y.V

,,)f,',

l,.

...,.4.

)

c

.. - J.

, r '.:,4.

.-s

.. -.,e',.

.1

.'.:..,..'s7.,

• ,.,l e.,._--

-e, g

• )*_

-'3 e

_d

"[..,

.j,

k.

• j.S

1. '; [- [.;j

-[.

-[,[li.,.,, '*'7

..[

' ',[.*

M'.,'.'-

.;'.,"',,Su

.f S ",',:

d.

.I.

?

~

d'..**'

• .*'yt',

O :

',e

.,-(._....'.-",?l.........v'

' s

,, J' ',; -... : ?. c': *:...: &

,-;...'.,,,g; l, b..

, t{,.- '; 4,.y.,.

g

- j $. *' '. - /.

,'_.('"*~'........,..

. 3 1[ 6 '?',,', l ye '. '+

d

<.' f,,,,,' j 4 -

..3....,.Vf.'

% ' ' *, 1 ~ y, -,.-

i;

'. -... v

.a,7.,na, y.g.

=- 'g '.<. ;.; ' :* i.. '

• Q

..b,,:,'.....L.-"',,

,*W

• ^

s'..

,.'2 s,

n'.

• t '. ' ' ' _ _ '

I,

. "l:

~ s s^ '. '

g..

..gl. -

y.... /.' f

;. ?., : Q.

• Y'__.'4'..;'....._.:-, :':.., \\,;' -.,A, ' ;,,'

'.O'.:y.? 'a-).. "" p f.,..,

i '

'.c.'

c, '.;. !~

. 3. ; _ y -,' ' ',.. ' #;.%., f; y& ' ' _

"...,;*.**4.l7,...'.-_.,q'.',.q'

';1,. '. ;'.y

.y'. ":, l:-. ~.

• ^

. 3.,_*.

...'_{;"'_'

';a..

Ly

.v ;

... q-

.' :..(.e,.'.'-s~_... <

s.

-. 1

4 J _.. a.,.;,. o :e;;W ';.,: :x _

x c

. - 2 _ f.

..Q

• ,. _, l

..w-

• :. i' ;. 't.,

p.

?

H. f ' -

.,r'.' :-

' W :, lr.

..V ; ;ffl.' ' *.M ' w):

1_. !

Q (,.c ;l:'.d...._';,J '. '

.:...?

. ~.

m, I,

t ~; _.

.'..~t:

'1

- - '.'...; l- " a; *.K:. '..":....i.. I L. P.'- l~, -

a p ^ " ~ ;' ",,, *

,'_ ',, l '; i

,L\\- ',

.:1

. ;;j. %n:y '

..L W s

',.N :. :q:. *:p' i 'g;;;".Q..&

? " :W._ ; i..: :%. :'.n <. A.. u..

..' r:;'

, _'.;', 8:j?. ;. ' q;

, :: e.:

..,,../.'_,;_'..,,s'L;_

'.::..)_._

~ l. , f ' ; q;.);y ' :,,

g

, y _.

)

.' '.';g :;:., \\,f,  %

..a ?,X bi( ; _ J?.;

",ev.a..

E'

• .. -.+s.r.

.s

' ;., :...:.,, h - tn', ~_. ~.g?:

',, h ' r,r;. y;; _,; i.; y. '?[.. v.,..[. ' ;. ;,,..,.

2 {

,. *w:

g

• (*, ) Q::.::

.,.' ' y i,;..

a: ;.,. _ -, g ~;.,.,

,. 7..

. ; j._

. ;-. W. ;,,. ;,,.

n ;._,..., ; y,_ - :'.<..;;,. ' r. :.u..

s-y

._ y.. e x. _ '..., 3

.,;;

,,..n,.'.,...'.-' J -U' '.. : ;,. n. ' '. '. ' H

. m.. s.~,L

,,. ' 4

.,.. a i n.

- *.'...,.3...

^:.:

'r'A 'i ',s :*':%. ' r', ~ ~,:

.?

:... h M....utt ; ? :..*

%::q M w, :.g;<L' '.i

. : u,m 3

'n, L:.

% ' "~.,n l*'

P.J:M,.j.

a":

c;

.'?

Rlc'; W,E.....

..:glp N':Wft,C."L s..:jQM 9, q"r,k'. 0'... g?"!:a:s',, P'.t;s"5 ;sn

.y g. :-n, :

p.

- m v=

.h ::.

+W ?.@23,s..,.

050319 93030$

PDR ORG NRCI Q.

.c

.. y Jg

-[3~ a.,

,.... :.,,. c a,

,,,.,q, t_ :: u... ' ' '."'

-.s

.. ' _. 'U.".',....,....,:..

i ; L. '.

'l - : q;

.l. ':

..m.,'.,%,..;...

'l'M.'......

f ' "... r' r.

.u

.g.

OFFICE OF THE INSPECTOR GENERAL l

US NUCLEAR E

REGULATORY COMMISSION I

E REVIEW OF IRM'S MANAGEMENT OF ITS CONTRACTS I

OIG/92A-10 March 8,1993 l

I I

A~ ~ ~~ T>.

R 7 3 n R

~

.v l

b

~

o s

I

(

f'

~ $

O l

Y 4!Ib?

o&c 9

s l

l 060039 l

v q) O f.

I

,d[

o,,

UNITED STATES y

7, NUCLEAR REGULATORY COMMISSION E

j WASHINGTON. D.C. 20556

}

m

\\,

/

March 8,1993 OFFICE OF THE i

INSPECTOR GENERAL I

l MEMORANDUM FOR: James M. Taylor Executive Director for Operations

~ dchtb FROM:

Thomas. Barchi Assistant Inspector General for Audits I

SUBJECT:

REVIEW OF IRM'S MANAGEMENT OF ITS CONTRACTS Attached is the Office of the Inspector General's subject report on the results of our audit of the Office of Information Resources Management's (IRM) oversight of its I

commercial contracts.

I On February 9,1993, the Deputy Executive Director for Nuclear Materials Safety, Safeguards and Operations Support provided comments on our draft report. The Deputy Executive Director agreed with our recommendations and provided completion dates for the actions implementing the recommendations.

Attachment:

As stated i

I 6

I I

I

i I:

cc:

H. Thompson, EDO i

J. Sniezek, EDO S. Chilk, SECY W. Parler, OGC 4

D. Rathbun, CA g}!

T. Murley, NRR E

E. Jordan, AEOD E. Beckjord, RES g'

R. Bernero, NMSS E!

P. Norry, ADM i

R. Scroggins, OC g{

P. Bird, OP E_ J T. Martin, RI S. Ebneter, RII EI A.B. Davis, Rill 5I

~

J. Milhoan, RIV J. Martin, Rv 5

J. Blaha, EDO E

J. Funches, ICC I

I I

I I

I I

I I

I N5

I IRM's Management of its Contracts Needs Strengthening g

TABLE OF CONTENTS INTRODUCTION 1

BACKGROUND 2

I FI N DI N G S....................................

4 I

Lack of Office-Wide Policies an d Pr oce d u res..........................

5 IRM Has Not Consistently Adhered to l

I Prescribed Procurement Regulations and Authority 6

Requirements Analyses not Consistently Performed 9

I CO N CLU S I O N S............................ -....

10 I

RECOMMENDATIONS 10 AGENCY COMMENTS..................

11 4

t I

j APPENDICES I

I Objectives, Scope, and Methodology II Agency Comments on Draft Report Ill U.S. NRC Functional Organization Chart IV Major Contributors To This Report j

I I

I j

I IRM's FAanagement of its Contracts Needs Strengthening l

l INTRODUCTION

{

j Management of Federal information and information resources has received i

I f

increasing attention in today's climate of growing demands and limited resources. There is a greater awareness that information, like human and monetary resources,is an agency asset which must be managed for maximum benefit and effect, in support of organizational objectives. As a result, essentially all Federal agencies have dedicated resources to separately manage their information needs, NRC no exception.

The Office of Information Resources Management (IRM) is responsible for I

NRC's Information Resources Management Program. This program provides for a wide range of senices, including information systems development and maintenance and the acquisition, management, and support of information resources.

l In fiscal year (FY) 1992, IRM's budget for program support was approximately $46 million and accounted for about nine percent of NRC's appropriation. This was second only to the Office of Research in total

'I program dollars.

The lack of adequate contract management throughout the Federal Government was the subject of a recent Office of Management and Budget (OMB) study which found problems in the overall administration of contracts by Federal agencies. The task force conducting the study found that civilian agencies generally have not given sufficient management attention.o contract administration. It further noted serious deficiencies in contract administration I

and oversight, which resulted from, among other things, inadequate management attention and ineffective procedures.

I In FY 1992, IRM spent 79 percent ofits budget ($36.6 million) on contracts.

Because of the substantial portion of IRM's budget devoted to conuacts, the l

Office of the Inspector General (OIG) reviewed IRM's management of its contracts as the first in a series of planned audits of the Information i

Resources Management Program. This report provides the results of our I

review of this area.

OlG/92A.10 Page1 I

1 I

)

IRM's Management of its contracts Needs Strengthening For additional details regarding the objectives, scope, and methodology of the l

review, see Appendix I.

I BACKGROUND Information Resources Management was officiallyintroduced into the Federal i

Government by the Papenvork Reduction Act of 1980. This Act states:

.I Each agency shall be responsible for carrying out its information management activities in an efficient, effective and g

economical manner, and for complying with the information 5

policies, principles, standards and guidelines prescribed by the l

Director (OMB).

A few years later, Congress underscored its emphasis on improved information management through the passage of the Papenvork Reduction Reauthorization Act. This Act requires agencies to:(1) implement applicable Government-wide policies, principles, guidelines, and standards for g

i information resource activities; (2) evaluate and improve data and records; 3

and (3) develop a five-year plan for meeting the agency's information technology needs.

i The Federal Information Resources Management Regulation (FIRMR),41 CFR Chapter 201, contains the policies and procedures that are unique to the acquisition and management of Federal Information Processing (FIP) resources.'

NRC Manual Chapter 5101 defines the objectives, g

responsibilities, authorities, basic requirements, and procedures governing the E

acquisition of all supplies and services for the NRC. However, Manual Chapter 5101 does not provide specific guidance on activities unique to the g

acquisition of FIP resources by IRM. At present, there is no NRC manual l

chapter or management directive which provides specific guidance on the l

acquisition of FIP resources.

l l

I

' Automatic Data Processing and telecommunications resources as defined by the Paperwork Reduction Reauthorization Act of 1986.

I cro/92. u o rage 2 I

E x

IRM's Management of its Contracts Needs Strengthening 4

To fulfill its mission as described in the requirements above, IRM relies almost exclusively on acquisitions through outside sources. IRM spent 79 percent ofits FY 1992 funding on contracts and the remaining 21 percent on l

purchase orders and interagency agreements with Department of Energy (DOE) national laboratories; see Figure below. Funds for salaries and

g benefits for IRM employees are included in the Executive Director for jE Operation's budget.

i FY 1992 1AM FUNDING TOTAL = 946.3 MILLION l

i i

i CONTRACTS l

536.6 = 79%

I 4

i l j g PURCHASE ORDEAS DOE LASS E

56.8 = 15%

$2.9 = 6%

j I

g As of November 5,1992, IRM had 31 project officers assigned to manage its j E 53 contracts. Project officer responsibilities include maintaining a project file, providing technical guidance to the contractor, monitoring contractor performance, and tracking costs associated with the contract.

i 2

IRM's contracts vary in size, nature, and complexity. IRM has several large, j

service-oriented contracts to provide services such as systems development and maintenance, network development and installation, microcomputer d

installation and maintenance, and software installation and maintenance.

olGrnMo rage 3 lI

!I

Ii IRM's Management of its Contracts Needs Strengthening 1

IRM also has a variety of other contracts to cover the purchase ofitems such as microcomputers, telephone equipment, and periodicals.

Between October 1990 and February 1991, IRM, in conjunction with the Division of Contracts and Property Management (DCPM), Office of Administration, performed a program management improvement review (PMIR) to determine if: (1) contracts initiated and administered by IRM were managed effectively to meet programmatic goals in a timely manner; (2) adequate. management techniques were used to guide, evaluate, and monitor contractors' performance of work and if such guidance was consistent with the contract terms and conditions; and (3) cost schedule controls were maintained and projects were completed on schedule and within budget. This review resulted in numerous recommendations to improve IRM's contract management activities, including the need to develop office-wide policies and g

procedures.

5-FINDINGS P

IRM has not exercised adequate control over its contracts and the activities of project officers. Although IRM has taken steps to improve its oversight of individual contracts, more is needed to provide adequate assurance that IRM contracts are effectively managed overall.

Effective contract management is essential for any NRC office that procures goods and/or services by contracting. However,in the case of IRM, the need for a strong process for contract oversight is vital, because of IRM's heavy reliance on contracting as a means of meeting its mission. While OlG does not question IRM's decision to meet its mission through contracts, purchase orders, and interagency agreements, IRM lacks the management controls l

commensurate with the level of use of these vehicles.

IRM has not yet put in place needed office-wide policies and procedures that bring discipline to the management process, instill consistency in operations, and help ensure compliance with acquisition requirements. Specifically, we found that IRM:

I OlG/92A-10 Page 4 I

E,

I 1RM's Management of 1:s Contracts Needs Strengthening lacks office-wide policies and procedures covering the use and management of contracts; has not consistently adhered to prescribed procurement regulations and authority limits; and has not consistently performed requirements analyses as intended by the FIRMR..

I Details of our findings in each of the above areas follow.

I LACK OF OFFICE-WIDE POUCIES AND PROCEDURES I.

Although IRM relies heavily on contracts to fulfill its mission, there are no l

office-wide policies and procedures in place to govern the management of i

l those contracts. Instead, IRM depends on its lower level managers and project officers to define and implement proper contract oversight.

OMB Circular A-123 states:

I Agencies shall establish and maintain a cost-effective system of internal controls to provide reasonable assurance that Government resources are protected against fraud, waste, l

mismanagement or misappropriation and that both existing and new program and administrative activities are effectively and efficiently managed to achieve the goals of the agency.

This Circular also states that the management control system documentation:

l I

includes policies and procedures, organization charts, manuals, memoranda, flow charts, and related written materials necessary to describe organizational structure, operating procedures, and administrative practices; and to communicate responsibilities and authorities for accomplishing programs and activities.

ll IRM has not sufficiently documented its management control system by l

establishing office-wide policies and procedures for the major component of L

OlG/92A-10 Page 5

I I

I IRM's Management of its Contracts Needs Strengthening its operation--contracts management.

In the absence of such overall management controls, some of IRM's lower level managers have established policies and procedures to govern the use of contracts in their units.

i However, the implementation of these policies and procedures varied greatly g;

3 between these units. For example, the Systems Development Branch has developed a set of branch level policies and procedures to govern all contracts managed in that branch. The Office Automation and Network Development Branch delegates detailed contracts management to the section level. The Telecommunications Branch issues policies and procedures as needed through l

Branch Chief directives.

The other three branches have not established branch or section level policies and procedures, relying instead on controls written into individual contracts or desk procedures to be used by individual project officers in managing their g

l contracts.

B, We note that various IRM managers and project officers, as well as t

l representatives from DCPM, told us they believe 1RM would benefit from office-wide contracts management policies and procedures. Also, the PMIR g

report recommended that IRM establish such office-wide policies and 3'

procedures. An IRM official told us that, although the office recognizes the l

benefit of such office-wide procedures, it has chosen to keep its contracts E'

l management procedures at lower management levels due to a lack of a'

l resources available to develop office-wide policies and procedures. We j

reviewed IRM's budget submission for FYs 1994-97 and noted that additional g;

l resources were not requested for this purpose.

1 We believe the lack of office-wide policies and procedures has contributed to failures by IRM to follow prescribed acquisition requirements. Examples of these problems are described in the following sections of this report.

IRM IIAs NOT CONSISTENTLY ADilERED To PRESCRIBED PROCUREMENT REGULATIONS AND AUTilORITY Overall, we found that IRM has not fully adhered to procurement regulations as prescribed by the FIRMR and the Federal Acquisition Regulations (FAR).

l Our review disclosed instances of a lack of compliance with delegations of g

OlG/92A-10 Page 6 I

=

5

I 1RfEs Management of its Contracts Needs Strengthening procurement authority (DPA) and unauthorized procurement actions that required ratification by contracting officials. Also, a recent OIG report concluded that an IRM official, among other things, attempted to make a -

major purchase without the approval of contracting officials. We believe these instances illustrate a general lack of discipline in IRM's overall management ofits contracts and indicate a need for increased oversight of the I

activities of project officers.

g-For example, we found that the General Senices Administration (the agency with exclusive procurement authority for FIP resources) granted NRC's Designated Senior Official (DSO) a DPA to expend S463,000 for l

microcomputer software purchases. As of September 30,1992, however, IRM had expended more than S687,000 on this project without GSA approval; an increase of $224,000 or about a 33 percent increase in contract costs. The I

Director, IRM was NRC's DSO at the time this DPA was granted.

Also, under Federal procurement regulations, only contracting officers have the authority to enter into contractual agreements with contractors.

Unauthorized commitments are created when an agency official who is not l

authorized to do so, grants a contractor permission to render a senice or l

purchase goods. Such commitments may be authorized after the fact by the contracting officer, but only if the contracting officer determines that such I

commitments meet conditions outlined in the FAR. The act of approving commitments after the fact or ratification," is to be discouraged primarily I

because it makes agencies potentially liable for costs associated with such unauthorized commitments.

l We found that project officers in IRM, without the authority to do so, granted contractors permission to provide goods and senices on two occasions during 1992. On onc occasion, the project officer gave the contractor permission to I

perform 5226,000 worth of services that were not covered under the existing statement of work. The unauthorized services provided were later determined -

i by DCPM to be needed, but were not provided for in the original statement of work. However, since the work required was not covered in the original statement of work, it could not be paid for until the original statement of work was modified to include it.

I DIGJY2.M0 Page 7 I

I!

IRM's Management of its Contracts Needs Strengthening In the other instance, the project officer gave a contractor permission to purchase two computers, costing about $3,000, in lieu of repairing two other computers. The project officer gave the contractor authority to acquire the two machines on the belief that he had the authority to do so. After further review and discussion with DCPM by IRM officials, it was determined that the project officer did not have such authority.

Therefore, the acquisition of the two new machines was viewed by DCPM as an unauthorized commitment. It was further determined that although l

unauthorized, the acquisition was justified. DCPM subsequently ruled that IRM must submit a requisition to document the retroactive justification of the purchase. OIG recognizes that the dollar amount involved in this case is l

limited and is not questioning the appropriateness of replacing the two computers.

However, in both of the above instances, NRC's contracting officer approved the unauthorized commitments made by the project officers, after the fact.

By making these unauthorized commitments, the project officers exposed NRC to the potential risk of having to pay for unwarranted purchases in the event the contracting officer had determined that such commitments should not have been honored.

Further, in March 1992, OIG issued aa investigation report which contained the results of OIG's investigation of, among other things, questionable procurement practices on an IRM contract. The investigation substantiated g

that IRM officials gave the contractor permission to purchase equipment even though the purchase was not authorized under the contract.

I Another issue investigated was whether IRM officials gave the contractor permission to purchase a software package prior to obtaining approval from g

DCPM. The investigation determined that IRM officials did not coordinate 5

the purchase of the software and other items of procurement with the contracting officer. In addition, the investigation identified several instances l'

where computer equipment was apparently purchased by the contractor without required contracting officer approval.

I' 01G/92A-10 Page a I

E

i I

IRM's Management of its Contracts Needs Strengthening REQUIREMENTS ANAINSES NOT CONSISTENTIX PERFORMED Prior to obtaining any FIP resource, agencies are required under FIRMR !

I; 2

201-20.1 to establish and document requirements for those FIP resources by conducting a requirements analysis. Our review disclosed that IRM has not consistently performed these analyses.

Requirements analyses are to be performed early in the life gele process for l

obtaining information resources, including goods and services acquired through contracts. They are used to determine and document requirements for FIP resources and provide the basis on which the alternatives for meeting i

I requirements can be analyzed.

We discussed the requirements analysis matter with the Director, IRM, and I

were told that essentially these analyses were not being done because of limited resources. The Director acknowledged the potential benefit of such l

analyses, but pointed out that while IRM does informally assess requirements prior to procuring goods and services, this is not being done and documented j

to the extent required by the FIRMR. We reviewed IRM's 1,udget submission l

for FYs 1944-97 and noted that additional resources were not requested for this purpose.

We examined the results of an IRM conducted review to determine whether IRM project officers are maintaining contract files as required. We noted l

that a requirements analysis was required on seven contracts covered by the review; however, only one of the seven files contained the necessary requirements analysis.

We also examined documentation maintained on 13 contracts to determine whether requirements analyses were performed. We found that IRM had performed a :cquirements analysis on only four of the 13 contracts examined.

During our discussions with project officers on this subject, one project officer l

stated that requirements analyses were not being performed by his branch at all.

I 2Prior to October 1990, requirements analyses were required under FIRMR 201-30.007.

OIG/92A-10 Page 9 I

I

E IRfXs Management of its Contracts Needs Strengthening l

l The results of our review indicate that IRM has not consistently performed l

the necessary requirements analyses. In developing office-wide policies and procedures governing the management of its contracts, IRM should include g

policies and procedures to assure that requirements analyses are performed 3

prior to acquiring FIP resources.

I CONCLUSIONS I_

Our review shows that IRM has made some improvements to its overall contract management activities, but has not exercised adequate control over its contracts and the activities of some project officers.

IRM has not established office-wide policies and procedures needed to ensure that functions are performed consistently and in accordance with applicable l'

regulations. As a result, IRM has exceeded specific procurement limits and made unauthorized commitments. Consequently, OIG believes additional I

corrective actions are needed to further strengthen IRM's overall management 5

of its contracts.

I RECOMMENDATIONS I'l In order to further strengthen IRM's management of its contracts, we recommend that the Director,IRM:

1.

Establish Office-wide policies and procedures to govern IRM's contract management and to assure adherence to applicable laws and regulations.

l Ii 2.

Immediately issue a management bulletin to IRM project officers outlining unauthorized procurement actions and reminding them that violations will not be tolerated.

l' I

I I'

OlG/92A-10 Page 10 I:

1 I

l E

t a;

L

1 1

1RM's Management of its Contracts Needs Strengthening

'g AGENCY COMMENTS On February 9,1993, the Deputy Executive Director for Nuclear Materials I

Safety, Safeguards, and Operations Support, (DEDO), provided comments on our draft report. Appendix II contains a copy of the DEDO's comments.

I The DEDO agreed with our recommendations, provided the completion dates for the implementing actions, and commented on various sections of the l

report. OIG made changes to the report, as appropriate,in response to the DEDO's comments.

In particular, because of additional information provided in the DEDO's comments, we deleted from our report two examples of IRM exceeding the delegation of procurement authority. In these two examples, OIG concluded the DPA was exceeded based on information provided by responsible IRM officials during our audit. We note that IRM did not have a process for l

tracking expenditures against the DPAs and the files generally did not contain pertinent documents establishing procurement limits.

l We believe the additional information provided on these DPAs in the f

comments to our draft report, but not surfaced at the time of our audit, I

emphasizes the need for greater management oversight of the delegations of l

authority. We also note that, until IRM establis'ies a systematic process for tracking and controlling expenditures against DPAs, the potential for l

exceeding these authorities will continue to exist.

I I

I I

I olG/92A.10 Page 11 I

I

I I

Appendix 1 IRfEs Management of its Contracts Needs Strengthening OIUECTIVES, SCOPE, AND METHODOLOGY l

This review was initiated as a result of the significant amount of IRM funding spent through contracts and a previous OIG survey that identified IRM's management ofits contracts as potentially warranting NRC l-management concern.

The objectives of this review were to (1) evaluate IRM's processes, l

guidelines, and controls for managing the use of contracts to carry out its mission; (2) assess IRM's effectiveness in overseeing its contracts for microcomputer support and systems development and maintenance; and (3)

'l assess the effectiveness of IRM's computer security measures in regards to contractor involvement.

l In the course of performing this review, OIG identified serious weaknesses in the NRC computer security program that warranted immediate reporting

-a to agency management. Those weaknesses are fully discussed in our recent g

audit report Significant Weaknesses Hamper NRC's Computer Security Program. OIG-92A-18, dated December 15,1992.

Our review focused on examining IRM's overall approach in managing its centracts. We performed a limited review of IRM activities on numerous I

contracts. In doing so, we interviewed various IRM project officers and examined the relevant documentation on each contract reviewed. We also interviewed the Director, IRM, representatives from both IRM divisions, and 5 of the 6 branch chiefs in those two divisions. We met with the I

Director, DCPM, and appropriate members of his staff and reviewed relevant DCPM files and documentation. In addition, we contacted IRM I

coordinators and other representatives _in several program offices for information regarding the activities ofIRM and its contractors. Our review was conducted in accordance with generally accepted government auditing standards.

I I

I OlG/92A-10 Page 1 of 1 I

I

I I

Appendix Il IRM's Management of its Contracts Needs Strengthening

,I AGENCY COMMENTS ON DRAFT REPORT

[

UNITED STATES e

~,,

NUCLEAR REGULATORY COMMISSION I

wasniworow. o. c. rosas I

i

\\,,,,, /

February 9,1993 MEMORANDUM FOR:

Thomas J. Barchi Assistant Inspector General for Audits Office of the Inspector General FROM:

Hugh L. Thomoson, Jr.

Deputy Executive Director for Nuclear Materials Safety, Safeguards.

lI and Operations Support

SUBJECT:

REVIEW OF IFJi'S MANAGEMENT OF ITS CONTRACTS This rescenas to the January 8, 1993 memorandum transmitting the subject audit I-report. We have reviewed the subject report and are provicing responses to the OlG recommencations. More specific comments on the OlG report ano findings are proviced as an attach =ent to this memorancum.

j I

l I am pleaseo that the O!G report acknowledges that IRM and the NRC are actively taking steos to monitor and to improve the manacement of contracts and feceral Information Processing (FIP) resource accuisitions.

I The IRM internal Project Management Improvement Review (PMIR) conoucted in fiscal year 1991 focused on IRM contracts management. Among the steps taken as a result of this internal review, is the establishment of an extensive F]P accuisitions course fot project officers. Two-of the chjectives -of this new I

course are to improve the knowledge base of project offfcers about policies and proteoures, and to establish a consistent approach in managing contracts.

Another steo taken as a result of the PMIR was to concuct a thorougn IRM review of project officer centract files. Guidance nas been provided about I

reouireo contract file contents and project officer a3ministrative responsi-bilities.

Other important steos were taken in recognition of the general need to improve I

the FIP accuisition and contract management process throughout the NRC. A senior cc:tputer specialist was hired by IFJi in November 1992, and a senior contracts specialist was hired by DCPM in September 1992 to work in their respective crganizations and together on FIP accuisition improvements. Also, as the NRC Designatec Senior Official for Information Resources Management, I I

have established a network of Senior IRM Officers (SIRMDs) in major NRC offices to serve as focal points for crganizational IRM matters, including the acoutsition and management of FIP resources.

With respect to your specific recommendations, I suomit the following:

peconmencat un 1 I

Establisn Office-wice policies ano procedures to govern IRM's contract management and to assure acherence to applicable laws and regulations.

OlG/92A-10 Page 1 of 4 I

I Appendix 11 1RfNs Managernent of its Contracts Needs Strengthening I

Thomas J. Barchi Resreese Agree. While certain IRM branches have established 9rocedures to manage contracts and some office-wide guidance has been provided in memoranda from the IRM director, there is no ccmplete set of IRM office-wide policies or procedures which would ensure consistent contract management practices and g

consistent adherence to statutes and regulations governing FIP acquisitions.

E Such policies and procedures will be developed.

Completion date: July 30, 1993 Fecommendatien ?

W Immediately issue a management bulletin to IPJi project officers outlining unauthorized procurement actions and reminding them that violations will not be tolerated.

pestense Agree. A memorandum will be sent to all IRM project of*icers restating their responsibilities and those of the contracting officer. The memorandum will empnasize that only the contracting officer is empowered to execute or modify contracts.

Completion date: March 31, 1993 I appreciate the opportunity to review the draft report. Please contact 3

Gerald F. Cranford at 492-7585 er me at 504-1713 if you have any questions I

regarding this response.

/ a.

i s

He'gh L. Thompson, Jr.

De y Executive Dir,t;c, r for Nuclear Materials $2tfty, Safeguards, and Operations Support

Attachment:

As stated I

I I

g E

I Appendix 11 IRM's Management of its Contracts Needs Strengthening I

Attachment I

SPECIFIC COMMENTS ON THE OlG REPORT AND FINDihGS February 4,1993 I

1. On page 7, the second bullet which reads "has not adhered to prescribed procurement regulations and authority limits" is too sweeping a statement.

l The OlG review cemonstrates that IRM does adnere to regulations and authoriza-lI tion limits in the majority of cases. It is suggested that the statement be revised to say "has not always adhered to..." The word *always" should also be inserted in the paragraph title at the top of page 10.

2. On page 10, the last sentence of the first paragrapn which reads "...

I illustrates a general l=ck of discipline in IRM's overall management of its contracts", is also too sweeoing. We believe that the ma.lority of the 53 active contracts are managed with discipline. It is suggested that the sentence be changed to read ".. a lack of consistent ciscipline."

3. On page 12, we believe the case cited as exceeding the G5A delegated l

authority to speno 55 million en exclusive C&P CENTREX services is in errer l

The craft OlG report states that as of September 30, 1992, IRM had exceecea its CPA authorization by 51.026 million. This conclusion may be based on a misunderstancing of cost data oDtained during the OlG review of IRM recorcs.

It is true that for the three years ending 9/30/92, approximately 56.026 3

million had been expended. However, this includes costs incurred in a

{

ontract in place with C&P before the DPA was approved. G5A granted the DPA j

lI l

in 12/27/90 and modified it on 2/19/91 to allow the NRC to ootain CENTREX ervices from C&P at an estimated cost of 55.0 million for a three year perica beginning with a contract award on 1/1/91. So far, during the three year

(

period covered by the DPA (1/1/91 to 12/31/93), approximately 54.063 million j

has been spent, which is less than the DPA limit of 55 million.

After careful review of the accounting records IRM believes that the DPA limit 1

of 55.0 million nas not been exceeaed ana reouests that the OlG reoort te I

revised accorcingly. A detailed accounting of C&P CENTREX contract expendi-tures can be provided.

If the O!G agrees that the DPA was not exceeced, other portions of the report should be corrected to recute the cited number and costs of OPA exceptions.

4.

Also on page 12. OlG cited a case where IRM exceeded the GSA delegated authority to acoutre seismic network telecommu'ncations services amounting to 1900.000. While we agree that this limit was exceeded, we believe that there I

were mitigating circumstances. NRC reouested and was grantec an amendea delegation of procurement authority but GSA first reconrnenced that we use FTS2000 services anc then recommended we transfer responsibilities for these services to the U.S. Geological Survey. Both recommencations were followed I

but the time recuired to make the changes and the need for continuity of services caused the threshold to be exceeded.

GSA considers that the NRC met all requirements of the delecation. This

.I conclusion was stated by GSA in their report on the 1992 Information Resources Procurement ana Management Review of the NRC.

t OIG/92A.to Page 3 of 4 I

I' Appendix il IRM's Management of its Contracts Needs Strengthening I. 5. On page 14, second paragraph, third line. The word " replacing" is a typographical error; it should be " repairing." The circu:tstance was that two computers were replaced instead of making extensive repairs.

6. The comments attributed to the Director, IRM, on page 16 refer primarily to the IRM policy of accepting users' recuests for PC hardware, PC software, and applications software services without an independent recuirements analysis of g

their r.eeds. We acknowledge that, in general, requirements analyses are not E

being done and documented to the extent required by the FIRMR. This is teing corrected.

7. On pages 9 and 17, the report states that OlG reviewed IRM's tuaget l

submission for FYs 1994-97 and notec that additional resources were not W

reouested for the purposes of developing office-wide contracts management policies and proteoures, anc recuirements analyses. In the formulation of IRM's budget. staff resources for acouisition support for microcomputers were l

identified as " required" but were not "recuested." The request for these g

resources was ceferred due to higher priority needs. Also, beginning in early 1992, the neecs for senior level accuisition support staff in both IRM anc DCPM were identified and ceiling positions were requested. These reouests l

were separate from the bu0get formulation process. As noted elsewnere in this 3

memorandum, both positions were filled and the new staff memoers, along with other ADM and IRM staff, will address the needs discussed in the OlG report.

I I'

I I

I I

I I

g

-o

e....

5

I

.E Appendix iii

5 IRM's Management of its Contracts Needs Strengthening

(

I U.S. NRC FUNCTIONAL ORGANIZATION CHART I

NRC l

Commissioners I

Ewcutive Director for Operations I

Analstant T.

Operustums I

l 1

I orn r.

I I

om,,-

y ^='**- "'"**' D* *'

rwot, r.msii, oi,m v.

sw.., t..n.u., n.n.

% r.nas m-6., u.a., m. u,,3 s ci.s, a.a. meg i.ikm.

I bsfeguards & Operstems $uppurt Regkwm! Operatiaris & Romanent i

i orn

.t I

I l

l l

,o%.c I

5 tate Programs

,,,,3,,,,,,

U O% of O% of 0% of 0% at E nf.<wment Inswtpierme Adminharatk*

h Ofhr s of Erraiu &

0% of Dhandestageal Buenne e I'

tillhuf an and Ost Rights I

UbW 0% of I

0% of herlevt Nvelast Regwhm ken.nt g,,g,,, g,,g,, g,,,,,gg, Malerb6s hfe'3 and 6feguares I

Regkwal ONe Reghe i l'hlbeetphh I

keyion il Aiksnis Reglon Ill Ct.kago Region IV Insiks kgkm V San Ienrictam I

~~^~

I I

olop2A-io Page 1 of i I

I

I Appendix IV IRM's Management of its Contracts Needs Strengthening MAJOR CONTRIBUTORS TO THIS REPORT l

i I

Corenthis B. Kelley, Senior Auditor Elmo Allen, Auditor l

Judith L Leonhardt, Auditor I

I I

I I

I f

I I

~I l

I I

OIG/92A-10 Page1 of1 I

I

g g a g y p y m p g p y w g g >a

. m m

c m

r 4,

y 7

'c w-M;g' 2

.,.yp

• r

i. T^

f:

y;p' : ~

1

. n e

t

%r -

'.l.,.j(

lg j

it:%:v, 4

-(d

, ;.,3 1

.w.

e

.,-x

\\

a.-,.

~w 1

t--

,.. g r.;p.,.

3 j

'"f < 1

,J.

,'.i-.,+

t g)

)

-(

q

[

f

,'!j 9[

~

> 3

,3 g._ ;

3 y

w --

r3 y(

r

'er

_i gg t

,r W

i y J,

.g Y %u, ~,. p

i.:

.q.,v

.n+

g

~

k e

i w,

.w.+

l l,$ I W:^ ;

J '^_'

,3

. f s

8

+

r r 9

g

v. p&p'

.e w

+-

.y e

? \\ ?.

W f5.

%_.a i

~.. -j

g: a "~

f t

y.

8

y...

e

n".

m

,

c C

W

.3

%-8:'i W &

l' r ;s e

..n;

.i:

.3

.u, r

7;%

1 a

[3'

'hN

{-

s Ei k' ~

4 O..:.

L' 4

ww-s

}

s.

.r.)

• i

, ;, A y

1. rg q, s

7

(,

, -~ m;

.u.

at

. f.,,;-

.;4 ' '1#v.

. y'

, v c<

Mc x

)

' M, s z.

x s

s

,j

(

L.m,,

I e

s

~,i" y

3 sS r

+

'7..

?.

a w.

.,ov ;.

g

-m t

J J 'y ]

(

s '..

f.

n un

.uj 1

F-,

t 4

$1 d

3 f[

f' 4

{N

(

r g.

y;.,

t W Q, '" yl;,M.

y kg 4e

{

i

?r

!y s

f-r x

r w.:M

,efP

[s-

~ '*

s Ly*

1:

\\

b y_-;-

,f ru o

ye '

' y.;_yy~:!Nff -

? -

s

- ' !h. y

?

&e

V

,;n la m_. -

~

1 ra e >;.

8 e

Q.-.

,.., l

...+h?

' J m

^

s.

(#:x 1 u

n', 'g -

c c.

4 u g-i NG:

i

. :s -.

8

]Ijq'Q*s.3 y_

,l_~

?.~ Y, l'

f

_l

...e --

y l

., y' 'y.

Mff,-

z r-

,[

}

B^

J; 1 7

u.

7-r.

j#..,

c. U.

s

.f. " 4

.*

i g

g

}$ t 'j c

,r.

e2

. v.a A

~

A, (b

h D

y bj' ~* Ths 1

. - ; h-cl.9 s

4.;1

+

i y

.3 a

A sh

...,,,3. ;; -

aQn-

+

s

-e.

A

.]'

f.

J i

4 r

i f y")

tt a

o p

-.. f7

76. <

s o

r y.

{

'[

g

. -[{,.

4

.t

w..

sg.

s,-

?

.o s

i j

k

' i.'. s p

-c g -

-h y, L a

)

._,,f,'-

,q

,. $.Q}.

.,.,,i

" ! pfg-

'C

'i

$_ h /,-.

Z.

g<.

^ '

o

.i

'.j.Q 1

, +

b _..,

C'.

3 3

',3 :(

y

(

V s

oa u

j oc' + -

',1 c; U.s -..

m 4,

.i'..

tg k..

-s.,g'

+

1. us,,,.

j 3_ a.

y a..

y_

r hi. "'..Q

\\ y.

~-

b.

,, l'

( g.. '. k

- J

' S t

m.,,

i

$NE MS%$si Jdse NN s

.%.....+,....-

., '...c.

.,.e..,.-.. :...,

+.

..;3 7,1:'..

..e

. s.o:

...,.. ~,s.;. ".., p

.,.. ' :..a

.. ;,. n.iz.. ~-,. -c.c..,...,..

y.

. p.,.y ~-.

., p:...,>. w:.

y

.

a n.

.;..n+.a.,.-....

e

.y:

. c. c ;,.. _. ~.:y:.....;..

a. ~p.

..,,;.o -.....,,

.y.,,

s.......7.~.c....

a v. 9....

g,.

u.

.. _. - ;.,..,::..~

s.

., o. cn.:;

,;.,m.,..

w. ;..; at. -...;,..s u.9,, J:.i.

r -,. :...;

..~,.:.

u. 7,...y. 3. 7 n-

,,,: p. :

e.

.. y:.

c,. v.,,.

,,,_;..:. p ~;.. -

. ' q,

~.

,,. s.~, p

.=;.' a n y*.:;.:. y,y. ' r

. :...w w_,, s:

.. L ~..

c

. ': [..'*:. (.'. :\\,.'.-Q......,'m,':..:

c

...:;.?

. - %,,_ 7,2

.9; - -

__,,4.;.4..~.,...i.a*..':

' yLn....J:

^

3.; i.T.g' L.,4:j

.,, t n;.

..y:; g..- v a q.

?;

.. e.:

. ~ _.:

.s:

y...n n....., I'.,. ' _. 3,._. ~_ ~. [ ': ', '.&s...._ my; l.b..! h;; :}y).l:., 4_.... ' ': 4.%,'.y ;;i'I.N.., f g.. ?, _

u-e:

m:

. ?, ' zy.{. ",.,'._ y..;..

V. ': ~.',.. '. L. ~,, ; * :.;.l.6, G.. Q,;:.[ f,. ~.*., ;,

..L'.:

q.,_, ;,7.

"..' (_.. ;.

).;z

_.y.

(.,,;

4..

c;.i. W h.4;..,,g, m..,'.;............. m.

...~

... -....., ".. _r - :.

v._

,... ;y:4: =: : c, :.

,2 n..: w. Q.i...._:. :

... 4 :,

4 :.y. 3..

9.

g

x

... :, A. ':. ~,.::, e..' -

. ;. '. y..-. v.. s. :y '..-

v.-

. m.c

[.:.... :..;. 'c,

.;~...

+ v

.; y. :, ; - -.,

s..

.,.. 2

..~n..a.1...s,....c..?.

r..w.. a x...,:.

.y....,..x.. c.

u c.:F as.

.r.

,:-., ~..., ~. - s :.

x-

,:. c

.e...

r,. s..

.,s..

-.v.e.+v,,.,....,.,.,A,'

a.

n-4*2,>'...,:'.i

..s..

3w *n'*.

.?

m.......

.,'c sY,;.y.. '. '. * ' ' q Mi.,.n. n. s.

n...

e'.-

..n

) * ; 11 '.,.....;:.?,.,,'

+,;...

a i.A.

1,a.**.'."..c,..**'.,..',*^**.

..~:+t

- q :*

,....".1-.'. '

y'*,.-.2-~s~..

.. ~,..

+

.... i.-' " Q:,.4 Q,... ~

_,.a..,.,. ' '.,

4

- p

+..n

-1.,

~..

... ;.a...,. > :;.:.... :

v,.:...

_. :,.. c.

g,.

.,. ; ~ _ c, *:

a,.;;.

....a, N g - - 1 :..:;....,,Q ',

,.'.y f,.. '...

.A., f,. :. _.

. bs,.7...,y.; M. : t_ :. -;' '. ; ;.

47..,."....

b m

~ w).. b. : : ~ s :.. ':. ' :y.. : '. :: " e a.i - :

.. 4. '.; ~ = *

• s

'n..

~.

r../

t.., e

n... ". ~..- f.ca.,,,s;.... ? w -.,...a',.. '.

l-

. f ' l.,. y...& ;-' \\...! ';;,'.?ll; :.} _ [- ;-

.. - +; :;

• ..,~...,,.ar c.

l, [ * *;; '

f..y';f 1l. ;0). [ ' ',l ' } _, &..u[L ' * :'.'

,.h. '.y _ * :l.'..., ' : I -[ [';

'.._.N: ' ' f

%. l:' - ),

t.,., Ls' 'l

?

.L n'....,

.-. :. n......,.. > -

.r..,..w

,'.......,.,?.;,...,

.c

'd'

-,,.L.,.3. &. -..

.*t..r,a.

va..,...,...n.-.,..,. ',';......

.r

..,,,.... ~

s.

n

f. ;d, g.s..

.~ :

,., - --

...,,.q_,...:

s.. ;:

.,.-.=.,.

o c

1 s.s.s. :,....,,...

r r.>

n

..%./...,..,,.-;, _;.,,..'- ".-'..

-e._.,......,,..,....y.7. <7,..,, ~......

....~,..y

...,...,c.....

..... ~

5 * -

• 7,.,

s ~. i.,..

.q.,,

u.

d O.. - 4:

• .. ; '... ;) '.,;,j +^.';!, '

,l'.} ' { $ *

• /

1. l -

(. }, ' c ' "'...'. ; '

x.

r...f : ['.

.n;

,.m _'. ;,..( _ '

a

'a

.. ::. - _ y. _ ?. - [.;.. ' aN,... ) ',

3

., ;: _; - s.

+.v.,.. uy...(.

r,..,..; ;....:..,;

sg... :

~

-.s

.. ' ~,.r'.s-.,..,_., _.

v

.\\.

-a _,

>... _ k 7'a *-u

,,. _.... f, : :,.....

n ;g.:--

s ;.,

u

'...-l

...e

/..

v'..

• f.. 's

.-,..<. ; ~ :

[, ',,., f. s.b,:..+,.,...

',['%.h...,._.... '..

6..

..6.

,+

, &,.. 'l

,*)~

' /

- \\,

+4

....4'-

~l.,'.a

$**...'.b','.

...I

',s.,;.',,h+,. 1. :

~, ~.

I,.

s

.c.

4,.,. u..

,3

.,..,, _,. J (, -c <,

.,.;',7..','-

w..i

.', '. ' +.. ~., '.

. W I. ',,

l

,'.;' l'.',',.

,.,;.,.-,,'.,.13,,,y._* ', '., ',.

~.

~'...l,'..*.:.., * * :..., ;.

I

,...m..;".. '.'..".;;;._

^...,s.'** * ** ~l.9..~,.,,;,.

3.

t -.s

,5.,'..

',.1,,

,'. ;.3.

+

4 +-_,y.

s

'., c

. ;+

.....,c, e,

..8

s..

+

. +..,..- *- ;..

.-.. ' '. s,.,,..,...,,..,.,..,..,.,,;..

c...,-

y,

,..a.,,,

a a,,. f.. a.,... e

+:

..a r.

1..,.**.

,.. ' ? j-,.,.__': g' '..'. j ;., a; n

• t,

",..H'.

$,,... ~ *, --..;-... : *...., --

'. 4 q.r - ;--.,.'.

e g,

s

...t s.

4

+

,..--. $,:,e

-i,..,

[,,,

y e

-..,*,,c.u

,,,.J. '. '..

q'..,;t..

-AUO t,

,5 a.. v s6 r....,..

.,1, t, *,

• .-' t K.w 1

+,.

.f..

1..:,.. '.;.,' ; &. '.-,,-. : -

c.

+:.',,

c,

... y

l'c

• 4,.

.., - * ~ ' ^ ' ' ~: ~

b, '.i.,

.s J

+

%. a:..*h

'.. ' ' h9 ^

s

.I hs

'.*:-~

n y *: *:. _,...ad ;. ::., **~ ;. ;' ** .. :... *;.

'e','- :..,.

.g

,h' ' :.. '..,,,.;.

e;...; ;w.. '.. 'a. y%.

,'.p.g.'.',,.... : 7., : ' ; i,,s ; ;;;;.,-<::.. [.. I.. ).

,0. :.;l

. '. '...A c:

,g..'.* '*:

s

. y,.,,) ( ; L : y :, N " _. L.. '...:.....;~ :~,..,t_',.,.,':[ t ;',..;.. s, ' -

4 '. j. $,-f,*..r,...W ",:.,..y -'.,

._..,g,,,.

o*.

j,,,9,,...,,;. 4 j.),). *;.,.-. '

• 8

4.. f. N, l;

• i.:..,-), f;,,,

..,(...t 1 v:

-1

• ..i _ 3: s

.e....

lf.,S.g, %,l' l.g,,,;2

?,,

E k,.,;. r;.

,.,'y?,."a 'I h.,g..;

a

-<7

-., - l(.

'.,r q.,

c.',,

3

[,l,*,;,

r ' g..'. {, ' (',7 j, ;',p#g i

.py}.f.Q,.+Q;.;,f,"j [ " - n.ij.,_, f}y-.,:

.:.;.- +,; 4 v f,.

.-- 1;y. :.....',.,

'..,' k v. ;,.~.....f. " *'.. =,

.y

...:.. m iF [,....,

_[..

~.

{.l n lf 'Q:N.,: _

. [. _ l.;.

,: f.A+

l,

~ y ; s ;s \\..a.w W r;:h,. :. '

+ ^ :..m; ;.v. v 3..,.,. ; m.,-.. -.,..

p:g;.,,.,__....;

..x.

..p.

t..,. s;. u s....,,,.,.. s. -......

.?

~,. v.;.:.

.q

.~..,. :.,*

g

..v g,.

.s

-.,.;,; 3 :g..

(L

,7.,3,,.,g.,

t-r,,..

.:,.p-e, p

.~,.1.,

,. i..

..+,..s

..,...v

. :.n.... ;,,_.'efY

rI'

:l, ?....;f~ar. '

1 ;Q., * : ':' *..,..,,

n

\\

q.

v: ~. f

.~-l.J., :-, ?..'.,; ':[ ** !'Q

's

'.l ',

'.L'".c

';; f.

u,..,.....:

<,o n..c,. g'., r..

s,.*,.:*,.,....,...,.. '...,,.. -

1..:.

...c..

9...

x..-.

s<'..c. y;. -

v.

-c

-"_a

.,s

.p f

e

., ~ 9

~.... ;r-.:-.,. i.,.-.. 1.,'.t..-,

.g>l.

.+m p'..

r

.a

.,..s,<

."5..

.,.;1.*- a n, :, ;.. ;;

.., '."......,'.,,,.,,::;,,.a

. s n

.... : s. s-.-

e.

...,,. > :s..

1.o

.g, o..r,.. -.. - :'.* } m... -*-..

,o

.:.....o..,-..

.::.. +...m-.q......,

.., ', w 3,'.. h g...,.

f ' c., ',.

5,,

y-

..-l p.,

n,.;'.,, ;.. -. ~;.. ~.:-,

., f -...

g,\\,t ~,.e-; :> y v, ~..'. vi.,

v.: "'.:'.*:...,..g

,n.:. 4. a.. +..,*:. v _

A

. a..!y, -.:.

+,...,

... ;~.:

.,n,1,._.

,1

- ? - ;. 4 j ;'.. n, c

) y,. ;:.. x -

+.

^ - * -

y -.

- m. 4 ?

. r y, -.. 4,

. ':. L'.Y,

..-;... -. a,

=iu

.. ; ~:,.n.

L c,

.y_, h ',

.pwjp i a m,

.,-e

ry

...-.c

r, e.

-;,,r,,;<-

.m..,....~

r..

v

.,,.,--..j.,.

e.

.g..,

..., ;*.g.'.

.y 3..,

>.,,. c M.,,,,,.-

,m.,,,s,... o..

. ;.a.Q.

,,.g -

g

+

,p z.., :.

f:*

.w

- y

._a

' -p a

r+..

y, v. -

p p -, '

...e n,,..

'.

• 9,,ye.

':. l ' 19 : ~. ;>... ' _. _7.,,,..*3.,:.....

- e,...,,.,

u

n

.,),'..,'...','

,n,,

,q. y ;,- - - c,.,... ;....j: 3_;:y._.y.

Q:.'.e.v*....

,...._.m...y. ;~

-.3.....r.

._ -.,,,,,.: D, p;;-

.,_..e.'7..y.,..

y

. v, 9,.,. sf

...,,4.s.,.. -

v-

, ;.;..g..s','...

. :.-

u..

.c :

.?

..a,.

,.m.,;,..<

-r..;

,. 9

_ '.. - ' * ;f,; s,.

.....i.

q v.

. ' -'q ;. ;

e

)s.,;

r, r..A

, 7.

.;.;t=

. i L

, _,. ~,

..s

-. :C ;w; s e ;-

.s i;- - - ',, -

- ~

t M.~~-

.s - -

,f.

..a

-. ', 'j-' '.. ' ' 'r.

.,1,.'-+,.,,.,a,.,,

9 :.... - ~,. ~ -..

,,.'s,,_.,,;<r-

.4.

.^q 'q L,..:.7.,

&;.,c.s,,:;,, q ; r.,

,f.a s ;,,.s.,

v.. :, :, '.., - s 4.... ; -

/ -':~.,,.... -

.. *r 3

.e

, '.+

-

', '.,.,l.

,,4 :a.,;'.

'Ns

• i,'....'.'..'L,.- -w.,..,

( <.,. '. _.,,, *i*-,. _.

. ;; d.

.q; _

.~;....

s..-...;

.y5,-

'..'1-..,,

4

.g...

v.,.,.,..

,-_q..~._

1, W

Y.

c,

.,y,,.

4.,.

.. g.

4

,,,,,. g.,,,,'. : -. S., ;-.

S.q',.,,..l..-......,

s, w.

a.? * :

').'...'c

_'i. v.. :.

. ',. ;.,+ : :

es

. - - i p.

c

..3 J

~. ~,f_ a,

i s

4.. - :<.-....

,8,-

4-gj..,..i.. - /,,.....,,.

,. y, g :_ -.. -,*.

r,,.. ; g ee..,o' q..: % '.._. ', ' 'i

' c. -,.. ',,.,.:., :..

ij;, ;-....,,,. -

,s

[ _;

.r

,.-[- ' i [.._..;...:

,,. ;,\\ : - _ '.

,s v.7,. -., -,._,;. >. -

i.,

. +....

2....,.-.

.e.,.-

py,.,.

7,..,..

q '<.[., ;/__., _, _

7'.,..,

s.

n' ;,,.,~ 3.. ~,,...f S

w

' :;.., a

-*: u.. -.. f:

• • j :..

. -~ ' ' : :: '. -' l'.'-

n '. ' ' 'e

..;d

. c.

...,,,.a..

m..

.:;., 5....;e. '

t

' '. f;.t _

1,.., t.

.u.,.., *

'. ' ' '. W..'

.,. 4; 7" w-

.i

- -:- y.

.y s :

... ~.

,. a.-

w e_

.,s

,,. g.y y. 2 :';'.g 'p q - (./. ' '

']_.,. 4'{,..j :,. :,. ' ' > f. ' 2 :.

3 /1 '; y,,J ', ; { 3, '. j 1..; }'4. ;... <

..7,,,.] g. "

...,...7,,,

,,l

". ' ;.,, f.i. c'..

..g:gg. 'g., b. j,1.( / ;a'o.

p.

gj :,;.g g. 3,,$,.q,

,,. ey. ;..

p,s.,.-, p

-A. ;l:., y g g,,.)o,,.,.,,.4. 7..

7,.

a.

'. v ; p

,%. y 1 * ~;;,....,..

4,,. j. g ;.,,,,,..

..o.;....

, a

....n,.. y

..< +,

.m-*.p,,....,,

$g..-.,m'.2.r. *.a v.. y

.A

r:..

t

+

- = ~ ' '. ~. -

'e.1.. :. - :.,-

..i.

-.?

..,. -. - -.. -i

. f. ?.-.. '.., _...,

..,.t

.u.,

.. ~

j,..y, a

~

7.:, 4*., ;bstv : -'

1...,

'..s','.'...:..

,r;.. :.,,:. %..." y..;. o y,s d.. < _.;s.

.. -l.. - l 1.,.:.

%,--).,.p

o.,f. ; 3., 9,- :,.

a' s i s,..,. -.,.<

a a.

. :.L-g,,

,.;. G,. ;; ;'-

.p..-f

.,?

.c

, *.,:: 4 n;w.. : ;/

e,S, r s

+

_..,o,.,...<...,.,....,-@,,

f

,,..- 5....Y, f g '..

..~(~

v

.l. ~. ; n

s,

~;...s

,L --,-. -

.. +.._ n..

r,-.g, c

.s L,

: ;.. *-'*^

,[.sQ

-~.

wv_-

i. s *,, ;.... A,:.:

r

_.,,,' +. ;...

".- p 2

/- :

• l...... : * ' ]. ;.

L.... ::.

.f.

.-~ 4 :' ' '., :..,.-l j-,b u.'.. -

• y ),: f..., f.. _ ; ' 7 --.

. _;., '_ 'e r a

...,., ~. :.'

• ..; % *3+. ;,'

.',:.'-:+.. -

,,/* : : ;'., -

• W,~;

,,.c.

\\

+,'r-2,y :. '... '.*';~..

?,

e<

m. v'

..',*'a-

'_..*y: e.. ' '

.. ~.. >

,s.

.3

'n

.- s

.4.a:..~'*..c..

.2..-

.~ ; y,. :;... +.. : ' 7. ; <..,-

J..

.,f

.,,r.....?

,,..,... ; s. c(

• -%.... n. v.m,..,.

s'.. ::,,,.

s w :...<. ; c. > t.;..

..~..,...a,;

n ;.,.:. y.. - - 4

.i.

g..e,

=./

a,

,...*. [,.

2-

,. ;,.e,- *... -

.p..

f, ;... L : N. n, ;m; +-:.

l.,.

-;&' ' y x ',..

, p.. ', ;, * -

w.

,..y

,.,"J

• _..'.g.'a..~e

,,.s-1.,c..

?.

..._.:.n- ;,y

.a

.e..

..m:'-s

+.-

. ~.,,~a'

.L,

. d M! c- '...e

,, '., _. ~. ' '.:

+.,,'-.a.s*

,-T..'

y G

A.n.

.. -. ' ^

7

t v.

'.(.

.+l.., ~ :;-

A u.

v e

..p*..

.s.

Q...;

.... :e... *.:. y.,.4....s. m..,,... n.4..

,:a s.>

.. ' - 9. :s.

..~.,3--

• e,r.....,.

e. : f g...;; :. * ",

../.9...

...s..,,,,..i~

m.

r

.e.-.

n4..,.

<...... y,, + ;.s,;j..

~v c -

?

.e p.

b.:'

g,s ':q...:,'.'.,.. ;*

.-Q.. p "y '.: '. ; :.

..r; ;> " - * -

a z

~

... : :. g ".. ', ' <:ex,. s y u.: /,','..,.-.~.

.,'.... :.!', %c > ;, : :.; p;..,. :,.

,.; ;%' +,; p.,1 ~ _..% ';et g.;.. =.... '. '. -,'..

}*. :. %. '

,,.i y.-

.~

.e.-

g',s.,..

.\\

M

^

, w' i.,.e"..u.....,-,...

k n....

.

s

. 4..s.

y. :

,: 3:.. -

n.*

r

.n

.g

,s

~.

-. f<.. :. c f-au..

'i 4......:;

. 4;; -y,...,

.:..,4

.,. ~, ; q,.,rc ;,..,.. ;,,. a

. '.;7; '3 : ;..,y..,'...'.4_,,'.:2.; ; ;gl-, r.'. -. <,; -. :..:3,. -

N,.

p,

,,n.

..M.,.7.,....,,%..,.,;,:.s.

. s y.,;

.y...., - ~J.. L ' :

,,.S.

w.3... ; -

...i.,... <. f.;.,. s,y.

- i, V..

v.

<.p.s

.r<

.t

+

9.-,-

.~

i e

^

.t..

.v

.,..;5 ;... c. :. p_,.,':'s.n % ?.. 'z.:;; q.; '. )..,.;" ;.: $

s 3.- !,. ' *, - 7 '. =i..; _; h.. :. :, b.%. -,,,. b ; % ".. s >; [. :

v.

F,,.f.y

--,y a...

yy,..

c

.._...:.q._.y.s...,:.-,.. snT..

.4...?.... p,o....s,..

. y e,:

..s..,.,,,.

ni c.

.s.x<'.

.:.....a.,.

.. ~.

.h..,,.e::. _ -

,..;+..-..,. ; 4

. -..... -... - ~.

.n.-..

o..

. s

.,,p.z

.f.r e:. v.-, -' ~ v.

.<C.

w;r..i-

.,'.'i'+.

( >

~a

< ~.

. &v...;...' : '.'s?. *:* :.

.s.

r

, e

- ' ~. - &w... n g.'. * ",..;y

.. ~

'.. ' ;;.. 'a,-'

.....%.+

.s

-h.. ' ; 4. :

% c.:.e x' ::, ;....'

p.

':.h,',':.'-

y'C;3; g.

9..,.i i..., 5.,'. -. i,

&. :..f

-

:....p-v* :

f. ;....',^.. 3, :

e..

i n,-

a

>n..; '.

T c;

g.. v.

.,?-

l

c. -. ', '. :,.,-

.,g c..,i.... g '...q:

""'.<:;*.._.l~..9

.. L..

.a r.,

. *.. ' * *,4,.., 6o,.,-

.y'r..'.

. c

...o,

,7.4...

c.

... -...,. - ; $ y,,.s, r : f._.i

• ^, ', '

a

... g,-....

, j..v y

Y ?*. l; **. ',.....

' N,e~.. *,, f '. ).$.* *. s > <5

' :,'.'..'.., '. N '.U ' '

v,.

n c....

,,. - s p i;,. '.....,.

• A I ;^*,, _ -

.1

- - :',- '. ~. ' - * '. * * * ' :f: - -

ee.

s'<*

r-

• ;.. g,:[

+ l :;,, g* ~'r' '

,4,.

. 7L....'..

.3;,.,

).

,p..... -.-..-

w.<.

.... t;a,.. :,-......,,.... - ~.

..,c.

.,.. ~.........-

e i.

,,,s.-*,...:.* '.j, n.'

.....'.;.pv,.

.c v c,,..'

,;...'. ' a.,; -., '; <* y

'..ga

.t :. c.,.':

,.4..'s.

.' Q.,.

,...~- i..,a 7,-,. -,,,.;.- *;.,..w.

.,,.r.

v ;.._..;.,,..._3

q, g:- <

,..f...,'.;.,',',,.

-*,.',A.,.

.,.,., q.

,+'. - ;; :.., -..:.. __','....;

~>

w,.

c :

e.. M...

u....,. -..

s

x.. Y

_f l;.,..

~.,.,,, '.

. {

..-,\\*

.l

_'.,,v".

e

' '. ;,,.,...,s. ',

y 6

R.*. v

....'.....',..,...I.~

+,,".I-

<,>e,.. w~p..

.,.,y.

.(

i s.

. 6 y;

r p

z e.

+

., -.. r.

1......_i,

.. c. e :,.... -

o

.,e.l.. ; j... -.

......,..a.~...

3 _

,'l

..n

s.,

...n..-. '..

~.

...-,.. s

.,o.,-:

r.-_a,-

, ;'m. : 3_.. ;.:.n..

t..,.,.

a.,2

..g.,

n.N: L: ':,,,

y..

.? -l l,

• 4 : - *. ;; :.

f

-;,g ;.~,. :;. U.7 s.:;,_g,?'v

.c-.

~

. +,...

ef : :. G,. '. *.c ' ; j ;,.. W :* :: K..- & _, '. ' :.; :.L' <. u.c y...j..

p u.7 F. u.':.

7,. L..

,a,..c.._,.,,,. s ;,

.;.4,

,, 4 >, _..,,.,.,..,..-.,7..),_,,.

...;.i,.<

,-,7 e, -. ;,. _

,s 1

• ,, * '.,,.,....%.... *:.. s>

.eg.

g

.2

,, _,c g.,,... ? -

s.,a

, 't.<t,,..

."?,....

i 4

~.... - -.....

,r.

, '...,....., 9.e.._.n.,...,., '. -..,.,._.s,.

',.... s ';... %.,. a ; :. *.,., '

.s

^+ ' ',. #.*.'..'*' ; ' l - *. *..?'.

,w p.

g'.i'

..,'.g'<'_.*

'.i,

'4o..,#,

c..

y,..

v

'.88

• -..c.

...3,,.

* l A -., '/ I :. *-' '.,, * ';.:

E

'y.' ' ' % -*: ;.. i

.6

. '. ' ^ *,

't

+,...*

.-l

.p-

.s

n.

- +.,.e.-.

.-'..:..--[..

.. y,....?. y -

s,- - -*,' : '. -. '4*,i

.. y y, >,,,,, -.; q ; q....

.,... -..4

- y.;.~,'.'..~

.7,..,. -: -:

.~

.,..,:r-

. ', j.. t L.,

4

...rs

-,;. -.*,... + y

_,..s g.ry',.,4.,'.,t',7,7

..:.......... i...

.7

~.,.,,;.-, ;,( - *...,..,,;.;

- m y

.,.s,-,

, s

.e

.. ' ',~ /-

z..-

,.,1k'.[,'..,d h.;.,

.c t,.....

.e Si[,...., -..

8[

, d

• k.,.. $ ;I

/.D f T.,;I i 27.b

b...

Tr Y Y,. (( ;,. :.3.'..h. b :..y...',.

. ;q

,}" ir[, *.

.. I'

.L E l : X ' '.

'. *..,...,... - e,.. ~

.'4 f'

f.A

,3.,,,...,,,,.,,.

gg

,....5.,s,......

u

.,s : a

~w..

-.2.~......o

.t...

1..,. ;.

s..n, * '

s.

e-

,,..a..

,.'..,7 s....

'_. f.... F-.Ll.,,..-.'.

c.,-

e

.s

. ~,

i.. >.. -'A,'- - '

q _ l_ '. -. 'n a

4...

. s.;.,

'n.?,; ',,,..[ *_ :-,*; v : n-.. -

,,.. ~.,.

t~,.;..

s..

a.

' /.-

r

. L '. ' ';:

.,.,Jg, ':,

.s

. _, i ;.,....

,., -..-..,,.,..,.c.......,...

e,,

,-.. t ' ', o - ',. ".. - ~* v :,.

3,7, -, m...,, *t c......

.,rj...

..,...,z

p., -. :

y.

.n y t. s..n,.;

..a...-

+

.e...

.L_.s.

s #....

..,o

.,-.+.:. ~ -.,:.....

,6,-..

g'rQ.

.,..,,,:m;,.

..N.No~.+...~, a'

+

.a

... -... -,,. -..,...+ *..,.

.e, ; z,

..../...,.,s

..,~-...,>r-4......s..e

.,.1q u

m....

, r,,

,?.c 3,..*.,..,,,.s.'

.,.f-,'.,+<*,

'*.)*'

.. n

....,6l..',

v

....t" t C,.

r p. 4 +,..,...._;\\...-..n..

. r,, y,-

q..,.-

b s.*,._.

.,,...in... *. :. '.,.I ?

J.. : ).'s. '

~,y,.,,,.,..'

'...~..g

_,,.,.;;,, ~,

,J,,..

,.y.

'.t....,j..';, g...., ;-,.*

q.

w - -

,2

,.,,.t.,.f..,*,t,.

t..a.

f...

~-.:

,....,..i.h

,.,,.... ;'y-,

,.',...\\.

- ', ',.. ',..)

.p, e

. +

• ..,.,. +

.e,

• ..,, v a

p....v g

g 6,.

+-.., y

• , -..,.z, f 6

~t'.,

+

.,g*

• ',.,,.. _ -e s

.',3

• .-, '...; t p*

s-s.,

'd,,..,,,.%,

',%.,d,.-., -.-

.r.((II

$}~ j...,

's,,d, 4,, V.. '. ; f.s....,. r.*e

-'b o-* ;. E.

+;,.

3.',','[,.

l[-.,'

.'c/;".,..

.',...h'.['

.,.,...T'I'[y.,,'..,,*'.,+

,.'1 r','_ '. I e.r

...%..g,.

2

.','.,...,,:A e;.

...'.. '+ -.,,,.. *.

.. ;...'.,;.~..

g,, s -,

..,.,e..

a,..,_ -.,..,

.a..-......

.7,.

g.

,,.,., -..,.y...

- : q-

-/$e,.... -

+-.

o r,;. i,;.-..,;

....,su...e c.

,,c,,..

4 p.%.,..

.,',t.....

,, _. +

_. +

_c.,

.+ q : z '. *., 9.

a.

+.:;

.,.2.,

,.,a

..J

., _... +.

.q

,4.,-? --... >.. _..:

..s

-l

_.4 s

7..... i....

...-<, s.,,,.4

,,.,.,'.g

...4, *, q,c

s. s c,.....,,.,+.

,u

,,f,,.,a.,..,, _ -.,..

- g.

s,

r 4