Department of Natural Resources and Conservation

Goals

Update: DNRC's OIT has made progress in this area in the below. However, we feel we can do better and so will continue to move ahead in key areas to improve.

Objectives

  • Improved Ticketing System Services
    to the Department:

    Update: DNRC partnered with SITSD to pilot and implement ServiceNow, a comprehensive Service Desk and Service Management platform, integrated with SITSD. This led to the expansion of this platform to all Executive Branch agencies.
  • Improve Technology Training Program

    Update: DNRC did implement an improved new employee onboarding process with training, but for OIT initiatives DNRC largely was unable to offer IT training due to lack of personnel resources to offer this service.
  • Enhanced Collaboration and Communication
    Update: DNRC has enhanced the dissemination of information largely through the ArcGIS Online and web application, web services environment of GIS data. OIT also integrated O365 OneDrive and recently Teams to enhance collaboration across program personnel for their objectives.
  • Implement a codified methodology for providing professional services
    Update: Still under development and implementation through ServiceNow.

Update: The department has made great strides in this area, with program success heavily dependent upon IT tools, technologies, and coordination with IT staff.

Objectives

  • Facilitate a business analysis for
    major DNRC programs to guide the
    development of IT solutions and
    optimized workflows

    Update: Both Water Resources Division and the Trust Lands Division completed business analysis; Forestry has one in the works but not yet scheduled.
  • Implement a stronger governance framework and associated practices for the
    department

    Update: DNRC OIT has improved some minor governance practices, but this objective was largely focussed upon GIS and still has work to do to. The organization is a GIS heavy organization with over 70% of the department dependent on GIS technologies.
  • Develop a capability for data-driven business intelligence & analysis
    Update: The department continues to posture toward this technological capability, but has recognized that many programs are not ready to realize the vision of leveraging BI to enhance their programmatic efforts. Progress continues to develop at the programmatic level, however, and is dependent on key personnel to move programs forward in this realm.
  • Enhance, Develop, or procure key business applications
    Update: Many key applications have moved forward: MAPP for annual reviews, Sage Grouse Habitat Quantification, a new Trust Lands Management System is under development, a new Water Rights Information System is under development, and a new Fire Protection Assessment and F300 and F1000 are all underway or in progress.
  • Enable electronic payment processing for key programs
    Update: Delayed due to SITSD's delay by extending the MI contract and delayed release of a new eGOV RFP. Awaiting results to move forward with the platform for the future.

Update: In progress and under development, with key successes in the Good Neighbor Authority and Forest Action Plan programs.

Objectives

  • Geospatial Data Management
    Update: Progress continues across the organization, largely dependent upon data owners to make their data healthy and available.
  • Data Acquisition and Distribution
    Update: The platform is under development with initial key dataset integrated and available for public consumption. A model development with the Forest Action Plan has identified the successful path moving forward, and plans are underway to expand this platform to the rest of the department.
  • Emerging Spatial Data Technologies

    Update: The OIT team worked heavily with the department to establish a UAS policy, and is currently leveraging an UAV to collect data and perform analysis to provide enhanced information at reduces cost for program needs, particularly Trust Lands and Water Resources.

Update: A draft plan was developed; lack of personnel resources has left this key area underdeveloped and implemented. Key areas are protected but adequacy is uncertain as key pieces are dependent on the adequacy of SITSD developed provisions. Ransomware remains a key risk to the organization though some mitigation measures are now in place.

Objectives

  • Review and improve departmental
    disaster recovery architecture, plans,
    and procedures

    Update: Key DR pieces are in place, particularly at the data level.
  • Review and improve internal security architecture, plans, and procedures
    Update: A comprehensive review was conducted 4 years ago, and a draft plan developed. Lack of resources have prohibited completion and ongoing management except at the core essential levels.
  • Provide targeted information to agency personnel to educate them on security
    best practices.

    Update: The OIT team facilitates annual cyber security training and works to keep department staff informed of security risks and issues, and protected from attack through active monitoring and device management.

Update: The department has successfully moved forward in this realm, with a most notable success in being prepared for the entire department to work remotely the same day that the Governor announced teleworking due to COVID-19.

Objectives

  • Mobilization Technologies
    Update: Remote departmental offices have received key bandwidth improvements; the department has deployed virtual desktops through SITSD for remote working where bandwidth permits and as needed. The department has moved primarily to mobile devices and virtual connectivity to the state network.
  • Continuous Deployment

    Update: The department established a CI/CD platform and deployed its first application into a containerized environment. Key staff were hired to facilitate the continual movement toward this platform and technology stack.
  • Employ Digital Records Management

    Update: Delayed. SITSD is currently migrating DNRC from Hyland to the IBM FileNet environment which is anticipated to be a successful platform for DNRC, as the Hyland platform DNRC was forced to adopt failed to allow DNRC to successfully scan and manage its water rights system.
  • Leverage SaaS and Cloud-based solutions where optimal
    Update: Successful in the GIS and Service Desk areas of OIT offerings. DNRC continues to look toward leveraging such best-in-class service offerings.
  • IT Resource asset tracking and management

    Update: Delayed. DNRC's migration to SCCM has progressed slowly, and the project is being redirected for the next biennium to the SITSD enterprise platform for SCCM. A pilot project is about to kick off with SITSD to integrate Asset tracking into the ServiceNow platform already established.

Agency Contact Information

Agency Director / Administrator
John Tubbs
444-1948
JTubbs@mt.gov
1539 Eleventh Avenue, Helena, MT 59601
Information Technology Contact
(CIO / IT Manager)
Kreh Germaine
444-0575
KGermaine@mt.gov
1539 Eleventh Avenue, Helena, MT 59601
Information Security Manager
Vacant
444-1283

1539 Eleventh Avenue, Helena, MT 59601