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Department of Justice

Our Justice Information Technology Services Bureau (JITS) provides vital Information Technology (IT) infrastructure upon which Montanans and local and state law enforcement agencies rely for timely, accurate information.

The Mission of the Justice Information Technology Services Bureau (JITS) is to provide a secure, modern, cost effective and sustainable IT Infrastructure; ensuring law enforcement and public safety agencies have the resources necessary to serve and protect the people of Montana and those who visit from across our great nation.

JITS provides 24/7/365 support to law enforcement and public safety agencies across Montana at all levels of government including the FBI, MDT, Courts, Corrections and Game Wardens. IT manages the systems, services, and interfaces to support DOJ employees, statewide county motor vehicle system users, Criminal Justice Information Network (CJIN) users, and contingent workers. DOJ also collaborates and works with many state agency interface partners such as SOS, HHS, Courts, FBI, NLETS, NCIC, FWP, MDT, & DOC.

Goals

Agency Goals and Objectives

State Strategic Plan Goal Reference: Citizen/Partner
Design for Human Experience
Streamline and Elevate Customer Interactions
Improve Service Delivery

Objectives

  • Foster a culture of collaboration and partnership between divisions and interdisciplinary teams, encouraging open communication, resource sharing, and collective problem-solving to close gaps and drive success.
    State Strategic Plan Objective Reference: Citizen/Partner:
    Design for Human Experience
    Streamline and Elevate Customer Interactions
    Improve Service Delivery
  • Implement the right tools and systems that support agency goals and needs, ensuring they are user-friendly, reliable, and align with industry best practices to optimize IT system management and performance.
    State Strategic Plan Objective Reference: Citizen/Partner:
    Design for Human Experience
    Streamline and Elevate Customer Interactions
    Improve Service Delivery
  • Implement an Agile methodology to continuously assess and improve communication processes, tools, and systems to adapt to changing agency needs, technological advancements, and industry trends, ensuring ongoing alignment with goals and objectives.
    State Strategic Plan Objective Reference: Citizen/Partner:
    Design for Human Experience
    Streamline and Elevate Customer Interactions
    Improve Service Delivery

State Strategic Plan Goal Reference: Financial Stewardship
Cost Optimization and Efficiency
Improve Value-added Services

Objectives

  • Conduct regular financial assessments of IT projects to monitor costs, identify potential budget deviations, and make informed decisions to stay within budget constraints and promote financial stability.
    State Strategic Plan Objective Reference: Goal 1 - An innovative workforce dedicated to reshaping the way IT Services are delivered.
  • Utilize data analytics and performance metrics to track the effectiveness and efficiency of IT resources, identify areas for improvement, and make data-driven decisions to enhance resource management and financial stewardship.
    State Strategic Plan Objective Reference: Financial Stewardship
    Cost Optimization and Efficiency
    Improve Value-added Services
  • Establish clear guidelines and procedures for procurement, vendor management, and contract negotiation to ensure cost-effective sourcing of IT resources and services, maximizing value for the agency, minimizing financial risks, and ensuring compliance with State and Federal requirements.
    State Strategic Plan Objective Reference: Financial Stewardship
    Cost Optimization and Efficiency
    Improve Value-added Services
  • Collaborate with the accounting department to align IT initiatives with financial goals, ensure accurate budgeting and forecasting, and promote transparency and accountability in financial decision-making related to IT projects.
    State Strategic Plan Objective Reference: Financial Stewardship
    Cost Optimization and Efficiency
    Improve Value-added Services

State Strategic Plan Goal Reference: Internal Process
Improve service Delivery
Provide Security by Design
Improve Digital Transformation

Objectives

  • Implement Secure by Default design: Embed security measures and protocols into design, development, and implementation of services from the onset. Ensuring that security is prioritized at every stage to protect against cyber threats and safeguard sensitive data.
    State Strategic Plan Objective Reference: Internal Process
    Improve service Delivery
    Provide Security by Design
    Improve Digital Transformation
  • Enhance data governance practices and compliance standards by aligning JITS policy to align with NIST 800-53 to established internal standards. Ensuring the secure handling, storage, and transmission of data to maintain the confidentiality, integrity, and availability of information throughout the digital service delivery process.
    State Strategic Plan Objective Reference: Internal Process
    Improve service Delivery
    Provide Security by Design
    Improve Digital Transformation
  • Collaborating with cross-functional teams, stakeholders, and partners to create a unified approach to digital transformation, aligning strategies, objectives, and resources to drive innovation, agility, and scalability in service delivery.
    State Strategic Plan Objective Reference: Internal Process
    Improve service Delivery
    Provide Security by Design
    Improve Digital Transformation

State Strategic Plan Goal Reference: Workforce Capacity
Improve Strategic Partnerships
Build a People First Culture

Objectives

  • Fostering a culture of open communication, trust, and collaboration within the organization, creating opportunities for employees to contribute ideas, share feedback, and participate in decision-making processes that align with organizational goals and values.
    State Strategic Plan Objective Reference: Workforce Capacity
    Improve Strategic Partnerships
    Build a People First Culture
  • Investing in employee development, training, and mentorship programs to empower individuals to grow professionally, acquire new skills, and advance their careers within the organization, fostering a culture of continuous learning and personal growth.
    State Strategic Plan Objective Reference: Workforce Capacity
    Improve Strategic Partnerships
    Build a People First Culture
  • Implementing employee engagement initiatives, recognition programs, and wellness initiatives that prioritize the well-being, motivation, and satisfaction of employees, creating a positive work environment that values diversity, inclusion, and individual contributions.
    State Strategic Plan Objective Reference: Workforce Capacity
    Improve Strategic Partnerships
    Build a People First Culture
  • Encouraging cross-functional teamwork, knowledge sharing, and interdisciplinary collaboration to break down silos, promote innovation, and drive collective problem-solving that aligns with strategic priorities and enhances organizational performance.
    State Strategic Plan Objective Reference: Workforce Capacity
    Improve Strategic Partnerships
    Build a People First Culture
  • Measuring and monitoring the impact of strategic partnerships and people-centric initiatives through key performance indicators, feedback mechanisms, and employee surveys to assess progress, identify areas for improvement, and drive continuous enhancement of partnerships and organizational culture.
    State Strategic Plan Objective Reference: Workforce Capacity
    Improve Strategic Partnerships
    Build a People First Culture

Information Technology Resources and Capabilities

Number of FTE: 8

This section is composed of Project Managers (PM) and Systems Analyst (SA). The PMs focus on the planning, process, and procedures of all IT projects across the agency. The SAs focus on application support for multiple applications across the department.

Number of FTE: 4

This section is composed of IT Security Specialists. Collectively the ISS monitors the security posture of DOJ systems, develop policy, and review all IT requests to ensure compliance with State and Federal requirements. Historically this section has been isolated. JITS is moving to a more collaborative approach to integrate security into all aspects of JITS system development and administration.

Number of FTE: 10

This section is composed of our helpdesk members. This team answers calls and emails from across the agency and beyond. They assist in the everyday computer needs, imagining, password resets, and a plethora of other troubleshooting.

Number of FTE: 3

This section is composed of Endpoint Engineers, Systems Administrators and System Architects. The Endpoint Engineers manage software licensing, design, and deliver OS images, software installation packages, manage the DOJ OU user, computer and group accounts, design and implement Group Policy objects and assist the Desktop and Systems teams. The Systems Administrators and Architects design, build, operate and maintain servers, appliances, switches, routers and firewalls and associated physical and virtual components securing, improving and managing all DOJ IT infrastructure.

Number of FTE: 9

This section is composed of Software Developers, Database Administrators, GIS and Web Developer. The software developers are responsible for building and maintaining in-house applications as well as work with vendors in supporting the software at DOJ. The database administrators are responsible for building and maintaining databases in house and for external vendors as well as assisting in conversions for all sources. GIS developer is responsible for creating and maintaining GIS maps for various groups across the agency. Web developer is responsible for creating and maintaining all DOJ websites.

Projects

Division MHP
Project / Program Purpose and Objectives ESINet is the backbone of the Next Generation 911 (NG911) System. Public Safety agencies across the State of Montana can build services for more efficient and effective emergency response with an NG911 ESInet in place. ESInet is a reliable network to support and transport 911 calls to PSAPS creating a high level of accuracy and efficiency across emergency response organizations. This project will be performed in 3 Phases. Phase 1 (current) –Federal Engineering was retained to assess the needs of the PSAPs and develop an RFP for a vendor for the NG911 System, which includes the ESInet, core services, and hosted call handling. Phase 2 will be the design, migration and implementation of the NG911 System by the vendor awarded the contract. Phase 3 will be both ongoing system maintenance by the vendor and project management support as needed by consultant Federal Engineering.
State Strategic Plan Goal/Objective Reference Goal-Provide a more efficient and effective emergency services network allowing PSAPs to utilize state of the art technology to provide faster response times through a managed services vendor contract.
Estimated Start 12/4/2023 Estimated Delivery 6/30/2027
Estimated Cost 31000000 Comment Phase 1 & 3 Federal Engineering- TCV $292,228;
Phase 2-NG911 System design, Core Services,
Hosted Call Handling. Est. $ 30M over 5-year period
HB 10 Request No Funding Sources State Special Revenue Funding: 24300000 - Comment: State 911 Funding, §10-4-304
Annual Costs Upon Completion 2000000 Comment Phase 2 annual cost has not yet been determined until a contract is awarded.
Status of the project as of March 31, even numbered years. Indicate % completed and status of funds expended. Phase 1: 50% complete, $10,464 expended

Division JITS
Project / Program Purpose and Objectives The enterprise level storage, network, servers and software have reached the end of the technology lifecycle. Many of the technology solutions installed back in budget years 2012-2019 some of which is not functioning properly. Some of the systems/servers require new hardware while many only require a software refresh. The purpose of this project is to replace and upgrade outdated networking, storage, servers, and related software . This effort will also provide disaster recovery systems to ensure all data is redundant and available.
State Strategic Plan Goal/Objective Reference Internal Process
Estimated Start 7/1/2024 Estimated Delivery 7/1/2026
Estimated Cost 2000000 Comment
HB 10 Request No Funding Sources State: - Comment: Restricted: - Comment:
Annual Costs Upon Completion Comment Annual costs are limited to vendor and manufacture support paid through Operations Budget
Status of the project as of March 31, even numbered years. Indicate % completed and status of funds expended. Finalizing assessment, project plan, & cost breakdown. Storage for 3-tier architecture has been purchased and implemented. Project is approximately 40% completed. $877,312.35 have been expended.

Division DOJ
Project / Program Purpose and Objectives This it replace outdated camera's, door access & key management systems that are at end of life for various divisions and buildings throughout the state with modernized equipment.
State Strategic Plan Goal/Objective Reference Internal Process
Estimated Start 7/1/2024 Estimated Delivery 7/1/2024
Estimated Cost Comment
HB 10 Request No Funding Sources Operating: - Comment:
Annual Costs Upon Completion Comment
Status of the project as of March 31, even numbered years. Indicate % completed and status of funds expended. Finalizing assessment, project plan, & cost breakdown. No funds have been expended.

Division MHP
Project / Program Purpose and Objectives MHP currently has approximately 260 Panasonic vehicle camera systems (Fleet) and does utilize Body Worn Camera systems (BWC). JITSD maintains 19 physical servers around the state and 1 VM for the Helena detachment at Fort Harrison for video archival. Each server is a separate entity. All maintenance, OS, SQL and software upgrades, and all configuration edits / updates must be completed separately on each server. MHP maintains 24 workstation computers, monitors, DVD burners / accessories and associated Back End Client software at offices around the state for the sole purpose of reviewing and making DVD copies of videos for case preparation and discovery to County Attorneys, etc. All current hardware is not covered by warranty and are seeing an increase in hardware failures. This RFI is to gather information to replace the current outdated and reduce the significant lift, time, money, and resources to manage the current fleet camera hardware with the addition of BWC component & crash/evidence/video repository, preferably by the same vendor.
State Strategic Plan Goal/Objective Reference Citizen/Partner, Financial Stewardship, Internal Process, Workforce Capacity
Estimated Start 8/1/2024 Estimated Delivery 1/31/2025
Estimated Cost 2300000 Comment
HB 10 Request No Funding Sources State: - Comment:
Annual Costs Upon Completion 1000000 Comment
Status of the project as of March 31, even numbered years. Indicate % completed and status of funds expended. RFP is in scoring status. No funds have been expended.

Division DCI
Project / Program Purpose and Objectives DCI is moving forward to acquire a Case Management System that will bring several investigative unit’s report documentation and management of those cases to the same platform. This will provide for uniformity of our investigative reports, uniformity of the secure distribution of those reports and analytical modules that support criminal investigations. Through the RFP process, vendor’s proposed solutions, presentations and research of their current customers, a decision will be made regarding the most stable, cost-efficient storage option.
State Strategic Plan Goal/Objective Reference Internal Process
Estimated Start 7/1/2024 Estimated Delivery 1/31/2025
Estimated Cost 277760 Comment
HB 10 Request No Funding Sources State/Grant: 230000 - Comment:
Annual Costs Upon Completion 38000 Comment
Status of the project as of March 31, even numbered years. Indicate % completed and status of funds expended. RFP completed. Contract award to ACISS. Currently in contract negotiations.

Division MVD
Project / Program Purpose and Objectives The State of Montana, Motor Vehicle Division, (MVD), has had the MERLIN system since 2009. It is a system written in C# and Visual Basic (VB) and uses a State hosted SQL server database. MERLIN has 3 key components: Drivers (Driver’s Licenses, Permits, IDs, Commercial Credentials, Compliance and Investigation unit, and Driver Enforcement), Vehicles (Titles, Registrations, Liens, Fleet, Insurance Compliance, and Handicap Placards) and Finance (Point of Sale, General Ledger, Reporting, Accounts Payable, Accounts Receivable, etc.). MERLIN also processes data from a large number of interfaces including AAMVA, Federal interfaces, State Agencies, Third party. MERLIN also interfaces to a third-party document management system for scanning and to Idemia for card production and photos. Montana implemented Real ID and uses central issuance for driving and ID credentials. There are approximately 650 users in 56 counties. This project is to replace the 13-year-old MERLIN system to a modernized, efficient, and effective system to better serve the State of Montana. DOJ has contracted with FAST Inc. to replace the MERLIN system in three phases. Phase 1 was completed in October 2022 with the online scheduler. Phase 2 completed in November 2023 for Driver’s Services. Phase 3 is currently in progress and on target to go live March 2025.
State Strategic Plan Goal/Objective Reference Citizen/Partner, Internal Process, Financial Stewardship
Estimated Start 7/6/2022 Estimated Delivery 3/17/2025
Estimated Cost 35,000,000 Comment Estimated cost is for the COTS software build and implementation of both phases.
HB 10 Request Yes Funding Sources State: 40000000 - Comment: State Long Range Appropriation through HB 10 or through financing with the Montana Board of Investments.
Annual Costs Upon Completion 5000000 Comment 5M reflects a 5 year maintenance agreement including hosting, integration and disaster recovery.
Status of the project as of March 31, even numbered years. Indicate % completed and status of funds expended. Phases one and two have been completed, phase three is on target to be completed by March 2025. The project is 70% complete.

Summary of Hardware

I have reviewed all of my agency's systems in Assurance CM and certify that it is accurate: Yes

Total Number of Appliances 230
Total Number of Physical Servers 59
Total Number of Virtualized Servers 299
Total Usable Storage Space 780 TB
Device Type Quantity Estimated Replacement Value Comments
Mobile Devices 751 149449
Printers 327 183120
In-Car Routers 5 13000
Desktop/Laptops 1476 2214000
MHP Ruggedized Laptops 268 1608000
Security Cameras 8 787000
Door Security Controllers 5 12500
Drones 8 240000

Agency Contact Information

Agency Director / Administrator
Attorney General Austin Knudsen
406-444-2026
austin.knudsen@mt.gov
215 N Sanders, 3rd Floor PO Box 201401 Helena, MT 59620
IT Contact (CIO / IT Manager)
Melissa McLarnon, CIO
406-594-1541
melissa.mclarnon@mt.gov
302 N Roberts St - Scott Hart 5th Floor PO Box 201405 Helena, MT 59620
Information Security Manager
Bret Taylor, ISO
406-431-7621
btaylor@mt.gov
302 N Roberts St - Scott Hart 5th Floor PO Box 201405 Helena, MT 59620