Department of Livestock

Objectives

• 1. Near Term
  • Take advantage of relevant training opportunities
  • Develop Omni-channel support opportunities for customers
  • Explore Cross-Utilization between Agencies
  2. Mid-Term
  • Align the Workforce with Strategic Business and IT Goals
  • Modernize operations, creating operational efficiencies
  • Safeguard the Citizen Customer in regard to Department
  • Adopt Flexible Workspaces and Policies while following State recommendations
  • Develop Succession Planning to Prepare for Retirements/Terminations
  • Develop Internship and Apprenticeship Opportunities for Early/New Career Professionals
  3. Long-Term
  Develop Continuing Education Opportunities for Employees
  State Strategic Plan Objective Reference: 1. Near Term
  1. Develop Career Plans for IT Professionals
  2. Develop Cross-Training between Agencies
  3. Develop an IT Leadership Program
  4. Conduct a study comparing IT spend across state agencies, nearby states, and private sector
  competitors for talent.
  2. Mid-Term
  1. Align the Workforce with Strategic Goals
  2. Modernize operations, creating 30% operational efficiencies to make staff salaries more competitive
  with the private sector and fund innovation efforts
  3. Adopt Flexible Workspaces and Policies to Compete with Private Sector
  4. Develop a Succession Planning Initiative to Prepare for Retirements
  5. Develop Internship and Apprenticeship Opportunities for Early/New Career Professionals
  3. Long-Term
  1. Develop Partnerships with Higher Education to Provide Low-Cost Education Opportunities for
  Employees
  2. Program for Continuous Anticipated Education and Training to Renew and Reskill

Objectives

• 1. Near Term
  • Work with other agencies to optimize Grant Program submissions to maximize IT Funding
  • Use the IT Procurement Request Process to Encourage Standardized Applications
  • Consolidate Service offerings making a One-Stop location for Citizen Customers
  2. Mid-Term
  • Work with state agencies to Centralized PC and Peripheral purchasing
  • Link IT expenditures to business objectives and goals
  • Standardize Vendor Management within the agency
  3. Long-Term
  - Work with other State Departments to share technology. IE Permitting, Ticketing, Field Management.
  State Strategic Plan Objective Reference: 1. Near Term
  1. Create Grant Program to Capitalize on Federal IT Grants
  2. Use the IT Procurement Request Process to Encourage Standardized Applications
  3. Consolidate Service Catalogues with more descriptive information (total cost, who is using, etc.)
  2. Mid-Term
  1. Implement portfolio management system to prioritize project investments
  2. Centralized reporting of all IT projects
  3. Centralized PC and Peripheral purchasing
  4. Measured ROI for all investments
  5. Restructure and simplify service rates
  6. Tie IT expenditures to business objectives and goals (citizen services) in the procurement process
  7. Implement vendor management program
  3. Long-Term
  1. Organize purchasing and development across agencies by product line (e.g. permits, license,
  identity management, case management, etc.)
  2. Create an innovation fund or process for flexible funding for short notice utilization to meet emerging
  business needs

Objectives

• 1. Near Term
  1. Identify all citizen services that need to be digitized, including digitizing forms and other materials
  citizens may currently have to submit by mail or fax
  2. Offer mobile options
  3. Collect more feedback from the public (for example, digital surveys, townhalls, education, and
  outreach) Use this information to improve citizen services.
  2. Mid-Term
  1. Create a citizen-centric Livestock site
  2. Enable business users to develop digital workflow for more timely delivery of services
  3. Work with State Agencies to ensure Livestock Digital Citizen information conforms to the state Master
  Data Management plan
  3. Long-Term
  1. Submit items for a Cross-agency shopping cart
  2. Offer items for a consolidated mobile application for all Montana government services
  State Strategic Plan Objective Reference: 1. Near Term
  1. Identify all citizen services that need to be digitized, including digitizing forms and other materials
  citizens may currently have to submit by mail or fax
  2. Implement asset management to help track delivery effectiveness for all software assets
  3. Define a governance model for mt.gov and associated applications
  4. Define a cross-agency support model
  5. Complete single sign on (SSO) implementation for all applications
  6. Offer mobile options
  7. Collect more feedback from the public (for example, digital services public townhalls and surveys)
  and use information to improve citizen services.
  2. Mid-Term
  1. Create a citizen-centric mt.gov site with a single point of entry for citizens
  2. Enable business users to develop digital workflow through low code/no code solutions to allow for
  more timely delivery of services
  3. Create and implement a state digital identity standard including Master Data Management to allow a
  minimum shared citizen record to help provide personalized service
  4. Offer location awareness services to enable rapid delivery of pertinent information and services
  3. Long-Term
  1. Cross-agency shopping cart
  2. Implement a consolidated platform with common web services
  3. Offer one consolidated mobile application for all Montana government services

Objectives

• 1. Near Term
  1. Plan for training and support of all enterprise applications
  2. Submit all solutions for architectural review to assure they meet current and future state goals and
  objectives
  3. Move Livestock to a “Commercial off the shelf, COTS First”, “Cloud Smart” approach.
  4. Continually invest in network connectivity improvements to support operations, in particular, remote
  locations
  
  2. Mid-Term
  1. Deprecate legacy applications
  2. Implement organization change management methodology with product implementation
  3. Share product(s) for automated streamlined business processes (eg., cross-agency permitting
  application)
  
  3. Long-Term
  1. Create affordable, redundant high bandwidth service options
  State Strategic Plan Objective Reference: 1. Near Term
  1. Create an Enterprise Architecture team
  2. Plan for training and support of all enterprise applications
  3. Require all solutions to go through architectural review to assure they meet current and future state
  goals and objectives
  4. Develop a collaborative process for adopting enterprise applications
  5. Move the State to a “COTS First”, “Cloud Smart” approach
  6. Continually invest in network connectivity improvements to support operations, in particular, remote
  locations
  7. Create a culture that allows “fail fast”
  2. Mid-Term
  1. Deprecate legacy applications and roll them into enterprise applications
  2. Implement organization change management methodology within the implementation cycle of all
  enterprise products
  3. Share product(s) for automated streamlined business processes (eg., cross-agency permitting
  application)
  3. Long-Term
  1. Implement edgeless edge (SD-WAN)
  2. Create redundant high bandwidth services, ubiquitously

Objectives

• 1. Near Term
  1. Register Livestock information systems in RSA Archer
  2. Encourage continued education and security training
  3. Participate in third party independent assessment
  
  2. Mid-Term
  1. Integrate security practices into business processes
  2. Enhance business continuity and disaster recovery program (more regular cadence)
  
  3. Long-Term
  1. Strengthen vendor security requirements
  State Strategic Plan Objective Reference: 1. Near Term
  1. Integrate secure coding practices guidelines
  2. Register State information systems in RSA Archer
  3. Implement offensive security program
  4. Conduct third party independent assessment
  2. Mid-Term
  1. Consolidate State security operations under state CISO
  2. Implement monthly compliance assessments
  3. Integrate security practices into business processes
  4. Establish cloud, on-premise, and other standard security contract language
  5. Enhance business continuity and disaster recovery program (more regular cadence)
  6. Establish statewide ransomware policies
  3. Long-Term
  1. Implement zero trust architecture
  2. Partner with legislators to strengthen vendor security requirements

Number of FTE: 67.51

The Animal Health Bureau is responsible for the prevention, control and eradication of animal diseases. This involves safeguarding the health and food production capacity of the State's livestock and poultry and preventing the transmission of animal diseases to man. The prevention and control of domestic animal diseases are achieved through four major areas of activity: Import/Export, Disease Control, Alternative Livestock, and Field Operations.

Number of FTE: 53.11

The Guiding Principle of the Brands Enforcement Division is to protect the livestock industry from theft and predatory animals. The Brands Enforcement Division Goal is to provide the livestock industry with professional law enforcement and investigative work in the tracking of livestock ownership and in the deterrence and/or resolution of related criminal activities.

Number of FTE: 17

The Centralized Services Division is responsible for the accounting, budgeting, payroll, purchasing, information technology, general services, personnel and administrative functions for the Department of Livestock. The overall goal of this division are to provide fiscal and budgeting support; to provide assistance with policy development and implementation, to interpret rules, regulations and statutes for the department and to provide the administrative and support services necessary to allow the programs of the Department to operate efficiently and effectively in delivering services to the Livestock industry in Montana.