Director's Office Goals and Objectives

The Department of Environmental Quality (DEQ) Director's Office carries out the department's mission and statutory responsibilities by administering, managing, planning and evaluating total agency performance.

The director oversees the development of appropriate policies and procedures throughout all organizational units of the agency and makes sure the structure supports optimum efficiency, consistency, and capability for planning, consultation, and decision making.

The Director’s Office includes the director’s staff, and a centralized legal pool. The Public Policy Director for the agency is housed in the Director's Office and oversees staff working to address issues under the Montana Environmental Policy Act and staff working on Montana Facility Siting Act functions. The Enforcement Program is also organized within the Director's Office.

The Centralized Services Division (CSD) is an extension of the Director’s Office and provides the following agency support services: human resources; information technology; fiscal; safety; emergency management; records management; and operations project management.

Department of Environmental Quality, Goals and Objectives – 2021 Biennium

The goals and objectives for the central management program are to:

  • Creating more high-paying Jobs
  • Provide efficient and cost-effective accounting, payroll, budgeting, internal auditing, and contract services for DEQ.
  • Improving Montana’s education system
  • Operating an efficient and cost-effective government

Air, Energy and Mining Division

  • Efficiently and effectively permit and regulate environmentally-protective and productive operations in air, hard rock mining, opencut mining, and coal mining industries according to program statutory authority.
  • Promote and improve Montanan’s access to energy efficiency and alternative energy sources while improving the State’s energy security by offering financing mechanisms, technical assistance, and education for public and private entities.
  • We will perform the above work ensuring substantive public participation and transparent program operations, incorporating the use of new technology, emphasizing employee safety, with an eye toward professional development of managers and staffs.

Waste Management and Remediation Division

  • Issue permits in a timely manner that facilitates workforce and economic development.
  • Provide technical and compliance assistance to the regulated community.
  • Provide necessary resources to perform state consultations to move remediation processes forward and initiate cleanup contracts for State lead sites at Federal Superfund Sites.
  • Facilitate redevelopment by cleaning up sites and adequately documenting that the sites no longer pose an unacceptable risk to human health.
  • Facilitate Brownfields environmental workforce development and job training program.
  • Work with schools and training providers to develop environmental awareness curriculum.
  • Provide internship opportunities.
  • Building partners and looking for innovative ways to implement our mission (i.e., strong stakeholder workgroups, leverage funding, and build cross functional teams).
  • Build efficiencies and cross coordination with both internal and external customers through database improvement (i.e., TREADS). Information Management system implementation and long-term operation and maintenance.
  • Identify efficiencies in regulatory oversight and gain efficiencies with business process improvements to move cleanup forward, work on more sites, and close releases.
  • Leverage available resources in concert with engaged stakeholder and non-governmental entities to achieve a greater scope of environmental remediation.

Water Quality Division

  • Ensure that communities and businesses have access to safe drinking water supplies.
  • Conduct onsite drinking water evaluations and provide technical assistance for drinking water systems.
  • Educate and train water and wastewater operators to operate water and wastewater systems efficiently and effectively statewide.
  • Work with schools and DPHHS to protect students from lead in school drinking water
  • Improve transparency and accessibility of drinking water data.
  • Ensure that water quality data and standards are accurate and easily accessible to the public, communities, businesses, and water managers.
  • Utilize the best available science to review and develop standards to protect water quality in Montana’s streams, rivers, and lakes.
  • Leverage state investment in water quality monitoring by engaging students and the public in volunteer water quality monitoring.
  • Provide comprehensive design criteria, technical assistance, and efficient review of public infrastructure and subdivisions to protect public health and water quality.
  • Support communities with low-interest loans and loan forgiveness for water and wastewater infrastructure improvements that result in improved drinking water and water quality.
  • Assist with the operation, maintenance, and optimization of wastewater facilities to improve water quality as efficiently as possible.
  • Continually improve water quality permitting to ensure that permits protect water quality and public health while streamlining the review process.
  • Provide technical, financial and compliance assistance to facilities, landowners and water-users to improve water quality.
  • Develop water quality plans by identifying causes and sources pollution and steps that can be taken to address them through the TMDL process.
  • Work with prospective permittees to expedite the application process.
  • Work with landowners and communities to improve water quality by voluntarily addressing non-point sources of pollution and improving and protecting wetlands.
  • Ensure that facility owners, operators, and the public have access to accurate and timely information on all water quality issues.
  • Work with communities and businesses to help them stay in compliance with water quality regulations and permits.

Centralized Services Division

  • Transform information management by using a portfolio approach to leverage data and information as a strategic resource.
  • Make data and information accessible, downloadable, and searchable online.
  • Improve information risk management and security to limit service disruption to the public.
  • Streamline and/or automate agency operation transactions.
  • Empower employees by encouraging creativity, delegating appropriate authority, and providing decision-making abilities.
  • Strengthening job performance metrics and communication tools to enhance productivity.
  • Provide for a welcoming, well-constructed and efficient onboarding process