Commissioner: John Shively
Tel: (907) 465-2400 Fax: (907) 465-3886

Administrative Services Director: Carol Carroll
Tel: (907) 465-4730 Fax: (907) 465-3886

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Develop, conserve, and enhance natural resources for present and future Alaskans.

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Oversee the construction of 3 new, and operation of 10 existing common carrier petroleum pipelines on the North Slope, and report on the oversight.

Supervise the safety inspection of approximately 20 dams and test emergency action plans for 5 high-risk dams.

Evaluate areas subject to major hazards like floods, earthquakes, volcanic eruptions, and landslides to help predict likelihood and severity of future major events.

Conduct 3000 inspections and field inspections for seed certification and disease control, and issue certificates for export products.

Maintain inventory of historic and archaeological sites for use by developers, land managers and planners.

Implement recommendations from the Spruce Bark Beetle Strategy Task Force with other landowners on the Kenai.

Coordinate, through the Natural Resource Conservation and Development Board, programs to obtain federal funding for agriculture related conservation and erosion control in Alaska.

Ensure resource sustainability and multiple use, including recreational enjoyment of the resource base.

Operate 120 state park units and maintain park access for 3.6 million visits.

Revise park user fee program to cover increasing maintenance and operation costs and recent facility upgrades. Federal approval of fee collection at park units improved with federal Transportation Enhancement dollars.

Manage 500-600 wildfires of varying sizes.

Reforest 1,000 acres of forestland, survey 500 acres for regeneration, and conduct 125 of inspections of private land for compliance with Forest Resources and Practices Act reforestation requirements.

Register 250 water use filings.

Review and issue 580 permits for commercial activities on parklands.

Provide management oversight to 2.6 million acres of legislatively designated public use, recreation areas, trails, and 15 special use areas; and provide co-management oversight of 5.4 million acres of legislatively designated game refuges, critical habitat areas, sanctuaries, and wildlife ranges.

Secure maximum federal funding to implement a recreational boating safety program through the Office of Boating Safety.


Streamline natural resource leasing, sales, and permitting processes.

Complete automation of graphic land records of remaining townships so land ownership and resource information can be combined for analysis and have the State Status Plats and Land Records be available on-line to the public.

Streamline and enhance the Recorder's Office operations to better meet the workload and user demand by incorporating current technology, such as imaging documents.

Integrate appropriate modern location and communication technology, such as GPS and Internet communications, into the mining location staking, maintenance, and permit process.

Maintain the state's land database through the notation of 10,000 state resource transactions affecting 12,000 townships; reduce notation cycle time by 30%. Make the information available to the public.

Continue efforts to utilize on-line application, notice and receipt of comment for permit applications.

Offer business transaction service over the Internet (payments, cabin rentals, etc.).

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Collected and accounted for $516.5 million in O&G royalty, settlement, rental, federal share and bonus revenues.

Provided technical and policy support to the BP/Arco merger discussions.

Space planning and partial occupancy of Anchorage Atwood Office Building.

Y2K compliance of all DNR Mission Critical Systems.

Issued right-of-way leases of Nuiqsut, Alpine, and Northstar pipelines.

Sold 54 parcels of land for a total of 1,963 acres.

Disposed of 2,467 acres of ARLF parcels.

Built and implemented the Recorder's new Office Indexing System.

Converted State Status Plat to digital format on-line and reduced cycle time for pending actions.

Generated $334.2 from sale of forest products, offered ~41.2 million board feet of timber, offered 25 value-added timber sales and reforested 2,575 acres.

Managed and responded to a total of 328 wildland fire occurrences on 134 million acres.

Increased revenues generated from Alaska Mental Health Trust Lands from $3.0 million to $3.5million.

Completed a detailed airborne geophysical survey of 1,036 square miles in the Fortymile mining area, and 229 square miles in the Livengood mining area.

Completed review of Anchorage Jet Fuel Pipeline project.

Successful state operation and maintenance at the Illinois Creek Gold Mine following operating company bankruptcy.

Utilized the Tazlina Type 1 Crew for hazard tree removal, fire break improvement and other hazard fuel work reducing the potential of a serious wildland fire on the Hillside area in the Municipality of Anchorage.

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Implementation of the negotiated agreement reached in the BP-Amoco-Arco Merger.

Merger of the Divisions of Mining, Land, and Water.

Y2K millennium transition.

Administration and recordation of RS2477 rights-of-way.

Parks deferred maintenance and operation.

Renewal of the rights-of-way for TAPS and a number of North Slope common carrier pipelines.

Conversion of water rights and shore-fish lease programs to registration.

School Trust Lands valuation and litigation.

Relocation of Anchorage Offices from the Frontier Building to the Atwood State Office Complex.

Occupancy of the new consolidated Palmer Fire Suppression Facility.

Union Contract negotiations, recruiting and retention of qualified staff.

Erosion of the Agricultural Revolving Loan Fund.

Passage and implementation of Uniform Commercial Code Revised Article 9.

Management, review, and termination of Sec. 17(b) of ANCSA easements to Alaska Native corporations.

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Measure: New and assigned oil & gas rights, plans, and units resulting from the BP Amoco-Arco merger
(Not yet addressed by Legislature.)

Measure: Acres of state land offered for oil and gas leasing
(Revised from Legislature's FY2000 version.)

Current Status:
FY2000 lease sales were put on hold because of the BP Amoco-Arco merger.

Measure: Volume of timber offered annually, including volume of timber offered for in-state value-added processing.
(Developed jointly with Legislature in FY2000.)

Background and Strategies:
Development of sustainable, renewable forest resources currently supports jobs in rural forested areas of the state. Timber sales make wood fiber available and value-added timber sales provide additional jobs through manufacturing. A steady, dependable wood supply provides a basis for long term capital investment. Strategies include offering a maximum of three value-added sales in Southeast Alaska and two value-added sales in Interior Alaska.

Measure: Level of compliance with best management practices, as measured by implementation of a monitoring program of the Forest Practices Act
(Developed jointly with Legislature in FY2000.)

Background and Strategies:
Administration and ensuring compliance with the Forest Resources and Practices Act, predominantly on private lands, meets the federal Clean Water Act requirements. Monitoring effects of forest practices produces scientific results that provide a basis for improving the standards and requirements for the Act - resulting in water and fisheries protection. Strategies to implement this measure consist of continued monitoring, compliance with and enforcement of forest practices, and working within a public process for development of standards.

Measure: Percent of fire incidents in the full and critical categories held
at less than 10 acres
(Developed jointly with Legislature in FY2000.)

Benchmark:
Implementation of FIREWISE prevention program in communities.
Participation in completion of PROJECT IMPACT in urban/interface areas in Anchorage and Kenai Peninsula - and in Mat-Su Borough for FY01.

Background and Strategies:
Increased expansion into forested areas has raised the risk of wildland fire to life and property, has increased the probability of more human caused fires, and emphasized the need for public education and defensible space. Strategies to mitigate these situations include increased fire prevention activities, public outreach, burn permits, media involvement and cooperator preparedness for fire response.

Measure: Parcels and acres of State Land sold
(Revised from Legislature's FY2000 version.)

Current Status:
In October 1999 we sold 109 parcels for roughly ~$1.5 million.

Benchmark:
There is no specific benchmark as a land disposal cost will vary by location, size, and market factors.

Background and Strategies:
Due to budget constraints the land disposal program has been funded only through special appropriations. Over the years the Municipal Entitlements have taken most of the desirable land around communities.

Measure: Acres transferred to Municipalities and number of Municipalities served
(Revised from Legislature's FY2000 version.)

Measure: Mineral acres of ground under private-sector exploration
(Not yet addressed by Legislature.)

Benchmark:
Based upon the trend of claim data from 1993 to date, it is expected that by the end of calendar-year 2000 there will be about 3.8 million acres of ground subject to active private-sector exploration in Alaska. This corresponds to about 1% of the state's land area.

Background and Strategies:
The growth of the mining industry in Alaska has resulted from the complementary actions of the Administration, State Legislature, and the private sector. Annual funding of airborne geophysical/geological mineral inventories of prospective mineral tracts, in combination with Alaska's mine development tax incentive and outreach from the Governor's office, have been significant catalyzing factors. There are many remaining high mineral potential tracts throughout rural Alaska that offer the opportunity for successful mineral exploration and mine development if the fundamental geological and geophysical data needed to guide exploration are generated and made available. DGGS plans to concentrate its mineral appraisal resources on these highly prospective areas to generate that data.

Measure: Square miles of geophysical and geological mineral surveys completed
(Developed jointly with Legislature in FY2000.)

Benchmark:
The 1000 square mile benchmark is a challenging target given the staff size and funding available to DGGS.

Background and Strategies:
DGGS intends to maintain this performance measure unchanged for FY2001. We are pursuing complementary federal funding and cooperative agreements with federal agencies in an attempt to acquire resources needed to increase the square miles of geologic mapping that can be completed in a fiscal year. The magnitude of the square miles of airborne geophysical surveys that can be completed in one year is a function of CIP appropriations. A tract of 1000 square miles is in good balance with historic funding, public expectations, and a level of commitment that is effective in catalyzing investment in Alaska's mineral industry
.
Measure: Visitor use of state park units
(Revised from Legislature's FY2000 version.)

Benchmark:
3.5 million visitors for 120 state park units.

FY2000 Performance Measure	Achieved	On Track	Too Soon to Tell	Not Likely to Achieve	Needs Modification
Offer 7 million acres of state land for oil and gas leasing in 2 area-wide leases.
Complete geophysical/geological mineral inventory surveys of 1,000 square miles of Alaska lands.
Administer and facilitate the issuance of 15,000 mining claim permits.
Maintain and operate 121 state park units.
Maintain the state's land database through the notation of 10,000 state resource transactions affecting 12,000 townships and make the information available to the public.
Generate $1.4 million from sale of forest products and offer approximately 60 million board feet of timber.

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Capital Projects Listed by Department.

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Department Budget Summary
Funding Source Summary
Position Summary

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The key change in the DNR budget for FY2001 is that with the implementation of the ABS system our budgets will only display the component detail and not the project detail as was done in previous years.

We combined the Division of Land with the Division of Mining & Water. This resulted in a new BRU titled "Minerals, Land, and Water" and the components from the "Mining, Geological, Water Development" and the "Land Development BRUs were moved into it.

We created several new components in the new BRU to place more emphasis on their respective functions: Claims, Permits, and Leases; Lands Sales & Municipal Entitlements; Title Acquisition & Defense; and the (Mining, Land, & Water) Director's Office.

We transferred our Public Services Office from of the Land Development BRU to the Management & Administration BRU as this function is a department-wide function and organizationally reports to the Commissioner's Office.

We transferred our Computer Services Center from the Information Resource Management Component to the Interdept. DP Chargeback Component. This will put the DP Mainframe and Network chargebacks all in one place.

We eliminated the need for the Oil & Hazardous Waste Spill Response Component. This $68.3 budget was 100% Oil & Hazardous Waste I/A funded and by budgeting the specific amounts in the components performing the duties we eliminated a duplication.

We created a new component "DNR State Facilities Rent" within the Facilities Maintenance BRU. This component will reflect the funds transferred to us to pay for rent in the Atwood Building.

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