Troopers ask Patrick for audit of State Police

In a report submitted to Patrick in March and obtained by the Globe last week, the union, which represents sergeants and troopers, said State Police management has swelled since the 1990s. It estimated that the state could save $1 million to $7 million annually through “the reduction of patronage ranks, elimination of redundant positions, or the downgrading of certain positions.’’

“If there is any waste at the top with overstaffing of management, then I’d like to find that out,’’ said Richard R. Brown, president of the State Police Association of Massachusetts, during an interview last week. “That money could be used to put more boots on the street. We shouldn’t be laying off any troopers if there is waste at the top.’’

The State Police narrowly averted massive layoffs last month and had to scrap plans to add more troopers this year because of budget cuts. The department, which presently has 2,278 sworn officers, has not hired any new recruits in three years. It has lost 261 sworn officers during that time due to attrition.

Colonel Mark F. Delaney, who heads the State Police, disputed the union’s claim of management overstaffing during a phone interview Friday and said he advised the Patrick administration that an audit was unnecessary.

“I don’t think we need any outsiders telling us how to run this agency,’’ Delaney said. “I think our numbers are right on. I know this agency inside out and how to manage it and how to run it.’’

Delaney said he’s “a strong believer in accountability and close supervision of a police agency’’ and that current staffing levels are required to supervise an agency the size of the State Police.

“I agree with the union that we need more troopers and look forward to the day when we can add a class [of recruits],’’ Delaney said. “But management is even more challenging during these tough economic times to make ends meet.’’

Terrel Harris, a spokesman for the Executive Office of Public Safety and Security, released a statement Friday saying, “While we appreciate the union’s effort to help us find efficiencies, we disagree with the methodology used to assess our ranks and the recommendations for saving taxpayer dollars.

“We are satisifed we have the appropriate blend of managers and troopers within each division to support the changing mission of the State Police which have seen increases in the demand for crime scene services, tactical operations and support, intelligence (fusion) services and anti-terrorism services, and support to urban crime areas (CA/T teams and the Gang Units),’’ the statement said.

Of the State Police’s 2,278 sworn officers, 275 are considered management. That includes the colonel, two deputy lieutenant colonels, three lieutenant colonels, 17 majors, three detective captains, 33 captains, 33 detective lieutenants and 183 lieutenants.

Delaney said he has not added any management jobs since becoming colonel three years ago, but has replaced the top command and cut costs by rewriting policies and holding officers accountable.

Delaney said he has not promoted anyone since May because he doesn’t want to lose any more troopers since their numbers are shrinking.

“We’re very concerned about dwindling numbers of troopers,’’ Delaney said. As a result, he said there are currently vacancies that they do not plan to fill for three captains, two detective lieutenants, five lieutenants, and six sergeants.

He said he hasn’t frozen promotions, but will consider them on a case-by-case basis depending on the department’s needs.

In its report to the governor in March, the union said the State Police’s management staff doubled in 1992 when it was merged with the Capitol, Registry, and Metropolitan District Commission police departments, in part because legislation prevented officers from losing salary or benefits as a result of the merger.

The agency’s hierarchy continued to swell, with the addition of 45 positions between the rank of lieutenant and major since 1996, the report says.

Delaney said the State Police’s mission has also expanded during the last decade, with more resources devoted to the use of forensics to solve cases and antiterrorism efforts after the Sept. 11, 2001 attacks.

In a July 20 e-mail to all employees, Delaney wrote that 72 hours earlier “I was finalizing a plan for the largest layoff this agency would have ever experienced.’’

Delaney said the agency was facing a $7 million shortfall in its 2010 budget that would have required the layoff of well over 100 employees.

But Delaney wrote that Patrick agreed that layoffs had to be avoided and agreed that the State Police would receive an additional $7 million.

“Layoffs narrowly avoided!’’ Delaney wrote. But he warned that he had to reduce spending to unprecedented levels and it will be “an austere year.’’

He urged employees to look for ways to cut costs.

Last week, Delaney credited his managers with reducing overtime by 53,000 hours in the last year, which saved $3.3 million, and also with reducing sick time use.

While lauding Delaney’s efforts to avoid layoffs, Brown said the State Police needs to confront waste and overstaffing in its own hierarchy. Instead of proposing layoffs, Brown said the agency needs to trim management and divert the cost savings to hire more troopers.

The State Police last hired troopers in September 2006, when a class of 149 recruits graduated from the training academy. Brown said more troopers are needed, and the department has an aging force with many more poised to retire.

“It’s going to be a crisis,’’ Brown said.