OLYMPIA — Washington State Patrol troopers are in a slightly better mood about their jobs than a year ago.
But most continue to lack confidence in management and the direction it is taking the statewide law enforcement agency.
Those are among the findings of a survey by a Seattle consulting firm that studied the state patrol’s organizational structure and practices with an eye to making changes to improve how managers interact with front-line staff.
In its report presented to lawmakers earlier this month, Slalom Consulting recommended bureaus be consolidated, a deputy chief be hired and the deployment of troopers be reviewed to bolster day-to-day operations and boost employee morale.
This is the second study of the state patrol in two years and Randy Tan of Slalom Consulting acknowledged when the team arrived last summer the agency was in the process of transforming itself in response to the earlier review.
“This assessment was certainly not a start or an end,” Tan told the state House Transportation Committee in a public hearing Dec. 1. Slalom earned $150,000 for its work.
State patrol Capt. Monica Alexander said in an interview the report provides substantial material for conversation.
“I know we’re not perfect,” she said. “There’s a lot that’s underway.”
One of the major areas of recommendation focuses on redoing the organizational chart.
The leader of the Washington State Patrol Troopers Association could not be reached for comment on the latest study.
The state patrol is now arranged with Chief John Batiste overseeing six bureaus: Field Operations, which has eight divisions of troopers deployed around the state, Investigative Services, Commercial Vehicle Enforcement, Technical Services, Forensics Laboratory Services and Fire Protection.
The report suggests two possible approaches. One would consolidate the agency into four bureaus while another would pare it to five. Each scenario calls for bringing back the deputy chief position and establishing the Office of Professional Standards as a stand-alone operation.
Such reorganization would enable Batiste to concentrate on strategic planning and innovation and leave day-to-day operational decisions to the deputy, the report states.
Another recommendation calls for reviewing the way the agency deploys troopers. Slalom offered a methodology based on the duties of troopers in each division, including the number of calls they handle and the nature of those calls. The report does not conclude whether the state patrol has too few or too many troopers in its ranks today.
Alexander said that approach on staffing could help management but Batiste isn’t planning to consolidate bureaus or hire a deputy chief at this time. He’s concerned the proposed reorganizations could lead to larger and less-manageable bureaus, she said.
Eliminating the deputy chief position has increased Batiste’s access and engagement with employees throughout the agency, including troopers, she said. It’s resulted in a more efficient and informed decision-making process, and increased the chief’s ability to oversee and mentor the executive staff, she said.
Lawmakers and Gov. Jay Inslee started paying closer attention to the state patrol when low pay, low morale and retirements fueled an exodus that averaged nine troopers a month throughout most of 2015.
There’s still a problem filling the ranks. As of Oct. 27, there were 111 trooper and sergeant vacancies in the Field Operations Bureau, which is about one-sixth of the bureau’s budgeted positions, according to an agency report. About 50 cadets are expected to graduate from the WSP Academy in April, which will help reduce that number.
In addition, there were another 41 vacancies in specialty positions including detectives, Special Weapons and Tactics (SWAT) Team, motorcycle officers, K-9 officers and pilots.
A study carried out in 2015 found low salaries and dissatisfaction with management hurt the Washington State Patrol’s ability to recruit and retain troopers.
That $240,000 analysis by Public Financial Management, Inc. recommended changes in the agency’s pay scales, hiring policies and recruitment practices to stem the tide of departures.
Those consultants surveyed troopers and found low morale due to feelings that they were underpaid, overworked and ignored by their bosses. In all, 64 percent of current troopers surveyed and 79 percent of those who had recently left said they would not encourage people to join the Washington State Patrol.
Lawmakers responded in the 2016 session by boosting pay for troopers and some management positions with the first salary hike taking effect July 1. They also directed the Office of Financial Management to hire a consultant to assess the agency’s organizational structure.
As the state patrol began addressing recommendations from that recruitment and retention study, Slalom Consulting launched its assessment.
Its team conducted one-on-one interviews with workers at all levels of the agency, held focus groups with troopers and sergeants and sent a survey to all agency employees on July 15.
The firm received 1,560 responses representing 73 percent of employees. Workers from each of the departments’s six bureaus, including 506 troopers, took part.
The survey asked respondents if they agreed, disagreed or were neutral on a series of statements.
Among all employees, 83 percent agreed the patrol makes a “meaningful and positive impact” on the state, although only 73 percent said they were proud to work at the state patrol.
Only 38 percent said they were “excited about the direction” of the agency, while 28 percent said they were not. And 37 percent said they had “high confidence in the leadership and management of WSP,” while 37 percent said they did not.
And more people, 38 percent, said they did not believe the state patrol “has an inclusive environment where different work styles, personalities and approaches are valued.” That compares to 36 percent who think otherwise.
Among troopers, the numbers show a slightly different impression about their workplace.
Slalom found 38 percent would not recommend the state patrol as a great place to work, compared to 64 percent recorded in a survey done as part of the 2015 study.
And job satisfaction is on the rise, though still a challenge. This year, 40 percent of troopers said they felt like a valued member of the agency and 31.5 percent did not. A year ago 46 percent reported not feeling valued by the agency.
When it comes to their bosses, 56 percent said they did not have “high confidence” in upper management compared to 18 percent who did. And 39 percent said they were not excited about the direction of the agency versus 27 percent who were.
“These studies have brought out a lot of information for the chief to consider,” Alexander said, cautioning against expecting too much, too quickly. “Happiness cannot happen overnight.”
The full Legislature will consider the report’s findings in the 2017 session which begins Jan. 9.
Jerry Cornfield: 360-352-8623; jcornfield@heraldnet.com. Twitter: @dospueblos
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