Assessment finds major lapses in South MS police operations, evidence handling
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- MDPS found Moss Point police need modernization, staffing and command fixes.
- Evidence room held about 1,500 unprocessed firearms and poor documentation.
- Report urges restoring deputy chief, conducting audits, and improving funding.
The Mississippi Department of Public Safety’s assessment of Moss Point police operations before the departure of Police Chief Brandon Ashley and over half of its officers revealed some key deficiencies within the police department that need addressing.
Josh Bromen, director of the MDPS’s Office of Public Safety and Planning, headed up the review at the request of Mayor Billy Knight after months of turmoil over police operations in the city after a former officer’s arrest for domestic violence assault went unreported to city leaders.
“I will tell you the police department as a whole demonstrates the foundation of professional practices, but significant modernization and organizational restructuring are required to restore operational effectiveness, accountability, and public confidence,” Bromen said.
Bromen’s assessment included interviews, a review of investigative files and evidence management, and an evaluation of command structure and fiscal accountability. Among those interviewed were Ashley and most of the officers who resigned alongside him.
On average, Moss Point police respond to about 1,700 calls per month, resulting in roughly 315 reports that require follow-up investigations. To meet those demands, Bromen said the department should operate with at least 31 positions — 25 sworn officers and six civilian employees — and include a deputy police chief position.
Investigations division now ‘effectively non-functional’
Bromen’s review of the investigations division found wide variations in the quality and organization of case files among detectives. One officer had been serving in a dual role — both supervising detectives and handling individual cases — leaving little time for oversight or mentorship.
After the mass departure of officers, only one detective remained. That officer, the report noted, had a history of poor work quality, policy violations, and carelessness, and the District Attorney’s Office had previously expressed concerns about their performance.
After the mass exodus of officers, Bromen concluded, the division was “effectively non-functional and unable to maintain expected standards of investigative follow-up,” especially for major cases requiring coordination with prosecutors.
He recommended that Interim Police Chief Dennis Stevenson stabilize the division and conduct a full audit of all active cases to identify missing evidence, overdue reports, or cases that need reassignment. The detective with performance issues should also be evaluated for possible reassignment, discipline, or other action, he said.
Evidence handling called ‘high risk’
The report identified serious problems with the department’s evidence management system, citing inadequate physical security, poor recordkeeping, and minimal oversight.
Investigators found approximately 1,500 firearms in evidence storage — dating back as far as 2001 — that had never been processed or documented. Bromen warned this represents a “serious operational deficiency and a potential legal liability for the city.”
At the time of the review, the 500-square-foot evidence room was nearly full. Interim Chief Stevenson has since made space available and begun disposing of outdated property, including old firearms.
The MDPS also noted that the department’s 2025-26 budget showed certain areas within the department grossly underfunded, with, for example, the allocation of just $4,000 for crime lab and forensic fees.
Equipment issues, such as a broken crime scene camera, further hampered operations.
To improve accountability, the report recommends installing badge-controlled access to the evidence room with CCTV monitoring.
Other recommendations and building concerns
The MDPS advised Moss Point to update its command structure and restore the deputy chief position, which was eliminated under former Chief Ashley when he used the funds to boost officer pay.
Bromen also urged the city to conduct annual personnel audits to identify any deficiencies in time management or productivity, and to review and modernize outdated policies — particularly the department’s use-of-force policy—to bring it up to current standards.
The assessment further noted poor building conditions, including water intrusion, peeling paint, ceiling stains, and wall cracks caused by recurring leaks.
During his tenure, Bromen noted, Ashley often tried to handle some of the building maintenance and other non-policing issues himself — tasks that fall outside a police chief’s duties. He said the chief was forced to take on those responsibilities while also covering patrol shifts because of ongoing staff shortages.
Addressing those maintenance issues, Bromen said, is necessary to ensure a safe and professional working environment.
Other recommendations included replacing aging vehicles, some dating back to as early as 2007 models and to improve overall employee morale with building improvements, improved communications with city officials and residents through community relations.
To further improve relations within city leadership, the report also recommends bi-weekly “consistent” and structured communication and meetings between the police chief and mayor to strengthen and rebuild trust.
The interim chief said he is already working hard to rebuild the police department. So far, he said he has 13 on staff and admits the new hires are fairly young officers. Stevenson hopes to bring the number of full-time officers up to 21 on staff.
