House R's Report Low Morale, Distrust, Bad Management Plague State Police

(Source: MIRS.news, Published 01/20/2026) Significant leadership and operational challenges within the Michigan State Police (MSP) have created low employee morale, internal mistrust and management practices that a House Republican report says have affected the department’s stability and effectiveness.

The report, a joint effort of the House Oversight Committee and the House MSP Appropriations Subcommittee, comes less than a week after MIRS first reported MSP's second-in-command, Lt. Col. Aimee Brimacombe – often mentioned in the report – turned in her retirement papers.

It centers on the leadership decisions of MSP Director Col. James Grady and Brimacombe, who skipped several ranks when appointed to their positions, and their decision to reportedly demote several high-ranking officials within the department without a clear reason.

The investigation coincided with overwhelming votes of no confidence issued in May 2025 by the MSP Troopers Association and the MSP Command Officers Association. While committee leaders said the inquiry was not initiated solely because of those votes, the report notes that the votes reflected widespread dissatisfaction within the department.

Rep. Mike Mueller (R-Linden), chair of the House MSP Appropriations Subcommittee, said the findings raise serious concerns about the agency’s ability to carry out its mission.

“The findings in this report are serious and troubling,” Mueller said, “The MSP plays a critical role in protecting public safety across our state and the dysfunction identified in this investigation undermines that mission.”

A significant portion of the report focuses on Brimacombe and her rapid promotion to chief deputy director despite limited supervisory experience, and a disciplinary history that included sustained Professional Standards Section investigations in 2021.

The report also highlights what investigators described as an insular decision-making culture under Grady, in which experienced command staff and subject-matter experts were often excluded from major personnel and operational decisions. Several witnesses testified that offers to provide guidance or raise concerns were dismissed, while others described fear of retaliation for questioning leadership actions.

In addition to personnel decisions, the report identifies concerns with executive service contracts, performance pay and internal disciplinary processes. Investigators found instances in which established policies were not followed and said those departures further eroded confidence within the department.

Grady provided a statement in which he defended his leadership and pointed to public safety outcomes during his tenure.

“As director of the MSP, my focus continues to be on doing what’s best for the agency, our members and the people of Michigan,” Grady said, “I remain focused on supporting our dedicated, hardworking members, who work each day to deliver critical public safety services that have contributed to reductions in violent crime.”

The report acknowledges that morale issues existed before Grady’s appointment, but concludes that current leadership practices have intensified internal challenges. Investigators warned that continued turnover, unfilled leadership positions and internal distrust could further affect the department’s operations if not addressed.

In terms of Grady's decisions, the report notes that former Lt. Col. Dale Hinz testified behind closed doors that he was demoted five ranks despite having no disciplinary record and was never provided an explanation for the decision.

An executive assistant testified that after alerting a colleague to an unidentified attendee in a virtual meeting, she was told she could either accept a transfer or face a professional standards investigation in which leadership would “speak negatively” about her.

Former Human Resources (HR) Director Stephanie Horton testified that her attempts to provide guidance on personnel reorganizations, contract renewals and civil service compliance were rejected, and that leadership often bypassed HR entirely.

Investigators also cited examples where long-standing departmental policies were not followed. The report states that Brimacombe received performance pay despite policies barring bonuses within the first year after promotion, even after HR officials warned leadership that the payment conflicted with policy.