May 28, 2025 • 23 mins
How does a career in law enforcement, animal services, and civic leadership prepare you to run a transit agency?
In this week’s Transit Unplugged, host Paul Comfort sits down with Ozzy Gibson, Executive Director of Louisville’s Transit Authority of River City (TARC), for a candid and compelling conversation about public service, accountability, and what it takes to lead through uncertainty.
Ozzy shares lessons from his time as a police officer, deputy mayor, and head of animal services—and how those experiences shaped his approach to running TARC. From confronting a $30 million budget gap to streamlining a legacy network, Ozzy is focused on doing more than keeping the buses running—he’s rebuilding trust, efficiency, and purpose across the organization.
This episode covers:
- How a lifelong public servant transitioned into transit leadership
- TARC’s financial reset and plans for long-term sustainability
- Paratransit policy changes and community collaboration
- The value of mission-driven leadership across sectors
Podcast Credits:
- Transit Unplugged is brought to you by Modaxo
- Creator, Host, + Producer: Paul Comfort
- Executive Producer: Julie Gates
- Producer + Newsletter Editor: Chris O’Keeffe
- Associate Producer: Cyndi Raskin
Special thanks to:
Brand Design: Tina Olagundoye
Social Media: Tatyana Mechkarova
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Disclaimer:
The views and opinions expressed in this program are those of the guests, and do not necessarily reflect the views or positions of Modaxo Inc., its affiliates or subsidiaries, or any entities they represent (“Modaxo”). This production belongs to Modaxo and may contain information that may be subject to trademark, copyright, or other intellectual property rights and restrictions. This production provides general information, and should not be relied on as legal advice or opinion. Modaxo specifically disclaims all warranties, express or implied, and will not be liable for any losses, claims, or damages arising from the use of this presentation, from any material contained in it, or from any action or decision taken in response to it.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Paul Comfort (00:08):
Hi, I'm Paul Comfort and on this episode of Transit Unplugged.
I'm joined by a man who has done justabout everything in city government and
keeps coming back for more After a 26year career with the Louisville Metro
Police Department, rising all the way toDeputy Chief Ozzie Gibson retired in 2016,
but that retirement didn't last long.
(00:29):
From animal services to publichealth, fire to public works, and
even overseeing the city's parks,Ozzy has taken on 11 different
leadership roles across city governmentworking under four different mayors.
Talk about a public service Allstar.
And then in December of 2023, the mayorCraig Greenberg tapped Ozzy once again.
This time as interimexecutive director of tarc.
(00:51):
Louisville's Transit system, the TransitAuthority River City, and in July of 2024
with the city's full confidence behindhim, he was named the permanent executive
director ready to guide TAR through atime of big change and big opportunity.
And in this conversation we talkabout a major network redesign and
what it means for riders updates toparatransit policy that improve service.
(01:13):
Partnership with a local schoolsystem, and when is the right
time to roll out big change.
Get ready for some great stories, somepractical wisdom, and a few surprises from
one of Transit's most versatile leaders.
Ozzy Gibson on this episodeof Transit Unplugged.
Let's dive into the conversation.
Ozzy, , great to have youon the show with us today.
Ozzy Gibson (01:35):
Thank you very much for having me, sir.
Paul Comfort (01:37):
Yeah.
As I mentioned, I was down there afew years ago for a podcast with your
predecessor, Carrie, who now is a,I think, region seven administrator
for FTA, so, uh, I believe it is.
Yeah.
Yeah.
So, uh, congratulations.
How long you been in the role there asexecutive director at TAR in Louisville?
Ozzy Gibson (01:53):
I have been here, , they put me in in December of 23, and
then, um, they were trying to do asearch and then I came on full time.
Uh, in July of 24.
Paul Comfort (02:04):
Okay.
So, yeah.
So going on a year andfull-time in the position.
Yep.
That's great.
What do you think so far, how is it,'cause you kind of spent your career
in law enforcement and government.
You were the parks director and all that.
What's it like, just, you know, kindof from a third person perspective
coming in to be transit after all that?
Ozzy Gibson (02:20):
Absolutely.
So the first is, uh.
All the red tape aroundthe federal guidelines.
Ah,
Paul Comfort (02:26):
um,
Ozzy Gibson (02:27):
as far as, , how you can use grant money, how you, uh, all that
stuff, uh, the different audits, uh,that was all stuff that I had to come
up to speed on, uh, the best I could.
But
Paul Comfort (02:38):
yeah.
, Ozzy Gibson (02:38):
Very important role here.
You know, I've always been here,I've worked with past directors
here on projects or if we hadsome type of an emergency, but
as far as getting in the weeds.
And looking at, um, what allthey do and how often they do it.
Uh, , I was drinking waterthrough a fire hose, as they
say, uh, the first few months.
Paul Comfort (02:57):
Yeah.
Well, that's good.
Well, welcome to the industry.
You've got a great agency thatyou're heading up there, but you
spent 26 years in law enforcement.
Tell us about that and, and kind of whatyou did there and how you grew through
the ranks and ended up with this job.
Ozzy Gibson (03:10):
Uh, there again, I started my career like in 1989
with the, uh, the police departmenthere and, uh, was been a detective.
, Spent eight years on a SWAT team.
Um, worked my way upto the assistant chief.
Um, did all the budget, their fleet,everything like that, got promoted to
Deputy Chief, which was their car two,
, Paul Comfort (03:30):
I salute you for your service, uh, and I'm really
happy you're in our industry nowbecause I'm sure you've got a lot
of lessons you brought with you.
But first, how did you go into parks?
Because like, were you retired and thenthe mayor asked you to come back and
become the head of parks or something?
Ozzy Gibson (03:44):
Oh Lord.
So like when, when, when they called meand asked me to come back, I actually
took over the, our animal shelter here.
Okay.
'cause it was in such disarray andthey needed to build a new shelter.
So, uh, I said, look, I'll jump in.
I think it'll take us aboutthree years to turn it around.
We'll, we'll do some fundraising.
We ended up building like a $12million state-of-the-art facility.
(04:05):
Um, worked hard with some peoplethere, turned it into a no kill shelter
for the first time in like 30 years.
And I actually started liking it.
And then, um, we actually had, uh.
My boss, like about two, almosttwo and a half years in, who
was over like six departments.
(04:26):
He was like a deputy mayor.
Well, he up and retired and theyasked me to take his role and I'm
like, man, I don't wanna be that.
I don't sure that's what I wanna do.
I really kind of like this,but I, I'll, I'll do it in,
uh, until you find somebody.
So at that time I was overcorrections fire department, um,
fleet facilities, public works.
(04:47):
Um, wow.
9 1 1. That's a big portfolio, man.
It was a big one.
And then we, I did that for aboutfive months and we found a lady, they
actually hired the, a lady named AmyHess, who was the like number, uh,
the highest ranking female in the FBI.
Paul Comfort (05:02):
Oh wow.
And,
Ozzy Gibson (05:03):
um, she came into town.
I transitioned out in 30 days.
I got to go back to theanimal shelter and covid hit.
Um, and then they, uh, I havean IMT background, obviously
from the police department.
So you, we set all that up.
Month later, they said, Hey, will yoube the chief over the health department?
I'm like, uh, sure.
Always wanted to be overa health department.
(05:23):
Why not?
So, wow, Ozzy, I kind of took thaton and stayed with that mayor.
His name was Greg Fisher,and, , finished out that row.
I actually ended up getting publicworks and fleet facilities back and
then took on Riverport authority here.
So I kind of did all of that throughthe end of, uh, that administration.
When I met our new mayor, CraigGreenberg, a man who's doing a great job.
(05:46):
Um, he asked me, would you gotake over to parks department?
So I'm like, okay, uh, you know,I'm assigned to the animal shelter,
but I'm gonna help you out there.
And, uh, it was great.
Uh, there about a year and a half and hecome to me and said, look, I need you.
Will you go to TARC and take over that?
And I had always told him.
You know, I'll do anything I canto help you to make our city great.
(06:07):
If that's where you need me,that's where I'm gonna go.
So here I sit.
Paul Comfort (06:11):
That's fine.
A true public servant willingto go where you're as to man.
Wow.
What a great story.
Ozzy, you, you and I were talking,sharing offline here that I, I
have a background in, in governmenttoo, local county government.
So I really appreciateall those jobs you held.
That's amazing.
What, uh, what did you takefrom all that coming into tarc?
I mean, do you have anyleadership lessons or thing?
(06:31):
'cause you've done.
You know, just about everythingthere is to do in local government.
What do you bring into that to transit?
Ozzy Gibson (06:37):
Well, you know, if I was to describe myself, I don't like to lose.
And that's how I look at things, man,as I, if you pay me, I work and I
hold myself, uh, to a high standard.
I run it like I own it,and my life depends on it.
Um, I ask a lot of questions.
Um, I believe in holdingpeople accountable.
(06:57):
Um, you know, because people say,well, how can you do those many jobs?
I said, well, once you've donemany jobs as you know yourself,
down in the weeds, it's alwaysgonna be the same little issues.
Whether, whether it's an employee issue,it could be, you, the same little problems
will occur in all places, but if youseek out what are you supposed to be
doing at all those agencies to be great.
(07:18):
that's what you have to seek out andyou have to make those things important
throughout the whole organization.
So like when I, when I come here, allkinds of stuff to learn, but we are
supposed to be putting service outand we need to make sure that service
goes out and we need to be on time.
If we can't do those twothings, we're gonna fail.
And it's just that simple, a lot ofworking things to make that happen.
(07:40):
But when I got here, that to mewas, Hey, we gotta, you know, plus
you were in the political world, soyou talk to other people like, Hey,
what do you hear about this agency?
And if you create a good workingrelationship in your community
with your local politicians, you'regonna get a lot of information that
comes up through them from citizens.
And then you can start, how do you,how do you build something back?
Paul Comfort (08:01):
Uh, so what did you, what, what was your biggest challenges
when you got there and, and, uh,have you been able to resolve them?
It sounded like, you came in andyou were, uh, you had like a, a
vision, a focus of what you feltlike the most important things were.
Ozzy Gibson (08:13):
Yeah, so the biggest thing here is we were, we, like
everybody or many other citiesare facing a big financial cliff.
I knew we had one and it was,uh, when I come in it was
estimated at about 30 million.
And once I got here and startedstudying up on this field, it sounds
like there's other cities that are,have bigger financial cliffs coming.
So when I started drilling down and peopleask me questions, well, you know, as well
(08:37):
as I do if when you're in government, whenyou're talking that kind of money, to get
that, you're talking about a tax increase.
Okay.
Especially as a smalltown like Louisville.
Yeah.
And you know, you look atthe cities that are thriving.
Well, they all did thingsback in 2018 around me.
2018, 2020, got indie sensing andNashville obviously packs packed one.
(08:58):
So what I, the.
That was the biggest hurdle is trying toget my arms around that and what it was.
Because, you know, the first thingpeople say that don't know public
transit is, well, what happened?
How do you, how are you that short?
You know, we give you money.
What happened?
What are you doing with the money?
And it's like, well, not really here.
Let me show you some numbershere on revenue hours.
(09:18):
And when I kind of look at this.
ridership, it seems like acrossthe country since 2012 it started
slipping and it did it hereprobably a couple years sooner.
And you know, at thatpoint you can't undo time.
But we've probably operated too bighere too long and probably should have
made some cuts every couple years.
(09:38):
And we, we didn't do that.
And now we gotta pay the piper.
Paul Comfort (09:43):
Well, when we come back, I'll ask you about that.
I'll ask you to tell us about yournetwork redesign that you had,
the great consultant Jared Walkerwork on, and some other updates
that you've done to policies.
I think it'll be fascinating now forour listeners to hear, you know, what
did you do about those challenges?
Right?
When we come back afterthis with Ozzie Gibson,
executive director of Tar
Julie Gates (10:03):
Hi, I am Julie Gates, executive producer at Transit Unplugged.
Thank you so much for listening.
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listening to Transit Unplugged.
Paul Comfort (10:45):
We're back with Ozzy Gibson, who was the executive director
of the Transit Authority of River City.
So you guys are on a river, right?
Ozzy?
We are on a river.
What river is that?
That's the Ohio River.
The Ohio River, that's right.
Yeah.
I've been there actually, when I wasthere last time, I was there for a
conference of some type and I missed it.
We were gonna go to where the KentuckyDerby is held and have like a reception
(11:07):
there or something and I, I had to leave.
I couldn't.
Man, I was so bummed out about it.
But that's the big thing out there, right?
You got, you just had it.
I mean, when we're recording this,you just had it a couple weeks ago.
Ozzy Gibson (11:16):
We did.
Awesome.
I can tell you this, unfortunately, Ihad to, I was a policeman for 26 years
and I got to work 26 of straight derbies.
Oh.
Paul Comfort (11:25):
So, oh man.
How many people come to town?
Bad.
Ozzy Gibson (11:28):
How many people come to
Paul Comfort (11:29):
town for the Kentucky Derby?
Ozzy Gibson (11:30):
Do you know?
Oh Lord.
They average anywhere from140,000 up to 175,000.
Paul Comfort (11:36):
Wow.
So,
Ozzy Gibson (11:37):
uh, it's a big deal for Louisville.
You know, it's, uh, what thiswas the hundred and 51st Kentucky
Derby, so it's 151 years old.
And you know, when you look across ourcountry at other big events, there's just
very few that's been going on that long.
Paul Comfort (11:51):
That's right.
Yeah.
Part of the Triple Crown for those peoplewho watch it here in Baltimore, we've got
a piece of that action, uh, with Pimlico
.And then, uh, where's the other one up in New York?
Right.
Ozzy Gibson (12:01):
Yeah.
Belmont.
Paul Comfort (12:02):
Belmont, that's right.
Yeah.
The Triple Crown.
Last time we had one of those,been a while, a winner, but, um,
I'm, I'm assuming obviously inlaw enforcement you were involved,
but does Transit get involved too?
Do you guys add extra serviceand things for those big events?
Ozzy Gibson (12:14):
We actually, um, do not, they contract out a lot of that, uh, okay.
Around the track because they, they,uh, move people to the football
stadium is where people, uh, gatherand then they, 'cause that's not,
that's only like, uh, maybe about a.Half a mile or a mile from the track.
So it disrupts our service because theyblock all the streets around the track.
(12:37):
So we have to make a lot ofadjustments, do a lot of community
outreach to let people know.
But most people that livehere use public transit.
They know exactly what's gonna happenwhen the Kentucky Derby's going.
Paul Comfort (12:49):
so let's talk about, you had mentioned right before the break
that, You really analyzed your serviceand realize that ridership was maybe less
than what the service was out there doing.
And I know I've heard people in thepast, you know, say, well, what do you
got these buses running half empty for?
And things like that.
And so you're constantly workingon efficiency of the routes.
Tell us what you've done,uh, to redesign your network.
(13:10):
'cause a lot of cities have done this.
Ozzy Gibson (13:13):
Yeah, so like when I took over, I think they had gotten
a grant from the federal government.
They, uh, they're getting, uh, JaredWalker and Associates, uh, won it and they
were gonna come up with like two concepts.
They were hoping to grow actually.
, But I think as we know now to grow,when you talk, if you're gonna increase
taxes, you just don't go do that.
(13:34):
It's a longer process.
So we had two, when I gothere, there was two maps.
There was one that was a 50%cut constrained network that
would've, uh, really gutted tar.
And then there was a growthplan that was gonna require
like 50 million to grow to that.
So I was able to sit down with JaredWalker and another guy to scutter wag.
(13:54):
Um, who is, uh, on this projectwith us and said, look, I, I,
we gotta have a better option.
So we was able to come back to thetable and I said, look, we gotta
come up something we can live with.
So, like, uh, in our community right now,people with the CDL is a premium and we
struggle to get, uh, school bus drivers.
So at the same time, um, our schooldistrict, uh, this is over a year ago
(14:17):
because there again, if I do a constraintcut, I got a $30 million budget.
Uh, that was layoffs.
Well, nobody wants to lay nobody off.
You lose a CDL driver and you,nobody wants to do that, so.
That's
Paul Comfort (14:26):
right.
Yeah.
We was
Ozzy Gibson (14:27):
able to partner with the schools and we actually, um, I reduced
some service to free up drivers tobuy me time in the budget, which was
like saving, eight to 10 million.
And we leased our bus drivers to theschool system so they didn't have to,
They didn't have enough bus driversthat they were gonna tell kids, Hey, we
can't get you to these magnet schools.
(14:48):
So we worked out agreementwith the Teamsters, uh, a TU
Union, everybody come together.
The mayor, politicians, we leased them.
They brought back some schools.
And then as I talk, startedtalking to, uh, Jared Walker and
Scudder, it's like, look, how dowe design some type of network
within the amount of money we have?
We know we're gonna have, that willget us to some of these schools.
(15:10):
Because it seemed like across the country,a lot of public transportation, they
intertwined with the school systems.
And I don't think we have donea very good job of that here in
Louisville over the last 20 years.
So he come back with a goodplan that we can implement.
Uh, it is probably, hopefully next Augustof 26 that is better than for our riders
(15:30):
that we're on now and get us to thosemagnet schools that we took it a step
further that we could go to all of ourhigh schools here in Jefferson County.
So, um, appreciate their work.
We made that happen and.
Looking forward tofinishing that project up.
Paul Comfort (15:46):
That's great.
Louisville has around 625,000people, I think, in the city proper.
Of course, you serve evena larger area, right?
You go some into the suburbs there.
Yeah.
Tell us about the sizeand scope of your system.
Ozzy Gibson (15:58):
Yeah, so like right now, we probably, when I took over, we were
operating on about 600,000 revenue hours.
Okay.
Okay.
On $114 million budget.
So like when I compare us to likejust Indianapolis, um, they are doing
about, they were doing 590,000 revenuehours with $146 million budget.
(16:25):
So we were getting a bang for ourbuck, but we're, we're going in a hole.
So we've reduced now down to about400, uh, thousand service hours,
and I still have the same ridership.
Wow for boardings per month.
So yeah, that tells me, going back towhat I said earlier, that we should
have probably cut many, many yearsago, uh, and redesigned our network.
(16:50):
And so as long as we keep ourboardings up, and we do anywhere from
475,000 to 530 boardings a month.
Um, in 2012, as I mentioned,they were doing a million, and
then covid hit obviously in just.
To apart across the country.
Paul Comfort (17:07):
Yes.
Interesting.
And, uh, how are you doing, uh, yourpre, you know, like 2019 ridership
just before the pandemic to now?
Do you know what percentage you're at?
A lot of 'em are like 70, 75%.
Ozzy Gibson (17:20):
Yeah.
I don't think we've got that back yet.
Okay.
I think we're, we, we haven't, ithasn't come back as bad like that.
Um.
But it is what it is.
Paul Comfort (17:28):
Yeah.
Yeah.
That's interesting.
You got anything new you're doing?
any new services or you, you're doingsomething on paratransit, right?
You got some new policies there?
Ozzy Gibson (17:36):
Yeah, because I started looking at that, you know, I'm a,
one thing I brought from me fromthe police department was I. Um,
you know, they do, you've probablyheard of louis sta com stat where
they compare the numbers nationally.
Yeah.
You get to FBI.
Well, I'm, I was big into that, so, uh,there again, I compare us to other places
and what I learned is obviously the,you know, the federal guidelines are the
(17:58):
three quarter mile that you, you don'thave to go off of that or out of it.
A lot of guidelines around that.
When I started looking, I thinkwe've been very gracious and
we've never done that, ever.
Whenever we made service changes.
And like right now we're doing 31,000trips a month and I compare us to Sensei
and Indy and they're doing about 14 or 15.
(18:18):
So we are work working withthem to get their policies.
I'm gonna be bringing on, I brought outbringing in a, a, a lady in our community
that, um, is an attorney and, and she isdisabled and she's gonna help us look at
all the, um, other cities to see what,what should we be incorporating because.
(18:39):
Um, there again, I'm spending Ithink approximately $20 million a
year and it's growing at about 8%.
Um, and you know, I told youwhat our budget was, was 114.
And realistically, after we do this,um, I. Route changes and we bring
it all in to where we're operatingin, in the green, I call it, we're
gonna be about $102 million tar.
(19:01):
So when you look at $20 million outof our budget, obviously that's 20%.
So, what happens here every time,if we don't have money, we can't
keep cutting the fixed routes orwe're not gonna have nothing left.
Paul Comfort (19:15):
Yeah.
So you're gonna look at allthat and you brought in a, a, a
community advisor to help you do so.
Ozzy Gibson (19:21):
Yep.
Brought her in as thatshe'll be on contract.
Um, and that way it, it's everybody.
I, I look, you know, I've, I'vetried working with our DI disability
community is, I just wanna beupfront and honest and just, you
know, and my goal here is that I.
If 31,000 is the number,then we need Louisville.
Kentucky needs to learnto budget for that.
Paul Comfort (19:43):
Yeah.
Ozzy Gibson (19:43):
Yeah.
Paul Comfort (19:44):
And do you contract that work out or do you operate
it in-house, your para transfer?
We do contract
Ozzy Gibson (19:49):
that out through mv.
Paul Comfort (19:51):
Any other things you wanna bring out that you're working
on or what you're hoping for?
Ozzy Gibson (19:55):
there again, you know, what I've done is just got back to the.
Basics here and from, uh, you know,I, I explained it real simple.
Everybody that gets paid by TARC needs tobe contributing to our on time performance
and making sure work gets out every day.
Um, I think when I took over, we, wewere trending in 24 at 67% on time,
(20:16):
and we've got increased that to 77.
Um, our work not going out of pieces ofroutes or whatever was trending at 5%.
I told 'em, I said, lookie andthem, they're all at 0.20 0.40.
I said, that's taboo.
You can't, you say you're gonnaput a route out, you gotta do that.
You gotta, your community has torespect you and wanna ride, and
(20:37):
you'll never get riders back if youcan't be where you're supposed to be.
So we've cut that down to about 1.45now, and we're gonna continue that.
And everybody's engagednow and understanding that,
hey, we have to do this.
And, uh, very proud of that so far.
And, uh, if we can get these routesredesigned, uh, next year, that,
uh, we'll, you know, Jared Walker issaying it's gonna be a better service.
(21:00):
When I look at our maps, I call itspaghetti because we've got a lot of
routes out there that make no sense.
I. Yeah.
and that's when you hear thatfrom people, like, I see buses
all over the place empty.
Well do understand though that wedo exchange out on the street and
empty bus goes out, takes over, anda lot of people don't understand.
But
Paul Comfort (21:16):
yeah.
Uh, no, that's a really good point.
A lot of those routes, Ozzy, thatI've seen, like in Baltimore, they
were, um, adjusted over the yearsthrough individual requests, you know.
Oh, can you bring a bus stop over here?
Yes.
Can you bring one over there?
And eventually it looks like spaghetti.
It's not a straight line.
So you gotta go through every now andthen to straighten things out, don't you?
Ozzy Gibson (21:35):
A hundred percent.
You know when I asked when Scooter,when I met Scooter Wag, Jerry Walker, I
said, you guys have been here one month.
Tell me what you see.
I said, because I see empty buses.
He goes, Ozzy, I'm gonnatell you what I see.
Every time we do a project, there's gonna
be 10 to 12% of yourroutes that make no sense.
And they're called political routes.
Paul Comfort (21:51):
That's right.
That's right.
And they've been
Ozzy Gibson (21:53):
added over the last 20 years.
That make no sense.
And now we're gonna clean all that up.
Paul Comfort (21:58):
Yeah.
And then my encouragement to youwould be to consider standards so you
don't make adjustments in the futureunless they meet certain criteria.
And that way it doesn't end up being,you know, messed up in five or 10
years from now after you leave.
Ozzy Gibson (22:10):
Absolutely.
Absolutely.
Paul Comfort (22:12):
Yeah.
Yeah.
That's good, man.
Well, Ozzy man, this is greatgetting to know you, my friend.
I think, uh, you're the right man for theright time and the right place to help
things that tark, uh, really even, evenget better and, and straighten things out.
And that's wonderful.
You got good stuff going on, brother.
Thank you,
Ozzy Gibson (22:26):
sir very much.
Anytime.
Yeah.
Julie Gates (22:30):
Thank you for listening to this week's episode
of the Transit Unplugged Podcast.
We're so glad you're here.
My name is Julie Gates.
I'm the executive producer of theshow, and our goal is to create
programs that promote the great thingsgoing on in the transit industry
by providing you with behind thescenes access with industry executive
leadership so we can work together tofind innovative industry solutions.
(22:52):
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having you sign up for our newsletter.
Head to the show notes to find the link.
Thanks for listening to Transit Unpluggedwith Paul Comfort, our favorite transit
evangelist, and we'll catch you next week.
Thanks for tuning in.
Hi, I'm Paul Comfort and on this episode of Transit Unplugged.
I'm joined by a man who has done justabout everything in city government and
keeps coming back for more After a 26year career with the Louisville Metro
Police Department, rising all the way toDeputy Chief Ozzie Gibson retired in 2016,
but that retirement didn't last long.
(00:29):
From animal services to publichealth, fire to public works, and
even overseeing the city's parks,Ozzy has taken on 11 different
leadership roles across city governmentworking under four different mayors.
Talk about a public service Allstar.
And then in December of 2023, the mayorCraig Greenberg tapped Ozzy once again.
This time as interimexecutive director of tarc.
(00:51):
Louisville's Transit system, the TransitAuthority River City, and in July of 2024
with the city's full confidence behindhim, he was named the permanent executive
director ready to guide TAR through atime of big change and big opportunity.
And in this conversation we talkabout a major network redesign and
what it means for riders updates toparatransit policy that improve service.
(01:13):
Partnership with a local schoolsystem, and when is the right
time to roll out big change.
Get ready for some great stories, somepractical wisdom, and a few surprises from
one of Transit's most versatile leaders.
Ozzy Gibson on this episodeof Transit Unplugged.
Let's dive into the conversation.
Ozzy, , great to have youon the show with us today.
Ozzy Gibson (01:35):
Thank you very much for having me, sir.
Paul Comfort (01:37):
Yeah.
As I mentioned, I was down there afew years ago for a podcast with your
predecessor, Carrie, who now is a,I think, region seven administrator
for FTA, so, uh, I believe it is.
Yeah.
Yeah.
So, uh, congratulations.
How long you been in the role there asexecutive director at TAR in Louisville?
Ozzy Gibson (01:53):
I have been here, , they put me in in December of 23, and
then, um, they were trying to do asearch and then I came on full time.
Uh, in July of 24.
Paul Comfort (02:04):
Okay.
So, yeah.
So going on a year andfull-time in the position.
Yep.
That's great.
What do you think so far, how is it,'cause you kind of spent your career
in law enforcement and government.
You were the parks director and all that.
What's it like, just, you know, kindof from a third person perspective
coming in to be transit after all that?
Ozzy Gibson (02:20):
Absolutely.
So the first is, uh.
All the red tape aroundthe federal guidelines.
Ah,
Paul Comfort (02:26):
um,
Ozzy Gibson (02:27):
as far as, , how you can use grant money, how you, uh, all that
stuff, uh, the different audits, uh,that was all stuff that I had to come
up to speed on, uh, the best I could.
But
Paul Comfort (02:38):
yeah.
, Ozzy Gibson (02:38):
Very important role here.
You know, I've always been here,I've worked with past directors
here on projects or if we hadsome type of an emergency, but
as far as getting in the weeds.
And looking at, um, what allthey do and how often they do it.
Uh, , I was drinking waterthrough a fire hose, as they
say, uh, the first few months.
Paul Comfort (02:57):
Yeah.
Well, that's good.
Well, welcome to the industry.
You've got a great agency thatyou're heading up there, but you
spent 26 years in law enforcement.
Tell us about that and, and kind of whatyou did there and how you grew through
the ranks and ended up with this job.
Ozzy Gibson (03:10):
Uh, there again, I started my career like in 1989
with the, uh, the police departmenthere and, uh, was been a detective.
, Spent eight years on a SWAT team.
Um, worked my way upto the assistant chief.
Um, did all the budget, their fleet,everything like that, got promoted to
Deputy Chief, which was their car two,
, Paul Comfort (03:30):
I salute you for your service, uh, and I'm really
happy you're in our industry nowbecause I'm sure you've got a lot
of lessons you brought with you.
But first, how did you go into parks?
Because like, were you retired and thenthe mayor asked you to come back and
become the head of parks or something?
Ozzy Gibson (03:44):
Oh Lord.
So like when, when, when they called meand asked me to come back, I actually
took over the, our animal shelter here.
Okay.
'cause it was in such disarray andthey needed to build a new shelter.
So, uh, I said, look, I'll jump in.
I think it'll take us aboutthree years to turn it around.
We'll, we'll do some fundraising.
We ended up building like a $12million state-of-the-art facility.
(04:05):
Um, worked hard with some peoplethere, turned it into a no kill shelter
for the first time in like 30 years.
And I actually started liking it.
And then, um, we actually had, uh.
My boss, like about two, almosttwo and a half years in, who
was over like six departments.
(04:26):
He was like a deputy mayor.
Well, he up and retired and theyasked me to take his role and I'm
like, man, I don't wanna be that.
I don't sure that's what I wanna do.
I really kind of like this,but I, I'll, I'll do it in,
uh, until you find somebody.
So at that time I was overcorrections fire department, um,
fleet facilities, public works.
(04:47):
Um, wow.
9 1 1. That's a big portfolio, man.
It was a big one.
And then we, I did that for aboutfive months and we found a lady, they
actually hired the, a lady named AmyHess, who was the like number, uh,
the highest ranking female in the FBI.
Paul Comfort (05:02):
Oh wow.
And,
Ozzy Gibson (05:03):
um, she came into town.
I transitioned out in 30 days.
I got to go back to theanimal shelter and covid hit.
Um, and then they, uh, I havean IMT background, obviously
from the police department.
So you, we set all that up.
Month later, they said, Hey, will yoube the chief over the health department?
I'm like, uh, sure.
Always wanted to be overa health department.
(05:23):
Why not?
So, wow, Ozzy, I kind of took thaton and stayed with that mayor.
His name was Greg Fisher,and, , finished out that row.
I actually ended up getting publicworks and fleet facilities back and
then took on Riverport authority here.
So I kind of did all of that throughthe end of, uh, that administration.
When I met our new mayor, CraigGreenberg, a man who's doing a great job.
(05:46):
Um, he asked me, would you gotake over to parks department?
So I'm like, okay, uh, you know,I'm assigned to the animal shelter,
but I'm gonna help you out there.
And, uh, it was great.
Uh, there about a year and a half and hecome to me and said, look, I need you.
Will you go to TARC and take over that?
And I had always told him.
You know, I'll do anything I canto help you to make our city great.
(06:07):
If that's where you need me,that's where I'm gonna go.
So here I sit.
Paul Comfort (06:11):
That's fine.
A true public servant willingto go where you're as to man.
Wow.
What a great story.
Ozzy, you, you and I were talking,sharing offline here that I, I
have a background in, in governmenttoo, local county government.
So I really appreciateall those jobs you held.
That's amazing.
What, uh, what did you takefrom all that coming into tarc?
I mean, do you have anyleadership lessons or thing?
(06:31):
'cause you've done.
You know, just about everythingthere is to do in local government.
What do you bring into that to transit?
Ozzy Gibson (06:37):
Well, you know, if I was to describe myself, I don't like to lose.
And that's how I look at things, man,as I, if you pay me, I work and I
hold myself, uh, to a high standard.
I run it like I own it,and my life depends on it.
Um, I ask a lot of questions.
Um, I believe in holdingpeople accountable.
(06:57):
Um, you know, because people say,well, how can you do those many jobs?
I said, well, once you've donemany jobs as you know yourself,
down in the weeds, it's alwaysgonna be the same little issues.
Whether, whether it's an employee issue,it could be, you, the same little problems
will occur in all places, but if youseek out what are you supposed to be
doing at all those agencies to be great.
(07:18):
that's what you have to seek out andyou have to make those things important
throughout the whole organization.
So like when I, when I come here, allkinds of stuff to learn, but we are
supposed to be putting service outand we need to make sure that service
goes out and we need to be on time.
If we can't do those twothings, we're gonna fail.
And it's just that simple, a lot ofworking things to make that happen.
(07:40):
But when I got here, that to mewas, Hey, we gotta, you know, plus
you were in the political world, soyou talk to other people like, Hey,
what do you hear about this agency?
And if you create a good workingrelationship in your community
with your local politicians, you'regonna get a lot of information that
comes up through them from citizens.
And then you can start, how do you,how do you build something back?
Paul Comfort (08:01):
Uh, so what did you, what, what was your biggest challenges
when you got there and, and, uh,have you been able to resolve them?
It sounded like, you came in andyou were, uh, you had like a, a
vision, a focus of what you feltlike the most important things were.
Ozzy Gibson (08:13):
Yeah, so the biggest thing here is we were, we, like
everybody or many other citiesare facing a big financial cliff.
I knew we had one and it was,uh, when I come in it was
estimated at about 30 million.
And once I got here and startedstudying up on this field, it sounds
like there's other cities that are,have bigger financial cliffs coming.
So when I started drilling down and peopleask me questions, well, you know, as well
(08:37):
as I do if when you're in government, whenyou're talking that kind of money, to get
that, you're talking about a tax increase.
Okay.
Especially as a smalltown like Louisville.
Yeah.
And you know, you look atthe cities that are thriving.
Well, they all did thingsback in 2018 around me.
2018, 2020, got indie sensing andNashville obviously packs packed one.
(08:58):
So what I, the.
That was the biggest hurdle is trying toget my arms around that and what it was.
Because, you know, the first thingpeople say that don't know public
transit is, well, what happened?
How do you, how are you that short?
You know, we give you money.
What happened?
What are you doing with the money?
And it's like, well, not really here.
Let me show you some numbershere on revenue hours.
(09:18):
And when I kind of look at this.
ridership, it seems like acrossthe country since 2012 it started
slipping and it did it hereprobably a couple years sooner.
And you know, at thatpoint you can't undo time.
But we've probably operated too bighere too long and probably should have
made some cuts every couple years.
(09:38):
And we, we didn't do that.
And now we gotta pay the piper.
Paul Comfort (09:43):
Well, when we come back, I'll ask you about that.
I'll ask you to tell us about yournetwork redesign that you had,
the great consultant Jared Walkerwork on, and some other updates
that you've done to policies.
I think it'll be fascinating now forour listeners to hear, you know, what
did you do about those challenges?
Right?
When we come back afterthis with Ozzie Gibson,
executive director of Tar
Julie Gates (10:03):
Hi, I am Julie Gates, executive producer at Transit Unplugged.
Thank you so much for listening.
You may have noticed Transit Unpluggedhas a brand new logo and a refreshed look.
After nearly a decade of telling Transit'sgreatest stories, we've made a number of
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Whether you listen to Transit Podcast forexecutive conversations, watch transit,
(10:26):
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Thanks for being on thisjourney with U.S. and thanks for
listening to Transit Unplugged.
Paul Comfort (10:45):
We're back with Ozzy Gibson, who was the executive director
of the Transit Authority of River City.
So you guys are on a river, right?
Ozzy?
We are on a river.
What river is that?
That's the Ohio River.
The Ohio River, that's right.
Yeah.
I've been there actually, when I wasthere last time, I was there for a
conference of some type and I missed it.
We were gonna go to where the KentuckyDerby is held and have like a reception
(11:07):
there or something and I, I had to leave.
I couldn't.
Man, I was so bummed out about it.
But that's the big thing out there, right?
You got, you just had it.
I mean, when we're recording this,you just had it a couple weeks ago.
Ozzy Gibson (11:16):
We did.
Awesome.
I can tell you this, unfortunately, Ihad to, I was a policeman for 26 years
and I got to work 26 of straight derbies.
Oh.
Paul Comfort (11:25):
So, oh man.
How many people come to town?
Bad.
Ozzy Gibson (11:28):
How many people come to
Paul Comfort (11:29):
town for the Kentucky Derby?
Ozzy Gibson (11:30):
Do you know?
Oh Lord.
They average anywhere from140,000 up to 175,000.
Paul Comfort (11:36):
Wow.
So,
Ozzy Gibson (11:37):
uh, it's a big deal for Louisville.
You know, it's, uh, what thiswas the hundred and 51st Kentucky
Derby, so it's 151 years old.
And you know, when you look across ourcountry at other big events, there's just
very few that's been going on that long.
Paul Comfort (11:51):
That's right.
Yeah.
Part of the Triple Crown for those peoplewho watch it here in Baltimore, we've got
a piece of that action, uh, with Pimlico
.And then, uh, where's the other one up in New York?
Right.
Ozzy Gibson (12:01):
Yeah.
Belmont.
Paul Comfort (12:02):
Belmont, that's right.
Yeah.
The Triple Crown.
Last time we had one of those,been a while, a winner, but, um,
I'm, I'm assuming obviously inlaw enforcement you were involved,
but does Transit get involved too?
Do you guys add extra serviceand things for those big events?
Ozzy Gibson (12:14):
We actually, um, do not, they contract out a lot of that, uh, okay.
Around the track because they, they,uh, move people to the football
stadium is where people, uh, gatherand then they, 'cause that's not,
that's only like, uh, maybe about a.Half a mile or a mile from the track.
So it disrupts our service because theyblock all the streets around the track.
(12:37):
So we have to make a lot ofadjustments, do a lot of community
outreach to let people know.
But most people that livehere use public transit.
They know exactly what's gonna happenwhen the Kentucky Derby's going.
Paul Comfort (12:49):
so let's talk about, you had mentioned right before the break
that, You really analyzed your serviceand realize that ridership was maybe less
than what the service was out there doing.
And I know I've heard people in thepast, you know, say, well, what do you
got these buses running half empty for?
And things like that.
And so you're constantly workingon efficiency of the routes.
Tell us what you've done,uh, to redesign your network.
(13:10):
'cause a lot of cities have done this.
Ozzy Gibson (13:13):
Yeah, so like when I took over, I think they had gotten
a grant from the federal government.
They, uh, they're getting, uh, JaredWalker and Associates, uh, won it and they
were gonna come up with like two concepts.
They were hoping to grow actually.
, But I think as we know now to grow,when you talk, if you're gonna increase
taxes, you just don't go do that.
(13:34):
It's a longer process.
So we had two, when I gothere, there was two maps.
There was one that was a 50%cut constrained network that
would've, uh, really gutted tar.
And then there was a growthplan that was gonna require
like 50 million to grow to that.
So I was able to sit down with JaredWalker and another guy to scutter wag.
(13:54):
Um, who is, uh, on this projectwith us and said, look, I, I,
we gotta have a better option.
So we was able to come back to thetable and I said, look, we gotta
come up something we can live with.
So, like, uh, in our community right now,people with the CDL is a premium and we
struggle to get, uh, school bus drivers.
So at the same time, um, our schooldistrict, uh, this is over a year ago
(14:17):
because there again, if I do a constraintcut, I got a $30 million budget.
Uh, that was layoffs.
Well, nobody wants to lay nobody off.
You lose a CDL driver and you,nobody wants to do that, so.
That's
Paul Comfort (14:26):
right.
Yeah.
We was
Ozzy Gibson (14:27):
able to partner with the schools and we actually, um, I reduced
some service to free up drivers tobuy me time in the budget, which was
like saving, eight to 10 million.
And we leased our bus drivers to theschool system so they didn't have to,
They didn't have enough bus driversthat they were gonna tell kids, Hey, we
can't get you to these magnet schools.
(14:48):
So we worked out agreementwith the Teamsters, uh, a TU
Union, everybody come together.
The mayor, politicians, we leased them.
They brought back some schools.
And then as I talk, startedtalking to, uh, Jared Walker and
Scudder, it's like, look, how dowe design some type of network
within the amount of money we have?
We know we're gonna have, that willget us to some of these schools.
(15:10):
Because it seemed like across the country,a lot of public transportation, they
intertwined with the school systems.
And I don't think we have donea very good job of that here in
Louisville over the last 20 years.
So he come back with a goodplan that we can implement.
Uh, it is probably, hopefully next Augustof 26 that is better than for our riders
(15:30):
that we're on now and get us to thosemagnet schools that we took it a step
further that we could go to all of ourhigh schools here in Jefferson County.
So, um, appreciate their work.
We made that happen and.
Looking forward tofinishing that project up.
Paul Comfort (15:46):
That's great.
Louisville has around 625,000people, I think, in the city proper.
Of course, you serve evena larger area, right?
You go some into the suburbs there.
Yeah.
Tell us about the sizeand scope of your system.
Ozzy Gibson (15:58):
Yeah, so like right now, we probably, when I took over, we were
operating on about 600,000 revenue hours.
Okay.
Okay.
On $114 million budget.
So like when I compare us to likejust Indianapolis, um, they are doing
about, they were doing 590,000 revenuehours with $146 million budget.
(16:25):
So we were getting a bang for ourbuck, but we're, we're going in a hole.
So we've reduced now down to about400, uh, thousand service hours,
and I still have the same ridership.
Wow for boardings per month.
So yeah, that tells me, going back towhat I said earlier, that we should
have probably cut many, many yearsago, uh, and redesigned our network.
(16:50):
And so as long as we keep ourboardings up, and we do anywhere from
475,000 to 530 boardings a month.
Um, in 2012, as I mentioned,they were doing a million, and
then covid hit obviously in just.
To apart across the country.
Paul Comfort (17:07):
Yes.
Interesting.
And, uh, how are you doing, uh, yourpre, you know, like 2019 ridership
just before the pandemic to now?
Do you know what percentage you're at?
A lot of 'em are like 70, 75%.
Ozzy Gibson (17:20):
Yeah.
I don't think we've got that back yet.
Okay.
I think we're, we, we haven't, ithasn't come back as bad like that.
Um.
But it is what it is.
Paul Comfort (17:28):
Yeah.
Yeah.
That's interesting.
You got anything new you're doing?
any new services or you, you're doingsomething on paratransit, right?
You got some new policies there?
Ozzy Gibson (17:36):
Yeah, because I started looking at that, you know, I'm a,
one thing I brought from me fromthe police department was I. Um,
you know, they do, you've probablyheard of louis sta com stat where
they compare the numbers nationally.
Yeah.
You get to FBI.
Well, I'm, I was big into that, so, uh,there again, I compare us to other places
and what I learned is obviously the,you know, the federal guidelines are the
(17:58):
three quarter mile that you, you don'thave to go off of that or out of it.
A lot of guidelines around that.
When I started looking, I thinkwe've been very gracious and
we've never done that, ever.
Whenever we made service changes.
And like right now we're doing 31,000trips a month and I compare us to Sensei
and Indy and they're doing about 14 or 15.
(18:18):
So we are work working withthem to get their policies.
I'm gonna be bringing on, I brought outbringing in a, a, a lady in our community
that, um, is an attorney and, and she isdisabled and she's gonna help us look at
all the, um, other cities to see what,what should we be incorporating because.
(18:39):
Um, there again, I'm spending Ithink approximately $20 million a
year and it's growing at about 8%.
Um, and you know, I told youwhat our budget was, was 114.
And realistically, after we do this,um, I. Route changes and we bring
it all in to where we're operatingin, in the green, I call it, we're
gonna be about $102 million tar.
(19:01):
So when you look at $20 million outof our budget, obviously that's 20%.
So, what happens here every time,if we don't have money, we can't
keep cutting the fixed routes orwe're not gonna have nothing left.
Paul Comfort (19:15):
Yeah.
So you're gonna look at allthat and you brought in a, a, a
community advisor to help you do so.
Ozzy Gibson (19:21):
Yep.
Brought her in as thatshe'll be on contract.
Um, and that way it, it's everybody.
I, I look, you know, I've, I'vetried working with our DI disability
community is, I just wanna beupfront and honest and just, you
know, and my goal here is that I.
If 31,000 is the number,then we need Louisville.
Kentucky needs to learnto budget for that.
Paul Comfort (19:43):
Yeah.
Ozzy Gibson (19:43):
Yeah.
Paul Comfort (19:44):
And do you contract that work out or do you operate
it in-house, your para transfer?
We do contract
Ozzy Gibson (19:49):
that out through mv.
Paul Comfort (19:51):
Any other things you wanna bring out that you're working
on or what you're hoping for?
Ozzy Gibson (19:55):
there again, you know, what I've done is just got back to the.
Basics here and from, uh, you know,I, I explained it real simple.
Everybody that gets paid by TARC needs tobe contributing to our on time performance
and making sure work gets out every day.
Um, I think when I took over, we, wewere trending in 24 at 67% on time,
(20:16):
and we've got increased that to 77.
Um, our work not going out of pieces ofroutes or whatever was trending at 5%.
I told 'em, I said, lookie andthem, they're all at 0.20 0.40.
I said, that's taboo.
You can't, you say you're gonnaput a route out, you gotta do that.
You gotta, your community has torespect you and wanna ride, and
(20:37):
you'll never get riders back if youcan't be where you're supposed to be.
So we've cut that down to about 1.45now, and we're gonna continue that.
And everybody's engagednow and understanding that,
hey, we have to do this.
And, uh, very proud of that so far.
And, uh, if we can get these routesredesigned, uh, next year, that,
uh, we'll, you know, Jared Walker issaying it's gonna be a better service.
(21:00):
When I look at our maps, I call itspaghetti because we've got a lot of
routes out there that make no sense.
I. Yeah.
and that's when you hear thatfrom people, like, I see buses
all over the place empty.
Well do understand though that wedo exchange out on the street and
empty bus goes out, takes over, anda lot of people don't understand.
But
Paul Comfort (21:16):
yeah.
Uh, no, that's a really good point.
A lot of those routes, Ozzy, thatI've seen, like in Baltimore, they
were, um, adjusted over the yearsthrough individual requests, you know.
Oh, can you bring a bus stop over here?
Yes.
Can you bring one over there?
And eventually it looks like spaghetti.
It's not a straight line.
So you gotta go through every now andthen to straighten things out, don't you?
Ozzy Gibson (21:35):
A hundred percent.
You know when I asked when Scooter,when I met Scooter Wag, Jerry Walker, I
said, you guys have been here one month.
Tell me what you see.
I said, because I see empty buses.
He goes, Ozzy, I'm gonnatell you what I see.
Every time we do a project, there's gonna
be 10 to 12% of yourroutes that make no sense.
And they're called political routes.
Paul Comfort (21:51):
That's right.
That's right.
And they've been
Ozzy Gibson (21:53):
added over the last 20 years.
That make no sense.
And now we're gonna clean all that up.
Paul Comfort (21:58):
Yeah.
And then my encouragement to youwould be to consider standards so you
don't make adjustments in the futureunless they meet certain criteria.
And that way it doesn't end up being,you know, messed up in five or 10
years from now after you leave.
Ozzy Gibson (22:10):
Absolutely.
Absolutely.
Paul Comfort (22:12):
Yeah.
Yeah.
That's good, man.
Well, Ozzy man, this is greatgetting to know you, my friend.
I think, uh, you're the right man for theright time and the right place to help
things that tark, uh, really even, evenget better and, and straighten things out.
And that's wonderful.
You got good stuff going on, brother.
Thank you,
Ozzy Gibson (22:26):
sir very much.
Anytime.
Yeah.
Julie Gates (22:30):
Thank you for listening to this week's episode
of the Transit Unplugged Podcast.
We're so glad you're here.
My name is Julie Gates.
I'm the executive producer of theshow, and our goal is to create
programs that promote the great thingsgoing on in the transit industry
by providing you with behind thescenes access with industry executive
leadership so we can work together tofind innovative industry solutions.
(22:52):
We would love to have you be a partof the Transit Unplugged community by
having you sign up for our newsletter.
Head to the show notes to find the link.
Thanks for listening to Transit Unpluggedwith Paul Comfort, our favorite transit
evangelist, and we'll catch you next week.
Thanks for tuning in.
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