February 24, 2025 • 46 mins
In this powerful episode of Making Maverick Moves, host Gina L. Osborn steps into the spotlight to share one of the boldest decisions of her career - taking a stand at LA Metro, a move that ultimately led to her unceremonious termination. With unflinching honesty, Gina walks us through the moment she chose to fight for what was right, knowing full well the risks involved. She dives deep into the importance of choosing your battles wisely, understanding the consequences, and standing firm when it matters most. Her story is alarming and inspirational, a testament to the courage it takes to be a true Maverick leader. Tune in for an unforgettable conversation about integrity, resilience, and the price of making fearless moves.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:01):
The knock on my door isn'tthe one I'm expecting.
It's March 2024 and I'm LA Metro'sChief Safety and Security Officer.
My calendar is packed as always.
I'm supposed to be mentoring an employee.
Instead, the chief people officer stepsin, clutching a single sheet of paper.
(00:22):
Her face is tight.
Something is wrong.
She sits down.
This is the hardest part ofmy job, she declares, sliding
the paper across the table.
I glance down.
Termination.
Effective immediately.
Two words are supposed to explain it all.
Security reasons.
(00:43):
I have no idea what she's talking about.
No warning.
No explanation.
Just like that, I'm out.
My stomach tightens, yet I don't flinch.
I hand over my badge andphone, keeping my voice steady.
But when I'm walked past mystaff, eyes wide, frozen in
(01:06):
shock, that's when the sting hits.
My assistant stares atme, searching for answers.
I'll be back, I tell him, buteven I don't know how yet.
The Uber ride is silent.
The city blurs past the window,but my mind is laser focused.
This isn't just about me.
(01:26):
It's about the bus operators,too scared to show up for work.
The custodian who held a bleedingman's intestines inside his body on
a train platform after a stabbing.
It's about a mother gripping her child'shand tighter on a bus, whispering prayers,
they'll both make it home tonight.
(01:47):
The CEO fired me for demandingaccountability, but she made one mistake.
She thinks this fight is over.
It's not.
Because today, I'm here to tellyou about the maverick move
that cost me nearly everything.
My career.
My reputation.
Yet, I'm convinced it willimpact thousands of lives.
(02:11):
LA Metro needed its own police department.
I was willing to risk itall to make that happen.
And sometimes The right move isthe one no one else dares to make.
(02:33):
Welcome to Making Maverick Moves.
I'm your host, Gina L. Osborne.
This is a daring and inspiring podcastwhere I dive deep with extraordinary
individuals who embrace the absurd,defy the odds, and rewrite the rules
to achieve extraordinary success.
Each of my guests reveal thehill they were willing to die on.
(02:56):
The bold moves that catapultedthem into notoriety, and the
consequences they faced along the way.
With unfiltered honesty, we unpackthe lessons learned from risking
it all, and show what it trulymeans to live life on our terms.
This is a Masterclass in Audacity.
(03:20):
Working at LA Metrocame out of left field.
I retired from the FBI in2018 and was perfectly content
pursuing creative ventures.
I had two podcasts, traveled,did some public speaking.
After six years in the Army and 22years with the FBI, it was a lifestyle
I earned, it was a life I enjoyed.
(03:42):
In the fall of 2021, a formercolleague I wildly respected asked
if I'd be interested in beingLA Metro's Chief Safety Officer.
He respected me as a change agent andtroop runner and knew Metro needed
someone like me to establish order ona transit system that had been ravaged
by disorder during the pandemic.
(04:04):
Violent crime was up.
The unhoused sheltered day andnight on the buses and trains.
I wasn't looking for a job,so I respectfully declined.
Months later, my former colleaguereached out again and asked me
to speak with the LA Metro CEO.
She revealed that her bus operatorswere afraid to come to work.
The words hit me like a gut punch.
(04:27):
These operators were the unsung lifelineof Los Angeles, getting transit dependent
Angelenos to work, school, doctor'sappointments, and the grocery store.
Yet, while serving the very heartbeatof our community, they were being
spit on, punched, assaulted.
brutalized.
The injustice struck me deeply.
(04:48):
These bus operators deserve better, notjust safety, but basic human dignity.
What began as a position I declinednow seemed more like a calling.
It wasn't just a job, it was aonce in a lifetime opportunity to
significantly impact these employees,the riders, and the entire community.
(05:09):
I submitted my resume.
I was then interviewedtwice, received an offer.
Negotiated that offer and signedmy contract all in the same day.
I'm sure that was a hiringrecord, especially for a 9
billion behemoth like LA Metro.
I started Valentine's Day 2022.
(05:30):
From the moment I stepped into my newrole, I felt like walking into the
chaos of Mad Max Beyond Thunderdome.
Years of neglect compounded by afailure to enforce fair compliance
or a code of conduct for two yearsduring the pandemic had left the
system in total and complete disarray.
(05:50):
The system was overwhelmedby rampant homelessness.
When the doors rolled up at thedowntown L. A. stations, encampments
of unhoused individuals who had beensleeping just outside would filter in.
With practice ease, they popped openthe emergency swing gates and dispersed
throughout the station, many makingtheir way down to the platforms.
(06:13):
Entire transit cars were transformed intomakeshift shelters, crowded with bedding
and garbage and personal items, creatingan atmosphere of chaos and disorder.
Drug use was open and unapologetic.
Riders would step onto buses ortrains only to find individuals
(06:33):
openly smoking meth or fentanyl.
The acrid smell of chemicals lingeringin the air and sticking to their lungs.
Others slumped in drug induced stupors,sprawled across multiple seats,
oblivious to their surroundings.
The lack of order extendedbeyond inconvenience.
It posed real dangers.
(06:55):
People used the system as a toilet,urinating or defecating in stations
or even on transit vehicles, leavingbehind filth and unsanitary conditions
that were impossible to ignore.
From a crime perspective,daily riders were easy prey for
those looking to target them.
Pickpocketing, physical assaults,and intimidation were commonplace,
(07:18):
leaving regular commutersfeeling unsafe and vulnerable.
Every corner of the system seemedneglected, a space where rules didn't
apply, and where crime, addiction,and disorder thrived unchecked.
In my 28 year law enforcement career,I have faced countless challenges,
but nothing could have preparedme for the scale of violence and
(07:42):
mayhem I encountered in this role.
At the time, L. A. Metro contracted withthree prominent law enforcement agencies,
the Los Angeles Police Department, theLos Angeles Sheriff's Department, and the
Long Beach Police Department, spendingroughly 200 million dollars a year.
to police 107 rail stationsand nearly 2, 300 buses daily.
(08:06):
With an investment of this magnitudein the city of Los Angeles, I
expected the system to be pristine.
I mean, stop for a moment and thinkabout what you could accomplish.
with 200 million dollars a year.
Surely, you would think that astronomicallevel of funding should deliver a
(08:28):
safe and orderly transit system.
And yet, it was the exact opposite.
I was determined to uncoverwhy the staggering investment
failed to produce the results ouremployees and the public deserved.
Well, it didn't take long forme to uncover a critical flaw in
the LAPD's contract with Metro.
(08:50):
The positions were filled throughan overtime lottery system.
Any officer, say from SWATmembers to traffic cops to bomb
technicians, could sign up to workovertime on the transit system.
Officers would complete their regular jobsand then pick up an occasional shift on L.
A. Metro.
Sometimes once a week, once amonth, or even less frequently.
(09:14):
With no consistent presence or specializedtraining for transit specific issues,
enforcement was sporadic at best.
A common justification for inactionquickly emerged from the LAPD
commander and deputy chief, bothwhose salaries were paid for by Metro.
Well, if we arrest someone,uh, we'll be off the system
(09:36):
for hours booking the suspect.
So instead of addressing issues,officers chose not to take
enforcement action at all.
I often approached officers and askedthem about their responsibilities.
The response was striking.
They were frequently unaware ofthe directives their own Transit
Services Division's executiveshad agreed upon with Metro.
(09:59):
My initial meeting with theL. A. Sheriff's Department
chief over the Transit ServicesBureau was equally revealing.
The conversation beganwith a clear stance.
We're not going to let a bus companytell us how to deploy our resources.
Calmly, I responded, if I gave you200 million dollars, could you clean
up the system and make it safe?
(10:20):
The chief laughed and he said, of course.
That's when I reminded him just howmuch LA Metro was already paying
for these law enforcement contracts.
During my 22 year career with the FBI inLos Angeles, this was not the LAPD, LASD,
and Long Beach PD. I witnessed a starkcontrast to the professionalism I expected
(10:44):
from these law enforcement agencies.
When it came to policing Metro, they wereplagued by complacency, poor performance,
and constant excuses for their failures.
This wasn't just my observation.
It was a sentiment shared by manyfrontline employees I met with who were
equally frustrated by the rising crimeand disorder they had to manage due to
(11:07):
ineffective law enforcement contracts.
Recognizing the need for change,I proposed a maverick move.
LA Metro should establishits own police department.
Contracting with three separateagencies, bred inefficiency,
confusion, and a lack of ownership.
With rampant violent crime and operatorsregularly assaulted, drastic change wasn't
(11:31):
just necessary, it was non negotiable.
The CEO approved my request to conducta feasibility study for establishing an
L. A. Metro Public Safety Department.
This wasn't a groundbreaking concept.
Metro had its own policedepartment in the 1990s.
However, it was disbanded when themayor at the time reportedly sought
(11:52):
to fulfill a campaign promise toput more officers on the streets.
The dissolution split Metro'sofficers between the LAPD and the
LA Sheriff's Department, markingthe beginning of contract policing.
Initially, the Sheriff's Department heldthe entire contract, but since 2017,
the responsibility has been fragmentedamong the three agencies, a strategy
(12:14):
that has proven disastrously ineffective.
As I laid the groundwork to revivethe L. A. Metro Police Department,
I confidentially sought counsel fromtrusted law enforcement executives.
Their advice was blunt.
This would be an uphill battlefraught with resistance.
Reclaiming hundreds of millionsof dollars from the budgets of
(12:35):
two of the nation's largest policeagencies would be highly unpopular.
The L. A. Metro Board, comprised ofthe Mayor of Los Angeles and all five
L. A. County Board of Supervisors,would undoubtedly feel the pressure.
Police unions deeply invested inthe hundreds of millions of dollars
in overtime for their memberswould fiercely oppose the move.
(12:58):
The political fallout would be directedat me, and that was inevitable.
Trusted colleaguescautioned me repeatedly.
In fact, no one believed we would succeed.
One even went so far as towarn me, be careful, you could
end up being the fall guy.
Despite these warnings, I pressedon, driven by the belief that Metro's
(13:20):
future depended on meaningful reform.
As the father of a dear friendonce said, it's never the wrong
time to do the right thing.
Well, considering the warnings and thepotential risks, fear of failure or
retaliation never really entered my mind.
The fight was bigger than me, bigger thanmy reputation, bigger than the 200 million
(13:42):
contracts, and certainly bigger than theLAPD and the L. A. Sheriff's Department.
It wasn't about politicsor institutional egos.
It was about people.
It was about bus operators wholived in fear of just coming to work
because the current law enforcementcontracts failed to protect them.
It was about the custodians who actedas first responders after shootings
(14:05):
and stabbings and violent encounters.
It was about the maintenance workersforced to wade through human waste and
drug paraphernalia in the ancillarycorridors just to get to their workrooms.
Most of all, it was about thetransit dependent riders subjected
to chaos, violence, and neglect everytime they stepped onto the system.
(14:26):
When I made the decision to embark onthis journey, it was never about me.
It was about creating a system whereeveryone, employees and writers
alike, could feel safe and respected.
That was the mission andnothing else mattered.
The feasibility study initiatedin July of 2022 was an
ambitious and complex endeavor.
(14:47):
However, the findings were clear.
Metro could save approximately 35 millionannually by establishing its own police
department instead of continuing to payinflated costs for three contract agencies
with a history of underperformance.
Once a board report was made public,the three law enforcement agencies
immediately sought to discredit it.
(15:09):
The L. A. Sheriff sent a formalletter to the CEO and board
members disputing the findings.
Meanwhile, my counterparts in the othercontract agencies seemed unconcerned
the board would vote against them,dismissing the idea of a Metro
Police Department as an unrealisticproposition that would never materialize.
(15:30):
Heading into the board meeting to sharethe results of the feasibility study, I
felt a mix of apprehension and resolve.
The vote would determine whetherwe could move forward, and if
we failed, the dream of this newdepartment would be dead in the water.
The final decision carried tremendousimplications for safety and
security across the transit system.
(15:52):
While there was an undercurrentof uncertainty, a calm
steadiness seemed to anchor me.
Deep down, I believedwe would move forward.
I felt the unwavering support of my team,especially the transit security officers,
dedicated Metro employees, Taskedwith fair enforcement and maintaining
the code of conduct on the system.
(16:12):
There were more officers thannormal providing security
in the boardroom that day.
I felt that was their way ofshowing me they had my back.
Their stories lingered in my mind.
Many confided in me how contract lawenforcement officers and deputies often
dismiss them, treating them like secondclass citizens in their own home.
This was their opportunity to bepart of something transformative.
(16:36):
Creating an in house police departmentwouldn't just address safety concerns.
It would establish a culture ofrespect and partnership, where their
work would finally be valued bytheir law enforcement counterparts.
Still, behind thescenes, obstacles loomed.
The sheriff's letter to the boardattempted to undermine the proposal,
(16:56):
sowing doubt among some of the members.
Getting this item to a vote hadalready been an uphill battle, and I
knew the outcome could go either way.
As the meeting progressed,something extraordinary happened.
The Metro Board not only agreedthat creating a dedicated Transit
Public Safety Department was a viablepath, but they also bypassed the
(17:19):
usual deliberative process entirely.
What I expected to be a small stepforward turned into a bold leap.
The Board instructed Metro todevelop an implementation plan
to establish the new department.
In an instant, what hadseemed like an impossible idea
gained undeniable momentum.
(17:41):
Now all the board had to do was approvethe implementation plan, so we were
only one vote away from success.
With that pivotal decision,the fight was won.
was on.
The task ahead was monumental.
Developing an implementation planto create a public safety department
which housed thousands of employeeswhile simultaneously crafting a
(18:05):
deployment model that would ensureaccountability to justify it.
The measures weren't just necessaryto justify the transition, they were
critical to laying the foundation fora new department that could finally
deliver the safety and securityMetro riders and employees deserved.
In July 2023, my team and I launcheda bold initiative to unite every
(18:29):
public safety entity working on Metro.
Law enforcement, transit securityofficers, transit ambassadors, contract
security, and homeless outreach services.
A study we conducted revealed that96 percent of those arrested on the
system couldn't provide proof of fare.
a statistic that underscored justhow critical it was to take action.
(18:53):
We dedicated countless hourscollaborating with contract law
enforcement executives to devisea groundbreaking deployment plan.
The strategy was simple,but transformative.
At the end of each rail line,all passengers were required to
exit the train, pass through theturnstiles, and tap back on if
they wanted to re enter the system.
(19:14):
This process not only enforcedfare compliance, but also acted
as a powerful deterrent to thosesheltering or loitering on the network.
For the first time, we hadcomplete visibility into our
law enforcement deployment.
I knew where officers were.
When they were there, and exactlywhat their roles entailed, ushering
in a new era of accountability.
(19:36):
With this transparency, I directedmy quality assurance team to
monitor implementation closely,while the Metro Inspector General
conducted an audit to ensure rigor.
I even took it a step furtherby initiating CCTV access on
my office computer, allowingme to personally oversee and
evaluate our efforts in real time.
(19:57):
What we constantly observed were missingofficers and deputies, a troubling
trend that undermined the entire effort.
At the end of the line station,instead of actively offloading
passengers, officers and deputieswere often seen standing idly next to
the turnstiles, deep in conversation.
They failed to follow throughon their core responsibility of
(20:18):
offloading passengers or removingindividuals from the trains.
As a result, people who should have beenescorted off remained on the platform
and were allowed to board the next train.
This was not just a breach of protocol.
It was a complete waste of timeand taxpayer money as the mission
was never being fulfilled.
(20:40):
I repeatedly shared my observationwith the law enforcement
executives at LAPD, LASD, andthe Long Beach Police Department.
Yet, despite my persistentreports, little changed.
The problem continued, unabated.
As we neared the finalizationof the Implementation Plan Board
Report in March of 2024, tensionswere rising on the political front.
(21:02):
It became clear to me, law enforcementexecutives Including, I was told,
the sheriff himself, were meetingprivately with individual board
members to dissuade them fromvoting to create the new department.
I suspected these efforts were startingto have a negative impact on the CEO.
She had excluded me from meetingswith the contract law enforcement
chiefs, sheriff, and their staff.
(21:24):
As I had sent her detailed reportson the contract law enforcement
deficiencies, I noticed her beginningto distance herself from conversations
with me about the new department.
I was uninvited from a meetingwith Mayor Karen Bass, who is
also the Metro Board Chair.
where I was to provide an update on theprogress of the implementation plan.
(21:44):
The back channels were buzzing withcomplaints about me from contract
law enforcement executives to boardmembers and their staff, an inevitable
consequence of holding them accountable.
When we come back, I'll sharethe breaking point that led to me
getting fired and explain how everycrisis comes with an opportunity.
(22:07):
Are you about to make a boldmove or a decision that could
have a significant impact?
We have the perfect playbook for you.
As a thank you to you, our listener, we'regiving away a free downloadable guide
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(22:27):
A maverick move isn'tabout reckless risks.
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That's why we're giving you theMaverick Moves Playbook, your ultimate
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(22:49):
Learn how to choose the right battles.
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Download your copy today,free, at GinaLOsborn.
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Because the boldestmoves don't just happen.
(23:10):
They're built on strategy,courage, and follow through.
The breaking point came when sheriffdeputies failed to perform at the
downtown Santa Monica Station, anissue that would prove to be pivotal.
On several occasions in Februaryof 2024, LESD deputies were either
absent from their assigned posts,sitting in their cars, or standing
(23:32):
idle on the platform, rather thanfulfilling their agreed upon duties.
On March 15, 2024, LESD I conducted a spotcheck at the downtown Santa Monica station
and quickly discovered that deputies hadbeen absent from their posts for hours.
At 1.
37 p. m., I sent a text to an LASDexecutive informing him that no
(23:55):
deputies had been at the stationsince 10 o'clock that morning.
Through my own investigation, I learnedthat the LASD Transit Services Bureau
golf tournament was taking place thesame day at the Pico Rivera Golf Club.
The event had numerous sponsorslisted on the advertisement, with
proceeds earmarked to fund theLASD Baker to Vegas running team.
(24:20):
Remarkably, no one from theSheriff's Department had notified
me of this event taking place.
That same day I reached out toMetro's Inspector General asking
a straightforward question.
Was it appropriate for the LASDTransit Services Division, a division
significantly funded by Metro, to havesponsors supporting a fundraising event?
(24:43):
It took a week for LASD to getback to me on the whereabouts
of their deputies on that day.
On Saturday, March 23rd, I finallyreceived a response explaining the
reason deputies had been absentfrom the station on March 15th.
I was informed that deputieswere participating in specialty
interviews being held by theTransit Services Division.
(25:05):
While I couldn't categorically saythis wasn't possible, it struck me as
highly improbable that the LASD TransitServices Division could manage all of
its metro deployments, host a largegolf tournament, and conduct specialty
interviews all at the same time,especially when no deputies had been
(25:27):
seen at the downtown Santa Monica stationsince 10 o'clock in the morning that day.
The situation felt far fetchedand my doubts only deepened.
I forwarded the LASD email to the MetroInspector General and she advised that
a full investigation would be initiated.
Being intimately familiar with theincessant need to control and filter any
(25:49):
information reaching the LA Metro Board,I knew the CEO would be furious when
she learned of the IG's investigation.
The inspector general also reporteddirectly to the board and now she had
information the CEO may or may nothave wanted the board to know about.
That same Saturday, I sent a text to theMetro CEO informing her that the inspector
(26:13):
general was launching the investigation.
As I typed out the message, Ifelt a strange mix of emotions,
a sense of duty driving myfingers, but also the heaviness.
I was in my gut as I anticipatedthe wrath from the likely fallout.
Deep down, I knew giving the informationto the IG was the right thing to
(26:34):
do, yet I couldn't ignore the voicein the back of my head whispering
that this will come at a cost.
And that was compounded by the factthat the CEO never responded to my text.
Three days later, I was fired.
If there's one thing I tookaway from my time at LA Metro.
It's that every crisispresents an opportunity.
(26:57):
Being fired for the first time in mycareer, that certainly felt like a crisis.
But as I sat quietly on the Uber ridehome, I reflected, waiting for that
moment when I could truly believethat everything happens for a reason.
My work was far from over.
While we had reduced crime on the LAMetro system by 35 percent in 2023,
(27:21):
there was still so much work to be done.
With the 2028 Olympics coming to LosAngeles and the mayor's car free vision
for the event, our safety and securityteam would be at the forefront ensuring
safety for what would be the largestpeacetime event in world history, a
challenge we were all eager to tackle.
(27:42):
The two years we had dedicated toestablishing an in house police
department for Metro, providing bothemployees and riders with the safety
they deserved, That still mattered.
That progress couldn't just disappear.
So in that pivotal moment,I wondered, Was it over?
Had all the plans and promises to make L.
(28:03):
A. Metro a safer place for ridersand employees come to an end?
I sat quietly for two dayscontemplating this question.
Then, during the monthly Metroboard meeting two days after
I was fired, I received a textfrom Rachel Urenga, a journalist
covering Metro for the L. A. Times.
She asked for a comment about whyI was no longer with the agency.
(28:26):
Apparently, she had reached out tothe mayor's office for an explanation
after the Metro CEO had sent a crypticnote to board members and staff
informing them of my abrupt departureand the start of a recruitment
for a new chief safety officer.
I don't know who tipped Racheloff, but she was preparing a story.
I immediately contacted my formerAssistant United States Attorney,
(28:49):
Mark Greenberg, whom I workedorganized crime with back in the
90s, and asked him to contact Rachel.
The next day, the headline in theLA Times read, Metro's Top Security
Officer Ousted Days After FilingComplaint with Inspector General.
Immediately following my termination,a crime surge swallowed L. A. Metro.
(29:11):
It made national news, as AaronKuturski from ABC News reported.
An avalanche of headlines announcingviolence on the Los Angeles Metro.
They seem to come almost every week.
A man stabbed on a bus.
A security guard stabbed.
Suspect fatally shot and killed.
And a grandmother fatally stabbedon a train in April, all in just
one month, causing the transitagency's board of directors to
(29:34):
declare a public safety emergency.
The mayor has directed an immediatesurge of law enforcement onto the system.
LA Metro was now all thenews was talking about.
And, surprisingly, theywanted me to talk about it.
It wasn't over.
Here was the opportunity to finishmy work and contribute to Metro
getting its own police department.
(29:54):
It was time for the truth of whatI witnessed as LA Metro's Chief
Safety Officer to come out tothe public and the board members.
Back to Erin Kaczorski.
Osborne supports the establishment ofan MTA police force to address issues
specific to a transportation system.
She argues that security wouldbe improved while also saving the
(30:15):
agency more than 35 million a year.
I mean, imagine being in yourworkplace right now and having
somebody come and spit in your face.
That is a traumatic experience.
So when you ask What's thedifference between municipal
policing and transit policing?
The transit police officers, theyknow that it's a priority to get the
people who are attacking or assaultingthe bus operators off the system.
(30:40):
Lisa McCree, LA Times TV, on Spectrum.
So while you were there, you'd been anFBI agent, so you know from security.
What did you report?
I mean, you were basicallytrying to sound the alarm.
Well, I noticed some significantperformance issues with the
law enforcement partners.
(31:00):
Uh, there was a, a time earlier this yearwhen an individual had died on a platform
during the day and over a six hourperiod, it took a transit ambassador to
identify the person when five Los Angelespolice officers were on that platform
paid for by Metro and they were notpatrolling the way that they should have.
(31:21):
Marla Tes, Fox 11 News Los Angeles.
You were essentially saying thatLAPD, long Beach pd, LASD, these
are the contracted law enforcementagencies to secure Metro, that
they're not showing any urgency.
What do you mean by that?
Well, an example of that is in2023, there were 180 bus operator
(31:44):
and rail operator assaults.
And of those 180 assaults, and thatcould be someone spitting on a bus
operator to someone stabbing an operator.
So there's a variety ofdifferent things that happened.
So there were 180 cases and fewer than30 percent of those were even filed
with the district attorney's office.
So, in my opinion, there should have beenrelentless follow up because the frontline
(32:06):
employees are the number one asset for L.
A. Metro, and they shouldn'tbe afraid to come to work.
The John Phillips Show, AM 790, KABC.
I think the bigger issue is, is that theCEO, Stephanie Wiggins, is more interested
in expanding the system than she is insecuring the system that she already has.
(32:26):
And I can tell you after, I mean, I'msure You and all of your listeners have
seen this week, what happened at theAllen station over in Pasadena, where the
woman was beaten on the platform, thrownonto the tracks, and then thrown over
a concrete wall onto the 210 freeway.
(32:48):
Um, and it's just horrificvideo footage that has been
playing all week on the news.
And I can just tell you how many, or askyou, how many more assaults and deaths
have to occur before LA Metro and itsboard recognizes that the CEO has failed
when it comes to making the system secure.
(33:08):
Do you think she realizes whatkind of fire she's playing with
if they don't fix this problembefore the Olympics gets here?
And some athlete or some dignitaryis the victim of a violent crime
on one of those trains or buses.
I don't think we have to wait until then.
How many more deaths have to happenbefore we recognize that the CEO does not?
(33:31):
Get it.
She needs to go and they needto bring somebody in who is
going to make lasting change.
In June 2024, the Metro board meetingagenda included the item for approving
the implementation plan for the L.A. Metro's Public Safety Department.
And I knew I had to be there.
That decision wasn't evena question in my mind.
(33:52):
This was the hill I was willing to die on.
And when you make thatchoice, it's about the cause.
It's about finishing what youstarted and seeing it through,
no matter what the personal cost.
Attending that meetingwasn't just a responsibility.
It was a moral imperative.
I had to ensure my voice was heardand that the work we had fought so
(34:13):
hard for had a chance to move forward.
Walking into the boardroom thatday was like stepping into a storm.
The tension was palpable, madeeven heavier by the presence of the
sheriff, the interim LAPD chief,and the Long Beach police chief,
each with his entourages in tow.
(34:34):
They packed the room, commandingattention, a visual demonstration of
their opposition to the new department.
Their strategy was clear, to dissuadethe board from approving the plan by
sheer force of presence and persuasion.
It was an unmistakable reminderof the uphill battle I faced.
But it only strengthened my resolve.
(34:54):
The room buzzed with a mix of surprise,curiosity, and apprehension as I
entered and sat down in the front row.
Some former colleagues approachedwith warm hugs and kind words, small
gestures that felt like validation.
Others avoided my gaze entirely,pretending not to notice, as
though acknowledging me mightlegitimize my purpose there.
(35:17):
But what struck me most was my teamwho stepped into the breach and
continued to fight this fight in thetrenches for the important cause.
Seeing their professionalismand determined faces filled me
with both pride and gratitude.
Despite the orchestrated pressurefrom law enforcement leadership
and their deliberate attempts tointimidate, we stood our ground.
(35:41):
The boardroom was as much of abattlefield as it was a homecoming.
This was my vision and my hilland I would not back down.
The stakes were higher than ever.
But so was my conviction.
Before the board took up the vote onapproving the implementation plan for
Metro's new police department, one boardmember invited the Los Angeles Sheriff,
(36:02):
the interim LAPD chief, and the LongBeach police chief to answer questions
on accountability and performance.
What became immediately clear wasthe stark contrast between two
realities, the version these leadershad been fed by their staffs and
the actual conditions on the ground.
(36:23):
It also seemed they hadn't receivedthe memo that the very next item on
the agenda was the vote to removetheir 200 million a year contracts.
Ownership and accountability weretwo of the driving forces behind
Metro's push for its own department.
And in this moment, the sheriff andthe two chiefs failed to make the
(36:45):
case that they should keep the job.
Take a listen.
Even now, to listen to the threeof you, uh, talk about your
deployment on our system, again,feels a little like a disconnect
from what we hear from our riders.
That they don't see, uh, uniformed,uh, law enforcement riding
(37:09):
the buses, riding the trains.
We recently, I think out of, outof just, um, More than frustration.
It was really about how we were feelingthe security of our riders were at stake.
We called for a 20 percent surge.
Why was that a board prerogative that wehad to say, We need, you need to surge.
(37:35):
So a couple, two things.
You want to respond to that, Chair?
Yes, ma'am.
And I'm going to be blunt when I respond.
Nobody took the time to ask us.
This what's the problem?
What do we do about it?
Did you?
Did you comply with the surge?
20 percent surge?
We did.
(37:55):
Because when we not only complywith our contract obligations, but
we hear all of you loud and clear.
We hear our community loud andclear, which is more important
that they felt unsafe and we neededto put more deputies and police
officers out there and we did it.
The LAPD chief advised his departmentcomplied with the 20 percent surge
(38:17):
that Mayor Bass declared would takeplace on the metro system during a
press conference when the violentcrime surge broke out months before.
Listen to how the chiefof Long Beach responded.
Thank you, Madam Chair.
I talked to CEO Wiggins whenI heard about the surge.
We are a data informed, evidencebased police department.
(38:38):
There was no evidence or data to informa surge within the Long Beach area.
And so the staffing model for, andI, and I shared this with Stephanie,
the staffing model for us did notchange because I treat the Metro,
uh, the same way I would treat anyneighborhood or community in our city.
It's based on the data, based onthe information that we're getting,
based on community feedback, uh,Metro feedback, and then we determine
(39:00):
the, uh, the best operational.
Uh, posture to have withinthe guidelines of the contract
and what we've agreed upon.
And so, um, while there was anask for a surge, the evidence
and the data in Long Beach didn'tnecessitate or warrant a surge.
Um, and the only way to do that would havebeen to pull resources, valuable resources
from the bordering neighborhoods that, uh,that we have to provide police services.
(39:20):
So you did not, we didn't search.
Then came the defining moment.
After the Metro System Security andLaw Enforcement team delivered a
comprehensive and expertly crafted reportoutlining the implementation plan, the L.
A. Board Chair and Mayorof Los Angeles weighed in.
(39:41):
Last month, the Board directed asurge in law enforcement to respond
to an uptick in violent incidents.
on Metro system.
We instructed the three contractedagencies to be visible and present on
Metro's buses, rail cars, and in stations.
And I want to take a moment andcommend the LAPD for not only hearing
the board's direction, but taking ourinstructions to staff up and increase
(40:05):
their presence and visibility seriously.
What the surge brought to theforefront was the need to enhance.
Metro's ability to keep riders safe.
And that's what we're obviouslytalking about today in the
presentation before L. A. P. D. Andthe sheriff's responded one way.
Long Beach police responded anotherway to the surge and later maybe Our
(40:29):
CEO can respond to whether or not shewas aware of that or whether that was a
decision that they made independently.
So having greater control andaccountability over law enforcement,
this is why I'm supporting usmoving forward with a new model.
And again, a new modelthat will take years.
(40:51):
It should be noted that the LongBeach Police Department's contract
expired last December, and they'reno longer policing Metro trains and
platforms throughout their city.
Then it was my turn.
As I stepped up to the microphone,my voice cracked with nerves, and
I even stumbled over my words.
(41:12):
But this moment was bigger than my nerves.
This was a defining moment, onethat had been years in the making.
The road to this point had been long,filled with both victories and setbacks.
I had fought hard for what wasright, and I had also paid the price.
And now, standing before a board thatknew I had been fired from Metro,
(41:34):
I had no idea how they would react.
Then I saw it.
Smiles, nods of support.
In that instant, I knewI had to speak my truth.
So I did.
I'm Gina Osborne, former ChiefSafety Officer here at LA Metro.
I support the approvalof this new department.
In 2002, I met with LASD executives whotold me they wouldn't let a bus company
(41:58):
tell them how to deploy their resources.
When I asked if they could secureour transit system with 200 million a
year, they confidently said, Of course.
I reminded them that's whatMetro was already paying for.
Over the next 18 months, the failuresof three municipal law enforcement
agencies to work effectively in atransit environment became evident.
In 2023, fewer than 30 percent ofoperator assaults were filed with the
(42:22):
district and city attorney's offices.
Metro employees who are spiton, punched, and have urine
thrown on them deserve justice.
The lack of relentless follow upis one of many reasons Metro needs
its own public safety department.
The status quo hasn't worked in the past.
It's failing now, and it willbe a catastrophic as we approach
(42:42):
the 2028 Summer Olympics.
Our riders and frontlineemployees deserve better.
As the board members deliberated,their support for creating Metro's
own police department was undeniable.
But perhaps the most telling momentcame after the sheriff and the
two chiefs finished their segment.
(43:03):
Along with most of their entourages,they promptly exited the boardroom.
That action alone spoke volumes.
They weren't true partners in Metro'svision for safety and security.
They were simply contractors.
Then came that decisive moment with aunanimous vote, the L. A. Metro Board
(43:24):
approved the creation of the TransitCommunity Public Safety Department,
setting the stage for a new eraof accountability and ownership.
In five years, Metro will nolonger rely on outside agencies.
It will have a force of its own.
In every great endeavor, there comesa moment of reckoning, a time when we
(43:46):
must ask ourselves what truly matters.
I often speak about the importanceof choosing your hill, the
place where you make your stand.
True leadership isn't about takingevery stand, but the right one.
It's about purposeful, deliberateaction rooted in courage and integrity.
(44:07):
For me, This was that hill.
The right move isn't alwaysthe easiest or most popular.
It's the one that aligns with yourvalues and serves the greater good.
Making maverick moves means havingthe courage to challenge the status
quo, even when the road ahead isuncertain and resistance looms large.
(44:29):
It's about trusting your instincts,committing to a cause bigger than
yourself, and embracing the risks thatcome with striving for meaningful change.
True leadership often requiresventuring into uncharted territory,
standing firm in your convictions,Even when the odds are against you.
(44:49):
Maverick moves aren'tabout personal glory.
They're about building something greater.
Transforming systems, upliftingothers, and creating a lasting impact.
The power of these moves lies not onlyin the victories achieved, but in the
relentless determination to push forward,knowing that the boldest decisions
(45:10):
often lead to the most profound changes.
So I challenge you, whatinjustice will you stand up to?
No matter what the cost,what is your Maverick move?
Making Maverick Moves with Gina L. Osborneis produced and edited by Lisa Osborn.
(45:34):
Theme music, Maverick Heart, is byretired IRS criminal investigative
attaché, Clarissa Balmes Seda.
Connect with us on socialmedia through GinaLOsborn.
com slash Making Maverick Moves.
And don't miss an episode.
Subscribe to Making Maverick Moveswherever you get your podcasts.
The knock on my door isn'tthe one I'm expecting.
It's March 2024 and I'm LA Metro'sChief Safety and Security Officer.
My calendar is packed as always.
I'm supposed to be mentoring an employee.
Instead, the chief people officer stepsin, clutching a single sheet of paper.
(00:22):
Her face is tight.
Something is wrong.
She sits down.
This is the hardest part ofmy job, she declares, sliding
the paper across the table.
I glance down.
Termination.
Effective immediately.
Two words are supposed to explain it all.
Security reasons.
(00:43):
I have no idea what she's talking about.
No warning.
No explanation.
Just like that, I'm out.
My stomach tightens, yet I don't flinch.
I hand over my badge andphone, keeping my voice steady.
But when I'm walked past mystaff, eyes wide, frozen in
(01:06):
shock, that's when the sting hits.
My assistant stares atme, searching for answers.
I'll be back, I tell him, buteven I don't know how yet.
The Uber ride is silent.
The city blurs past the window,but my mind is laser focused.
This isn't just about me.
(01:26):
It's about the bus operators,too scared to show up for work.
The custodian who held a bleedingman's intestines inside his body on
a train platform after a stabbing.
It's about a mother gripping her child'shand tighter on a bus, whispering prayers,
they'll both make it home tonight.
(01:47):
The CEO fired me for demandingaccountability, but she made one mistake.
She thinks this fight is over.
It's not.
Because today, I'm here to tellyou about the maverick move
that cost me nearly everything.
My career.
My reputation.
Yet, I'm convinced it willimpact thousands of lives.
(02:11):
LA Metro needed its own police department.
I was willing to risk itall to make that happen.
And sometimes The right move isthe one no one else dares to make.
(02:33):
Welcome to Making Maverick Moves.
I'm your host, Gina L. Osborne.
This is a daring and inspiring podcastwhere I dive deep with extraordinary
individuals who embrace the absurd,defy the odds, and rewrite the rules
to achieve extraordinary success.
Each of my guests reveal thehill they were willing to die on.
(02:56):
The bold moves that catapultedthem into notoriety, and the
consequences they faced along the way.
With unfiltered honesty, we unpackthe lessons learned from risking
it all, and show what it trulymeans to live life on our terms.
This is a Masterclass in Audacity.
(03:20):
Working at LA Metrocame out of left field.
I retired from the FBI in2018 and was perfectly content
pursuing creative ventures.
I had two podcasts, traveled,did some public speaking.
After six years in the Army and 22years with the FBI, it was a lifestyle
I earned, it was a life I enjoyed.
(03:42):
In the fall of 2021, a formercolleague I wildly respected asked
if I'd be interested in beingLA Metro's Chief Safety Officer.
He respected me as a change agent andtroop runner and knew Metro needed
someone like me to establish order ona transit system that had been ravaged
by disorder during the pandemic.
(04:04):
Violent crime was up.
The unhoused sheltered day andnight on the buses and trains.
I wasn't looking for a job,so I respectfully declined.
Months later, my former colleaguereached out again and asked me
to speak with the LA Metro CEO.
She revealed that her bus operatorswere afraid to come to work.
The words hit me like a gut punch.
(04:27):
These operators were the unsung lifelineof Los Angeles, getting transit dependent
Angelenos to work, school, doctor'sappointments, and the grocery store.
Yet, while serving the very heartbeatof our community, they were being
spit on, punched, assaulted.
brutalized.
The injustice struck me deeply.
(04:48):
These bus operators deserve better, notjust safety, but basic human dignity.
What began as a position I declinednow seemed more like a calling.
It wasn't just a job, it was aonce in a lifetime opportunity to
significantly impact these employees,the riders, and the entire community.
(05:09):
I submitted my resume.
I was then interviewedtwice, received an offer.
Negotiated that offer and signedmy contract all in the same day.
I'm sure that was a hiringrecord, especially for a 9
billion behemoth like LA Metro.
I started Valentine's Day 2022.
(05:30):
From the moment I stepped into my newrole, I felt like walking into the
chaos of Mad Max Beyond Thunderdome.
Years of neglect compounded by afailure to enforce fair compliance
or a code of conduct for two yearsduring the pandemic had left the
system in total and complete disarray.
(05:50):
The system was overwhelmedby rampant homelessness.
When the doors rolled up at thedowntown L. A. stations, encampments
of unhoused individuals who had beensleeping just outside would filter in.
With practice ease, they popped openthe emergency swing gates and dispersed
throughout the station, many makingtheir way down to the platforms.
(06:13):
Entire transit cars were transformed intomakeshift shelters, crowded with bedding
and garbage and personal items, creatingan atmosphere of chaos and disorder.
Drug use was open and unapologetic.
Riders would step onto buses ortrains only to find individuals
(06:33):
openly smoking meth or fentanyl.
The acrid smell of chemicals lingeringin the air and sticking to their lungs.
Others slumped in drug induced stupors,sprawled across multiple seats,
oblivious to their surroundings.
The lack of order extendedbeyond inconvenience.
It posed real dangers.
(06:55):
People used the system as a toilet,urinating or defecating in stations
or even on transit vehicles, leavingbehind filth and unsanitary conditions
that were impossible to ignore.
From a crime perspective,daily riders were easy prey for
those looking to target them.
Pickpocketing, physical assaults,and intimidation were commonplace,
(07:18):
leaving regular commutersfeeling unsafe and vulnerable.
Every corner of the system seemedneglected, a space where rules didn't
apply, and where crime, addiction,and disorder thrived unchecked.
In my 28 year law enforcement career,I have faced countless challenges,
but nothing could have preparedme for the scale of violence and
(07:42):
mayhem I encountered in this role.
At the time, L. A. Metro contracted withthree prominent law enforcement agencies,
the Los Angeles Police Department, theLos Angeles Sheriff's Department, and the
Long Beach Police Department, spendingroughly 200 million dollars a year.
to police 107 rail stationsand nearly 2, 300 buses daily.
(08:06):
With an investment of this magnitudein the city of Los Angeles, I
expected the system to be pristine.
I mean, stop for a moment and thinkabout what you could accomplish.
with 200 million dollars a year.
Surely, you would think that astronomicallevel of funding should deliver a
(08:28):
safe and orderly transit system.
And yet, it was the exact opposite.
I was determined to uncoverwhy the staggering investment
failed to produce the results ouremployees and the public deserved.
Well, it didn't take long forme to uncover a critical flaw in
the LAPD's contract with Metro.
(08:50):
The positions were filled throughan overtime lottery system.
Any officer, say from SWATmembers to traffic cops to bomb
technicians, could sign up to workovertime on the transit system.
Officers would complete their regular jobsand then pick up an occasional shift on L.
A. Metro.
Sometimes once a week, once amonth, or even less frequently.
(09:14):
With no consistent presence or specializedtraining for transit specific issues,
enforcement was sporadic at best.
A common justification for inactionquickly emerged from the LAPD
commander and deputy chief, bothwhose salaries were paid for by Metro.
Well, if we arrest someone,uh, we'll be off the system
(09:36):
for hours booking the suspect.
So instead of addressing issues,officers chose not to take
enforcement action at all.
I often approached officers and askedthem about their responsibilities.
The response was striking.
They were frequently unaware ofthe directives their own Transit
Services Division's executiveshad agreed upon with Metro.
(09:59):
My initial meeting with theL. A. Sheriff's Department
chief over the Transit ServicesBureau was equally revealing.
The conversation beganwith a clear stance.
We're not going to let a bus companytell us how to deploy our resources.
Calmly, I responded, if I gave you200 million dollars, could you clean
up the system and make it safe?
(10:20):
The chief laughed and he said, of course.
That's when I reminded him just howmuch LA Metro was already paying
for these law enforcement contracts.
During my 22 year career with the FBI inLos Angeles, this was not the LAPD, LASD,
and Long Beach PD. I witnessed a starkcontrast to the professionalism I expected
(10:44):
from these law enforcement agencies.
When it came to policing Metro, they wereplagued by complacency, poor performance,
and constant excuses for their failures.
This wasn't just my observation.
It was a sentiment shared by manyfrontline employees I met with who were
equally frustrated by the rising crimeand disorder they had to manage due to
(11:07):
ineffective law enforcement contracts.
Recognizing the need for change,I proposed a maverick move.
LA Metro should establishits own police department.
Contracting with three separateagencies, bred inefficiency,
confusion, and a lack of ownership.
With rampant violent crime and operatorsregularly assaulted, drastic change wasn't
(11:31):
just necessary, it was non negotiable.
The CEO approved my request to conducta feasibility study for establishing an
L. A. Metro Public Safety Department.
This wasn't a groundbreaking concept.
Metro had its own policedepartment in the 1990s.
However, it was disbanded when themayor at the time reportedly sought
(11:52):
to fulfill a campaign promise toput more officers on the streets.
The dissolution split Metro'sofficers between the LAPD and the
LA Sheriff's Department, markingthe beginning of contract policing.
Initially, the Sheriff's Department heldthe entire contract, but since 2017,
the responsibility has been fragmentedamong the three agencies, a strategy
(12:14):
that has proven disastrously ineffective.
As I laid the groundwork to revivethe L. A. Metro Police Department,
I confidentially sought counsel fromtrusted law enforcement executives.
Their advice was blunt.
This would be an uphill battlefraught with resistance.
Reclaiming hundreds of millionsof dollars from the budgets of
(12:35):
two of the nation's largest policeagencies would be highly unpopular.
The L. A. Metro Board, comprised ofthe Mayor of Los Angeles and all five
L. A. County Board of Supervisors,would undoubtedly feel the pressure.
Police unions deeply invested inthe hundreds of millions of dollars
in overtime for their memberswould fiercely oppose the move.
(12:58):
The political fallout would be directedat me, and that was inevitable.
Trusted colleaguescautioned me repeatedly.
In fact, no one believed we would succeed.
One even went so far as towarn me, be careful, you could
end up being the fall guy.
Despite these warnings, I pressedon, driven by the belief that Metro's
(13:20):
future depended on meaningful reform.
As the father of a dear friendonce said, it's never the wrong
time to do the right thing.
Well, considering the warnings and thepotential risks, fear of failure or
retaliation never really entered my mind.
The fight was bigger than me, bigger thanmy reputation, bigger than the 200 million
(13:42):
contracts, and certainly bigger than theLAPD and the L. A. Sheriff's Department.
It wasn't about politicsor institutional egos.
It was about people.
It was about bus operators wholived in fear of just coming to work
because the current law enforcementcontracts failed to protect them.
It was about the custodians who actedas first responders after shootings
(14:05):
and stabbings and violent encounters.
It was about the maintenance workersforced to wade through human waste and
drug paraphernalia in the ancillarycorridors just to get to their workrooms.
Most of all, it was about thetransit dependent riders subjected
to chaos, violence, and neglect everytime they stepped onto the system.
(14:26):
When I made the decision to embark onthis journey, it was never about me.
It was about creating a system whereeveryone, employees and writers
alike, could feel safe and respected.
That was the mission andnothing else mattered.
The feasibility study initiatedin July of 2022 was an
ambitious and complex endeavor.
(14:47):
However, the findings were clear.
Metro could save approximately 35 millionannually by establishing its own police
department instead of continuing to payinflated costs for three contract agencies
with a history of underperformance.
Once a board report was made public,the three law enforcement agencies
immediately sought to discredit it.
(15:09):
The L. A. Sheriff sent a formalletter to the CEO and board
members disputing the findings.
Meanwhile, my counterparts in the othercontract agencies seemed unconcerned
the board would vote against them,dismissing the idea of a Metro
Police Department as an unrealisticproposition that would never materialize.
(15:30):
Heading into the board meeting to sharethe results of the feasibility study, I
felt a mix of apprehension and resolve.
The vote would determine whetherwe could move forward, and if
we failed, the dream of this newdepartment would be dead in the water.
The final decision carried tremendousimplications for safety and
security across the transit system.
(15:52):
While there was an undercurrentof uncertainty, a calm
steadiness seemed to anchor me.
Deep down, I believedwe would move forward.
I felt the unwavering support of my team,especially the transit security officers,
dedicated Metro employees, Taskedwith fair enforcement and maintaining
the code of conduct on the system.
(16:12):
There were more officers thannormal providing security
in the boardroom that day.
I felt that was their way ofshowing me they had my back.
Their stories lingered in my mind.
Many confided in me how contract lawenforcement officers and deputies often
dismiss them, treating them like secondclass citizens in their own home.
This was their opportunity to bepart of something transformative.
(16:36):
Creating an in house police departmentwouldn't just address safety concerns.
It would establish a culture ofrespect and partnership, where their
work would finally be valued bytheir law enforcement counterparts.
Still, behind thescenes, obstacles loomed.
The sheriff's letter to the boardattempted to undermine the proposal,
(16:56):
sowing doubt among some of the members.
Getting this item to a vote hadalready been an uphill battle, and I
knew the outcome could go either way.
As the meeting progressed,something extraordinary happened.
The Metro Board not only agreedthat creating a dedicated Transit
Public Safety Department was a viablepath, but they also bypassed the
(17:19):
usual deliberative process entirely.
What I expected to be a small stepforward turned into a bold leap.
The Board instructed Metro todevelop an implementation plan
to establish the new department.
In an instant, what hadseemed like an impossible idea
gained undeniable momentum.
(17:41):
Now all the board had to do was approvethe implementation plan, so we were
only one vote away from success.
With that pivotal decision,the fight was won.
was on.
The task ahead was monumental.
Developing an implementation planto create a public safety department
which housed thousands of employeeswhile simultaneously crafting a
(18:05):
deployment model that would ensureaccountability to justify it.
The measures weren't just necessaryto justify the transition, they were
critical to laying the foundation fora new department that could finally
deliver the safety and securityMetro riders and employees deserved.
In July 2023, my team and I launcheda bold initiative to unite every
(18:29):
public safety entity working on Metro.
Law enforcement, transit securityofficers, transit ambassadors, contract
security, and homeless outreach services.
A study we conducted revealed that96 percent of those arrested on the
system couldn't provide proof of fare.
a statistic that underscored justhow critical it was to take action.
(18:53):
We dedicated countless hourscollaborating with contract law
enforcement executives to devisea groundbreaking deployment plan.
The strategy was simple,but transformative.
At the end of each rail line,all passengers were required to
exit the train, pass through theturnstiles, and tap back on if
they wanted to re enter the system.
(19:14):
This process not only enforcedfare compliance, but also acted
as a powerful deterrent to thosesheltering or loitering on the network.
For the first time, we hadcomplete visibility into our
law enforcement deployment.
I knew where officers were.
When they were there, and exactlywhat their roles entailed, ushering
in a new era of accountability.
(19:36):
With this transparency, I directedmy quality assurance team to
monitor implementation closely,while the Metro Inspector General
conducted an audit to ensure rigor.
I even took it a step furtherby initiating CCTV access on
my office computer, allowingme to personally oversee and
evaluate our efforts in real time.
(19:57):
What we constantly observed were missingofficers and deputies, a troubling
trend that undermined the entire effort.
At the end of the line station,instead of actively offloading
passengers, officers and deputieswere often seen standing idly next to
the turnstiles, deep in conversation.
They failed to follow throughon their core responsibility of
(20:18):
offloading passengers or removingindividuals from the trains.
As a result, people who should have beenescorted off remained on the platform
and were allowed to board the next train.
This was not just a breach of protocol.
It was a complete waste of timeand taxpayer money as the mission
was never being fulfilled.
(20:40):
I repeatedly shared my observationwith the law enforcement
executives at LAPD, LASD, andthe Long Beach Police Department.
Yet, despite my persistentreports, little changed.
The problem continued, unabated.
As we neared the finalizationof the Implementation Plan Board
Report in March of 2024, tensionswere rising on the political front.
(21:02):
It became clear to me, law enforcementexecutives Including, I was told,
the sheriff himself, were meetingprivately with individual board
members to dissuade them fromvoting to create the new department.
I suspected these efforts were startingto have a negative impact on the CEO.
She had excluded me from meetingswith the contract law enforcement
chiefs, sheriff, and their staff.
(21:24):
As I had sent her detailed reportson the contract law enforcement
deficiencies, I noticed her beginningto distance herself from conversations
with me about the new department.
I was uninvited from a meetingwith Mayor Karen Bass, who is
also the Metro Board Chair.
where I was to provide an update on theprogress of the implementation plan.
(21:44):
The back channels were buzzing withcomplaints about me from contract
law enforcement executives to boardmembers and their staff, an inevitable
consequence of holding them accountable.
When we come back, I'll sharethe breaking point that led to me
getting fired and explain how everycrisis comes with an opportunity.
(22:07):
Are you about to make a boldmove or a decision that could
have a significant impact?
We have the perfect playbook for you.
As a thank you to you, our listener, we'regiving away a free downloadable guide
to help you make those strategic moves,which can be scary, with confidence.
(22:27):
A maverick move isn'tabout reckless risks.
It's about calculated strategic defiancethat leads to extraordinary breakthroughs.
But before you take theleap, you need a plan.
That's why we're giving you theMaverick Moves Playbook, your ultimate
guide to knowing when to take action,when to wait and when to pivot.
(22:49):
Learn how to choose the right battles.
Prepare for the consequences,both the wins and the setbacks.
Build resilience, adaptability,and unwavering confidence.
Download your copy today,free, at GinaLOsborn.
com.
Because the boldestmoves don't just happen.
(23:10):
They're built on strategy,courage, and follow through.
The breaking point came when sheriffdeputies failed to perform at the
downtown Santa Monica Station, anissue that would prove to be pivotal.
On several occasions in Februaryof 2024, LESD deputies were either
absent from their assigned posts,sitting in their cars, or standing
(23:32):
idle on the platform, rather thanfulfilling their agreed upon duties.
On March 15, 2024, LESD I conducted a spotcheck at the downtown Santa Monica station
and quickly discovered that deputies hadbeen absent from their posts for hours.
At 1.
37 p. m., I sent a text to an LASDexecutive informing him that no
(23:55):
deputies had been at the stationsince 10 o'clock that morning.
Through my own investigation, I learnedthat the LASD Transit Services Bureau
golf tournament was taking place thesame day at the Pico Rivera Golf Club.
The event had numerous sponsorslisted on the advertisement, with
proceeds earmarked to fund theLASD Baker to Vegas running team.
(24:20):
Remarkably, no one from theSheriff's Department had notified
me of this event taking place.
That same day I reached out toMetro's Inspector General asking
a straightforward question.
Was it appropriate for the LASDTransit Services Division, a division
significantly funded by Metro, to havesponsors supporting a fundraising event?
(24:43):
It took a week for LASD to getback to me on the whereabouts
of their deputies on that day.
On Saturday, March 23rd, I finallyreceived a response explaining the
reason deputies had been absentfrom the station on March 15th.
I was informed that deputieswere participating in specialty
interviews being held by theTransit Services Division.
(25:05):
While I couldn't categorically saythis wasn't possible, it struck me as
highly improbable that the LASD TransitServices Division could manage all of
its metro deployments, host a largegolf tournament, and conduct specialty
interviews all at the same time,especially when no deputies had been
(25:27):
seen at the downtown Santa Monica stationsince 10 o'clock in the morning that day.
The situation felt far fetchedand my doubts only deepened.
I forwarded the LASD email to the MetroInspector General and she advised that
a full investigation would be initiated.
Being intimately familiar with theincessant need to control and filter any
(25:49):
information reaching the LA Metro Board,I knew the CEO would be furious when
she learned of the IG's investigation.
The inspector general also reporteddirectly to the board and now she had
information the CEO may or may nothave wanted the board to know about.
That same Saturday, I sent a text to theMetro CEO informing her that the inspector
(26:13):
general was launching the investigation.
As I typed out the message, Ifelt a strange mix of emotions,
a sense of duty driving myfingers, but also the heaviness.
I was in my gut as I anticipatedthe wrath from the likely fallout.
Deep down, I knew giving the informationto the IG was the right thing to
(26:34):
do, yet I couldn't ignore the voicein the back of my head whispering
that this will come at a cost.
And that was compounded by the factthat the CEO never responded to my text.
Three days later, I was fired.
If there's one thing I tookaway from my time at LA Metro.
It's that every crisispresents an opportunity.
(26:57):
Being fired for the first time in mycareer, that certainly felt like a crisis.
But as I sat quietly on the Uber ridehome, I reflected, waiting for that
moment when I could truly believethat everything happens for a reason.
My work was far from over.
While we had reduced crime on the LAMetro system by 35 percent in 2023,
(27:21):
there was still so much work to be done.
With the 2028 Olympics coming to LosAngeles and the mayor's car free vision
for the event, our safety and securityteam would be at the forefront ensuring
safety for what would be the largestpeacetime event in world history, a
challenge we were all eager to tackle.
(27:42):
The two years we had dedicated toestablishing an in house police
department for Metro, providing bothemployees and riders with the safety
they deserved, That still mattered.
That progress couldn't just disappear.
So in that pivotal moment,I wondered, Was it over?
Had all the plans and promises to make L.
(28:03):
A. Metro a safer place for ridersand employees come to an end?
I sat quietly for two dayscontemplating this question.
Then, during the monthly Metroboard meeting two days after
I was fired, I received a textfrom Rachel Urenga, a journalist
covering Metro for the L. A. Times.
She asked for a comment about whyI was no longer with the agency.
(28:26):
Apparently, she had reached out tothe mayor's office for an explanation
after the Metro CEO had sent a crypticnote to board members and staff
informing them of my abrupt departureand the start of a recruitment
for a new chief safety officer.
I don't know who tipped Racheloff, but she was preparing a story.
I immediately contacted my formerAssistant United States Attorney,
(28:49):
Mark Greenberg, whom I workedorganized crime with back in the
90s, and asked him to contact Rachel.
The next day, the headline in theLA Times read, Metro's Top Security
Officer Ousted Days After FilingComplaint with Inspector General.
Immediately following my termination,a crime surge swallowed L. A. Metro.
(29:11):
It made national news, as AaronKuturski from ABC News reported.
An avalanche of headlines announcingviolence on the Los Angeles Metro.
They seem to come almost every week.
A man stabbed on a bus.
A security guard stabbed.
Suspect fatally shot and killed.
And a grandmother fatally stabbedon a train in April, all in just
one month, causing the transitagency's board of directors to
(29:34):
declare a public safety emergency.
The mayor has directed an immediatesurge of law enforcement onto the system.
LA Metro was now all thenews was talking about.
And, surprisingly, theywanted me to talk about it.
It wasn't over.
Here was the opportunity to finishmy work and contribute to Metro
getting its own police department.
(29:54):
It was time for the truth of whatI witnessed as LA Metro's Chief
Safety Officer to come out tothe public and the board members.
Back to Erin Kaczorski.
Osborne supports the establishment ofan MTA police force to address issues
specific to a transportation system.
She argues that security wouldbe improved while also saving the
(30:15):
agency more than 35 million a year.
I mean, imagine being in yourworkplace right now and having
somebody come and spit in your face.
That is a traumatic experience.
So when you ask What's thedifference between municipal
policing and transit policing?
The transit police officers, theyknow that it's a priority to get the
people who are attacking or assaultingthe bus operators off the system.
(30:40):
Lisa McCree, LA Times TV, on Spectrum.
So while you were there, you'd been anFBI agent, so you know from security.
What did you report?
I mean, you were basicallytrying to sound the alarm.
Well, I noticed some significantperformance issues with the
law enforcement partners.
(31:00):
Uh, there was a, a time earlier this yearwhen an individual had died on a platform
during the day and over a six hourperiod, it took a transit ambassador to
identify the person when five Los Angelespolice officers were on that platform
paid for by Metro and they were notpatrolling the way that they should have.
(31:21):
Marla Tes, Fox 11 News Los Angeles.
You were essentially saying thatLAPD, long Beach pd, LASD, these
are the contracted law enforcementagencies to secure Metro, that
they're not showing any urgency.
What do you mean by that?
Well, an example of that is in2023, there were 180 bus operator
(31:44):
and rail operator assaults.
And of those 180 assaults, and thatcould be someone spitting on a bus
operator to someone stabbing an operator.
So there's a variety ofdifferent things that happened.
So there were 180 cases and fewer than30 percent of those were even filed
with the district attorney's office.
So, in my opinion, there should have beenrelentless follow up because the frontline
(32:06):
employees are the number one asset for L.
A. Metro, and they shouldn'tbe afraid to come to work.
The John Phillips Show, AM 790, KABC.
I think the bigger issue is, is that theCEO, Stephanie Wiggins, is more interested
in expanding the system than she is insecuring the system that she already has.
(32:26):
And I can tell you after, I mean, I'msure You and all of your listeners have
seen this week, what happened at theAllen station over in Pasadena, where the
woman was beaten on the platform, thrownonto the tracks, and then thrown over
a concrete wall onto the 210 freeway.
(32:48):
Um, and it's just horrificvideo footage that has been
playing all week on the news.
And I can just tell you how many, or askyou, how many more assaults and deaths
have to occur before LA Metro and itsboard recognizes that the CEO has failed
when it comes to making the system secure.
(33:08):
Do you think she realizes whatkind of fire she's playing with
if they don't fix this problembefore the Olympics gets here?
And some athlete or some dignitaryis the victim of a violent crime
on one of those trains or buses.
I don't think we have to wait until then.
How many more deaths have to happenbefore we recognize that the CEO does not?
(33:31):
Get it.
She needs to go and they needto bring somebody in who is
going to make lasting change.
In June 2024, the Metro board meetingagenda included the item for approving
the implementation plan for the L.A. Metro's Public Safety Department.
And I knew I had to be there.
That decision wasn't evena question in my mind.
(33:52):
This was the hill I was willing to die on.
And when you make thatchoice, it's about the cause.
It's about finishing what youstarted and seeing it through,
no matter what the personal cost.
Attending that meetingwasn't just a responsibility.
It was a moral imperative.
I had to ensure my voice was heardand that the work we had fought so
(34:13):
hard for had a chance to move forward.
Walking into the boardroom thatday was like stepping into a storm.
The tension was palpable, madeeven heavier by the presence of the
sheriff, the interim LAPD chief,and the Long Beach police chief,
each with his entourages in tow.
(34:34):
They packed the room, commandingattention, a visual demonstration of
their opposition to the new department.
Their strategy was clear, to dissuadethe board from approving the plan by
sheer force of presence and persuasion.
It was an unmistakable reminderof the uphill battle I faced.
But it only strengthened my resolve.
(34:54):
The room buzzed with a mix of surprise,curiosity, and apprehension as I
entered and sat down in the front row.
Some former colleagues approachedwith warm hugs and kind words, small
gestures that felt like validation.
Others avoided my gaze entirely,pretending not to notice, as
though acknowledging me mightlegitimize my purpose there.
(35:17):
But what struck me most was my teamwho stepped into the breach and
continued to fight this fight in thetrenches for the important cause.
Seeing their professionalismand determined faces filled me
with both pride and gratitude.
Despite the orchestrated pressurefrom law enforcement leadership
and their deliberate attempts tointimidate, we stood our ground.
(35:41):
The boardroom was as much of abattlefield as it was a homecoming.
This was my vision and my hilland I would not back down.
The stakes were higher than ever.
But so was my conviction.
Before the board took up the vote onapproving the implementation plan for
Metro's new police department, one boardmember invited the Los Angeles Sheriff,
(36:02):
the interim LAPD chief, and the LongBeach police chief to answer questions
on accountability and performance.
What became immediately clear wasthe stark contrast between two
realities, the version these leadershad been fed by their staffs and
the actual conditions on the ground.
(36:23):
It also seemed they hadn't receivedthe memo that the very next item on
the agenda was the vote to removetheir 200 million a year contracts.
Ownership and accountability weretwo of the driving forces behind
Metro's push for its own department.
And in this moment, the sheriff andthe two chiefs failed to make the
(36:45):
case that they should keep the job.
Take a listen.
Even now, to listen to the threeof you, uh, talk about your
deployment on our system, again,feels a little like a disconnect
from what we hear from our riders.
That they don't see, uh, uniformed,uh, law enforcement riding
(37:09):
the buses, riding the trains.
We recently, I think out of, outof just, um, More than frustration.
It was really about how we were feelingthe security of our riders were at stake.
We called for a 20 percent surge.
Why was that a board prerogative that wehad to say, We need, you need to surge.
(37:35):
So a couple, two things.
You want to respond to that, Chair?
Yes, ma'am.
And I'm going to be blunt when I respond.
Nobody took the time to ask us.
This what's the problem?
What do we do about it?
Did you?
Did you comply with the surge?
20 percent surge?
We did.
(37:55):
Because when we not only complywith our contract obligations, but
we hear all of you loud and clear.
We hear our community loud andclear, which is more important
that they felt unsafe and we neededto put more deputies and police
officers out there and we did it.
The LAPD chief advised his departmentcomplied with the 20 percent surge
(38:17):
that Mayor Bass declared would takeplace on the metro system during a
press conference when the violentcrime surge broke out months before.
Listen to how the chiefof Long Beach responded.
Thank you, Madam Chair.
I talked to CEO Wiggins whenI heard about the surge.
We are a data informed, evidencebased police department.
(38:38):
There was no evidence or data to informa surge within the Long Beach area.
And so the staffing model for, andI, and I shared this with Stephanie,
the staffing model for us did notchange because I treat the Metro,
uh, the same way I would treat anyneighborhood or community in our city.
It's based on the data, based onthe information that we're getting,
based on community feedback, uh,Metro feedback, and then we determine
(39:00):
the, uh, the best operational.
Uh, posture to have withinthe guidelines of the contract
and what we've agreed upon.
And so, um, while there was anask for a surge, the evidence
and the data in Long Beach didn'tnecessitate or warrant a surge.
Um, and the only way to do that would havebeen to pull resources, valuable resources
from the bordering neighborhoods that, uh,that we have to provide police services.
(39:20):
So you did not, we didn't search.
Then came the defining moment.
After the Metro System Security andLaw Enforcement team delivered a
comprehensive and expertly crafted reportoutlining the implementation plan, the L.
A. Board Chair and Mayorof Los Angeles weighed in.
(39:41):
Last month, the Board directed asurge in law enforcement to respond
to an uptick in violent incidents.
on Metro system.
We instructed the three contractedagencies to be visible and present on
Metro's buses, rail cars, and in stations.
And I want to take a moment andcommend the LAPD for not only hearing
the board's direction, but taking ourinstructions to staff up and increase
(40:05):
their presence and visibility seriously.
What the surge brought to theforefront was the need to enhance.
Metro's ability to keep riders safe.
And that's what we're obviouslytalking about today in the
presentation before L. A. P. D. Andthe sheriff's responded one way.
Long Beach police responded anotherway to the surge and later maybe Our
(40:29):
CEO can respond to whether or not shewas aware of that or whether that was a
decision that they made independently.
So having greater control andaccountability over law enforcement,
this is why I'm supporting usmoving forward with a new model.
And again, a new modelthat will take years.
(40:51):
It should be noted that the LongBeach Police Department's contract
expired last December, and they'reno longer policing Metro trains and
platforms throughout their city.
Then it was my turn.
As I stepped up to the microphone,my voice cracked with nerves, and
I even stumbled over my words.
(41:12):
But this moment was bigger than my nerves.
This was a defining moment, onethat had been years in the making.
The road to this point had been long,filled with both victories and setbacks.
I had fought hard for what wasright, and I had also paid the price.
And now, standing before a board thatknew I had been fired from Metro,
(41:34):
I had no idea how they would react.
Then I saw it.
Smiles, nods of support.
In that instant, I knewI had to speak my truth.
So I did.
I'm Gina Osborne, former ChiefSafety Officer here at LA Metro.
I support the approvalof this new department.
In 2002, I met with LASD executives whotold me they wouldn't let a bus company
(41:58):
tell them how to deploy their resources.
When I asked if they could secureour transit system with 200 million a
year, they confidently said, Of course.
I reminded them that's whatMetro was already paying for.
Over the next 18 months, the failuresof three municipal law enforcement
agencies to work effectively in atransit environment became evident.
In 2023, fewer than 30 percent ofoperator assaults were filed with the
(42:22):
district and city attorney's offices.
Metro employees who are spiton, punched, and have urine
thrown on them deserve justice.
The lack of relentless follow upis one of many reasons Metro needs
its own public safety department.
The status quo hasn't worked in the past.
It's failing now, and it willbe a catastrophic as we approach
(42:42):
the 2028 Summer Olympics.
Our riders and frontlineemployees deserve better.
As the board members deliberated,their support for creating Metro's
own police department was undeniable.
But perhaps the most telling momentcame after the sheriff and the
two chiefs finished their segment.
(43:03):
Along with most of their entourages,they promptly exited the boardroom.
That action alone spoke volumes.
They weren't true partners in Metro'svision for safety and security.
They were simply contractors.
Then came that decisive moment with aunanimous vote, the L. A. Metro Board
(43:24):
approved the creation of the TransitCommunity Public Safety Department,
setting the stage for a new eraof accountability and ownership.
In five years, Metro will nolonger rely on outside agencies.
It will have a force of its own.
In every great endeavor, there comesa moment of reckoning, a time when we
(43:46):
must ask ourselves what truly matters.
I often speak about the importanceof choosing your hill, the
place where you make your stand.
True leadership isn't about takingevery stand, but the right one.
It's about purposeful, deliberateaction rooted in courage and integrity.
(44:07):
For me, This was that hill.
The right move isn't alwaysthe easiest or most popular.
It's the one that aligns with yourvalues and serves the greater good.
Making maverick moves means havingthe courage to challenge the status
quo, even when the road ahead isuncertain and resistance looms large.
(44:29):
It's about trusting your instincts,committing to a cause bigger than
yourself, and embracing the risks thatcome with striving for meaningful change.
True leadership often requiresventuring into uncharted territory,
standing firm in your convictions,Even when the odds are against you.
(44:49):
Maverick moves aren'tabout personal glory.
They're about building something greater.
Transforming systems, upliftingothers, and creating a lasting impact.
The power of these moves lies not onlyin the victories achieved, but in the
relentless determination to push forward,knowing that the boldest decisions
(45:10):
often lead to the most profound changes.
So I challenge you, whatinjustice will you stand up to?
No matter what the cost,what is your Maverick move?
Making Maverick Moves with Gina L. Osborneis produced and edited by Lisa Osborn.
(45:34):
Theme music, Maverick Heart, is byretired IRS criminal investigative
attaché, Clarissa Balmes Seda.
Connect with us on socialmedia through GinaLOsborn.
com slash Making Maverick Moves.
And don't miss an episode.
Subscribe to Making Maverick Moveswherever you get your podcasts.
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