Gha Oig Letter 10 2014

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JENNIFER E. RIVERS, OPERATIONS

DIRECTOR, GAINESVILLE HOUSING

AUTHORITY

4469 SW UW HWY 27

Fort White, FL 32308(352) 339.0355

Our lives begin to end the day we become silent about things that matterMartin Luther King, Jr.)

October 20, 2014

HUD Secretary Julian Castro

U.S. Department of Housing and Urban Development

451 7

th

Street, SWWashington, DC 20410

David A. Montoya, Office of Inspector GeneralU.S. Department of Housing and Urban Development451 7thStreet, SWWashington, DC [email protected]

Regional Inspector General for AuditDepartment of Housing and Urban DevelopmentRichard B. Russell Federal Building75 Spring Street, SW

Room 330Atlanta, GA 30303-3388Telephone number:(404) 331-3369Fax number:(404) 730-2382

Congressman John Mica7th Congressional DistrictMaitland District Office100 East Sybella Avenue, Suite 340Maitland, FL 32751

U. S. Senator Bill Nelson3416 South University Drive

Fort Lauderdale, FL 33328Phone: 954-693-4851Fax: 954-693-4862

Athena JonesWhistle Blower [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

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JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

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Dear Secretary Castro:

This letter represents, I believe, the heartbeat of many Public Housing Authorities (PHAs) around the Country.

It is an experience which gets either ignored or bounced back to the Executive Directors, who are the

foundational problem.

I am writing under the Whistleblower Protection Act of 1989, to report: 1) Mismanagement, 2) Waste of funds,3) Abuse of authority, 4) Ethics/Governance Structure, 5) Improper payments, 6) PIH Oversight and

Enforcement and 7) Movement of poorly performing Executive Director from one PHA to another. This

complaint is related to the Executive Director, Pamela Davis, Gainesville Housing Authority, Gainesville,

Florida.

I am requesting an OIG full investigation into the oversight and management of Gainesville Housing

Authority, located at 1900 SE 4th Avenue, Gainesville, FL 32641; the practices and management of

programs and funds by Executive Director, Pamela Davis. I wish to remain anonymous except for

direct contact with individuals investigating the case. Do not want this correspondence shared with

Pamela Davis or HUD Jacksonville, as retaliation is guaranteed. Specifically, lack of qualifications to

efficiently manage the finances of programs, make ethical and moral decisions, preferential treatment of somewhile ostracizing others (residents and employees), creating hostile work environment, retaliatory and severe

abuse of authority. Also, review the qualifications of the Board of Commissioners, which were hand-picked

by Pamela Davis as opposed to being recruited, interviewed, et al by the Mayor of the City of Gainesville.

BACKGROUND OF PAMELA DAVIS, EXECUTIVE DIRECTOR

Ms. Davis history working within the housing industry lacks luster and is unethical and questionable. The

following is an article from the Broward News, entitled, Pamela Davis Ditches Deerfield Beach Housing

Authority for Gainesvilles Agency. Written by Matthew Hendley, Dec. 15, 2011.

Less than three months after the U.S. Department of Housing and Urban Development Office of theInspector General came to Deerfield Beach to look into its housing authority, its executive director ismoving north.

Pamela Davis, who's been the Deerfield Beach Housing Authority's executive director for more than20 years, has taken the same post with the Gainesville Housing Authority -- rated earlier this year byHUD as one of the worst Section 8 programs in the state.

The results of that aforementioned investigation though, have yet to be released.

Davis sent an email to the housing authority staff in September, notifying them that a request for aninvestigation made by Rep. Allen West was granted, and HUD OIG was coming to town on September28.

West's letter, either largely or entirely the result of activist Chaz Stevens, asked for the investigationover "issues [that] may involve nepotism, bid rigging, and procurement violations."

Deerfield Beach Mayor Peggy Noland had threatened to remove the entire board of commissionersbefore West sent the letter, but she did not.

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All of those actions stemmed from an audit of the housing authority by the auditing firm KesslerInternational, which dropped a long, long list of accusations against the housing authority.

Gainesville's housing authority already comes with a history of mismanagement, as the GainesvilleSun reports Davis enters the position as the agency faces a "self-inflicted multimillion-dollar shortfall."

Previous Sun articles explain that the previous executive director, Gail Monahan, was booted fromhousing authority commissioners amid accusations of misconduct.

Also as a point of interest from last night's meeting, Commissioner Mike Weiss was effectivelyprohibited from asking Executive Director Pamela Davis a question about the Housing Authority'sprocurement policy -- which Stevens, among others, has been trying to ask her for a while now to seeif she'll explain her history of following the policy. (Article, Deerfield Beach Housing AuthorityRescinds Public Records Change, at Least Temporarily, Sept, 22, 2011).

At least two major construction contracts doled out by the Deerfield Beach Housing Authority in thepast year were supposed to be advertised for competitive bids but were not. It begs the question ofwhether the recipients of those no-bid contracts received favors from city officials.

And it comes while the city is already investigating two nonprofit corporations who accepted publicdollars but who must account for how the money was spent.

It's starting to look like a snowball effect in Deerfield Beach. After the jump, we'll take a closer look atthe two major contracts at issue, with some help from activist Chaz Stevens, whoposted documents onhis website Friday. One of those contracts went to Best-Tec Abatement, a West Palm Beach firm thatwas hired in late August to remove and dispose of asbestos that was found in the ceilings of theDBHA's Stanley Terrace Apartments on Southwest 2nd Street.

A big job that would cost over $100,000 to complete. The housing authority's procurement policesrequire that jobs of that magnitude be awarded only after conducting a sealed, competitive bid,demonstrating that the agency picked the most qualified, most reasonably priced contractor.

But documents show that the asbestos abatement was split into tiny increments of $2,200 -- the costof performing the service for one of the 48 units at Stanley Terrace. By making the contract amountsuch a small sum, the housing authority provided itself a means for avoiding a public bid.

I left messages this afternoon with the housing authority's executive director, Pam Davis, and withBest-Tec's president, seeking an explanation for why the asbestos contracts were broken up in thisfashion. If I hear back, I'll update the blog.

The other contract that raises eyebrows dealt with turning a maintenance outbuilding into a communitycenter along Northwest 1st Terrace. This project had a $40,000 price tag, easily meeting the $25,000threshold for requiring sealed competitive bids.

But there was no competitive bid, and the contract went to Ridge General Construction -- whoseprincipal is Don Ridge. He is the husband of Kimberly Dellastacious, an architect who had beenretained by the housing authority as a consultant. A Google search for Ridge General Constructiontakes you directly to the site forDellastacious' architecture firm,

I spoke this afternoon with Dellastacious, but she hung up the phone shortly after I introduced myself,saying, "I'm not talking to you because I'm not really sure who you are." (Artic le enti t led, New
http://www.gainesville.com/article/20111214/ARTICLES/111219793?p=1&tc=pghttp://www.gainesville.com/article/20111214/ARTICLES/111219793?p=1&tc=pghttp://www.myactsofsedition.com/my_acts_of_sedition/page/3/http://kd-architect.com/http://kd-architect.com/http://www.myactsofsedition.com/my_acts_of_sedition/page/3/http://www.gainesville.com/article/20111214/ARTICLES/111219793?p=1&tc=pghttp://www.gainesville.com/article/20111214/ARTICLES/111219793?p=1&tc=pg

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Documents Suggest Need fo r Deeper Invest igat ion of Deerf ield Housing Autho ri ty, February

22, 2010).

Below, is an email to Pamela Davis from Deerfield Housing Authority Commissioner Michael Weiss (who

was newly appointed), which outlines the problems within the agency as well as what he expects the

Inspector Generals Office to find in its audit:

Date: September 25, 2011 6:30:50 PMSubject: Request of Public Interest

Executive Director Davis;

For nearly the last two years, the City of Deerfield Beach, along with its contracted Forensic Auditor KesslerInternational, DBHA Commissioners, and members of the general public have been unable to get answersto numerous inquiries posed to your staff. Additionally, you have ignored answering my simple questionsabout basic agency policy.

As Commissioner, it is my responsibility to ensure agency management does not willfully or negligently

commit any wrong doing, circumvent written policy, and violate State law and Federal regulations. Alongwith the upcoming HUD OIG comprehensive audit, it was disturbing to learn Mr. Timothy Donnelly, BrowardState Attorney's Office Director of the Special Prosecution Unit, will be opening an investigation into ouragency.

Therefore without delay, I require the following:

1. Acknowledgement of this email.

2. Upon receipt, forward a copy of this message to Mr. Donnelly and Mr. Armando Fana (US HUD)

which outlines my areas of concern. Those concerns are listed at the bottom of this email.

3. Carbon copies sent to the entire Board, Mayor Noland and Commissioners Miller, Preston,

Popelsky, and Ganz.

I cannot stress the importance of your immediate compliance with this direct order.

Commissioner Michael WeissDeerfield Beach Housing [email protected]@[email protected]

[email protected]@[email protected]

[email protected]

Failure to Properly Procure Legal ServicesThe DBHA first began utilizing the services of Attorney Bill Crawford in 1993, while Attorney Tom Connickwas Chairman of the DBHA Board.

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From 1993 through 2010, the ED failed to advertise an RFP for Legal Services, yet all other professional

services were properly procured. (A/E, Audit, Fee Accounting, IT)

In 2011, Attorney Bill Crawford was commissioned to write the DBHA Legal Services RFP, and prospective

Bidders were instructed to correspond with him.

Bid scoring sheets from the September, 2011 demonstrate that numbers were crossed out and changed

post-scoring. Were if not for these inconsistent scoring changes, another firm would have won the Bid. Eg.

Higher score one cost when his costs were higher. Crawford won the Bid with the adjusted numbers.

A conflict of Interest existed in which one of the scoring Commissioners who changed scoring numbers,

Giannino, was actively negotiating a favorable Promissory Note with Attorney Crawford for funds due the

DBHA.

Conflict of Interest ViolationA serious conflict of interest violation exists between DBHA agent Architect Kimberly Dellastatious (A/EServices Bid 2008) and her husband, Contractor Don Ridge of Ridge General Construction.

Ridge General Construction was the recipient of a $42,000 No-Bid/Single Quote Outbuilding Conversion

contract paid through the Palms of Deerfield Town Home account, a $10,000 public housing contract for Unit

#76- Stanley Terrace apartments in which Ridge was the highest quote three door replacement projects in

which he was the highest quote in two cases. Architect Kimberly Dellastatious was involved in all of Ridge

projects in some capacity and made arrangements to pick up payments for Ridge.

The Procurement Corrective Action Plan submitted to the DBHA Board by ED Pam Davis in February, 2010

fails to inform the Board that a relationship existed between the parties.

No-Bid ContractsIn August 2009, the ED signed a contract with Best-Tec Inc. for the abatement of asbestos in 47 units at$2,200 per unit for a total contract cost of $103,400. No formal bid was done.

In August 2009, the Ed began utilizing the services of ETS Environmental Inc. to conduct testing in the units

at $575 per unit for a total contract cost of $27,025. No contract was present. No formal bid was done.

The Procurement Corrective Action Plan submitted to the DBHA Board by ED Pam Davis in February, 2010

omitted payments made to Best-Tec Inc. so that it appeared that the DBHA had not exceeded the $25,000

Bid Threshold and the Board was informed that Operating funds were not subject to procurement

regulations.

Non-Compliance with Small Purchase Procedures

A review of small purchase procedures, those between $1,000 and $25,000 for the period of January, 2008

through October 2010, by Forensic Auditor Kessler International demonstrated a consistent pattern of

noncompliance with obtaining the required quotes when certain vendors were concerned. One vendor in

particular that should be examined is Geophil Enterprises Inc. Geophil Enterprises submitted a 400%

increase for services for employee training with no other quotes received and a $5,000 charge for StrategicPlanning with no other quotes received.

Thank you,

Commissioner Weiss

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Retrieved from Article entitled, Allen Wests Request Met: Investigation Into Deerfield Beach Housing

Authority Pending,Broward News, Sept. 26, 2011.

Note: The above documentation explains why Ms. Davis has a major problem with staff sending

emails, as she is insistent on covering her tracks by leaving no email record. This is why the problem

of bad Executive Directors being able to move around to different Housing Authorities is that they

become more prolific at what they do. They become more prolific in hiding financial transactions,avoiding procurement policies and bidding contracts, and hiding their abuse of employees by refusing

to respond to emails and not leave a track record, like the above the document. Again, Ms. Davis

hates it when employees document anything in emails, it makes her angry. My thought is this, if you

have nothing to hide, why worry? Well, the answer is clear, Pamela Davis has a lot to hide.

Electronic Tracking

It is understandable that an employer can electronically track its employees. However, Ms. Davis recently

implemented electronic tracking by having the Finance Director, Michelle Beans, monitor Verizon accounts of

GHA issued cell phones, location GPS tracking, workstation phone monitoring, computer/email monitoring.

When these systems are put in place with a goal to avoid waste and abuse, and there is a policy governingthese activities, it is a great tool to have for internal controls. However, GHA does not have a policy regarding

electronic devices which has been disclosed to its employees. It is my understanding that Ms. Davis has

implemented this across the board but has targeted an individual she wants to terminate, but she needs a

track record that she is monitoring everyone.

MISLEADING INFORMATION TO THE BOARD OF COMMISSIONERS

I have personally observed Pamela Davis present false or misleading information, even on simple things. For

example, the new HUD Jacksonville Director, Ellis Henry, visited the Gainesville Office. When I met him, we

were making small talk about Housing Authority counties and cities combining as one Authority. I advised Mr.Henry that was the case at one point with Decatur/DeKalb Housing authority. Ms. Davis was listening to our

conversation, and in turn, reported to the GHA Board of Commissioners that HUD was recommending

Gainesville Housing Authority oversee Alachua County Housing Authority (recorded in Board minutes). In

fact, Commissioner Evelyn Foxx asked me directly, if this was a true statement. I advised her that I did not

foresee that happening. I then pulled the Board minutes and confirmed she presented misleading information,

as usual, in an effort to give the Board a false sense that GHA is performing so well that HUD would

recommend it oversee another housing agency.

In the Deerfield case, OIG did not conduct an investigation, however, there were some things occurring at

Deerfield Housing Authority where an audit would have been warranted. See Article below:

Housing Authority employee fired during criminal investigation

By Ariel Barkhurst, Sun Sentinel, August 14, 2013

A Deerfield Beach Housing Authority employee who was fired recently is the subject of a criminal investigation,said DBHA attorney David Tolces. Cardra Robinson, 43, had worked at the housing authority since April 2009
http://articles.sun-sentinel.com/2013-08-14/fl-dbha-employee-fired-20130813_1_deerfield-beach-housing-authority-criminal-investigation-administrative-assistanthttp://articles.sun-sentinel.com/2013-08-14/fl-dbha-employee-fired-20130813_1_deerfield-beach-housing-authority-criminal-investigation-administrative-assistanthttp://articles.sun-sentinel.com/2013-08-14/fl-dbha-employee-fired-20130813_1_deerfield-beach-housing-authority-criminal-investigation-administrative-assistant

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as an executive and administrative assistant. She was fired last week for the "alleged misappropriation ofDBHA funds for your personal benefit," according to her termination letter. The letter does not say how muchmoney is involved. The DBHA has no comment pending the ongoing criminal investigation by the BrowardSheriff's Office, Tolces said.

Former Deerfield Housing Authority employee gets 18

months for theft

January 16, 2014| by Rafael Olmeda, Sun Sentinel

A former employee of the Deerfield Beach Housing Authority was sentenced to 18 months in federal prison andordered to pay more than $348,000 in restitution for skimming money from the federal Housing and UrbanDevelopment program.

Cardra Robinson, 43, pleaded guilty last November to theft of government funds. Prosecutors said she used herposition as an executive administrative assistant with the housing authority to direct payments intended forlandlords into her personal bank account from July 2012 to August 2013.

GOLF TOURNAMENTTHE PROJECT OF PAMELA DAVIS HUSBANDCurrently, Pamela Davis husband is hosting a golf tournament, at the expense of Gainesville Housing

Authority. If Cardra Robinson (Pamela Davis Secretary at Deerfield HA)is charged with stealing over $1,000

of government funds for her personal use, how is this case any different? This Golf Tournament is being used

for personal use (Pamela Davis Husband).

She solicited the expertise and skill of Regla Exavier to solicit funds and network with community agencies,

and use her contacts to get donations for her husband. In fact, Davis husband advised Ms. Exavier that he

and Ms. Davis needed to make a name for themselves in the Gainesville area. Her husband is also a

frequent fixture at the GHA office, meeting with staff, giving them direction on the Golf Tournament. Regla

Exavier, JTEP Coordinator, has been put under severe stress from Ms. Davis as she demanded Ms. Exavierget donations for her husbands event. Regla advised me she is keeping documentation and records of this

event. She did forward me the brochure, where she fought to get Pamela Davis husbands name removed

as the person to send donations, because the Chamber of Commerce employees advised her it wreaked of a

scam. Also, Davis husband is an unknown in the Gainesville area so he is using GHAs name as well as their

Non-profit IRS designation. All of these things are abuse of authority by Pamela Davis and misuse of federal

funds. She pitched it to the Board that it will benefit the Job Training and Entrepreneurial Program, but as you

will see from the attached information, there has never been a bonafide JTEP at GHA. All events and activities

were funded by other agencies.

The conflict of interest lies in the fact that this is an event for Pamela Davis husband. Also, GHA paid for theevent and solicited donations from contractors and vendors without a HUD exception. This may or may not be

the case, as far as if actual contractors were solicited because nothing is documented (budgetary) on this

event. Pamela Davis, like many other Authorities, is using Job Training as the reason for this fraud, when

none of this will benefit the Job Training program. Not only is this an event for her husband, she is making it

mandatory for salaried employees to attend and work this event, because we will work her husbands event

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for free. I resent the boldness and blatancy of her actions. She does not fear any repercussions because she

is never held accountable for her actions.

I am positive there are numerous procurement violations within the GHA. For example, sending the Resident

Commissioner and residents from the property she lives (Oak Park), to a Reuben Studdard concert, paying

for the tickets, using the GHA van, using a maintenance worker to drive them and buying him gifts with GHA

funds, and paying him for the hours is questionable. The Resident Commissioner has now ceased questioning

any of the behaviors of Pamela Davis, like not being able to communicate with the Operations Director as told

her by Pamela Davis. She is going to numerous trainings, travel being paid for by GHA. While on first glance

this is isnt a problem but this is the only property receiving funds from GHA for their Resident Council (they

are not registered with the state as Pamela Davis claims thats why she doesnt give the money to the other

properties), Oak Park should have used their funds from the Resident Council treasure for this trip. It appears

to be hush money for this resident commissioner, who was hand-picked by Pamela Davis.

In fact, every board member was hand-picked with the exception of the Chair and Vice-Chair. I witnessed her

viewing them on the internet, showing me their pictures, looking for younger people, as shes fascinated with

younger people and the age thing. She actually compared me to the previous Operations Director who was

a 30 year-old male and I am a 52 year-old female. It lends credence to her delusions of youth and grandeur

without wisdom. She insinuated that he was able to do more, like the team building event she made

mandatory, walking in the woods for over 10 hours, doing military-like exercises. I advised her of my allergies

and the severe bronchitis I had, still on an inhaler, would not allow me to be exposed to the heat, dust, flowers,

and that level of activity for 10 hours. I was having breathing treatments during that time, but she is always

insensitive to other people. I landed in the emergency room, after going into the vacant units with roach

droppings, dust and other unclean particles which were sitting in those use for 6-12 months, because there

wasnt a gatekeeper. She claimed, she hadno idea of that, she though Ranaldo was on top it. This is why

I resent how she treats me trying to take it over after I physically became ill trying to get this done in 45 days.

She wants what she wants and if you are not willing to cooperate, you become her target. I am exhaustedemotionally from being subjected to her venom and the hostile environment Pamela Davis has created. I am

not sure why OIG dropped the audit in Deerfield because shortly after, Cardra Robinson was sentenced to 18

months in prison. I dont know the extent of the damage Pamela Davis has caused in Gainesville but I am

more than positive that a forensic, well organized audit by the top OIG auditors, will discover more than we

could have imagined. This includes procurement practices (Vince Marino, Pamela Davis); Financial

Management, dummy accounts, bogus entries, fraud (Pamela Davis, Michelle Beans). I refuse to be a cohort

of Pamela Davis and still do know what the global outcome will be. However, I do know that I cannot continue

to work with or around such venomous, vicious, unqualified, unethical amoral individual. I call her a bottom

feeder because she doesnt focus on the business of the day but she is like a garbage receptacle, taking in

the gossip and negative infiltration of others and then spew it out during Executive Team meetings and one-on-one meetings. Operationally, she is absent. Professionally, she falls off the charts with a minus zero. I

have never witnessed such horrible mismanagement and gross abuse of authority

EVER!!!!

.

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NOTE: Tracy CarrollDOCUMENTATION IS AVAILABLE TO PROVE THE AMOUNTS MS. CARROLL HAS BEEN PAID,

THE AMOUNTS MALIK BROWN HAS BEEN PAID AND THE FACT THAT MS. CARROLL DOES NOT HAVE A LICENSE FOR

DOING BUSINESS. IN ADDITION, NO BACKGROUND CHECKS WERE CONDUCTED ON MS. CARROLL TO ENSURE THE

SAFETY OF THE RESIDENTS UNITS SHE IS ALLOWED TO ENTER, SHE IS ALSO MANAGING A PUBLIC HOUSING

COMMUNITY CENTER, RUNNING PERSONAL PROGRAMS ON GHA PROPERTY, SHE ALSO IS THE CLEANING PERSON

FOR GHA OWNED BUILDINGS AND SHE IS CONSIDERED A VENDOR. SHE IS ALSO A SECTION 8 RESIDENT. SHE

HAS FREE ACCESS TO GHA ADMINISTRATIVE FACILITIES, AND OTHER LOCATIONS, AND WALKS IN AND OUT OF THE

EXECUTIVE DIRECTORS OFFICE AT HER LEISURE.

FAILED BRAID SHOP

Pamela Davis also assigned Regla Exavier to solicit donations (using her contacts) to open a Braid Shop.

Ms. Exavier had to solicit funds, as the JTEP Program does not have a budget, so she has no funds to assist

residents. Ms. Exavier received the funds from a local agency to pay for the training and licensing of the three

residents who were going to work in the braid shop. Pamela Davis, set a date for the ribbon cutting, and

released the hype surrounding GHA opening a braid shop and candy store. The ribbon cutting garnished

much local media attention and community buzz, which quickly faded because upon inspection by the State

of Florida Department of Professional Regulation, the only thing the three braiders could do is braid natural

hair. Florida requires a health and safety course, and registration of the business. Therefore, a licensed

cosmetologist was needed.

Pamela Davis, did not do her due diligence, as she thought the braiders could also braid weave and do weave

styles. As a result of this, all three of the braiders quit. In addition, Ms., Davis assigned the current receptionist

of GHA as Manager of the braid shop. She also loaned another resident the funds to open a candy store at

the braid shop and recently solicited him to act as the cosmetologist as well.

Since opening in April 2014, there has been no further activity. This is typical Pamela Davis project, making

decisions at the drop of the hat, without exploring the rules or regulations which govern the project. She hypesit up and its usually ends in epic failure based on bad decisions made by her, of which, she covers up with

lies and manipulation.

JENNIFER RIVERS, OPERATIONS DIRECTOREXPERIENCE WITH PAMELA DAVISHired Ju ne 7, 2013

When the investigation started at Deerfield Housing Authority, Pamela Davis actually jumped ship. She is

good at diverting, and omitting answers to questions. She is also a master manipulator of facts and how she

presents them to the Board. If anyone questions her or her actions, she then states I cant trust you so she

begins her hostile tactics to force you to either leave the agency or she tightens your mobility throughout the

agency by putting you under scrutiny. By then you know she is looking for a reason to terminate you. By

then, you know, you are her target.

During my interview with Pamela Davis, there were some red flags. For example, she talked incessantly about

the TV Show Scandal. I had not watched the show and did not know who or what she was discussing, until

she told me the name of the show. I was taken aback, because I thought she was conducting an interview.

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She finally turned and looked at me, after ranting about unrelated topics, texting, and fiddling with her cell

phone, and said Can you work for me? I was surprised she hired me because I did not connect to her, even

during the interview. However, I was quiet because it was a strange interaction but she could have perceived

me as docile.

I began with high expectations and excitement about working with the community, networking with agencies

to provide the best residential support and services available. The Gainesville Housing Authority (GHA), hada bad reputation under previous management for waste and abuse. Upon employing a new Executive

Director, positive change was expected. However, what has resulted is beyond what could have been

imagined. Pamela Davis has either sabotaged everything I have attempted to accomplish at GHA or she has

taken it over. She is impossible to work with, chaotic, unorganized, inconsistent, unprofessional and

unqualified to lead an organization.

Across the nation, PHAs have suffered tremendous financial loss due to poor management of Executive

Directors who are appointed by the Board of Directors, and the Board is appointed by Mayor. The problem is

that many of the Board members are not acclimated to federal regulations governing PHAs and some Mayors

leave the responsibility to the actual Executive Director to hand-pick their own bosses. At least, this was

the case at GHA.

Like any other employee, there is much trepidation in approaching this complaint because most incapable,

abusive Executive Directors rule with an iron fist of fear, and the Executive Director at GHA is no different.

The employees who have voice their concerns to me are too fearful to step forward. I have considered

stepping forward since April, 2014, as I have seen things go from bad to worse, including quick management

decisions being made out of anger and retaliation. The latest management changes were a direct attack upon

my character and credibility within the organization, and I realized it was the time to step forward, at the risk

of further retaliation from Ms. Pamela Davis. Further, the environment is intolerable and unbearable for me.

The only reason I am confident in moving forward and seeing this issue to its resolutions is due to the InspectorGeneral Act Section 7(C), which states:

Any employee who has authority to take, direct others to take, recommend, or approve any personnel

action, shall not, with respect to such authority, take or threaten to take any action against any

employee as a reprisal for making a complaint or disclosing information to an Inspector General,

unless the complaint was made or the information disclosed with the knowledge that it was false or

with willful disregard for its truth or falsity.

Inspector General Act 5 USC 2302(B) (8), states:

A federal employee is protected from retaliation for disclosing a violation of any law, rule, or regulation,

or gross mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific

danger to public health or safety to the Inspector General of an agency.

Inspector General Act 5 USC 2302(B) (13), states:

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Prohibits all agency from enforcing any nondisclosure policy or agreement, if such policy or agreement

does not inform the employee that the policy or agreement does not alter the employee s right to

communicate with Congress or report to an inspector General a violation of any law, rule, or regulation,

or mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific danger

to public health or safety, or any other whistleblower protection. The statute does not authorize the

withholding of information from Congress or the taking of any personnel action against an employee

who discloses information to Congress.

Inspector General Act 5 USC 2302(C), states:

Requires the head of each agency to inform employees of the rights and remedies available to them

regarding disclosures, including how to make a lawful disclosure of information to the Inspector

General of an agency, Congress, or other agency employee designated to receive such disclosures.

Pamela Davis, Executive Director of Gainesville Housing Authority ensures that employees know that she is

final authority at GHA, she is the Owner (as she tells residents), and to further cement this belief, GHA does

not have a Human Resources Department. In fact, during a resident meeting with Ms. Davis, an elderly

resident questioned her regarding GHAs future and some things he had heard were going to occur. Ms.Davis replied, Did you hear that from me!!! the resident replied No, Ms. Davis (with an attitude), said well

then. Next!! As if to say, I am the final authority and if it didnt come from ME, it wont happen. Again, she

has frequently stated, she is the HNIC(Head Nigger in Charge). Her Secretary, Elizabeth Pannell, asked

me, What does HNIC mean? I asked her why? she said because I keep hearing Pam say that to people. I

said well Beth, it means Head Nigger in Charge. Beth said, OMG!!! Why would she say something like that?

I am trusting that this letter will not fall on deaf ears or be taken lightly. It is with serious and grave concerns

that I take time to write this letter, as I feel functions at GHA must be reviewed by an authority higher than the

Jacksonville HUD Office. It is at the point where the management of the organization and oversight of the

Executive Director must be addressed by the HUD Washington office. I am requesting this specificintervention for manifold reasons: 1) Policy changes needed relative to oversight of PHAs, 2) Selection of the

Board of Commissioners, and 3) Qualifications of the Executive Director. These reasons are the top-layer

and the following reasons are the bottom-layer: 1) It is unfair for me to leave my position as Operations

Director because the Executive Director doesnt trust me; 2) Lack of Human Resources Department to assist

employees with legitimate EEOC complaints, 3) I will walk away with grief over the 1,300 plus, residents and

children GHA serves, most of which are an elderly population who depend upon honest and credible

employees and 4) Deal with innate sadness of watching talented, innovate, professional staff walk out the

door because of the atrocities tolerated at GHA and perpetrated by the Executive Director.

Tonight I cringed as I listened to Regla Exavier weep over the phone, stating that the Executive Director treats

her as if she doesnt exist, she wants to kill herself, she weeps at her desk during the day, this woman has

ruined her life, she will suffer financially but she would die if she remained employed at GHA. I agree that,

emotionally, one would wither away, as this Executive Director seeks to strip strong, talented individuals of

their strength and dignity. It is an honor to serve the community in this capacity, but she has a proven track

record of performing dishonorable deeds. She manipulates other employees against the individual, strip you

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of authority, use your talent to her benefit and acts speciously in Public to garner the respect and honor of the

community at others expense.

Her management style is fear-based, if you dont serve her personal agenda and carry out her personal

desires, she labels you as a traitor and she verbally states I cant trust you. You performance is not a factor,

it matters whether or not she can control you, manipulate you and basically own you. If she cant personally

own you, she doesnt want you in the organization. She creates hostility with other employees toward hervictims by becoming a victim herself and sharing her distrust with staff. In an effort to please her, they must

disown, disavow, separate and ostracize her perceived perpetrator. Ms. Davis, GHA Executive Director, is

quiet successful at this tactic. The people literally become her servants, as her Secretary stated to me today,

Pam, says she is just beginning to trust me. This is the kind of statement she makes to lull her victims into

her web and then began using and pitting them against others by giving them an assignment to watch or

collection intel on her victims. This makes the individual feel valued and powerful, even if its in a demeaning

fashion, she is the boss and they merely crave her acceptance.

Personally, I have taken more sick leave days within the last 2-3 months that I have in the past year due to

the stress of working with Pamela Davis. Not knowing what adverse action she will take next, and guise it

with some fabricated, specious story to me and/or the Board is beyond what any staff member should

continuously contend.

It is clear to me, and I am positive other staff has witnessed her actions, Ms. Davis no longer wants

me employed by GHA. Her reasons are purely personal, not because I have not reached milestones,

exceeded goals and contributed to GHA being removed from HUDs Troubled status (Documentation

available). She has stripped all authority from me, removed a Department that I significantly improved from

me and continues to keep me out of the management loop, because as she puts it I need an Operations

Director I can trust. I have never figured out what that statement means, as it has no professional bases, it

has not substance, in fact, my performance at GHA would have been rewarded generously at a mainstream

business. However, I was punished for getting results, because it took the spotlight away from her. I amworn out from dodging javelins from Ms. Davis. She has confronted me on hearsay, she has rolled her eyes

and popped her neck walking down the hallways, and she has excluded me from involvement in pertinent

decisions related to my staff and department I oversee. She strictly deals with the Finance Director and

includes her in matters which are unrelated to her role in the company. It has been noted, Pamela Davis will

always have cohorts, technically skilled people who she uses to carry out her deeds. She gains strength from

soliciting others (through gifts and other favors), to serve her personal agenda.

Bottom line, I am in desperate need of the assistance of your office. The Gainesville community deserves

better, there is much opportunity for GHA to grow but it is dying a slow painful death under the leadership of

Pamela Davis (She came to GHA with a tainted record and she has infiltrated GHA with her venom and

contamination and it will be necessary for an entity above Jacksonville to get her attention. The HUD

Representative, Sonia Brewster, would immediately refer any information given her to Ms. Davis. The entire

year before I arrived at GHA, Sonia Brewster did not confront the previous Operations Director on the low

occupancy rate of GHA. She allowed the issue with the files and the unacceptable occupancy rate to continue

without confronting management. Upon my arrival, I had 45 days to fix the problem, as ordered by HUD.

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Ms. Davis advises the Commissioners they cannot speak to employees, she advises us to refer them to her,

if they attempt to speak to us. She is getting increasingly bold in her behavior because she is accountable to

no one. Below, I have provided examples of housing authorities who have allowed this type of behavior for

years and the countless millions lost because of fear of retaliation silenced the employees and the

commissioners were not acclimated to regulations enough to explore the issues.

Part of the reason employees simply find other employment, is because these type of complaints regardingExecutive Directors fall on deaf ears, become political against the employee and they don t have enough

power or clout to fight them. For many low-income people, government rent assistance can mean the

difference between having a roof over their heads or being homeless. However, you have opportunists hired

as Executive Directors who abuse these funds and the employees. For example:

1. San Francisco Housing Authority Executive Director discriminated against employees, used

offensive language and assigned employees he disliked menial jobs, such as organizing recycling was

allowed to maintain his position and was eagerly supported in the lawsuit against his behavior by the

Board of Commissioners and the Mayor. The HA already had several bad EDs who were ousted for

mismanagement financially so they tolerated the behavior against the employees. This ED earns over

$200,000 per year, company car and paid pension with several weeks of sick leave per year.

(http://www.sfgate.com/bayarea/article/Suit-calls-S-F-housing-head-bully-racist-4084464.php).

2. Taos County Housing Authority - Executive Director sentenced to 30 months in prison for

conspiracy to steal federal funds. Husband/Co-Conspirator sentenced to 24 months in prison. The

couple was ordered to pay $786,014 in restitution. (Ms. Davis used GHA funds for her husbands golf

tournament, used GHA staff, made it mandatory for the Executive Team members to work at the event,

solicited the board support of which they did not question how this event would benefit the HA. If she

is this bold, what other GHA finances are being used. She has had GHA property delivered to her

church office for use by her Pasto. Ms. Davis is also named in the indictment of her previous Secretary

in Deerfield Beach Florida, as remaining in communication with her since being employed by GHA,

and the employee was her direct hire who was accused of committing theft over $300,000)

(http://www.fbi.gov/albuquerque/press-releases/2014/former-executive-director-of-taos-county-

housing-authority-sentenced-to-30-months-in-prison-for-conspiracy-to-steal-federal-funds).

3. Fairfield Housing AuthorityElizabeth Guitierrez, Executive Director of Fairfield Housing Authority

was sentenced in Federal Court for stealing $30,000. Prior to coming to Fairfield, she served as

executive director of the Danbury Housing Authority. It appears to be a common practice that once

they are forced out of one housing authority or even fired, they somehow land the exact same job

somewhere else. Why? Gutierrez wrote two $15,000 checks to a vendor who was never hired and

deposited them in her checking account before using them to pay off her credit card debt.

(http://www.fairfieldcitizenonline.com/news/article/Former-Fairfield-Housing-Authority-director-

4961948.php).

4. Apalachicola Housing AuthorityExecutive Director charged with stealing thousands of dollars in

federal housing funds and spending them on personal items. Selena Jo Noblit used the Has credit

card to purchase personal items including clothing and vacations, first surfaced by visit by

representatives of the Jacksonville Office of Public Housing. This was found by HUD officials

performing a basic operational challenges audit. They found problems with governance,
http://www.fbi.gov/albuquerque/press-releases/2014/former-executive-director-of-taos-county-housing-authority-sentenced-to-30-months-in-prison-for-conspiracy-to-steal-federal-fundshttp://www.fbi.gov/albuquerque/press-releases/2014/former-executive-director-of-taos-county-housing-authority-sentenced-to-30-months-in-prison-for-conspiracy-to-steal-federal-fundshttp://www.fairfieldcitizenonline.com/news/article/Former-Fairfield-Housing-Authority-director-4961948.phphttp://www.fairfieldcitizenonline.com/news/article/Former-Fairfield-Housing-Authority-director-4961948.phphttp://www.fairfieldcitizenonline.com/news/article/Former-Fairfield-Housing-Authority-director-4961948.phphttp://www.fairfieldcitizenonline.com/news/article/Former-Fairfield-Housing-Authority-director-4961948.phphttp://www.fbi.gov/albuquerque/press-releases/2014/former-executive-director-of-taos-county-housing-authority-sentenced-to-30-months-in-prison-for-conspiracy-to-steal-federal-fundshttp://www.fbi.gov/albuquerque/press-releases/2014/former-executive-director-of-taos-county-housing-authority-sentenced-to-30-months-in-prison-for-conspiracy-to-steal-federal-funds

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staffing levels, and maintenance operation, including an average cost per work order that was

more than 10 times the national average. (I think HUD will find that hundreds of thousands

being spent paying work orders for Tracy Carroll, the only resident making money on the

program for years, along with an additional resident who was not on a lease when Ms. Davis

put him to work off the streetno application, background check or license. Malik Brown was

living in a GHA property without being on the lease. She said, find something for him to do in

a unit this weekend. He did not even apply through JTEP, its Pamela Davis style. While other

residents jump through hoops to get her attention. If they are competition for Tracy, theyre

done. Pamela Davis simply said I dont know why he is with that girl or what he sees in her.

I advised her that girl is his wife. While she is old enough to be his mother, it was clear, she

had an abnormal attraction to this kid. So, she make sure Malik Brown and Tracy Carroll are

paid more than what I am being paid as an Operations Director, with a Masters Degree).

In the Apalachicola Housing Authority case, the U.S. Attorney praised the work of the U.S. Department of

Housing and Urban Development whose investigation led to the indictment in the case. Its great that this

case was actually prosecuted. (http://www.apalachtimes.com/news/local-news/former-housing-authority-

director-indicted-1.158233?page=2) .

The Sanford Housing Authority (No charges files against ED for gross mismanagement of funds)

I believe any Housing Authority, including GHA, could end up in the exact same situation as The SanfordHousing Authority in Florida. GHA buildings were built in the 1950s and no major renovations has taken placeto update structurally or the infrastructure. For years, there were allegations of mismanagement that wereignored, and the facility has diminished to six (6) units, because the Federal funds were being used for thepersonal gain of the Executive Director.

Seminole News Reporter, May 2014

Despite hundreds of thousands of dollars of taxpayer money that continues to go into the Sanford HousingAuthority, most of its buildings are boarded up and empty. For years the SHA has faced allegations its leadership

misused and mismanaged funds. An audit showed a former executive director even used public funds for privatetrips to places like Israel, Puerto Rico, and Las Vegas.

Floridas 7thDistrict Representative John Mica says the Sanford Housing Authority has a budget of $840,882 forfiscal year 2014, yet it now serves only six families. Congressman Mica says at a hearing Thursday in WashingtonD.C., he learned the Housing and Urban Developments Inspector General sent the U.S. Department of Justice acriminal referral following the audit, which opens the door for DOJ to prosecute.

Yet Mica announced at a Friday news conference that the Department of Justice has decided it will not befiling criminal charges against anyone with SHA. Its a sad day for the taxpayer, its a sad day for holdingpeople accountable whove misused public trust and funds, said Mica. Mica says hes now looking intopossibly filing civil charges, or even criminal charges if laws were broken at the state leve l.

Deserves justice for the taxpayer, and deserves justice for the people who now have no place to l ive becausethese units are boarded up and a trust was abused, said Mica. One of the few remaining residents at CastleBrewer Court in Sanford talked to News 13 about her frustrations with the Sanford Housing Authority. I think theyshould file charges because thats not right for them to just blow the money like that and not like fix em up. Got itaround here looking like a ghost town.The resident did not want to be identified.
http://www.apalachtimes.com/news/local-news/former-housing-authority-director-indicted-1.158233?page=2http://www.apalachtimes.com/news/local-news/former-housing-authority-director-indicted-1.158233?page=2http://www.apalachtimes.com/news/local-news/former-housing-authority-director-indicted-1.158233?page=2http://www.apalachtimes.com/news/local-news/former-housing-authority-director-indicted-1.158233?page=2

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I completely agree with and love the passion of Congressman John Mica, when will we hold these folksaccountable. MY MOTTO IS THIS: Hire folks who care and punish folks who dare!!! IT MUST BE ABOUTOUR RESIDENTS AND NOTHING LESS, WE MUST AIM TO PROVIDE THE BEST!!!!

While HUD OIG has an Integrity Bulletin which addresses how PHAs can avoid embezzlement of Public

Housing Funds, more than integrity alerts are needed. Restructuring of Board of Commissioners and the

criteria for selection of Executive Directors must be more stringent. HUD formulate rules for recipients of the

programs, the same care should be given to the hiring of administrators and overseers of the federal dollars.

OIG correctly states OIG has seen repeatedsituations in which people who have been caught embezzling

have left one PHA only to be hired by another. A Bureau of Justice Statistics study showed that 66 percent

of fraud offenders were rearrested within 3 years so the rate of repeat offensesby embezzlers is high.

Pamela Davis is a repeat offender, as she caused major problems for the Deerfield Beach Housing Authority

and community. This is equal to recidivism in the justice system. According to Merriam Webster, Recidivism

is one of the most fundamental concepts in criminal justice. It refers to a person's relapse into criminal

behavior, often after the person receives sanctions or undergoes intervention for a previous crime.

Pamela Davis misuse of funds is due to opportunity and a Finance Director who has autonomy. This is critical

information regarding the Finance Director, Michelle Beans. Michelle has complete control and

autonomy with all GHA electronic software and programs, including personnel (employee data,

salaries, benefits, et al, housing authority software, waitlist software, tenant data and HUD

programs/financials. She also oversees payables, receivables (cutting all checks, entering invoices,

etc.) anything to do with maintenance of electronic data, including cell phones and computers. Pamela

Davis cannot even access these programs in the absence of Michelle Beans. The Finance Programs,

the IT security, program integrity (data/information) is all managed by one person without a

gatekeeper. She has all information to bank accounts, passwords to every program. All pertinent data

in accessing financial accounts are in the control of Michelle Beans. This is a severe conflict of

interest. No one is allowed to view any of her records or anything behind scenes in Finance.

IMPORTANT

When OIG investigates GHA, Michelle Beans and the Fee IT Company needs to be locked out of GHA

systems as not to destroy or alter documents. GHA system can be remotely accessed from any

location. Michelle Beans, Fee IT Company and Pamela Davis, need to be immediately blocked from

accessing this system, once they are advised of the OIG Investigation.

When asked specific questions related to Finance, Pamela Davis cannot articulate at all. I received a quarterly

Bonus Report for the Property Managers from Michelle. I immediately knew it was skewed as to prevent

anyone from getting the bonus. Firstly, she submitted write-offs the 1stquarter, she calculated per AMP rather

than per property as she had previously done. I met with Pamela Davis and specifically asked her How are

these bonuses calculated. Pamela Davis gave me a deer-in-headlights look, she did not know. I spent the

entire July 4thholiday recalculating the bonuses, comparing to previous reports and presented my case over

the phone to Pamela Davis. Simply put, Michelle Beans had no explanation for skewing the numbers. She

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put on a false humility and said what do you want me to do? Wow, her job is to do the number RIGHT

THE FIRST TIME!! And not have to get CAUGHT, TO DO THE RIGHT THING. I remember, at that point,

Vice-Chair of the Board, Commissioner Evelyn Fox saying to me Ms. Davis is a horrible person, I see you all

walking around on egg shells, and she will fire you if she sees you talking me. Vince and Michelle is going to

be the death of her at GHA. I agree with that statement.

The Finance Director, Michelle Beans, is excellent at falsifying information and skewing data, as I saw this

when I audited a Bonus Report she created for the Public Housing Managers and supposedly a bonus

program was created for Maintenance Mechanics of which I have never seen. No other employees receive

bonuses. The Finance Director has the greatest opportunity to embezzlement funds from GHA. When two

or more functions are in the control of one person, the potential for fraud is greatly increased, as is the case

with the Finance Director. This individual also controls all password information, IT contacts, Housing software

overrides, et al. There are no weekly audits or checks and balances on cash received compared to cash

deposited. I have requested reports but to no avail. As Operations Director, I should be getting regular

financial reports, the Public Housing Managers should also receive reports for their AMPS. We were advised

by the Finance Director, it will never happen. This level of operation has increased since Ms. Davis has

determined she cannot trust me, she works even more closely in secret operations with the Finance Director,I am completely left out of the executive management loopother than attending executive team meetings in

which she utilizes to throw off on me about what shes heard, gossip, and absolutely no meaningful

information whatsoever.

At the end of 2013, Michelle Beans provided a budget for each AMP. I met with the Property Managers and

reviewed each AMP, line item, asking each Property Manager to verify the total, as Michelle provided no

breakdown of the monthly totals nor any backup for those expended amounts. As we reviewed line by line, it

became clear the amounts were bogus, and did not represent any events, occurrences or actual activities

occurring at each AMP. I dubbed the report as creative accounting and refused to waste time playing with

bogus numbers like a kid in a daycare, solving a rubics cube with several missing pieces.

Again, this month (2014), Michelle mounted her false platform of disclosure to the Property Managers. Joyce

Burton, Property Manager, AMP 3, asked Michelle, when we were the Property Managers going to have

access to the data on their Asset Management Properties, Michelle quickly responded to her, without fear,

without worrying about being questioned.. That will never happen.

HUD states the following, regarding Project Based Management:

As part of asset management, PHAs must also convert to project-based management (PBM), theforth building block of asset management. As stated in 24 CFR 990.275:

PBM is the provision of property-based management services that is tailored to the unique needs of

each property, given the resources available to each property? Under PBM, [these] property

management services are arranged, coordinated or overseen by management personnel who have

been assigned responsibility for the day-today operation of that property and who are charged with

direct oversight of operations of that property. Property management services may be arranged or

provided centrally; however, in those cases in which property management services are arranged or

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provided centrally, the arrangement or provision of these services must be done in the best interest

of the property, considering such factors as cost and responsiveness.

GHAs cooked books look great and wonderful, it looks like GHA is functioning solely under Project Based

Management. However, part of the criteria of Project Based Management and the success of the PHAs

utilizing this model, is that Property Managers are heavily involved in the day-to-day operations at their site,

they are also heavily involved in the budget planning and monitoring of the finances. I have never heardPamela Davis articulate a budget for GHA, CFP, ongoing projects or any conversation related to Finance.

When the subject of Finances arise, she is mute. Is it optional for PHAs to convert to Project-Based

Management (PBM)?Under the leadership of Pamela Davis, GHA will never reach these milestones because

it requires training of management, utilizing project based accounting tools and exposing managers to larger,

successful PHAs and mainstream organizations. YOU CANT TEACH WHAT YOU DONT KNOW AND YOU

CANT LEAD WHERE YOU DONT GO. Pamela Davis simply does not have the capacity to impart this

level of knowledge, training or information nor is she willing to expose the executive team to

information of which she cannot comprehend.

It is crucial for the Executive Director to be knowledgeable about their PHAs budget, including CFP budgetand Project Budgets and have the ability to articulate the same when warranted and necessary.

OIG states, In situations in which a lot of authority is vested in a few

individuals, the role of commissioner/ board member becomes even more important as an

independent check on those key positions of Trust.

Keep in mind, these are funds from a program that received federal grant money from the U.S.

Department of Housing and Urban Development HOW LONG WILL HUD NOT REVAMP THIS

SYSTEM? ITS TOO EASY TO STEAL FROM THESE PROGRAMS. The majority of these Directors, do

not serve any jail time and are given a slap on the wrist; so it is a guarantee that billions will continueto be lost to these white collar criminals.

The lack of oversight of Executive Directors has been the number one contributing factor to:

Abuse of authority by Executive Director, Pamela Davis

o Mistreatment of staff (accusatory, confrontational, disruptive)

o Unfair and adverse actions against staff

o Unreasonable demands

Demanding doctors notes from employees who actually was at work during an

event she demanded staff to attend. Ms. Davis planned a team building event,

which required staff to walk long hours, and perform military type training exercises,which are extreme physical demand and heat of over 90 degrees, there were some

employees who could not medically perform these events, or some who would have

allergic reactions Non-compliance with labor laws. (GHA does not have an HR

Department)

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Demanding management to complete performance reviews on a deadline with

software she purchased which was never setup. When setup by Operations Director

with categories and weights, she demanded I complete (over a weekend), and she

never utilized them.

o Unreasonable expectations

o Preferential treatment toward some while holding others to higher accountability

o Inconsistent rules and policies instituted sporadically

o Unprofessional behavior towards employees and residents

Frequently acts on gossip and scuttlebutt to confront management and residents.

Behavior is very accusatory, demeaning with an attempt to assassinate character.

Frequently utilizes Executive Team Meetings to bash staff, throw-off and/or

threatened.

Reminds residents that she is the owner and they need to stand down

Comments to staff that she is the HNIC (Head Nigger In Charge), as quoted in the

movie Lean on Me by Morgan Freeman. This is an offensive remark for any

professional to make in the workplace.

Exhibits racial slurs (i.e., the only white left on the Board or this business is ownedby a black girl from the projects, who is now running the projects).

She is arrogant and prideful to the point of attacking anyone who doesnt serve her

personal agenda. (I.e. the Facilities Director tells everyone he is her dawg and he

calls her Maam and plays the role of her body guard). So, who takes care of the

facilities? This is also an individual who has been given an additional department,

taken away from the Operations Director because the Executive Director said she

cannot trust the Operations Director due to gossip she has been told. Since, that time

she has repeatedly attempted to undermine the Operations Director with verbal

attacks, accusations, sabotaging projects and advising staff not to talk to her or

assigns them to watch her. Pamela Davis uses Vince Marino to keep pertinent information off the radar, in other

words, make things non-traceable or anyone else having the ability to document or

track the incident or event. She hates documentation via emails, she also used Vince

to cover up for a Maintenance Mechanic, Robert Sapp, who had a vehicle accident in

a GHA vehicle, when he hit the rear-end of another vehicle He was charged with the

accident. Instead of Pamela Davis sending the employee to be drug tested and

involving me and Robert Sapps immediate supervisor, John Knowles. Pamela Davis

said, Vince is Security so we will have Vince take Bobby. This is how she keeps

things un-documented by avoiding following established policies. If Vince is security,

he is only security for her serving her and whatever she wants. When John Knowlesreported to me that Bobby appeared to be drinking or something was amiss with him,

I told John to document the same in an email to me and I would forward to Pamela

Davis. Upon doing so, she kept yelling at her Secretary, Beth Pannell, for being

unable to find any documentation of the last incident in the file. Beth became upset

and said to me privately that she gave the information to Pamela Davis. I told her that

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I know she didnt have it and it was never put in the file. I knew then, Pamela Davis

sought to cover up this incident, as she merely gave Bobby 30 days off with pay, no

drug re-hab was required, even though he had marijuana in his system. She knew

Vince would cover it up and he did.

Lack of qualifications and proven track record of success of Executive Director

o Lack of leadership and direction to staff

o Lack of skills and articulation of processes and expectations to staff

o Lack of follow-through

o Lack of proper oversight of programs

o Poor decision-making

o Poor financial oversight

o Finance Manager has complete autonomy (lack of sharing of information with management)

o Executive Director unable to articulate financial condition of GHA

o Executive Director uses funds to buy off threats from others

o Executive Director uses specious activities to finance personal agendas

Paid for expenses and hosted golf tournament for her husband under the JTEP

program, which a budget has never been established for the line item. Only two

individuals continue to profit from program exponentially.

The above represents the experiences of GHA employees and residents, including but not limited to

addressing mold issues timely in units, showing preferential treatment to resident commissioner by purchasing

concert tickets, buying gifts for driver, providing travel opportunities. Also, providing funds to Resident Council,

while none of these opportunities are afforded to other residents or facilities. Also, allowing one JTEP

participant access to all GHA facilities without proper background check of this individual or those working

with them, the individual is also a Section 8 resident with a $1500 voucher, but has earned in excess of

$70,000 YTD. Other residents have complained about the favoritism and this infuriates Pamela Davis to the

point of lying about this individuals credentials. The only thing Pamela Davis has been successful atdoing is creating an oppressive, hostile environment for employees who believe in following policy

guidelines and regulations. I am included in that numberthis environment is no longer tolerable for

me and has negatively impacted my health and has taken an emotional toll.

The most disheartening experience for me was with a resident (Felecia Clayton), when Pamela Davis

demanded the Property Manager to terminate her lease because her boyfriend was arrested, after Pamela

Davis advised the resident to place the boyfriend on the lease. However, another situation occurred with the

arrest of another residents husband on the JTEP program and when Regla Exavier advised Pamela Davis

she refused to act on it, saying it had nothing to do with the resident. Felecia Clayton was devastated as well

as her children. The GHA attorney, Mr. Gilmore, was contacted by Felecia and he advised her that PamelaDavis told him to stay out of it. Felecia Clayton often contacted the Operations Director for moral support and

words of encouragement.

Another issue is dealing with Pest Control appropriately. Apparently, Pamela Davis also uses the same Pest

Control Authority company she used in Deerfield, and there are numerous complaints from residents and

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Property Managers about the lack of improvement in the units. There are numerous infestations that when

using this company, it doesnt get any better. It is questionable as to why Pamela Davis would not contract

with someone local instead of using an out of town vendor.

I mentioned to Ms. Davis that the air control quality in our buildings need to be tested, as I have been using

an inhaler since August 2014, and have had respiratory issues since being employed with GHA. The

Maintenance Supervisor, John Knowles, also stated that he began having the same respiratory issues since

working in the GHA office. She shrugged it off by saying Girl, you know that kind of bronchitis takes a long

time. I knew she did not want to have the air quality tested for mold or any other substance that is flowing

through the vents at GHA. Just the other day, while visiting the Oak Park facility, when the AC unit came on,

I began to cough, sneeze, eyes starting to run water and I could barely speak. I ended up leaving the facility

and have had to use my inhaler 2-3 times per day (again), since that incident. I close the vents in my office

and run a humidifier in my office and when it gets bad, I leave and get fresh air. Pamela Davis avoids all levels

of accountability with regard to mold and other issues occurring in GHA buildings. She mentioned that she

avoided the bid process in Deerfield because the asbestos was a health and safety issue to the residents,

Pamela Davis refused to have the items of an elderly residents unit cleaned, knowing he was returning home

from the hospital and his unit was filled with mold, she said, thats not a GHA issue, they need to have rentersinsurance. So, using concern about the health and safety of residents in Deerfield was a specious statement,

to manipulate others into believing she actually cares. SHE DOES NOT. However, in reviewing the files, she

had performed these tasks for several other residents, including having their clothes laundered due to their

unit being filled with mold. It is difficult for any other individual to make policy decisions, because you NEVER

know which direction Pamela Davis is going, it depends on how she feels at that moment and not on the

consistent and basis of GHA policies. I have always struggled to determine the basis of her decisions.

Documenting the work experience at GHA with this Executive Director is painful and disappointing, as I

accepted the job to work not to fight with those who were employed to lead the organization. I realized several

months ago that I had an EEOC case, could take legal action and file a complaint with OIG. However, I in noway wanted to bring shame to the Housing Authority, my goal has always been to build and support the

residents. Within the last few weeks, I have been unable to sleep, and my health continues to deteriorate

since being employed at GHA (Medical documentation available). While requesting the assistance of the

Secretary of HUD, a well thought out decision, it was still a difficult one to make. I realize, the situation is

moving fast in the wrong direction, like a train heading for a crash, one that will surely derail. My hopes were

that things would eventually calm down but they have not.

OCCUPANCY RATE INCREASED BY NEW OPERATIONS DIRECTOR FOR TROUBLEDHA

I began employment at GHA in June 2013. At that time, HUD Jacksonville advised the Executive Director thatGHA had 45 days to turn around their occupancy rate or they would take it over and contract it out. GHA was

also a troubled housing authority due to its low occupancy rate. When the Executive Director introduced me

to the Board of Commissioners, she stated I told her she has some tough shoes to fill. She was referring to

the previous Operations Director, Ranaldo Bennett, who left employment from GHA for similar reasons. She

brought Mr. Bennett with her to Gainesville Housing Authority from Deerfield Housing Authority. Upon an OIG

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audit commencing at the Deerfield Housing Authority, her Board Chair was demanding answers to her poor

performance, she ditched Deerfield and landed in Gainesville in the same capacity (Executive Director).

So, when she commented to the Board, that I would have tough shoes to fill, referring to Ranaldo Bennett

who in fact left employment at GHA for similar reasons , I realized that she was not in tune to what was going

on at GHA, she had no idea that GHA s occupancy rate had plummeted, she had no idea that she had over

56 vacancies, she had no idea that property managers were not performing re-exams, property managers do

not enforce community service requirements nor do they perform eligibility reviews for housing residents on

the wait list. She had no idea that the vacant units had never been assessed, she had no idea that the ten 5-

bedroom units in Forest Pines could be turned-over and leased up (they had been vacant for years because

she was told by the Facilities Director, Vince Marino, it would take $100,000 each to complete, which was

totally erroneous).

I received a call from Robert Caravello of Jacksonville Floridas HUD office and he advised that I had 45 days

to lease these units. Needless to say, I managed the property managers and the maintenance team, so it

meant coordinating assessing the units, providing punch lists, and assigning staff to turn over the units, and

the property managers to lease them up quickly. Needless to say, they were leased in 45 days and ouroccupancy rate sky-rocketed. I personally received a call from HUD, asking how did we do it and if we could

maintain it. This success also removed GHA from the troubled list to standard performer. The Executive

Director NEVER acknowledged or recognized this accomplishment, and when the board celebrated HER

she took the credit, never recognizing me or the Public Housing team nor the Maintenance team. (I have the

records to support GHA numbers and this is on record with HUD Jacksonville). During the time this very

crucial goal was accomplished, GHA did not have a Maintenance Supervisor or Maintenance Director, so I

directly managed the Maintenance Team to accomplish this goal. (Why would Pam Davis hand over the

Maintenance Team to Vince Marino, who was a big part of the problem before I ever arrived at GHA, (and as

Michelle Beans stated give him an extra $10,000 to do it, when I did it for no increase in salary)?

THE FALL OUT

In April of the following year, GHA was launching a community center on one of the public housing properties.

We had three weeks before ribbon cutting and the building was basically a storage room. I contacted the

Executive Director and advised nothing was being done and we don t want people showing up and it looks

like we were not expecting them. She has never given me authority to review and allocate budgeting for public

housing so I literally have nothing to work with. So, I needed funds to get the Center up and running. In an

effort to help her, I took the next three weeks shopping online after working 10 hours per day at work, staying

up until 2am in the morning ordering items, picking them up getting home late at night as well as decorating

the center and rallying help from others to organize.

Tracy Carroll, who is a Section 8 resident and on the JTEP program with special preference from Pamela

Davis, was helping to get the Center ready by painting. Tracy had hopes of being the Center Director and

therefore after the Center was complete, Tracy told Pamela Davis that I was telling residents negative things

about her and told her some other things that I supposedly said to her, which were not true.

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Pamela Davis confronted me and said I hear you got a problem with me!!! And she went on to belittle me

and accuse me of gossiping about her. She spent an hour or more in the next Executive Team meeting letting

everyone know that everything we say about her gets back to her and she wasn t going to tolerate anybody

talking about her. Regla said to me later, if she has a problem with you, she needs to take it up with you and

not use that platform to throw off at you. I was very hurt but still did not say anything because I thought it

would blow over. However, it kept getting worse.

Around the month of April 2014, Ms. Davis became vicious and accusatory towards me. She began her

terrorizing based on, again, gossip and fruitless conversations she focused her attention on stripping me of all

authority. She removed the maintenance department from my management (after I increased the occupancy

rate, organized work orders, and had a smooth process for unit turn over and GHA was no longer on the

troubled list). She hurriedly hired a Director of Maintenance, Jeffrey Maines, whom I researched this

individuals background several weeks later and found him on the Gainesville Mug shots page online. He had

several charges, of which were for theft and impersonating a Maintenance company during an emergency. I

contacted Pamela Davis and forwarded her the reports via email. Ms. Davis response was, I thought Beth

checked his background, then she asked, Is his picture online. Once these were forwarded, the only follow-

up I received from Pamela Davis was that she was going to get Michelle Beans to put something on Jeffsphone. Within several weeks, Jeffrey Maines was terminated for an undisclosed reason.

Ms. Davis made a quick and dangerous decision based on being angry with me. She jeopardized the safety

of our residents, as this individual maintained keys to all resident s units. I contacted her and forwarded the

reports, she never said anything about it other than, and she thought her secretary checked his background.

Also, a maintenance mechanic contacted me as advised that it was reported this individual was using drugs.

I also reported this to Ms. Davis. Several weeks later she fired him for an undisclosed reason. She then

turned maintenance over to Vince Marino, Facilities Director, who contributed to the chaos of vacant units

before my arrival. She also has this individual managing Capital Fund Projects, which is substandard, as well

as 504 management, which is also handled in a substandard fashion. The Facilities Director has informedme that he is Ms. Davis Dawg, for whatever that means, he shadows her like a body guard so apparently

that is who she trust because he will do whatever she wants, whether in line with policy and regulations or

not. Vince and Michelle are consistent attendees of Board meetings. Michelle Beans, Finance Director,

presents the finances for GHA, and Karen Fuller, Section 8 Director, presents her Department updates.

However, I have never been asked to present, but to put the presentations together and give them to Pamela

Davis.

Most recently, an employee who has a long history of being disrespectful and threatening to others, verbally

attacked me during a staff meeting. He directly reports to me and was angry because I did not approve the

reversal of a NSF bank charge. There were three witnesses of this event who documented it for me to submitto Ms. Davis. When trying to contact Ms. Davis by phone on three different occasions, she ignored the calls.

Ms. Davis did not deal with the issue until several days later, at which time she accused me and hurled

questions at me, as if I did something wrong, instead of reading the documentation and taking the event

seriously. She interviewed each one of the Property Managers, asking questions about me instead of about

the incident. She also recorded their interview. Nothing was done, not even a write up. She then advised

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me that I had problems in Public Housing with the staff because they don t see me as I see myself. She

always reverts to character assassination when she dislikes someone and this occasion was perfect

opportunity. I documented the incident and have copies of the same. Ms. Linda Pace reported to me that Ms.

Davis was questioning her about me instead of the situation. Pamela Davis also requested Alesha Samson,

who witnessed the event, to remove the word threatening from her account of the event. Alesha was a new

hire and her office was next to this individual. She was so upset by it and the fact that Pamela Davis refused

to address his threatening behavior that she quit. Pamela Davis uses this tactic with my staff to minimize my

role and authority, and sending a message that they do not have to respect me and she has succeeded in

doing that. My role at GHA has been severely hindered, hampered and deduced to petty focuses in order to

detour me from the important information impacting the Authority. Pamela Davis is slowly dismantling the

order and structure of the organization. She is highly unskilled and has taken on tasks from my position that

she clearly is not capable of carrying out, namely work order management. Again, she is preparing for when

she terminates my position, she has removed what she perceives as the pertinent roles.

When I began employment at GHA, June 2013, I was advised by Karen Fuller, Section 8 Director, that I was

going to have problems with Ms. Davis, because she could see I could actually run the place. I didnt

understand her statement or why she made that statement. Karen had several issues with Ms. Davis insultingher for months but when she became angry with me, she began to embrace Karen, rallying support of the staff

in an effort to ostracize me from others.

In 2014, the Public Housing files were audited by Cromwell Firm, the same firm the Finance Director previously

was employed as the GHA auditor. Several months before the audit, I was advised by Linda Pace, Assistant

Property Manager for AMP 2, that the files were not in order, missing documentation, missing signatures and

annual recertifications were being printed and put in the file without making appointments with residents, so

information was being falsified during 2012 and 2013. I requested Ms. Pace to bring the files to my office, I

checked the blank forms in the file against what was in the system and it was proven the Property Manager

was indicating exams were complete in the electronic system but had not physically completed the annualexams. I advised Ms. Davis what Ms. Pace shared with me and I showed her the files. However, Ms. Davis

response was shocking, she said How does she know that, she must be in on it. She said it in an angry

voice, as if she resented Ms. Linda finding this discrepancy. So, I advised Ms. Linda to continue to document

and we would have to allow the paper to speak for itself.

Several months later, when the Cromwell audit was performed, the same was the case the Property Manager

for AMP 3. I was at home on the day of the audit, Ms. Davis called me on my cell phone as if she was upset,

using expletives, yelling, and fussing about the Property Managers and that she was gonna fire they asses

because the files were messed up, as if she was hearing about this issue for the first time. I remained silent

the entire conversation because I realized she was in front of the auditors and could not admit she knew thesedeficiencies existed. She finally said, where are you? I said I will be there shortly. I went into work, organized

a team to put the files to be audited in order. As usual, Ms. Davis, disappeared while the work was being

done.

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I had been advising Ms. Davis of these deficiencies with the files and the lack of care and concern of the

property managers for AMP 2 and AMP 3 for several months and she ignored it. Based on the auditors

findings, I terminated both Property Managers, based on them falsifying records including re-exams. Ms.

Davis seemed to resent them being terminated and did not offer her support during the process.

I also believe GHA will not grow or be improved as long as Pamela Davis is the Executive Director, and where

she allows her husband to interfere in GHA business endeavors, speaking to employees and advising her on

how she should deal with GHA employees. He also is frequently at GHA in meetings with employees which

is a major conflict of interest.

Another issue is that the Personnel Policy is about 30 years old. Pamela Davis has been working on updating

the Policy for over a year now, and keeps saying its in the final stages with the attorney, its been a year and

half in the final stages. There are new rules surrounding electronic monitoring of employees which have not

been included in any policies at GHA. Ms. Davis has Michelle Beans, Finance Director monitoring the

electronic devices of all employees, but Ms. Davis goal is targeted. She has not informed the employees

through policy or verbal that GHA is monitoring their vehicles, cell phones, computers and workstation phones.

However, it is clear, because Michelle has shared information with the Section 8 Director who has let it slipout to other staff. The following statement is a quote retrieved from USA Today, Kim Konado:

You do have some rights. Your employer should disclose any monitoring systems to you. In fact,

SpectorSoft's license for eBlaster states that the person installing it is required to disclose the

existence of the software. So, don't be afraid to ask your company to disclose monitoring software.

In fact, if it is being used, it should be in your employee handbook or your company's technical

policy. Look there first. If you find no details and ask, and then get in trouble for bring it up, this

might be a sign you don't really want to work at that company. If you're concerned about disclosed

monitoring, I'd recommend using your company phone for business purposes only. Buy another for

personal use (or keep the one you had before the promotion). You may not shave as much off your

monthly budget as you'd hoped, but it's the prudent thing to do.

I want to re-iterate the Sanford Housing Authority case and how much I resonate