Gha Oig Letter 10 2014

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 matter
(Martin Luther King, Jr.)

October 20, 2014
HUD Secretary Julian Castro
U.S. Department of Housing and Urban Development
451 7th Street, SW
Washington, DC 20410
David A. Montoya, Office of Inspector General
U.S. Department of Housing and Urban Development
451 7th Street, SW
Washington, DC 20410
HOTLINE@hudoig.gov
Regional Inspector General for Audit

Department of Housing and Urban Development
Richard B. Russell Federal Building
75 Spring Street, SW
Room 330
Atlanta, GA 30303-3388
Telephone number: (404) 331-3369
Fax number: (404) 730-2382
Congressman John Mica
7th Congressional District
Maitland District Office
100 East Sybella Avenue, Suite 340
Maitland, FL 32751
U. S. Senator Bill Nelson
3416 South University Drive
Fort Lauderdale, FL 33328
Phone: 954-693-4851
Fax: 954-693-4862
Athena Jones
Whistle Blower OMBUDSMAN
whistleblower@hudoig.gov
JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY
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 some
while 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 the
Inspector General came to Deerfield Beach to look into its housing authority, its executive director is
moving north.
Pamela Davis, who's been the Deerfield Beach Housing Authority's executive director for more than
20 years, has taken the same post with the Gainesville Housing Authority -- rated earlier this year by
HUD 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 an
investigation made by Rep. Allen West was granted, and HUD OIG was coming to town on September
28.
West's letter, either largely or entirely the result of activist Chaz Stevens, asked for the investigation
over "issues [that] may involve nepotism, bid rigging, and procurement violations."
Deerfield Beach Mayor Peggy Noland had threatened to remove the entire board of commissioners
before 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 Kessler
International, 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 Gainesville
Sun 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 from
housing authority commissioners amid accusations of misconduct.
Also as a point of interest from last night's meeting, Commissioner Mike Weiss was effectively
prohibited from asking Executive Director Pamela Davis a question about the Housing Authority's
procurement policy -- which Stevens, among others, has been trying to ask her for a while now to see
if she'll explain her history of following the policy. (Article, Deerfield Beach Housing Authority
Rescinds Public Records Change, at Least Temporarily, Sept, 22, 2011).
At least two major construction contracts doled out by the Deerfield Beach Housing Authority in the
past year were supposed to be advertised for competitive bids but were not. It begs the question of
whether 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 public
dollars 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 at
the two major contracts at issue, with some help from activist Chaz Stevens, who posted documents on
his website Friday. One of those contracts went to Best-Tec Abatement, a West Palm Beach firm that
was hired in late August to remove and dispose of asbestos that was found in the ceilings of the
DBHA's Stanley Terrace Apartments on Southwest 2nd Street.
A big job that would cost over $100,000 to complete. The housing authority's procurement polices
require 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 cost
of performing the service for one of the 48 units at Stanley Terrace. By making the contract amount
such 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 with
Best-Tec's president, seeking an explanation for why the asbestos contracts were broken up in this
fashion. If I hear back, I'll update the blog.
The other contract that raises eyebrows dealt with turning a maintenance outbuilding into a community
center along Northwest 1st Terrace. This project had a $40,000 price tag, easily meeting the $25,000
threshold for requiring sealed competitive bids.
But there was no competitive bid, and the contract went to Ridge General Construction -- whose
principal is Don Ridge. He is the husband of Kimberly Dellastacious, an architect who had been
retained by the housing authority as a consultant. A Google search for Ridge General Construction
takes you directly to the site for Dellastacious' 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." (Article entitled, New
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Documents Suggest Need for Deeper Investigation of Deerfield Housing Authority, 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 PM
Subject: Request of Public Interest
Executive Director Davis;
For nearly the last two years, the City of Deerfield Beach, along with its contracted Forensic Auditor Kessler
International, DBHA Commissioners, and members of the general public have been unable to get answers
to numerous inquiries posed to your staff. Additionally, you have ignored answering my simple questions
about 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. Along
with the upcoming HUD OIG comprehensive audit, it was disturbing to learn Mr. Timothy Donnelly, Broward
State Attorney's Office Director of the Special Prosecution Unit, will be opening an investigation into our
agency.
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 Weiss
Deerfield Beach Housing Authority
tdonnelly@sao17.state.fl.us
armando.fana@hud.gov
pnoland@deerfield-beach.com
jmiller@deerfield-beach.com
bpreston@deerfield-beach.com
mpopelsky@deerfield-beach.com
bganz@deerfield-beach.com
Failure to Properly Procure Legal Services

The DBHA first began utilizing the services of Attorney Bill Crawford in 1993, while Attorney Tom Connick
was Chairman of the DBHA Board.
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 Violation
A serious conflict of interest violation exists between DBHA agent Architect Kimberly Dellastatious (A/E
Services 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 Contracts
In 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 Strategic
Planning with no other quotes received.
Thank you,
Commissioner Weiss
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 governing
these 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
6
as an executive and administrative assistant. She was fired last week for the "alleged misappropriation of
DBHA funds for your personal benefit," according to her termination letter. The letter does not say how much
money is involved. The DBHA has no comment pending the ongoing criminal investigation by the Broward
Sheriff'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 and
ordered to pay more than $348,000 in restitution for skimming money from the federal Housing and Urban
Development program.
Cardra Robinson, 43, pleaded guilty last November to theft of government funds. Prosecutors said she used her
position as an executive administrative assistant with the housing authority to direct payments intended for
landlords into her personal bank account from July 2012 to August 2013.
GOLF TOURNAMENT THE PROJECT OF PAMELA DAVIS HUSBAND

Currently, 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. Exavier
get 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 the
event 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
7
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 had no 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 exhausted
emotionally 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 oneon-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!!!!
.

NOTE: Tracy Carroll DOCUMENTATION 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 hypes
it 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 DIRECTOR EXPERIENCE WITH PAMELA DAVIS
Hired June 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), had
a 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 Inspector
General 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 employees 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 specific
intervention 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
11
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 her
victims 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 am
worn 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.
12
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 regarding
Executive Directors fall on deaf ears, become political against the employee and they dont 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:
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-countyhousing-authority-sentenced-to-30-months-in-prison-for-conspiracy-to-steal-federal-funds).
3. Fairfield Housing Authority Elizabeth 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-director4961948.php).
4. Apalachicola Housing Authority Executive 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,
1.
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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 street no 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-authoritydirector-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 Sanford
Housing Authority in Florida. GHA buildings were built in the 1950s and no major renovations has taken place
to update structurally or the infrastructure. For years, there were allegations of mismanagement that were
ignored, and the facility has diminished to six (6) units, because the Federal funds were being used for the
personal 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 Housing
Authority, 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 private
trips to places like Israel, Puerto Rico, and Las Vegas.
Floridas 7th District Representative John Mica says the Sanford Housing Authority has a budget of $840,882 for
fiscal year 2014, yet it now serves only six families. Congressman Mica says at a hearing Thursday in Washington
D.C., he learned the Housing and Urban Developments Inspector General sent the U.S. Department of Justice a
criminal 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 be
filing criminal charges against anyone with SHA. Its a sad day for the taxpayer, its a sad day for holding
people accountable whove misused public trust and funds, said Mica. Mica says hes now looking into
possibly filing civil charges, or even criminal charges if laws were broken at the state level.
Deserves justice for the taxpayer, and deserves justice for the people who now have no place to live because
these units are boarded up and a trust was abused, said Mica. One of the few remaining residents at Castle
Brewer Court in Sanford talked to News 13 about her frustrations with the Sanford Housing Authority. I think they
should file charges because thats not right for them to just blow the money like that and not like fix em up. Got it
around here looking like a ghost town. The resident did not want to be identified.
14

I completely agree with and love the passion of Congressman John Mica, when will we hold these folks
accountable. MY MOTTO IS THIS: Hire folks who care and punish folks who dare!!! IT MUST BE ABOUT
OUR 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 repeated situations 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 offenses by 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 1st quarter, 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 4th holiday 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
15
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 loop other 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), the
forth 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
16

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 heard
Pamela 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 budget
and 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 continue
to 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)
17
o
o
o
o
18
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.
Unreasonable expectations
Preferential treatment toward some while holding others to higher accountability
Inconsistent rules and policies instituted sporadically
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 owned
by 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 Knowles
reported 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
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 at
doing is creating an oppressive, hostile environment for employees who believe in following policy
guidelines and regulations. I am included in that number this 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 Pamela
Davis 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
19
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 renters
insurance. 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 no
way 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 TROUBLED HA
I began employment at GHA in June 2013. At that time, HUD Jacksonville advised the Executive Director that
GHA 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
20
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 GHAs 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 5bedroom 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 our
occupancy 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 dont 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 wasnt 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 followup I received from Pamela Davis was that she was going to get Michelle Beans to put something on Jeffs
phone. 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 residents 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 informed
me 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 submit
to 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
22
me that I had problems in Public Housing with the staff because they dont 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 insulting
her 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 annual
exams. 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 these
deficiencies 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 slip
out 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 with the outrage of
Congressman John Mica. The following Article expresses one of the major reasons I decided to come forward
about Pamela Davis and the drama, foolishness, unprofessionalism and lack of qualifications exhibited. I am
highly disappointed that the residents within the GHA community are under this type of abusive management.
The residents deserve better and so does any ethical moral individual who join a PHA to increase the quality
of living of its residents. The article below states one very pivotal thing which should motivate us all to act and
not remain silent, Taxpayer money is being spent with little to no oversight, and PHA executives are
unethically dispensing funds on initiatives unrelated to public housing. (AMEN!!! Like the Golf Tournament
which is being held October 25, 2014 for Pamela Davis husband, in which she has made it mandatory
for the Executive Team to participate, serve and do whatever needs to be done, using GHA resources
and staff. There has been no disclosure of the full budget utilized for this event. I honestly desire a
Representative from HUD to question Pamela Davis before this event takes place.)
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Mica Outraged that Criminal Mismanagement at

Sanford Housing Authority Not Pursued by DOJ
Retrieved from http://mica.house.gov/press-releases/moica-outraged-that-criminal-mismanagement-atsanford-housing-authority-not-pursued-by-doj1. (May 23, 2014)
Representative John L. Mica (FL-7) disclosed to the public at a press conference in Sanford, Florida, the
decision of the Department of Justice not to pursue a criminal referral on the misappropriation, fraud and abuse
of taxpayer funds and resources by the former Executive Director of the Sanford Housing Authority. Mica said,
This is an outrage to public trust. I am disappointed that Attorney General Holder would not pursue criminal
charges or bring to justice those responsible for ripping off taxpayers while in a position of public trust.
At a recent oversight hearing Congressman Mica chaired, HUD Inspector General Montoya described abuses not
only at Sanford but at other major housing authorities across the country. The investigative panel was convened
to review significant dysfunction in the management of the U.S. Department of Housing and Urban
Developments (HUD) public housing and low-income rental assistance programs.
HUD Inspector General Montoya revealed that since the start of Fiscal Year 2012, the Office of the Inspector
General has issued 75 audits related to Public Housing Authorities reporting about $225 million in questioned
costs and about $24 million in funds to be put to better use. The HUD OIG released a March 2011 report that
found that the Philadelphia Housing Authority had paid $30.5 million to 15 outside law firms from 2007 through
2010 and could not fully explain where the money went. The HUD Inspector General testified that the
Philadelphia PHA spent $1.1 million on outside attorneys to obstruct the progress of HUD OIG audits.
Mica concluded, Taxpayer money is being spent with little to no oversight, and PHA executives are unethically
dispensing funds on initiatives unrelated to public housing. I will continue to look at every option to make
sure that those who violate the public trust are held accountable. (THANK YOU SIR, FROM
JENNIFER RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY), SOMEONE HAS
TO CARE ENOUGH TO BRING AWARENESS TO THIS ISSUE IN PUBLIC, MEDIA AND W, HATEVER
MEANS NECESSARY).
RECAP OF FINANCIAL CONCERNS UNDER PAMELA DAVIS MANAGEMENT

PAMELA DAVIS, EXECUTIVE DIRECTOR, HAS NO ACCOUNTABILITY
GOLF TOURNAMENT CONFLICT OF INTEREST WITH PAMELA DAVIS (EXECUTIVE

DIRECTOR) HUSBAND, RODNEY DAVIS USING GHA FUNDS, STAFF AND NON-PROFIT, IRS
DESIGNATION TO HAVE A GOLF TOURNAMENT. THIS TOURNAMENT IN NO WAY IS
BENEFITING THE JTEP PROGRAM, AS GHA HAS ACTUALLY PAID FOR EVERYTHING
CONCERNING THE TOURNAMENT. (I HAVE THE BROCHURE WITH RODNEY DAVIS LISTED
AS CONTACT PERSON ALONG WITH A PAYPAL ACCOUNT). REGLA EXAVIER, JTEP
COORDINATOR PROVIDED THE DOCUMENTATION AND STATED SHE IS WILLING TO TALK TO
OIG AND ANY INVESTIGATIVE ENTIRY REGARDING HER EXPERIENCES WITH THE
TOURNAMENT.
JTEP IS A BOGUS PROGRAM. WHEN REGLA EXAVIER ARRIVED, SHE ASKED ME WHA WAS
SHE SUPPOSED TO BE DOING, AS PAMELA DAVIS IS NOT GIVING HER ANY DIRECTION. SHE
STATED THERE ISNT A PROGRAM AND JTEP DOES NOT HAVE A BUDGET. PAMELA DAVIS
USES THIS TO PAY OFF TRACY CARROLL WHO SNOOPS FOR HER, REPORTS INFORMATION
ON RESIDENTS AND EMPLOYEES, MOST OF WHICH IS SHEER GOSSIP AND MESSY BUT
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26
PAMELA DAVIS THRIVES ON THIS BASE LEVEL. NOT ONLY HAS SHE ERRONEOUSLY
ACCUSED ME OF SAYING THINGS OTHERS BUT I HAVE WITNESSED HER ATTACKING
RESIDENTS BASED ON INFORMATION REPORTED TO HER BY TRACY CARROLL. ONE
RESIDENTS WAS A RESIDENT WHO HAD A FIRE IN HER UNIT WHICH WAS NOT HER FAULT.
PAMELA DAVIS YELLED AT HER I HEAR YOU BEEN TALKING ABOUT WHATCHU GONE DO IF
YOU DONT GET WHAT YOU WANT FROM ME. THE RESIDENT SAID, MS. DAIS, I HAVENT
SAID ANY OF THAT TO ANYONE. SHE THEN SAID TO ME, TRACY REMINDED ME THAT I TOLD
RICK GILMORE TO SUIT UP AND SHE STARTING LAUGHING (PURSE EVIL). THEN SHE SAID,
TRACY TOLD ME WHEN SHE WAS IN THE RESIDENTS UNITS. AND I AM THINKING, WHY IS
TRACY IN ANYBODYS UNIT AND SHE HAS NO INSURANCE NOT ONLY TH AT, BUT TRACY
HAS OTHER PEOPLE WORKING WITH HER WITHOUT A BACKGROUND CHECK WHICH
SEVERELY PUT OUR RESIDENTS AT RISK. I HAVE A REPORT THAT SHOWS TRACY
CARROLLS WORKERS COMP, LIABILITY AND BUSINESS LICENSE HAS EXPIRED.
OAK PARK PARKING LOT CFP FUNDS PAMELA DAVIS STATED THAT THE PROJECT COSTS
$2.4 MILLION, BUT VINCE MARINO LATER STATED THE PROECT AT OAK PARK COSTS
$600,000. IN ADDITION, PAMELA DAVIS STATED GHA WAS BORROWING FROM THE
CAROLINE MANOR BUDGET. (HAVE NOT SEEN THE BUDGETS).
GHA PURCHASING PROPERTY FOR SALE WHERE IS THIS MONEY COMING FROM?
NON-DISCLOSUE OF FINANCES TO EXECUTIVE STAFF, MICHELLE BEANS AVOIDS GIVING
BACKUP FOR PURCHASES, ANSWERING FINANCE QUESTIONS AND THE PROPERTY
MANAGERS DO NOT KNOW WHAT THE COSTS/EXPENSES SHE INPUTS ON THE AMP
BUDGETS. WHEN I QUESTIONNED THE PROPERTY MANAGERS ON THE LINE ITEMS, THEY
SAID THEY HAD NO IDEA, THEY DO NOT SUBMIT REQUISITIONS FOR ANYTHING BUT PAPERS
AND TONER CARTRIDGES. I PERSONALLY HAVE NOT ORDERED ANYTHING VIA
REQUISITION SINCE I HAVE BEEN AT GHA FOR OVER 1 YEARS. I ASKED PAMELA DAVIS
FOR A MONITOR FOR MY OFFICE FOR TRAINING PURPOSES, I WAS TOLD BY THE SECTION
8 DIRECTOR SHE SLAMMED THE REQUISITION DOWN ON HER DESKS AND SAID, WHAT IS
SHE GOING TO DO WITH THAT!!!!? SHE MARKED THROUGH IT AND DENIED IT. I HAVE
NEVER ASKED FOR ANYTHING ELSE.
ASSET MANAGEMENT PROPERTY MANAGERS DO NOT MANAGE THE FINANCIAL ASPECT
OF THEIR AMP. THEY CANNOT IDENTIFY ANY EXPEDITURES, AS THEY DO NOT PARTICIPATE
IN BUDGET MEETINGS OR GOALS FOR THEIR PROPERTIES THAT IMPACT BUDGET, ALL
THESE DECISIONS ARE MADE BY MICHELLE BEANS AND PAMELA DAVIS ALONG WITH VINCE
MARINO, WHO DIRECTS CFP BUDGETS AND PROJECTS.
THE ATTORNEY FOR GHA RICK GILMORE (SAXXON GILMORE LAW FIRM), ASSURED THE
BOARD AT THE HIRING OF PAMELA DAVIS THAT OIG TOLD HIM EVERYTING WAS OK WITH
HER. WOW!!!!! THIS EXPLAINS WHY GHA IS PAYING GILMORE ASTRONOMICALLY!!!
COMMISSIONER EVELYN FOX INTIMATED TO ME THAT GHA IS OVER PAYING GILMORE AND
I CONCUR. GILMORES FIRM ALSO WORKS EVICTIONS AND ALL OTHER LEGAL MATTERS AT
GHA, AS WELL AS RICK GILMORE ATTENDING THE BOARD MEETINGS. ALONG WITH MYSELF
AND PROPERTY MANAGERS, WE ARE EXTREMELY DISPLEASED WITH THE LACK OF
RESULTS FROM THE ATTORNEYS ON GILMORES STAFF. WE HAVE BROUGHT THIS TO
PAMELA DAVIS ATTENTION AND SHE IGNORES THE FACT THAT THEY TAKE OVER A YEAR
FOR AN EVICTION WHICH ENDS UP BEING A STIPULATION (MAKING PROPERTY MANAGERS
LOOK LIKE FOOLS, TAKING THE TEETH OUT OF THE ONE STRIKE POLICY). GILMORES
ATTORNEYS SEND SEVERAL EMAILS ON NO-BRAINER QUESTIONS BUT WE END UP WITH
THOUSANDS IN ATTORNEY FEES FOR EMAILS. TODAY, 10-20-2014, PROPERTY MANAGER,
JOYCE BURTON, SAID TO ME, I KNOW I WOULD LOSE MY JOB BUT I WANT TO ASK MS. DAVIS
WHY WONT SHE GET RID OF GILMORE, WHAT TYPE OF RELATIONSHIP IS THIS? OF
COURSE, I DID NOT TELL HER THAT GILMORE GOT HER IN THE DOOR WITH GHA BOARD OF
COMMISSIONERS. THIS IS THE REASON SHE KEEPS SUCH A SUBSTANDARD ATTORNEY.
EMPLOYEES HEALTH AT-RISK DUE TO EITHER MOLD OR SOME OTHER FOREIGN
SUBSTANCE IN THE BUILDINGS. I HAVE REQUESTING AIR QUALITY TESTS TO NO AVAIL. I
HAVE THOUSANDS IN MEDICAL COSTS SINCE BEING EMPLOYED AT GHA. LAWSUITS MAY
BE FORTHCOMING COSTING THE AGENCY TO SETTLE DUE TO PAMELA DAVIS IGNORANCE
OF SUCH AN IMPORTANT ISSUE.
IRS NOTIFICATION OF TRACY CARROLL HAVING A SECTION 8 VOUCHER, WORKING AT GHA
MAKING OVER $70,000 PER YEAR, EXPIRED BUSINESS LICENSES, REFUSAL TO SUBMIT
REUESTED DOCUMENTATION TO SECTION 8 DIRECTOR. REFUSAL TO SUBMIT REQUESTED
DOCUMENTATION TO ANYONE BECAUSE SHE SAYS, I HAVE MS DAVIS IN MY BACK POCKET,
AND FROM WHAT I CAN TELL FROM PAMELA DAVIS VISCIOUSNESS TOWARD ME AND
REGLA EXAVIER, AND OTHER RESIDENTS WHO ARE SEEING THE DISPARITY IN
TREATMENT, TRACY CAROLL DOES HAVE PAMELA DAVIS IN HER BACK POCKET.
LINDA PACE, AMP 2 PROPERTY MANAGER CONCERNS
I am also filing this information under the Whistleblower Protection Act of 1989 and request that this information
only be shared only with investigators of this case and not with Pamela Davis, Gainesville Housing Authority
and HUD in Jacksonville. I wish to remain anonymous because disclosure would guarantee retaliation.
Starting at GHA
I was hired at GHA on May 14, 2013, as an Assistant Property Manager. I was really looking forward to
working with the Housing Authority and I was very enthusiastic about being able to help make a difference in
hundreds of lives. I came from the private housing industry as well as business management. I really had no
prior experience with federal housing. I was eager to learn as much as I could about the rules and regulations
to assist me in doing my job. I was hired under Gloria Drye, who had been a property manager for over 9
years at GHA. I was excited to be able to learn under someone that had experience in the industry and who
was regarded as very knowledgeable at GHA.
I was assigned to AMP 2, which consisted of 2 properties, Oak Park and Sunshine Park. These properties
are at separate sites and there are 2 offices, one at each property that have to be manned. I was assigned 4
27
days a week at Oak Park and Friday afternoons at Sunshine Park. Ms. Drye had scheduled herself at
Sunshine Park every afternoon except Friday, which was her day off. It wasnt long after going to Sunshine
Park for a couple of months that many residents started to ask why no one was ever coming to this property
except on Friday afternoons.
At first I just thought that was just something that the residents were making up because Ms. Drye would leave
every day and say she was going to Sunshine Park or to the main office for eligibility. In the fall I happened
to speak with the Operations Director, Ms. Rivers, and I asked her if they were doing eligibility every day
because this was the excuse that was being given. When she said no, I shared my concerns with her.
During this time, I was receiving no training at all from my Property Manager and in fact I was being kept from
learning about the property management system and discouraged from doing the duties that were in my job
description. I was actually told at one point that I was not to be worried about the resident files, that I had
found were in complete disarray. Some residents did not even have files, others had many documents
missing, none of them were put together and they were in a chaotic mess. I was told that I wasnt helping her
because the files are not important and I need to do what was important. I never found out what that was. I
found stacks of recertifications that had been put into the system but were never actually done. That way it
appeared that they had been completing them, this was also the case in AMP 3. The property manager at
AMP 3 was trained by Ms. Drye and was her personal friend. After talking to some other employees that had
been at GHA longer than me, I learned that Ms. Drye had been demoted from supervisor over the property
managers when they did a mass firing. She was spared and left as a property manager even though all of
whatever happened was on her watch. I began to feel that I was being set up as the fall guy for this next
round of problems.
Ms. Rivers, after learning of this, started to monitor more closely and was having Ms. Drye only at Oak Park
and put me mainly at Sunshine Park every day. It was then I had discovered that a resident named Tracy
Monds had been living there and not paying rent since Ms. Drye moved her in the fall of 2013. I asked her
why she was still there and she told me she was working with Ms. Monds on the payments. By the time I was
transferred to Sunshine Park, Ms. Monds had paid nothing and owed over $2000.00 which I immediately sent
it over for collection. Ms. Davis, even though she was clearly informed at every step of this process and
understood that this resident was allowed to live there by Ms. Drye, she made implications that it was my fault
because I was already a target of Ms. Davis for reporting the files. She actually resented the firing of Ms. Drye
because she wanted everything to remain buried. The reason I am giving you this detail is because when Ms.
Rivers disclosed these problems with the files to Ms. Davis the ED she simply said how Ms. Pace would know,
she must have been involved, with a very nasty attitude. My intent for giving her this information inside the
organization was to alert her to the problem so we could fix it before it became an outside problem. Ms. Davis
never contacted me and never even came to my properties to see what was really going on, not even
a phone call. Instead she acted like she never heard a word about it instead of acknowledging the
problem. She set up an audit knowing the condition of the files, even though I worked countless hours outside
of my work schedule to put some basic order in the files, it was impossible to make them the way the needed
to be. When the auditors came in they told her the files from AMP 3 were not even able to be audited and
ceased the audit. Ms. Davis put on a show in front of the auditors, contacting Ms. Rivers (on Ms. Rivers day
off), as if she had never heard the files were in that condition. This further speaks to Ms. Davis character.
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Another very costly issue to GHA that the property managers have to deal with, is the friend of Ms. Davis
(Attorney Rick Gilmore), Legal Counsel for GHA, they are running up bills and not getting evictions that need
to be done, they are dragging out everything for months and prolonging everything so GHA is paying them
way more than is necessary and GHA is looking ineffective at getting bad residents out. Ms. Davis has been
told about their inefficiency and she continues to make up excuses for them.
At that point, Ms. Davis attitude and behavior changed toward me and she also started distancing
herself and treating Ms. Rivers with disrespect. She did not view this as a positive find but viewed this
information as a threat to her personally. I was actually shocked that she didnt want to investigate this issue
for herself and I started to feel that there must be more to this.
I had no information about GHA except that there had been trouble in the past and that the former Executive
Director, Gail Monahan had been terminated. But very quickly on, I started to notice that there were issues
that were coming up that didnt look right to me. Ms. Rivers had so much difficulty with Ms. Drye that she
terminated her employment. I was then left to run both properties at two separate locations as I had really
been doing all along and I was promoted to Property Manager on the insistence of Ms. Rivers.
As Property Manager of Oak Park, I was told that they were going to be doing a major make over at
that high-rise. The residents were told by Ms. Davis that she was spending 2.4 million dollars on the
improvement of this property. One of the residents asked at this meeting if she could have some paint
to paint her apartment. This resident had lived there for 20 years and had no improvements during
this time. The reply from Ms. Davis was, we are spending all this money on landscaping and you will
not be getting any paint.
As the property manager, I am concerned about waste and excessive spending on things that do not
affect the residents quality of life.
HUD has moved to asset management but I have seen only one budget that was prepared by the Finance
Director, Michelle Beans, who is the same person that shifts the money around at will without the property
managers being told anything. (Project-based, asset management relates to decentralization. However, it is
clear that GHA will never opt to move in this direction with the current Executive Director leading this
organization. Decentralization means that Pamela Davis risk others discovering how money is actually
being expended, procurement will be tracked and overall operations can be monitored. She wants
complete autonomy instead of transferring it on a site-based level). The property managers are held
accountable but do not have any decision-making rights. Ms. Rivers has said she feels castrated by Pamela
Davis and this transfers to her staff, because we are complete left out of the loop of finance and maintenance.
Pamela Davis is killing the effectiveness and efficiency of GHA, and residents have less and less confidence
in their Property Managers because we cannot implement or enforce policy, it is Pamela Davis way or the
highway.
In September of 2014, Michelle Beans, created a bogus balance sheet to give to the managers because we
had been asking for one. After it was found out that she had been figuring bonus money inconsistently she
prepared something to look like a budget balance sheet. However after only a glance it was obvious that the
numbers were not adding up. There were bogus charges on there. The first thing that I noticed was the supply
29
category which she listed office supplies $3000. I asked her at the meeting about this. I said I havent had
any office supplies for over a year at AMP 2. She said in a snide manner, Im not talking about today. So
again she tried to deflect the question. Another AMP manager, Joyce Burton, who has over 15 years of
experience at the Jacksonville Housing Authority, asked her if we were going to be able in the future
to write budgets for our AMPs as asset managers. Michelle laughed and said, No!!! Asset
management is on its way out, itll never happen.
I believe that there is a tremendous amount money both revenue and subsidy that passes through GHA. The
commissioners and the Executive Director have an obligation to protect the interest of the money coming in,
designated to assist those people in the community that are less fortunate and need government assistance.
I believe it is their responsibility to make sure the money is used in prudent ways to maximize the benefits for
every dollar. I believe the whole budget she set up at GHA is fraudulent, as it looks like project-based
management but it is nowhere close. There were no monthly breakdowns and no back up to support the
entries. Michelle refuses to answer any questions and if asked, she diverts them in some way. It will take a
sharp forensic accountant to actually drill down and find out the truth. I have the budget sheet Michelle
Beans gave us. But anyone can see it is of no value. She has taken a lot of effort to make GHA look
good on paper.
Property Managers have been purposely kept from information concerning their amp. The properties are left
to become rundown from the inside out. They have been delegating charges to each amp at will, regardless
of the needs of the amp. I have a predominantly elderly and disabled population in my amp. All of the residents
pay rent and they do not have utility allowances, it is calculated in the unit cost. The rest of the amps 1 and 3
all have utility allowances and many of the residents are paid money to live there.
They have done this landscaping project for Oak Park supposedly on capital funds, which Ms. Davis explained
was $2.4 million while Vince Marino stated at another meeting that it costs $600,000 which one is it. Did
GHA received $2.4 to be allocated to an elderly property and it was utilized in other way, $2.4 vs. $600,000 is
a huge gap. All the other amps have been bringing in low monthly revenue and have according to her profit
and loss the numbers, there is a profit of 1 and 6 for the other two AMPS and a 77 (negative 77) for my AMP,
which has the most consistent revenue. There is no way any of this can be accurate. Even the numbers
for the subsidy have nothing to back them up. I was thrown into this mess when I became property manager
in June 2014. I am uncomfortable about this and feel that they are trying to shift money from my AMP not to
projects for other AMPs, because no improvements have been done. Ms. Davis was talking about borrowing
funds from Caroline Manor in the amount of $20,000 dollars to do the atrium in the center of the high-rise at
Oak Park. This in my opinion is nothing but mismanagement of funds. I would request that your best
forensic auditor freeze all access to the system and also any remote access for Pamela Davis, Michelle
Beans, Michelle Daniels (a/k/a Mikki), and Vince Marino during this investigation at the very least.
The Executive Director has ex-communicated the Operations Director, who is 2nd in command at GHA, she is
not privy to financial data, cut-off from maintenance and procurement functions and decisions are made on
the day-to-day operations which impact the Property Managers and Ms. Rivers, Operations Director, is
complete left out of the loop. Why? What is it that Pamela Davis is seeking to hide which she believes Ms.
Rivers is capable of uncovering and exposing? Ms. Rivers is very sharp and candid about adhering to policies
and procedures, she has also saved the maintenance department from being taken over by HUD, as well as
30
improving processes and strengthening internal controls within Public Housing. Pamela Davis has rewarded
Ms. Rivers by cutting off her access and authority. I believe if GHA loses Ms. Rivers because of Pamela
Davis, OIG can expect to see this organization in the media for millions in fraud, it will surely come. She caters
to individuals who have shady backgrounds and who will do whatever she asks, with disregard to policy,
regulations and protocol. She makes sure Ms. Rivers understand. PAMELA DAVIS HAS THE LAST WORD.
Every positive step that has been taken by me, Ms. Rivers and the other property managers at GHA
has been halted or destroyed under the direction of Pamela Davis.
The system is set up to inherently fail. The commissioners do not necessarily have to have any
requirements to understand the processes and needs of housing and often times have no idea of what an ED
should be doing. The ED is hired by a board that really may not have a clue as to what they need to be looking
at. No thorough background check must have been conducted or they would have seen that Pamela Davis
was coming from a situation in Deerfield Housing Authority that was very shady at best. Even Michelle Beans,
Finance Director, told Ms. Rivers that the Board should have taken more time to search for an Executive
Director because it is an important position. Michelle is clearly aware of Pamela Davis weaknesses and
instead of compensated for them, she exploits them.
She uses a pest control vendor (Pest Control Authority) and it is believed they are currently under contract. I
have stated from summer of 2013, I have been reporting that the pest control service is highly ineffective and
substandard. My properties are becoming over run with roaches and even after the spray they are still in
horrible shape. The person Ms. Davis contracted with is out of West Palm Beach which is a long way from
Gainesville. Scott Siegfried is the owner of Pest Control Authority. Not only is his pest control ineffective he
is also rude to the residents and has been known on many occasions to be talking about the residents and
also skipping units that he has been assigned. Vince Marino and Pamela Davis are completely aware of this.
Like everything else that has been brought to Pamela Davis attention, this was also ignored.
PEST CONTROL
This brings me to another issue about pest control and mold. Since I have been working at GHA I have been
having issues with breathing and it was not until recently that I became aware that I was not alone. In my
office and at the main office I started to immediately have a runny nose and constant coughing. I tried to
ignore it but it has gotten worse. I realized the other day that when Ms. Rivers came to my office and the air
started coming out of the vents, she immediately began experiencing problems breathing, speaking and
experienced some sort of respiratory attack. The previous Maintenance Supervisor, John Knowles, who was
experienced the same issue. Both John and Ms. Rivers were taking steroids, used inhalers and ended up in
the emergency room. Ms. Rivers asked John to have someone perform an air quality test but Pamela Davis
immediately intervened and stopped it. Ms. Rivers advised Ms. Davis that she has had problems breathing
since she has been working at GHA and has spent more on medications and doctors than she ever has.
Pamela Davis shrugged it off and refuses to take any of these issues seriously. John also stated that he had
never had respiratory issues before being employed at GHA. Both John and Ms. Rivers were using inhalers.
Ms. Rivers also experience light-headedness and usually has to leave the building. She also will be
researching options either legally or via EPA, because this may be a health and safety risk that ends up
31
causing major lung damage if not resolved. Ms. Rivers stated she has had acute bronchitis and continue to
feel pressure in her chest, which began about three months have being employed at GHA. Again, GHA offices
are in buildings that were built back in the sixties (1960s).
I am now undergoing testing myself. Because of roach droppings, which are everywhere and I have to enter
the units also on a regular basis and I become very nauseated and cough incessantly, nose and eyes are
tearing and now my chest is hurting. The symptoms subside when I leave the building and go home. The
chest issue is important because there is a high occurrence of mold in the building. I am being tested to make
sure what the source of this reaction is. What my concern is that if these things are effecting me this way what
about the residents that are there 24/7. I have a lot of people with respiratory issues that are on oxygen. I
cant say what these issues are but that environment cant be helping anything. Ms. Rivers has told Ms. Davis
about this and she chooses not to acknowledge it and Ms. Rivers told her we should have an air quality check
in case it is a high risk but this has never been acknowledged either.
MOLD
The mold issue is a really relevant one in Florida. Oak Park is especially vulnerable. There is moisture trapped
in the building all of the time. If a resident is gone or in the hospital they can come back to a completely mold
infested apartment. This is the case with Mr. Lorenzo Ellis. He has been in the hospital for several months
fighting for his life only to find out that he will be returning to a mold infested apartment. Ms. Davis gave the
direction for me to move him into another unit which was good but was just going to let his mold infested bed
and other furniture items be moved without being cleaned, risking his health and the health of others. She
told the rehab center that it would be their responsibility to treat his things. The reason that I have such a
problem with this is that they have treated other residents belongings under the same circumstances, Lasheria
Mells, they even put her up in a motel for almost a month as well as laundered her clothing and paid over
$3,000 to treat the unit. They cleaned and moved her things. It really depends on how Ms. Davis feels at the
moment, who you are and not what the policy states. This makes us, as property managers, feel horrible
because we are helpless. We cant assist our residents in a manner they deserve. If she likes you, you get
everything; if she doesnt like you, you get NOTHING!! On October 23, 2014, Ms. Rivers and I visited Mr. Ellis
at the Nursing Home, as the Administrators had advised his physical therapy was finished and he was ready
to go home. Pamela Davis and Vince Marino didnt check the status of this elderly resident, nor did they
bother to ask Ms. Rivers or me about his unit. The administrators advised us that he needed to be out of the
facility by October 31, 2014. So, we pulled together and devised a plan to get him new furniture (donations
from agencies), because Pamela Davis refused to clean the few items out of his apartment.
MOVING RESIDENTS FROM PROBLEM UNITS

HUD has protocol for residents that need assistance. The guidelines are not just for those that Pamela Davis
deems worthy. Here are 2 cases: 1) Marilyn Irving who lived at H8 at Sunshine Park. She had been
complaining about shorts in her electrical wiring in her kitchen area for several months. She called
maintenance and put in a work order several times and nothing was actually done until she came to me. The
Maintenance Director got involved and changed the light fixture. However a couple of days after it was
changed the light was out again. They came back out and changed the light and it seemed to be working.
32
She went out of town and her apartment started an electrical fire in the kitchen. When she got back the next
day her apartment was full of smoke and soot, the stove area and the vent over the stove was ruined and the
some cabinets were damaged. Vince Marino told her all the things that he was going to do to help her and at
the end of the day the girl was moving furniture by herself from H8 to the unit (M2), where I transferred her to
so the work could be done. She went into Ms. Davis office to speak to her and she said Ms. Davis was so
nasty to her and was speaking to her in an unprofessional manner. Ms. Davis was screaming at her when she
asked for some help. Ms. Irving left and came to me saying that she couldnt believe that she talked to her
that way and that she was not going to ask her for anything and that she was had been waiting for Vince
Marino all this time, which was over a week, to do what he had promised her to do. Marilyn also spoke to Ms.
Rivers but Ms. Rivers hands are tied on helping the residents they was she desires. Ms. Davis blocks any
courtesy or accommodation Ms. Rivers would like to offer the residents, unless, there is something in it for
her. For example, she will do whatever the Resident Commissioner wants and she caters to Tracy Carroll
because this benefits her personally. As for other residents, she has not interests. 2) Another resident that
had been moved from AMP 3 to Sunshine Park for reasons of mold, Diana Dabriel, where they had set her
stuff outside and some of it was lost and stolen moved into the M building and only a short time later the
plumbing was bad there and they had to dig up the floor, so she was moved again to the K building where
there was plumbing problem, even after I had it checked and got an ok from maintenance. Both of these
people were basically treated in a hostile manner. Ms. Dabriel was left in a hotel for over a month after her
surgery, waiting on an apartment. Vince Marino was given charge over this project and told her initially it
would be two weeks. Ms. Rivers was put in the situation to explain to the resident why she was in the hotel
for such a long time. Ms. Rivers adjusted Ms. Dabriels rent and gave her extra time to pay due to the
inconvenience, this was the best Ms. Rivers could do, as Pamela Davis doesnt care, she doesnt take the
complaints on these issues.
The reason I feel that this is significant also is because these units are very old and they have significant problems
from plumbing to pest control, mold, to electrical issues. The buildings have not been maintained well at all. There
are major plumbing issues at Oak Park and Sunshine Park and the residents are being charged for something that
is due to lack of upkeep or modernization. At Oak Park, many of the units have mold deep in the calking that has
been there for a long time. I have seen where the residents are told it is their fault. The tile floors in many units
that were put in when they were built have the finish gone and cant be cleaned properly, resident consistently
complain about these issues to no avail. Why would GHA spend $2.4 million or $600,000 whichever number is
accurate, on landscaping, when the actual living conditions within the units are poor? It doesnt make sense. I could
go on and on, but the point is, I believe there is a lot of money passing through GHA and I can clearly see is not
being expended to benefit the residents. Proactive instead of reactive is always a better answer.
Electronic Surveillance
I would like to say that the property managers along with some of the executive staff have been issued cell
phones that we are required to carry with us as we are on call 24/7.
I know that monitoring phones at the office and emails are fair game for an employer to monitor. I also will go
as far to say that GPS monitoring of phone locations during our normal work shift is acceptable but I draw the
line for time outside my regular work hours. I believe that they are doing all of this monitoring, but the GPS
33
on off time is taking my right to any privacy away. I feel that anyone caught monitoring an employee on their
own time should be criminally prosecuted unless they have a court order to do so. We have not even been
given information about this occurring at all as required and should be written in our policy book that we have
never been issued because the new policy was supposed to be in its completed stage and with the attorneys
for review when I started in May of 2013. I was given this information at my hiring by the then OD, Ranaldo
Bennett. Other than that, I was never given anything else. In addition to this, we have no independent Human
Resources Department. ALL ROADS LEAD BACK TO. PAMELA DAVIS.
Commissioners Conflict of Interest

When I started at GHA, Gloria Drye had them Rebecca Stephens who was a resident in the Oak Park facility
working with other resident files in the file room. I came in one day and found the files out of alphabetical
order. Ms. Drye was not in that day and Ms. Stephens came in and asked me if I liked how she did the files.
I sat her down and told her that no matter who told her to work with the files that she should never do it
again as she should not have access to other residents information.
The next step was that she ran for treasurer for the resident council she was elected and she came to talk
to me about the position and she was asking questions. One thing that surprised me was that she found it a
very new concept when I told her that it is important to keep records for every single expenditure and
receipts. She was acting like she didnt understand this or didnt realize this.
At the Christmas party 2013 they announce Beverly Akpo-Sanni would be the new resident commissioner.
She came to my office shortly after that time and told me she was friends with Pamela Davis and that she
really had no idea what she was doing on the board at all, she knew nothing about any of it. Shortly after
this she gave her notice to leave and failed to pay rent.
Rebecca Stephens who changed her name to Hightower, was told by Pamela Davis that she wanted her
to be the next new commissioner. She and Martin Kirkland went to city commission meeting and Rebecca
was the new commissioner without reviewing anyone else. Rebecca had good intentions at first but that
quickly changed. She came into my office and said let me ask you why would Pamela Davis tell me I
shouldnt talk to anyone at GHA? I told her Im sure you misunderstood her, she said,
No I didnt. She seemed troubled by this.
At the end of September, there was an issue that Pamela Davis gave tickets to Rebecca Hightower, provided
a van and a driver for 12 residents to go to a Rubin Studdard concert at Santa Fe College. I would never have
known about this if it had not been for the fact that they had to have transportation waivers. I was off the day
they were putting the waivers together, so the Assistant Property Manager contacted Ms. Rivers to help them
with the waivers. Ms. Rivers was not aware of the trip but created the waivers and took them directly to Ms.
Davis. Surprised by this, Ms. Davis proceeded to try and explain the trip. But it was very clear, this was hush
money for the Resident Commissioner, Rebecca Hightower. Rebecca is also the treasurer for the Resident
Council and received $2,500 per year. Why didnt she use those funds? If Pamela Davis paid for the trip out
of Resident Services line item, this was charged to my AMP, without my knowledge which is indicative of
everything Pamela Davis does, Ms. Rivers and I found out about this one by accident. Where was the
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overtime charged for the maintenance mechanic who drove them to the concert? Who paid for the gifts given
to the maintenance Mechanic (Robert Sapp), who paid for the thank you gifts given to Pamela Davis? This
is ridiculous!!
I asked Rebecca where the tickets were for the residents at Sunshine Park and she quickly changed the
subject and said thats a good question. Sunshine Park residents are left out of everything. A commissioner
and Executive Director is supposed to represent all residents of all properties. Coincidently would you have
a person driving residents that had been driving a GHA vehicle and had an accident and tested positive for
drugs? Now it was announced that Rebecca has the council account on a debit card for easy access.
Recently the residents have been coming in complaining that there is nothing voted on to do with the $2,500
that the council has for activities. The money was issued to Rebecca last April or May as the treasurer. They
had a council meeting last Thursday and they all voted in favor of putting $75 dollars in for a Halloween Party
and Rebecca overrode it and canceled the money request. Well, apparently, she has learned that she does
not have to be accountable for these funds. She is also getting extra perks, trips, travel, concerts and other
favors from Pamela Davis, just to keep her mouth shut about the pertinent issues she used to bring to the
front. All of these actions are the result of poor management by Pamela Davis, it has a domino effect within
GHA.
Treatment Experienced by Pamela Davis

I actually love working with the residents I serve. If I didnt, I certainly would have been gone a long time ago.
I have brought some spirit back to the residents and have actually treated them like human beings. I want
them to see they still have value in their lives and that just because they are living in public housing they
should not feel like they have been forgotten. Most residents mistrust GHA and Pamela Davis because of the
way they have been treated. We had a clean-up day at Sunshine Park on April 1, 2014, the residents actually
participated to their ability. One of my residents, Roland Bonday, who is almost 70 years of age, and he is a
decorated Veteran who came out to help with the clean-up. Mr. Bonday reported that Ms. Davis, who actually
did some painting for the media attention, gave instruction to cut down to the root, plants next to his unit. He
asked her why did you do that, you could have just pushed them to the side and painted. His voice is loud,
it is always loud but she took this opportunity to tell him to STAND DOWN!!! And she knew how to make him
stand down. She also told him that she is the owner of the property and that she would do whatever she
wants to. She actually tried to humiliate and bully him. It took him a long time to recover from that. Mr.
Bonday has a very positive relationship with Ms. Rivers and myself but this set us back big time with him. The
residents tend to drawback from her and it took us talking to Mr. Bonday over a long period of time to get him
to open up and trust us again. She consistently kills what we seek to build. In addition, the rest of the
residents heard all of it and were very disgusted he was treated that way. What was even worse, she went
back to the main office and bragged to Ms. Rivers about doing it. Ms. Rivers advised Ms. Davis that is not
indicative of Mr. Bonday, and that she has never had that type of encounter with him. Mr. Bonday actually
likes Ms. Rivers but it is difficult for Ms. Rivers to provide the level of residential services needed across the
board because of Pamela Davis. However, this type of behavior is common from Ms. Davis and Vince Marino,
as the residents are disrespected all the time.
35
Summary
I could go on and on but the bottom line is Pamela Davis needs to be removed from GHA. She is ruthless
and cruel even though she has the ability to come across soft spoken and concerned. I think at the very least
you should send in a team of experts with no advanced warning to collect all of the financial documents. Im
confident they will show the same patterns of corruption on a larger scale then Deerfield Beach and possibly
larger than Sanford. We all need to look at the issues that are built in this housing system that contribute to
the misuse of public money and put in safeguards and checks and balances to assure that billions of dollars
all over the county are not being wasted on white collar criminals.
Since I have brought out the issues dealing with bad resident files to her she has basically made me one of
her targets. I took my own personal time to write the Quality Living Program to assist residents to learn how
to improve their living standards and keep their units in better condition. I have never really been
acknowledged for this accomplishment by Ms. Davis and have never been given a budget to actually operate
the program effectively. She has avoided facing me and can never look at me face to face.
She takes every opportunity she can to disrespect the work I have done through comments and facial
expressions and body language. She has come at me for no reason viciously in conversation minimizing my
input and clearly displaying a dislike for me in her presence. I have taken only 4 days vacation in the 1 I
have been there and clearly asked for it and had it approved in advanced. However she called me when I
was clear across the country asking me trivial questions on things that had been turned in over a month ago.
She and her personal assistant Beth Pannell clearly knew I was out but acted as though they knew nothing
about it. This has also happened on my floating holiday. I have also experienced that anything I turn in to the
main office is never put in the system or appears to be lost. I now have to copy everything to the OD just so
they cannot get away with this. My most current fear is that Vince Marino who was given back maintenance
even though when he had it before we had over 50 units vacant for a long period of time, has not been
completing my units there for affecting my occupancy rate. I have over seven units I have people waiting to
get in. I was promised they would already be done but I have not been given any keys. Ms. Davis is always
turning the issues on people that she is targeting and I am waiting for her to say why havent you leased them
up. Vince Marino is her right hand man, he does whatever she wants him to do and she will never question
him and will not see the problem is right in front of her face. I have worked at both of my properties with internet
and phone lines being down 50% to 80% of the time. I have had to accomplish a full days work in a couple
of hours at best on the computer and we have no telephone contact or receive messages that could be urgent.
I have reported this, countless times and there has been no improvement, there also seems to be no concern.
Vince Marino is also over this. There is no security, we are on our own completely in these satellite offices
and often when there was no means of communication no one would even know if we were ok.
We have backup documentation for the disclosures within this report. The majority of the information is in the
computer system reports, PIC, monthly occupancy reports and on record with HUD. Ms. Rivers received
documentation from the JTEP Coordinator, Regla Exavier, relating to having to write policies for the program
when she started at GHA, and they have never been implemented. The procurement process for vendors,
the licensing requirements and status of those working on the program has been provided to Ms. Rivers. Ms.
Exavier also provided Ms. Rivers with the brochure Pamela Davis husband created for the golf tournament.
Ms. Davis appointed a board to work on it with him, which included Michelle Beans, Karen Fuller, Mikki Daniels
36
and Regla Exavier (who cried and almost quit because she was advised by the Gainesville Chamber of
Commerce, that having Ms. Davis husband coordinate the event wreaked of a scam).
Ms. Rivers also has financial reports, including 1099 reports showing the income of Tracy Carroll, and she
has the ability to retrieve Ms. Carrolls Section 8 voucher information. Clearly, there are some issues with the
amount of work Tracy Carroll receives at GHA versus other residents who have been snubbed by Pamela
Davis. They literally get left on hold, waiting for the opportunity to participate. Tracy Carrolls file and all
relate payments must be investigated, as this has been and continues to be a problem. Ms. Exavier was
advised by Pamela Davis that if other residents ask why Tracy gets all the work, Regla is to tell them that she
is the only licensed. Ms. Exavier advised Pamela Davis that Tracys licenses are expired, as usual, nothing
was done about it and Tracy continues to receive all the work. She also causes a lot of the confusion with
residents and Pamela Davis and it is the reason Ms. Rivers stopped being involved in the offsite projects, as
Tracy Carroll advised Ms. Davis that Ms. Rivers was bad mouthing her to the residents and she believed it.
As you can see, this is too much foolishness for an Executive Director to entertain and embrace. Ms. Rivers
advised me that she is worn out by this womans foolish behavior, accusations and bottom feeder mentality.
Ms. Rivers is very professional versus Pamela Davis, who rolls her eyes and jerks her neck while shes talking,
using words like, Ima tell Rick (speaking of Rick Gilmore, GHA Attorney), to suit up. Ms. Rivers often says,
she is so disappointed and grieved by what she is seeing at GHA, because she also sees the great opportunity
and potential for the housing authority to grow and the residents to thrive. But she knows that the reality is
that it will NEVER happen under Pam Davis leadership, she simply isnt capable.
I feel that the Property Managers are being set up as the fall guys at the end of the day even though we have
been kept from all the information. It is important to stop this now and this time not let it slip through
the fingers of the judicial system. There is no accountability for Pamela Davis and there is not really
a board of commissioners that are able to give proper oversight of the handling of such large amount
of money. This has to be changed as the public dollars are being lost as we speak. This is an urgent
matter and I hope that you will help us clean this up. I am a dedicated employee and only want to be
allowed to work without harassment and without a hostile work environment.
37
RECOMMENDATIONS (FROM JENNIFER RIVERS, OPERATIONS DIRECTOR)

-
SURPRISE VISIT TO GHA SWEEP OF THE AUTHORITY: GIVEN HER RESPONSE TO THE OIG
AUDIT AT DEERFIELD HOUSING AUTHORITY, PAMELA DAVIS HIRED AN ATTORNEY, REFUSED
TO RESPOND TO THE BOARD OR OIG, AND PROMPTLY RELOCATED TO GAINESVILLE, AS
EXECUTIVE DIRECTOR OF GHA. DO NOT LET THIS HAPPEN AGAIN!!! IT NEEDS TO BE A SWEEP
OF THE AUTHORITY. NO PRIOR OR ADVANCE NOTICE GIVEN, IT NEEDS TO BE SWEEP,
REMOVING COMPUTERS AND FILES FROM PAMELA DAVIS, MICHELLE BEANS, MIKKI DANIELS,
VINCE MARINO. CONTACTING THE FEE IT SERVICE COMPANY TO LOCK ALL THESE
INDIVIDUALS OUT OF THE GHA SYSTEM, UNTIL THE INVESTIGATION IS COMPLETE.
OTHERWISE, GIVING A FORMAL ADVANCED WARNING WILL GIVE THESE INDIVIDUALS TIME TO
ALTER OR DESTROY DOCUMENTS. (BANK ACCOUNTS, CHECK REGISTERS, AND OTHER DOCS
NEED TO BE A SURPRISE VISIT).
HUD officials address concerns in this letter and launching a complete audit of GHA:
o This will minimize the negative impact on myself, Ms. Linda and Regla Exavier and other
employees who have not come forth.
o This will remove GHA from a base level of operations (tread mill syndrome)
o Eliminate internal threats and fear incited by Pamela Davis
o Minimize the need for lawsuits and EEOC involvement, thereby decreasing the negative media
attention to GHA, the Board of Commissioners, and the Mayor and HUD officials.
HUD Officials employ either groups or individuals to develop more stringent criteria and qualifications for
being employed as an Executive Director.
Improve required qualifications for being a Commissioner of PHAs, including requiring Board of
Commissioner certification and training within the first 90 days. Training with HUD, explaining goals and
roles of Commissioners from HUDs perspective.
Investigation and audit of GHA financial records, procurement, JTEP program and its participants,
governance/structure, abuse of authority by Pamela Davis.
Termination of employment of Pamela Davis, Executive Director
Search for and employ qualified Executive Director, with a proven track record of ethical conduct,
growing teams, managing and developing staff, motivational, professional and skills in planning
and urban development.
HUD Jacksonville Office not involved until OIG has filed, as lack of trust with Sonia Brewster, HUD
Representative, that she will not notify Pamela Davis.
I would love to have a voice on a committee or board which addresses these issues. It is important to me
that not only the residents are given a voice, an ample opportunity to thrive but the employees who are
forced to tolerate a bully and thief disguising themselves as Executive Directors, these employees also
have a voice. I know how humiliating and degrading it is to work for a bad Executive Director who simply
leaves one PHA and seek out another one, who will tolerate them. Although Pamela Davis was employed
by Deerfield Housing Authority for 20 years, it is about 15 staffers and she had a comfort zone, until she
began to be questioned on her program management she jumped ship. She now has control of a
Housing Authority twice the size and the money. How did this happen? I TRULY WANT TO MAKE A
DIFFERENCE NOT JUST FOR GHA BUT FOR OTHER PHAs.
38
I am extremely distraught over this matter because I believe employees and residents of housing authorities
have experienced far too many negative situations and I certainly did not want to add to this litany. However,
it is obvious to me that Pamela Davis is not going to be satisfied until I am not longer an employee of GHA
and will stop at nothing to make that happen. As previously stated, Pamela Davis has stripped my position
as Operations Director down to nothing shes taken away the Maintenance Department which I made
successful enough to bring the organization off the troubled list with HUD, and removed any staff members
from under me and have them report directly to her, she is in every affair with the Property Managers which I
believe she is preparing for my termination. She is so rude to me that other employees ostracize me so they
wont be a target for her. Individuals who would walk around the office happy, are now quiet and withdrawn.
GHA needs a major intervention, it may look good on the surface but the roots are infected with Pamela Davis
poison. Any person who cannot celebrate the accomplishments and encourage the people she hired, or who
becomes competitive with her staff is by no means a LEADER.
Therefore, whether I am working at GHA or not, I am confident that Pamela Davis should never be allowed to
oversee federal dollars. I want to make it perfectly clear, I have done absolutely nothing wrong at GHA. You
can confer with my husband and friends, I have put in 50-60 hours per week at GHA, weekends and evenings
doing whatever necessary to get the job done. My husband and his family even volunteered to help me plan
and work the Fathers Day event of which she did not participate at all, just showed up for the pictures and
publicity. However, Regla Exavier and I did the behind the scenes work. I know this is not fair to me, the
residents or the agency to have such an inept individual at the helm of such important organization.
When a leader completely ignores the high performing employees, their accomplishments and contributions
to the agency, takes the credit, receives the financial bonuses and rewards from the Commissioner, hire
individuals who she has personal connections, allows her husband to act as though hes a manager by
questioning staff, emailing staff, showing up and walking through the authority looking in employees offices,
remove departments from individuals who saved the department (HUD was ready to terminate the
employment of all the Maintenance staff and contract out maintenance unless the 56 units were turned over
and leased up within 45 days), I accomplished this task without a Maintenance Director or Maintenance
Supervisor but yet, out of her hostility towards me, she took the entire department, tried to ruin my credibility
among the Public Housing staff, and verbally and openly attacked me at an Executive team meeting. It has
been several months now and I am at the point of doing whatever is necessary to being attention to Pamela
Davis lack of qualifications, knowledge, skills and ability to lead this organization. She is poison to the
Gainesville community.
It is my sincere prayer, that recipients of this document, make a deliberate decision to ACT and not REMAIN
SILENT. I simply ask that you honor your stated goal.
Our goal is to foster positive change that will improve the management of the nations public
and assisted housing and ultimately the lives of the people who benefit from these programs.
This will be a long term and continuing process that will require HUD to put forth innovative
solutions and the OIG stands ready to assist where appropriate. In addition, the PHAs
themselves and the organizations that represent them can play a critical role in addressing
many of these concerns. Working together, we can all help to solve many of these recurring
problems.
39
Thank you, in advance, for your prompt attention to an increasingly dire situation at Gainesville Housing
Authority. I ask you to simply work with me and help me and Ms. Linda be an integral part of solving this
recurring problem. It may be true that the law cannot change the heart, but it can RESTRAIN
the heartless.
Sincerely,
Jennifer Rivers
_______________________________________
Jennifer Rivers, Operations Director
Linda Pace
_______________________________________
Linda Pace, Property Manager
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NEW DEVELOPMENTS
On October 21, 2014, I attempted to access the General Ledger and the Payables from the
Lindsey Housing Manager financial software to retrieve reports to attach as backup to this
correspondence. I have had access to both components from the time of my employment June,
2013 through last month, September, 2014, over a 1 years. Now, I have been blocked from
the system. This is further evidence that Pamela Davis has cut me off from any pertinent
information in the company for reasons indicated in this report. I attempted to provide a print
screen of the dialog box which stated security policy does not allow me to access the programs.
As the Operations Director, second in authority to the Executive Director, it is suspicious for me
NOT to have access to the balance sheet, income statement, check registers and other
statements which track revenues and collection losses, along with what is being charged to the
AMPs, since the Property Managers have NEVER had access. Also it comes at a time when
they are spending gobs of money of Pamela Davis husbands golf tournament. Regla Exavier
provided more documentation on the event but said she does not have any access to the
financials or what has been spent for the event.
On October 22, 2014, LaVera Davis, Assistant Property Manager, AMP 1, advised me that the
cable installers notified her that there was asbestos and mold in the attic of the Woodland Park
units. Also, residents in Units 146 and 147 overheard the installers talking about the thickness
of the asbestos, and indicated it was the reason they wore protective gear before entering the
attic.
This explains why I have been sick for the past year, in and out of the emergency room, urgent
care and doctors office, breathing treatments, steroids and inhalers. I am angry about this
because I asked the Maintenance Supervisor to get an air quality test and Pamela Davis and
Vince Marino blocked it. Now, I have been exposed to cancer causing agent, asbestos and
mold.
On October 23, 2014, I will be meeting with the two residents, getting pictures of the asbestos
from Woodland Park units 146, 147 and my office. I will be contacting my doctor, getting testing
performed, contacting EPA and an attorney to file a law suit against GHA, namely, its Executive
Director, Pamela Davis, as well as contacting the media. I AM OVER THIS WOMAN AND THE
FOOLISHNESS ALLOWED AT THIS AGENCY BY HER HAND, PUTTING THE EMPLOYEES
AND RESIDENTS AT RISK.
I want OIG to take this letter as a 911, but I understand I cant determine OIG priorities but my
health and the health of our residents, mothers, children, grandmothers and extended family is
more important to me that preserving the reputation of the organization. If Pamela Davis doesnt
care about this organization, and the Commissioners refuse to hold her accountable and HUD
takes weeks or months to react, I am going to take care of me and my health and do whatever I
need to do to help the residents.
41
On October 23, 2014 the installation company spoke to me about the material in the attic and
said, they are not experts but it looked like asbestos. So, he provided the picture below and he
gave me samples for testing, as they were also concerned for their health. (The pictures below
was taken at a unit in Woodland Park). The installers said they didnt want to give anything to
Vince Marino because they said he was evil and they knew he would try and hide rather than
do anything about it. They literally said he strikes us as an evil man.
42
Sonia emailed me today and copies of those email are below: (occupancy has quickly
plummeted under Vince Marinos management of maintenance/unit turn over. He doesnt work
with any of the Public Housing staff and prevents the Maintenance team from doing so. As a
result, our occupancy has taken a hit, as seen in this email in less than a month from Sonia.
Vince manages the offline units, Pamela Davis is busy planning, shopping (on GHAs dollar), her
husbands Golf Tournament, she did not even address the email.
From: Brewster, Sonia D [mailto:Sonia.D.Brewster@hud.gov]
Sent: Thursday, October 23, 2014 8:08 AM
To: Pamela Davis; Jennifer Rivers
Subject: Vacancy Status and HUD Approved Offline Units
Importance: High
Ladies,
I need you to contact me immediately please. Your vacancy numbers are kinda ok, but
seems to be taking a bit of a down turn. When I do your numbers, you just make a bit over
97% occupancy. Also, you have 3 units that have been offline for quite some time. I will
return them to a Vacant status this week. If they continue to qualify for a HUD Approved
Offline Status, then we will need to start the clock again with supporting documentation
to take/keep them offline.
43
Property Manager, Joyce Burton, from Jacksonville Housing Authority advised me she contacted
Sonia 3 days ago and advised her that Ms. Davis had taken the Maintenance Department from
me and given it Vince Marino, and Pamela Davis has so much trust and confidence in Vince and
Michelle that she doesnt listen to anyone. In addition, (my word now), Pamela Davis allows
Vince to isolate the Maintenance Mechanics from Public Housing staff, they dont even speak to
us or talk to us and we know, that it is Vince Marino. Joyce also stated that Pamela Davis
was trying to turn my staff against me. (I knew that).
On September 3, 2014, Sonia Brewster, HUD Representative, Jacksonville, FL, sent the
following email to me: (very different from what I received today. When I came to GHA in June,
2013, the Occupancy rate was around 92%, by the end of the year it was at 98%, by April of
2014, GHA Occupancy rate was 98.02%, and we were actually at 100% occupancy but the CFP
projects Vince had was what continues to hinder our occupancy. This
From: Brewster, Sonia D [mailto:Sonia.D.Brewster@hud.gov]

Sent: Wednesday, September 03, 2014 6:17 AM
To: Jennifer Rivers
Subject: Occupancy
Basically, yep. You answered my query. I just want to kinda keep tabs on you guys
to show that my action to remove you from the Troubled list is valid and you are
doing what you should be/need to be doing to keep going forward.
Since you guys are lucky enough not to be troubled any more, you get to not see me
much anymore. So I do not believe you will be seeing me at your agency any time soon.
Sonia D. Brewster
Senior Public Housing Revitalization Specialist/Head IMS-PIC Coach

U.S. Department of Housing & Urban Development
Office of Public Housing/Jacksonville Field Office
Charles Bennett Federal Building
400 West Bay Street, Suite 1015
Jacksonville, FL 32202-4439
44
UPDATE ON OCTOBER 24, 2014

On Friday, October 24, 2014, which is my off day (my hours are Mon-Thur, 8am-6pm); I received
an email from Pamela Davis, requesting I devise a plan for public housing to increase the Public
Housing score. Again, Pamela Davis removed the Maintenance Department from my
supervision in April, after the Maintenance Supervisor, John Knowles, left GHA. On today
(10.24.14), I spoke with John Knowles, who advised that he is will to provide requesting
information during this investigation, if necessary. You will find his contact information at the
bottom of this report. Pamela Davis placed Maintenance, Work Order Clerk and all other
functions except the Property Managers under her supervision. After John Knowles left GHA,
Ms. Davis hired Jeff Maines, who she terminating shortly after, she then put Maintenance under
the supervision of Vince Marino. Vince doesnt allow maintenance employees to speak with me
or the property managers, they only answer to Ms. Davis and Vince Marino. If you know anything
about this process, you know this is an epic fail. Under HUD project-based management, it is
critical that the maintenance workers work very closely with the property managers to ensure
units are turnover within 10 days, so property managers can lease up within 20 days. Ms. Davis
has assumed that role of tracking these numbers when she placed maintenance under her
supervision she took on this responsibility. However, she is now asking me to give her a plan
to increase the occupancy score.
In June 2013, when I joined GHA their occupancy score was 92-93%, over 50 vacancies, 45
days per HUD to increase occupancy score. At that time, Maintenance was under my
supervision and I met with them weekly and assigned units congruent to number of days vacant.
I no longer have any level of authority, Pamela Davis and dismantle everything I built at GHA,
even the occupancy rate. Therefore, I have no plans to do anything but expose the fact that she
is not qualified to run this agency and needs to be investigated and removed quickly, as I see
happening over the next few months what was happening before I arrived at GHA, HUD will be
taking it over very soon. As I have no plans, to put in the 50-60 hours per week that I have
invested to no avail.
Regarding the sick building we work in 10 hours a day at GHA, John Knowles mentioned to me
today that he lived in the doctors office, using his inhalers, taking steroids and a continued cough
while working at GHA. He told me today, 10.24.14, he no longer has the cough and once he left
GHA the cough stopped. He asked if we had ever done the air quality test, the answer is NO.
Pamela Davis wont allow it.
45
OCCUPANCY SNAP
SHOT
As of September 6, 2013
AMP
FL06300001
FL06300002
FL06300003
TOTALS
Vacant
14
8
36
58
MOD
3
5
9
17
Total
11
3
27
41
GHA was removed from the Troubled List due to the hard work of Jennifer Rivers and her team
(when Maintenance was under her supervision, without a Maintenance Supervisor, she
managed it without Ms. Davis help or input.) The only thing Pamela Davis did was celebrate
with the Board of Commissioners and took the credit for the 45-day success, increase in
occupancy score. She never acknowledged our hard work publicly. She took the Public Housing
team out to lunch at Harrys Restaurant, a behind the scenes deal. But the above email from
Sonia Brewster, HUD, clearly shows, Public Housing is no longer on troubled list.
46
CONTACT INFORMATION:
Jennifer Rivers
GHA Operations Director
Work Cell: 352-339-0355
Personal Cell: 352-231-5616
Linda Pace
GHA Property Manager
Work Cell: 352-494-5165
Regla Exavier (Willing to provide information on JTEP program)
GHA Job Training and Entrepreneurial Program Coordinator
John Knowles, Maintenance Supervisor (previously employed at GHA)
Person cell: 415-847-4783
Work Phone: 503-961-5384
Email: jknowles@retirement.org
47

Gha Oig Letter 10 2014

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JENNIFER E.

(Martin Luther King, Jr.)

Regional Inspector General for Audit

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Dear Secretary Castro:

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Failure to Properly Procure Legal Services

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Housing Authority employee fired during criminal investigation

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Former Deerfield Housing Authority employee gets 18

GOLF TOURNAMENT THE PROJECT OF PAMELA DAVIS HUSBAND

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

FAILED BRAID SHOP

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Abuse of authority by Executive Director, Pamela Davis

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Demanding management to complete performance reviews on a deadline with

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Mica Outraged that Criminal Mismanagement at

RECAP OF FINANCIAL CONCERNS UNDER PAMELA DAVIS MANAGEMENT

GOLF TOURNAMENT CONFLICT OF INTEREST WITH PAMELA DAVIS (EXECUTIVE

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

LINDA PACE, AMP 2 PROPERTY MANAGER CONCERNS

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

MOVING RESIDENTS FROM PROBLEM UNITS

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Commissioners Conflict of Interest

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

Treatment Experienced by Pamela Davis

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

RECOMMENDATIONS (FROM JENNIFER RIVERS, OPERATIONS DIRECTOR)

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

JENNIFER E. RIVERS, OPERATIONS DIRECTOR, GAINESVILLE HOUSING AUTHORITY

From: Brewster, Sonia D [mailto:Sonia.D.Brewster@hud.gov]