Dawn Emerick, B&D ac eed : AGS ey (-aS 03° June 25, 2020 Colleen Bridger Assistant City Manager City of San Antonio 115 Plaza de Armas San Antonio, Texas 78205 Dear Ms. Bridger, itan Health District (Metro Director of Metropoli en a bit traumatizing. Lam writing to notify you that [am resigning from my position as the Health), These are very extraordinary and unpredictable times and for many families, it's even be There is nothing more important than our physical and mental safety, security and well-being. My last day of employment will be July 3, 2020. [As an additional reflection, forthe record, the recent Black Lives Matter protest has foreed me to reflect on the equity Guestion I asked during my interview on whether replacing a white female executive leader with another white ferale seer ana 60% Latinx community, would set the new leader up for success and create community confidence: While staff Community members and residents, have warmly embraced me, its time forthe City of San Antonio appoint a person of color to lead one of the largest public health departments in the country. The residents of this community and aortic lealth workforce deserve a leader who can effectively relate to their personal experiences and who "a8 be tre dad to devonstruct systemie racism experienced by so many people of color every day. It's time to place @ leader of color at the top of this Department. as well as your professional guidance and ery short time with the city, e deep working and during a world-wide pandemic, I am proud of th 1 appreciate the opportunities given me during my v ‘many talented people across the city: ‘support. In five short months (felt very long at times) relationships I developed and ‘what I accomplished with COVID-19 Related: + Member of the Unified Command and represented Metro Health through both the Phase 1 and Phase 2 COVID-19 response Developed the COVID-19 Daily Report that provide Established monthly one-on-one check-ins with City Council members and their staff Developed the On-line Self Assessment Screening Tool with ITSD Developed several internal and external data dashboards with ITSD to COVID-19 decision-making Worked with ITSD and eMocha (Health IT department) to develop span of control for contact racing Fortes with ITSD, DSHS and Communicable Disease to build the interoperability between Metro Health and Texas Health Trace «+ [dentified data gaps and directed the Communicable Disease Division to develop a weekly Epi Report + Conceptualized and worked with staff to create the Testing Task Force + Conceptualized, convened and managed the Asymptotic Study with UT Health and S Conceptualized the Community Health Response Team information throughout the city and media help track and analyze data to assist with san Antonio Fire Wve COVID-19 recovery reporting + Conceptualized the COVID-19 Recovery Team to impro Conceptual the COVID-19 Research Grants partnership withthe Health Collaborative + Member of the Mayor and Judge’s Health Transition Team + Developed a collaborative Health Transition Team's Implementation Plan with Metro Health, San Antonio Fire Department 19 Community Response Coalition (formally known as + Expanded, developed and co-chaired the expanded COVID-' Testing Task Force) + Conceptualized the neighborhood pop up sites operating within each Council Member Districtsdirectives on antibody testing + Championed a Public Heath Declaration to include cautionary Sere cnea oa as a subject matter expert on the University of Texas San Antonio COVID-19 Task Fores 10 assist with the development of their Back to School plan. Equity: « Conceptualized and partnered with ITSD and Innovation to develop an Equitable Open Data project 10 deconstruct bias in public health data collection and analysis + Conceptualized and partnered with the Health Ci Improvement Plan + Championed the development of a Racism is a Public Health Crisis resolution ‘ollaborative to deconstruct racial bias in their Community Health Organizational Development and Engagement: + Initiated and started conducting on-line foct practices, technology needs, workplace culture, + Initiated quality improvement projects between ITSD and Cor lab reports and case investigations + Championed and initiated a restructuring | effort to strengthen Metro Health's internal infrastructure. = Permanently promoted Jennifer Herriot to Deputy Director + Requested, received, and established two Public Health Administrator posit leadership and to establish an additional career path to existing staff «cai ted to an intentional external recruitment effort to expand applicants of color for both positions + Set up monthly finance meetings with Assistant Directors and Metro Heath finance staff to review and correct xs groups to meet staff and to learn more about quality improvement training and workforce development opportunities. mmmunicable Disease to reduce paper and to reduce lag in itions to provide scale to Division Division budgets + Requested. five year retrospective / prospective finance exercise to help forecast our budget over the next several vyears Collaboratior + Engaged cross-department Directors to get input on a COVID-19 research agenda etter align COVID-19 Response and Recovery efforts + Engaged cross-department Directors to + Engaged ITSD and Innovation to help connect Metro Health to the Health IT start-up community Metro Health has very capable and talented leaders and staff. You and the residents ofthis fine city are in very good hands, I wish you a safe and compete recovery from COVID-19. With (“Bawa Emerick, EAD ce. Lori Steward, HR Director