As we close the book on an extraordinarily daunting 2020, the Times Free Press asked the leaders of local governments, major employers, health care and educational institutions to sum up the challenges of the year and discuss what they look forward to in 2021.
Staff Photo by Robin Rudd/ University of Tennessee at Chattanooga Chancellor Steve Angle.Steve Angle, chancellor of the University of Tennessee at Chattanooga
What were the year's biggest challenges?
Adapting our operations and business model to COVID was the source of our major challenges. Everything was new, and in March we moved all instruction online within a single week – something we normally have planned for a year. We were forced to reduce class sizes and institute precautions such as social distancing, masks, and limiting the size of group gatherings. Our student affairs staff was challenged to provide activities that help build a sense of community, e.g. goat yoga on Chamberlain Field, paddle boarding on the river, and outdoor movie nights emerged as creative solutions.
What were the most important lessons learned?
We have an incredible team of people who can get things done. We identified difficult questions such as: How do we safely move over 3,000 students into housing? Can we manage contact tracing, COVID testing, isolation, and quarantine for over 13,000 students, faculty, and staff? How will meals be served while we follow safety protocols? What does a socially distanced classroom look like? Can our entire curriculum move online in seven days? Faculty, staff, and students stepped up, everyone doing their part and trusting that others were doing the same.
What are you looking forward to most in 2021?
Moving past COVID.
Photo contributed by Chattanooga State / Rebecca Ashford, president of Chattanooga State Community College.Rebecca Ashford, president of Chattanooga State Community College
What were the year's biggest challenges?
One of the biggest challenges early in the pandemic was dealing with constant change. What we knew to be true in the morning was completely different in the afternoon. Students and employees had fears related to the shift to the virtual environment, fears about exposure to the virus, and fears about financial security. Addressing these concerns was probably the biggest challenge in terms of serving our students and employees.
Communication became critical. We sent daily email communications to employees and students to let them know what was happening. As the months went on and our ChattState family settled in, the communication went to twice a week and now to once a week. We also now host monthly virtual campus updates open to all employees. In these meetings, we are transparent about the budget and issues affecting the college. These are a good way for departments to update one another about what they are doing to serve students and the community while also providing two-way communication.
What were the most important lessons learned?
In 2020, we brought communication and shared governance to a new level by including faculty senate, professional staff association and support staff association presidents in cabinet meetings. Doing so has helped us to make better decisions and to reduce the spread of misinformation.
What are you looking forward to most in 2021?
I look forward to building on our resiliency and improved communication to set a new course toward innovation in leadership and educational programming. In 2021, we will continue making significant improvements to better serve our students, employees and community.
Staff photo by Troy Stolt / Chattanooga Mayor Andy Berke.Andy Berke, Chattanooga mayor
What were the year's biggest challenges?
Every day, I'm amazed by the selfless dedication shown by all of our employees, and that was more evident than ever this year. This year, City Hall saw greater needs from Chattanoogans in the middle of a very tight budget. After instituting a hiring freeze, we dealt with additional complications because some employees were exposed to the coronavirus. Nevertheless, our employees have always been engaged in our mission, performing superbly, as they understand how important their work is to our city.
What were the most important lessons learned?
Managing city government is frequently about making tough choices between competing priorities. In a year that found us contending with a public health crisis, a struggling economy, and a natural disaster, those choices were tougher than ever. Stay focused on your values and mission, communicate frequently, and try to approach every situation with a lot of empathy.
What are you looking forward to most in 2021?
Chattanooga had one of the highest performing economies in the country when the pandemic hit, and as the vaccine distribution continues and we begin to achieve immunity, I look forward to seeing more investment and good jobs return to our region. This year brought a lot of long-overdue discussions about equity and justice to the forefront, and our city has the chance to show the country how to rebuild back better and fairer than before.
Staff Photo by Matt Hamilton / Hamilton County mayor Jim Coppinger.Jim Coppinger, Hamilton County mayor
What were the year's biggest challenges?
This past year we dealt with two catastrophic events: the COVID-19 pandemic and the deadly Easter tornadoes. Along with these dual challenges, we dealt with the everyday issues of continuing to deliver the services we provide to the citizens of Hamilton County. Our health department has been outstanding throughout this pandemic in terms of developing testing sites, conducting contact tracing and dispensing vaccines. Hamilton County's Emergency Management Agency has been working alongside the health department since the beginning of the pandemic, while also delivering incredible service to the public during the Easter tornadoes. We greatly appreciate the way our other departments have risen to the challenge of supporting the health department as they deal with new and ongoing pandemic issues.
What were the most important lessons learned?
Our county has consistently been one that adjusts well to crises. We dealt with a devastating tornado that resulted in fatalities, injuries and over $159 million in damages to homes and businesses during an unprecedented time of challenges brought on by a global pandemic. Our administrators, directors and workers rose to those challenges - presented by weather and health issues - throughout the year.
What are you looking forward to most in 2021?
Being one step closer to a return to normal. I sincerely hope people will take advantage of the vaccinations, so hopefully by summer we'll be able to return to our favorite restaurants, gather with friends, attend a concert and take in a Lookouts game. We also hope to continue the tremendous economic development we have seen over the past decade. Our most recent unemployment number has returned us to 2017 levels, so we are optimistic about our 2021 business outlook. We are proud of the expansions by our legacy companies Southern Champion Tray, Gestamp and McKee Foods.
Staff photo by Tim Barber/ Tom du Plessis, CEO of Volkswagen Chattanooga.Tom du Plessis, chief executive officer at Volkswagen Chattanooga
What were the year's biggest challenges?
Since we had, and have, no crystal ball for the impacts of COVID-19, we prepared for the challenging unknown by focusing on things within our control: the health and safety of our team is our top priority, which we helped ensure by following guidance from the Centers of Disease Control and Prevention and health experts; we remained committed to keeping our employees informed through transparent communication about the state of the business and impacts of the pandemic; and we implemented cost-saving measures where we could to help ensure the long-term health of the business for the sake of our team.
What were the most important lessons learned?
The strengthened importance of a one-team mindset, clear and transparent communication at all times, and adaptability. We were, and are, all in this together.
What are you looking forward to most in 2021?
The ongoing expansion and preparation for electric vehicle production - the exciting future helps us rally together today. Close to 100 equipment installations, upgrades and modifications have been conducted in the last month that help ready our factory for 2021, high voltage training is already underway in our Volkswagen Academy, and we expect the all-electric ID.4 model to start arriving at showrooms in March. We're also excited about the rise in customer demand for our Atlas and Atlas Cross Sport models, and we're increasing our production volume to help meet this demand.
Staff photo by Doug Strickland / U.S. Xpress CEO Eric Fuller at the company's headquarters.Eric Fuller, CEO of U.S. Xpress
What were the year's biggest challenges?
For U.S. Xpress and people across the nation, 2020 spotlighted the importance of truck drivers. These men and women have been on the front lines, delivering essential goods throughout the pandemic. A key focus of ours has been keeping these folks safe, which we've done through detailed health protocols.
At our Chattanooga headquarters, we were able to shift 95% of our office team members to at-home working within days at the start of the pandemic. We've utilized technology – meeting tools like Teams and Zoom - and good old-fashioned communication to stay connected and engaged with our workforce, our business partners, and our customers, throughout the year and into 2021.
Across the board, communication has been key in keeping everyone informed through a challenging year. We established a regular cadence of virtual town halls for our employees. Instead of meeting customers in person, we created a webinar series and lots of opportunities for Q&A. We further tapped our social media platforms to better engage with our drivers.
What were the most important lessons learned?
For me, a key takeaway is how resilient everyone has been throughout this process. We have some of our highest productivity in years – all through one of the most challenging times in modern history.
What are you looking forward to most in 2021?
I'm excited about the future of the trucking business. As U.S. Xpress evolves into a true digital transportation solutions provider, we're growing our driver-focused brand, Variant, are adopting more tech-focused customer solutions, and we're close to launching a new brokerage offering. It's a busy and exciting time for the company and our Chattanooga workforce. And of course, like many others, I'm looking forward to hopefully seeing more folks in-person in 2021!
Staff Photo by Robin Rudd/ Erlanger President and CEO Will Jackson.Will Jackson, CEO of Erlanger Health System
What were the year's biggest challenges?
Most prominently, our associates dealt with emotional strain, an intense workload, and considerable uncertainty. Burnout is an unfortunate but common occurrence in our industry, and the trials of this year accelerated it for many. However, we worked hard to ensure that our staff were well cared for and treated with honesty and respect. As always, our team rose to the occasion and continued to compassionately care for Chattanooga and our region with selfless excellence.
What were the most important lessons learned?
Our supply chain, pharmacy and emergency preparedness teams worked tirelessly to ensure Erlanger staff had all the equipment, personal protection, and strategies necessary to safely deliver care. Moreover, Erlanger maintained its usual readiness despite this unrelenting situation, responding courageously to the Easter tornado, the Meigs County bus tragedy, and the Wacker explosion, among other incidents, and delivering care as only we can. The entire team proved resilient, and our associates sacrificed their time and personal resources for their families, friends and neighbors. Clinical, support and administrative staff banded together for the common good. Simply put, the strong organizational ethos and processes established over time have served us well the past year.
What are you looking forward to most in 2021?
Watching our incredible team continue to grow and, by God's grace, maintain our unique and noble mission for this community.
Staff Photo by Matt Hamilton / Bryan Johnson, superintendent of Hamilton County Schools, speaks during the press conference in September 2020.Bryan Johnson, superintendent of Hamilton County Schools
What were the year's biggest challenges?
Never has there been a time where health and education converged in the manner it did last year. We were charged with the unprecedented responsibility of navigating a global pandemic while working to ensure that learning took place for children.
I've never been more proud and more humbled to work alongside such gifted teachers, leaders, and staff in a community that cares so deeply for children than I have this year. Whether it was serving 1.2 million meals this summer, guaranteeing every economically disadvantaged child had access to high-speed internet or the creative solutions that teachers and leaders developed to ensure learning continued, I've been so encouraged about where we will be on the other side of the pandemic.
What were the most important lessons learned?
I learned that our community is incredibly resilient. In the midst of the COVID-19 pandemic, our community was hit by a tornado, and the way we pulled together to serve those in need was incredibly inspirational.
What are you looking forward to most in 2021?
I look forward to the COVID-19 vaccine being distributed throughout our community, cases declining, and a return to some semblance of pre-COVID normal. I'm also eager to apply lessons learned in the midst of the pandemic (e.g., leveraging technology strategically) so that Hamilton County Schools can become even more effective in our efforts to support children and families.
Staff photo by C.B. Schmelter / Tennessee Valley Authority President and CEO Jeff Lyash.Jeff Lyash, president and CEO of the Tennessee Valley Authority
What were the year's biggest challenges?
I am immensely proud of our employees and the way they adapted to the challenging conditions this past year. Our employees placed our unique, long-standing mission of service above any challenges because they understood how important it was that TVA delivered and supported the Tennessee Valley during this pandemic. We adopted new health and safety precautions as essential workers, identified new ways to collaborate and contribute virtually, and asked ourselves what additional ways TVA could support our region.
Our employees leveraged TVA's financial strength to create new credit support programs for local power companies, including a $200 million Pandemic Relief Credit, providing wholesale bill credits to maintain low rates, offering incentives to help businesses restart or continue operating, and contributing both time and resources to local charities across our region. Critical to our success was TVA's strong relationship with our union employees. This year, we signed a landmark 10-year union partnership agreement – the first of its kind in the nation.
What were the most important lessons learned?
During challenging times, it's vital to keep your team connected - to each other for support, collaboration and innovation; to leaders for help in removing barriers to success; and to our organization's greater mission of improving quality of life for the approximately 10 million people we serve. Partnerships are the key to the Tennessee Valley emerging from any challenge -both new partnerships like those built during the past year and long-term ones forged over decades of lifting this region. The pandemic of 2020 demonstrated the value of having reliable, trusted partners who work together to support the public good.
What are you looking forward to most in 2021?
We'll help our economy recover from the pandemic, while continuing to build the Valley's long-term economic strength by attracting billions of dollars in new economic investment and hundreds of thousands of new and retained jobs for this region. We'll further leverage our partnerships, which are already keeping rates stable for the next decade, de-carbonizing our energy supply, and adding renewable energy generation at both the TVA and local level to meet customers' goals and expectations. We'll keep investing in the Tennessee Valley's electric system of the future, incorporating new technologies and innovations.
Staff Photo by Dan Henry / Mike Mckee, president and CEO of McKee Foods.Mike McKee, chief executive officer at McKee Foods Corp.
What were the year's biggest challenges?
Early in the pandemic, demand for our product increased significantly which, under any circumstance, brings additional stressors. Added to this was the uncertainty and apprehension about the virus for all of us. And then the additional controls, processes and procedures we implemented because of the virus. No doubt, during this year our company has faced the most significant ongoing crisis in our history.
What were the most important lessons learned?
First, the crucial importance of increased communication and transparency with everyone in the business as well as our customers. This was a deliberate strategy from the beginning, and it helped us navigate the uncharted territory. The second learning is that the people who make up our company really shine in a crisis. The dedication, the focus and the teamwork has been outstanding from everyone.
What are you looking forward to most in 2021?
Our country must establish a bifurcated response. I had the virus, and I know many people who have and did fine. I also know of a few that did poorly. My hope is that the factors that predict a poor outcome will be identified, and those populations can be effectively targeted with the current vaccines or future treatments if needed to protect them and our medical resources. For the rest of us - the vast majority of the population - we need to get to the point that we deal with this virus like we do the seasonal flu.
Staff photo by Erin O. Smith / Rick McKenney, president and chief executive officer of Unum Group.Rick McKenney, chief executive officer of Unum Group
What were the year's biggest challenges?
An important part of our response as a company was to prioritize the health and well-being of our team by staying connected, collaborating virtually, and recognizing everyone's circumstances are unique. We also kept our purpose in sharp focus for employees, which helped them to deliver their best for our customers at their time of need.
What were the most important lessons learned?
In a year that tested all of us, I'm amazed at the resiliency, grit and determination of our people and culture. We learned that by staying together, we're capable of more than we realize, and with great challenges comes the opportunity to innovate, rethink, and truly make a difference for our customers and communities. Although we couldn't predict the challenges 2020 would bring, we've entered the new year with a continued focus on helping 39 million people protect their families, finances and futures through our products and services.
What are you looking forward to most in 2021?
Although the pandemic isn't over, I'm looking forward to gaining a sense of normalcy over time, especially as vaccines become more widely available and we see cases reduce. This will allow all of us to finally regain the personal and professional connections that COVID limited or took away completely. It will help us to connect with our customers and business partners but will also bring a renewed spirit of community that will be so critical to our mental health, as well as the health of society.
Staff photo by Doug Strickland / Parkridge Hospital CEO Tom Ozburn.Tom Ozburn, president of HCA Parkridge Hospital.
What were the year's biggest challenges?
2020 presented us as daunting a challenge as any we've ever faced in health care. As a critical part of our region's pandemic response, our workforce had to navigate persistently increasing COVID cases and hospitalizations, which taxed our physicians, nurses and support staff as never before. They put themselves at risk to care for and often act as surrogate families for our patients.
The Parkridge family is my warrant, and I and the leadership team have tried to do things to provide encouragement and support. The reality, though, is that all credit is due to the unyielding spirit of our health care providers and support teams who have met the challenge of every day with grace, compassion and dignity.
What were the most important lessons learned?
Forming true and trusting partnerships during this pandemic has been vital to ensuring a successful response to the needs of our community. Janelle Reilly, CEO of CHI Memorial; Dr. Will Jackson, CEO of Erlanger Health System; JT Barnhart, CEO of Tennova Cleveland; and Dave Bixler, CEO of Rhea Medical, have been trusted colleagues during these tough times. We have unified under a common mission to care for our communities.
To ensure our pandemic response was as effective as possible and able to adapt to a constantly changing situation, it was imperative to empower our emergency preparedness team to take the lead. We are fortunate to have an accomplished director of emergency preparedness, Tony Sylvester, who stepped up to the challenge and continues to do a phenomenal job, allowing Parkridge Health to meet the needs of our community during this time.
What are you looking forward to most in 2021?
I am encouraged by the vaccine rollout, and I sincerely hope that an accelerated vaccination campaign, in addition to continued adherence to infection prevention strategies, will curb the transmission of COVID-19. We are also looking forward to expanding many of our services at Parkridge Health, including cardiac, labor and delivery, surgery, imaging, and neuroscience.