Leadership in Emergency Services: Embracing Technology and Prioritizing Work-Life Balance

Jarrad P. Berkihiser, Director of Emergency Services, Pennsylvania Department of Military and Veterans Affairs

Jarrad P. Berkihiser, Director of Emergency Services, Pennsylvania Department of Military and Veterans Affairs

Jarrad Berkihiser is a dedicated professional with a robust work ethic, who commenced his career at the age of 15. Beginning public service in 1985 as a volunteer firefighter, he transitioned to the U.S. Air Force Security Police for four years. Berkihiser, a third-generation police officer, boasts 33 years of honorable service in various law enforcement roles. A staunch advocate of servant leadership, he emphasizes the critical role of leadership, training, and attitude in organizational success.

What are the highlights of your career journey—the twists, turns, and triumphs? My journey in law enforcement commenced in 1989 with the U.S. Air Force, following my earlier role as a volunteer firefighter. This marked the beginning of my career as a first responder. Serving for four years in the Air Force, I transitioned to become a police officer in Lancaster, Pennsylvania—a mid-sized city with approximately 60,000 residents and a police department comprising 145 sworn personnel and a total of 230 employees. Over the course of 26 and a half years, I progressed through various roles, starting from patrol to narcotics and violent crime investigations, eventually attaining the ranks of sergeant, lieutenant, captain, and ultimately becoming the Chief of Police.

Simultaneously, I played a vital role in a multi-jurisdictional county SWAT team during my tenure in Lancaster. Collaborating with partners in emergency services such as police, fire, EMS, and medical professionals, our team integrated with firefighter medics, EMS paramedics, and local hospital doctors. This diverse experience ranged from serving as a patrol officer and sergeant to assuming command responsibilities as the deputy commander of the SWAT team.

"By reassessing expenditures and reallocating resources, we can identify opportunities to invest in technologies that improve efficiency and simplify our tasks. This proactive approach ensures that we stay abreast of advancements, making our workplace more appealing and facilitating the ease of our daily responsibilities"

Upon retiring from the Lancaster Police Department, I took a brief six-month break before accepting the position of Chief of Police at Fort Indiantown Gap, a National Guard Training Center in Pennsylvania. Overseeing a team of 23 sworn police officers and 11 security officers, our responsibilities encompass law enforcement, crime prevention, crime detection, force protection, counter-terrorism measures, and access control. The installation recently transitioned into a secure facility, marking the conclusion of its status as the last open military installation in the U.S.

After approximately two and a half years in this role, I was promoted to the position of Director of Emergency Services. In this expanded role, I now oversee both the police and fire departments, managing a paid fire department of 20 firefighters on post. Their responsibilities include structural fire service and aircraft firefighting, given the active heliport on the installation—one of the busiest in the U.S. for the Pennsylvania National Guard.

How has the industry evolved in recent years given your daily roles and responsibilities, and what challenges do leaders like you currently face? One notable transformation over the years is the increasing prominence of technology across all facets of emergency response. Reflecting on my early days as a first responder, it's remarkable how defibrillators, once exclusive to paramedics, are now widespread. Automatic defibrillators are found in malls, police cars, fire departments, and workplaces. The rapid integration of such technology poses a challenge for emergency services to keep pace, often constrained by budgetary limitations.

Several agencies, including both police and fire departments or county emergency services entities, are incorporating drones into their regular operations. However, the adoption of these technologies is contingent on budget considerations. Challenges include securing funds for technology like drones, as well as addressing the training and certification requirements for their operation. On military installations, restrictions, such as those related to heliports, further limit the use of certain technologies.

Moreover, the profession at large is grappling with recruitment difficulties. Even with attractive sign-on bonuses and competitive salaries, police departments are struggling to enlist officers. This trend extends across public service sectors, revealing a general reluctance to pursue careers in these fields. From a retention perspective, leaders must recognize that personnel costs typically constitute the largest portion of any budget. To foster retention, it is crucial to view personnel as assets rather than liabilities. Effective leadership involves promoting individuals who are not only mission-oriented but also people-oriented. Creating a positive workplace environment involves treating employees with appreciation and respect, acknowledging their value as the primary budgetary component in departments, whether in police, fire, or EMS, encompassing salaries, benefits, and retirement. Ultimately, prioritizing proper treatment and recognition is essential to retaining the talented individuals within our organizations, preventing them from seeking opportunities elsewhere.

How have you, as a leader, adapted your approach and strategy to navigate these challenges? Addressing some of those challenges involves finding effective strategies to enhance the appeal of our departments. For instance, both the fire department and police department operate within a military installation, offering valuable positions that, while commendable, could benefit from more competitive compensation compared to other municipalities. To overcome this hurdle, it's crucial to highlight the positive aspects of working here, emphasizing the unique opportunity to collaborate with mission-oriented individuals within the military community.

For our police department, a recent adjustment to a 12-hour schedule has been implemented, providing officers with increased time off throughout the year. This shift supports a healthier work-life balance, a key consideration for the current workforce generation. Emphasizing these enhancements, along with showcasing the amenities and recreational activities available in the vicinity of our workplace, can contribute to attracting top talent.

Additionally, exploring budget adjustments is pivotal for acquiring cutting-edge technology that can streamline our operations. By reassessing expenditures and reallocating resources, we can identify opportunities to invest in technologies that improve efficiency and simplify our tasks. This proactive approach ensures that we stay abreast of advancements, making our workplace more appealing and facilitating the ease of our daily responsibilities.

How would you advise your peers to navigate the evolving landscape, particularly with the incoming work-life balance-focused new generation and the continuous influx of new technologies? I recommend prioritizing your ongoing relevance by staying informed about developments in the emergency services profession. Stay abreast of industry changes, adopt new technologies, and conduct thorough research to ensure the suitability of the latest advancements for your agency. Also, emphasize the importance of treating your team well, recognizing them as valuable assets without whom the organization couldn't function effectively.

As a leader, it's crucial not to lose sight of your own journey, remembering your roots and appreciating the hard work it took to ascend to a leadership position. Acknowledge that everyone starts at the bottom and works their way up, and this mindset can foster positive relationships with your team.

Maintain a servant leadership approach, highlighting that you are there to support and work for your team rather than the other way around. This perspective contributes significantly to employee retention and can enhance the organization's reputation, making it more attractive to potential hires who value a caring and supportive leadership.