By Captain Jeremy Guy
Across the fire service, departments are facing a common challenge: retaining experienced personnel, attracting high-performing candidates and managing fatigue in an increasingly competitive environment. Greenacres Fire Rescue is no exception.
Established in 1926, Greenacres Fire Rescue is a three-station department providing fire and EMS services in one of the busiest areas of Palm Beach County, Florida. Operating in a highly competitive region, the department recognized that attempting to mirror larger agencies rarely produces sustainable results.
Comparison among agencies is inevitable, but rather than resist that reality, the department chose to ask a different question: What can we offer that would truly differentiate us?
That question forced a broader evaluation, not just of the fire service but of workforce trends across multiple industries. A more focused question emerged: Which organizations like ours are thriving and why?
We determined that the strongest organizations build environments rooted in contribution, respect, trust and supportive leadership, creating a clear identity employees embrace. As a result, identity becomes a critical differentiator. And one of the ways departments can establish such a strong identity is to spotlight their commitment to member health and wellness. That’s what Greenacres Fire Rescue did by shifting to a new shift schedule.
A shift in mindset
Most fire departments operate under variations of a 42-, 48- or 56-hour workweek schedule. Within the 42-hour model, the 24/72 is widely regarded as the gold standard. It is gaining popularity in the south Florida region, particularly for the extended recovery time it provides.
While this model has proven effective, it also introduces trade-offs. One of those trade-offs is the “phantom” or “ghost shift,” where some crews have limited interaction due to how rotations align. While we didn’t view those limitations as failures, we did question whether they were still the best fit for our department’s operational dynamic.
The Spartan Schedule model
The result was a four-platoon, 42-hour work schedule built on a 24/96/24/48 rotation — what we call the Spartan Schedule. By creating a consistent four-day off period every cycle, the schedule allows for meaningful recovery, not just physically, but mentally too. It gives members predictable time with their families and creates a rhythm that feels sustainable over the long term.
Another immediate benefit of the Spartan model is the increased interaction between crews. Under the 24/72 model, crews can go long stretches without working alongside each other. Over time, that separation can impact communication, consistency and culture.
To preserve the department’s strong internal culture, the Spartan rotation allows crews to continually cross paths with one another. There’s more overlap, more familiarity and a stronger sense of being part of one organization rather than separate groups working parallel schedules. This is not about reducing workload, but about redistributing it in a way that better supports the people carrying out the work.
While similar four-platoon systems are used in departments like Boston, Seattle and Vancouver, this marks the first known implementation of the model in Florida and currently the only department within a 1,000-mile radius operating under this structure.
Why it’s called the Spartan Schedule
Being a smaller department allows for a more intentional approach. As a smaller department operating in an extremely competitive environment, we understood that our strength doesn’t come from size, it comes from our identity — one built on discipline, clarity of purpose and a tight-knit, family-style culture.
For us, the term represents a mindset: being deliberate in how we operate, maximizing what we have and creating an environment where people choose to be part of something special, not just work somewhere. The schedule is one way to reinforce that identity.
Protecting recovery — the “sacred week”
One of the key components of our implementation is what we refer to as the “sacred week.” Within this model, the 96-hour off period is treated as protected time, limiting routine mandatory callbacks. While operational needs still require flexibility, the intent is clear: If recovery is a priority, it must be protected. After all, time off only improves performance if it remains intact.
Within the 24/72 model, consistently protecting extended time off can present challenges due to the structure of the rotation.
What we’re seeing so far
The schedule is set to be implemented on Oct. 1, 2026. Although we are still in the early stages of implementation, the initial response has been significant. We’ve seen a noticeable increase in interest from potential candidates. Candidates from within Palm Beach County, along with firefighters from surrounding departments, are now considering Greenacres Fire Rescue as a destination department.
Internally, there has been a noticeable shift in morale tied to the predictability and quality of the extended off period. Some members who had applied elsewhere have reconsidered and chosen to remain with the department.
These are early indicators, but in a competitive environment, they matter.
An ongoing evaluation and conversation
We don’t claim to have found a perfect schedule, and this is not being presented as a one-size-fits-all solution. Like any operational change, it requires evaluation, adjustment and honest feedback over time. What this represents, more than anything, is a willingness to think differently — and act on it.
A department that fosters respect, trust, supportive leadership, competitive compensation, work-life balance and a strong team culture is what defines Greenacres Fire Rescue. The schedule may be what people notice first, but the identity behind it is what will determine whether it lasts.
ABOUT THE AUTHOR
Jeremy Guy is a fire captain with Greenacres Fire Rescue in Florida, where he oversees engine and rescue operations. With over 14 years of experience in the fire service, he has held every role from firefighter/EMT through company officer and is actively involved in labor relations and organizational initiatives. Guy holds an associate degree in Emergency Medical Services and is a certified Firefighter/Paramedic and Fire Instructor I. Guy has been involved in the implementation of a four-platoon, 42-hour work schedule within his department, with a focus on improving firefighter wellness, retention and operational efficiency.
The views expressed in this article are those of the author and do not necessarily reflect the official position of Greenacres Fire Rescue.
