Number range CHAPTER**U.S. Department of Justice**

**Washington, D.C. 20530**

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Number range CHAPTER

**Worklife Program Guide:**

**Balancing**

**Workstyles and Lifestyles**

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**Table of Contents**

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Why Worklife? 1

Alternative Work Schedules 3

Flexible Work Schedules 5

Compressed Work Schedules 6

Part-time Employment and Job Sharing 7

Telecommuting 9

Credit Hours 14

Leave for Family Responsibilities 15

Dependent Care 17

Lactation Support 18

Employee Assistance Program . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . 19

References ATTACHMENT A

**Why Worklife?**

Because the Department of Justice is committed to offering worklife
options that are the best fit for the Department and its workforce.
***For details contact the Worklife Information Line***: ***(202)
353-9278** **or visit the Worklife Website:
[www.usdoj.gov/jmd/ps/worklife.html]{.underline} ***

**The Worklife Program helps you and at the same time helps the
Department by:**

-   providing flexibility in balancing professional and personal
    priorities,

\$ enhancing job performance and motivation,

-   improving morale and decreasing stress, and

-   decreasing annual and sick leave usage.

**Did you know that**:

\$ Research has shown that our younger workers are more interested in a
balanced professional and personal life than income? This trend is often
more pronounced in our emerging college students. In a random survey of
1,200 graduates from the 30 best colleges worldwide, *85 percent* ranked
work/life balance as more important than income!

-   More women are in the labor force? *Six in 10 women* are now in the
    labor force!

-   More working mothers are in the workforce? In 1998, almost *three of
    four women with children* were in the workforce!

-   Our workforce is aging? By 2006, over *25 percent* of Federal
    workers will be eligible to retire and many will be caring for
    elderly loved ones!

**The Department\'s Worklife Philosophy\...**

The only way we will continue to achieve our goal of strengthening the
nation\'s law enforcement efforts is through employees= improved
performance, creativity, and dedication. As technology improves, jobs
can be redefined to support employees and maximize their performance by
making available practical and workable solutions to managing the
demands of work and personal lives.

**Worklife Options and Resources to Help You *and* Your Organization
Include\...**

**Flexible Work Schedules** allow employees to vary the starting and
ending times of an 8.5 hour workday.

**Compressed Work Schedules** provide full-time employees the option to
complete their 80-hour biweekly work requirements in fewer than 10
workdays. The incentive with this option is to work longer hours each
day to obtain one \"off day\" once a week or once a pay period.

**Part-Time or Job Sharing** opportunities assist individuals who want
to work fewer hours. Employees work between 16 and 32 hours per week
within the scope of OPM and DOJ guidelines. Job Sharing is a form of
part-time employment in which two employees cover a single full-time
position.

**Telecommuting** allows an employee to work from a satellite office \--
a telework center, a home office, or a satellite DOJ office \-- for an
agreed upon portion of the work week. It affords a quiet, uninterrupted
work environment and freedom from the time constraints and costs
associated with commuting to a primary office site.

**Credit Hours** are similar to compensatory time; however, credit hours
provide greater flexibility in managing overtime work. Through credit
hours, the employee can work occasional overtime without the burdens
associated with approval and scheduling of overtime. A maximum of 24
credit hours can be carried over each pay period.

**Leave for Family Responsibilities** allows employees time off with or
without pay to meet family obligations. Under certain circumstances,
extended periods of paid leave or leave without pay are available. This
policy incorporates the provisions of the Family and Medical Leave Act
Annual Leave, Sick Leave, Leave for Bone-Marrow/Organ Donation Leave,
and Leave without Pay. In particular, Sick Leave may be used to provide
care for a family member, to adopt a child, and for funeral and
bereavement purposes. Use of Sick Leave for these purposes, within the
parameters set by law and regulations, is an employee entitlement.

**Dependent Care** support and information are provided to employees and
their families nationwide by LifeCare and the Department=s Employee
Assistance Program offices. The areas covered include pre-natal care,
child care, helping special needs children, school age children issues,
planning and financing a college education, retirement planning, health
care, elder care, and lactation support for nursing mothers. Employees
can receive, at no cost to them, comprehensive referrals for providers
and educational materials: videotapes, books, fact sheets, checklists,
and kits.

**Alternative Work Schedules**

The term Aalternative work schedules@ encompasses two different work
schedule variations: flexible work schedules and compressed work
schedules. Each of these represents a different kind of adjustment to
the traditional fixed schedule of 8 hours per day, 5 days per week,
which begins and ends at the same time each day. Please refer to the
Worklife Website at [www.usdoj.gov/jmd/ps/worklife.html]{.underline} for
additional details about the programs.

***How Does an Organization Set Up Alternative Work Schedules?***

Flexible and compressed work schedules are established on a
component-by-component basis. The decision to establish a program is at
the discretion of the head of the organization. For bargaining unit
employees, a labor relations specialist should be consulted before
managers begin discussions of alternative work schedules with employees
or make changes to established alternative work schedules. Alternative
work schedule programs are subject to the obligation to negotiate with
representatives of exclusive bargaining units. A component may determine
the general policy, guidelines, instructions, and procedures for the
establishment of alternative work schedule programs. Managers can limit
the option to certain groups of employees or individual employees based
on the needs of the organization and the past performance of the
individuals involved.

***What are Some of the Benefits?***

Alternative work schedules can enable managers to meet their program
goals while, at the same time, allow employees to be more flexible in
scheduling their activities. Employees can adjust their work schedules
to accommodate car pooling, public transportation schedules, and
changing personal and professional priorities. As employees gain greater
control over their time, they can balance work and personal
responsibilities more easily, become involved in volunteer activities,
and take advantage of educational opportunities. The employee benefits
provided by alternative work schedule programs also are useful
recruitment and retention tools. Organizations can have employees
available over a greater range of hours when employees have this
flexibility.

***Does a Supervisor Have the Option of Suspending or Terminating an
Alternative Work Schedule?***

A supervisor may suspend or terminate an employee=s participation in an
alternative work schedule to meet component needs, but should consider
such an action carefully. Suspension or termination of an alternative
work schedule should be based on a [specific]{.underline} operational
need or performance problem. We recommend that the employee be given [at
least]{.underline} one pay period=s notice of this change, if possible,
so he/she has time to make any necessary adjustments to his/her
commuting and dependent care arrangements.

**Flexible Work Schedules**

Under any flexible schedule an employee must be at work during core
hours, which are defined by the organization and can be as little as 1
hour per pay period to a typical maximum of 6 hours per day (9:00 a.m.
to 3:00 p.m.) The employee has flexibility in setting a starting and
ending time that meets core hour and office requirements as well as
his/her personal needs. An employee on a flexible work schedule is
eligible to earn credit hours.

***What are Some of the Types of Flexible Work Schedules?***

**Flexitime** **or Gliding** schedule means a type of flexible work
schedule in which a full‑time employee has a basic work requirement of 8
hours in each day and 40 hours in each week. The employee may select a
starting and stopping time each day and may change starting and stopping
times daily within the established flexible hours..

**Flexitour** means a type of flexible work schedule in which an
employee is allowed to select starting and stopping times within the
flexible hours. Once selected, the hours are fixed until the agency
provides an opportunity to select different starting and stopping times.

**Maxiflex** schedule means a type of flexible work schedule that
contains core hours on fewer than 10 workdays in the biweekly pay period
and in which a full‑time employee has a basic work requirement of 80
hours for the biweekly pay period, but in which an employee may vary the
number of hours worked on a given workday or the number of hours each
week within the limits established for the organization.

+-----------------------------------------------------------------------+
| ***IMPORTANT QUESTIONS TO CONSIDER:***                                |
|                                                                       |
| ***Will your new hours interfere with your relationships with         |
| customers or co-workers?***                                           |
|                                                                       |
| ***How will you maintain communication with others who are on a       |
| different schedule?***                                                |
|                                                                       |
| ***Will the new schedule affect your commute?***                      |
+-----------------------------------------------------------------------+

**Compressed Work Schedules**

A compressed work schedule allows an employee to work longer shifts so
as to complete his/her pay period requirement in less than 10 work days.
Compressed work schedules are fixed schedules; starting and ending times
are not flexible once established. As with other work schedules,
starting and ending times must be computed to include time for the
unpaid lunch break. The Aoff days@ are fixed, but can be any day of the
week. The supervisor has the right to make the final decision about the
employee=s regular day off to ensure adequate office coverage.

***Can Employees on Compressed Work Schedules use Credit Hours?***

There is no legal authority for credit hours under the compressed work
schedule program. The law provides for credit hours only for flexible
work schedules.

***What Are Typical Examples of Compressed Work Schedules?***

-   4/10: Employees work 4 days a week for 10 hours a day. This schedule
    provides 2 days off each pay period.

-   5-4/9: Employees work 5 days one week and 4 days the other week for
    9 hours on 8 of the workdays and 8 hours on 1 of the workdays. This
    schedule provides 1 day off each pay period and is the most commonly
    used compressed work schedule.

***What are Some of the Benefits?***

Having additional non-work days during the workweek enables the
individual to take care of errands and personal business without using
leave. Parents have additional time to spend with their children, which
could reduce child care expenses. Employees are able to schedule routine
medical and dental appointments on their days off and reserve sick
leave.

+-----------------------------------------------------------------------+
| ***IMPORTANT QUESTIONS TO CONSIDER:***                                |
|                                                                       |
| ***Will you still be able to provide quality service to customers and |
| co-workers on this schedule?***                                       |
|                                                                       |
| ***Do you have the energy to work longer hours?***                    |
|                                                                       |
| ***Will a longer work day interfere with your personal life?***       |
+-----------------------------------------------------------------------+

**Part-time Employment and Job Sharing**

The Department\'s policy recognizes the desirability of making maximum
use of available human resources, including those qualified individuals
who are available for part-time employment. Part-time employment
represents an opportunity to acquire and retain talented workers who
otherwise might not be available to the Department (for example, older
or disabled individuals, students, and parents with family
responsibilities).

***How Many Hours Must Part-time Employees Work Per Week?***

Part-time employees are statutorily required to work between 16 and 32
hours per week. This limitation may be suspended when management
determines that it is necessary to carry out the Department\'s mission.
However, an increase in the tour of duty above 32 hours per week is not
permitted for more than two consecutive pay periods in keeping with
Congressional intent to limit regular part-time work schedules to no
more than 32 hours per week. (Employees who have worked continuously on
a part-time schedule since April 1978 are exempt from this limitation.)

***What Types of Jobs are Appropriate for Part-time Work?***

Each DOJ Component determines what jobs are appropriate for part-time
work or for a job- sharing arrangement and what work schedules will be
set. Departmental policy, as published in DOJ Order 1200.1, provides for
part-time employment opportunities for positions in all grade levels
subject to agency resources and mission requirements. Federal Government
part-time regulations can be found in 5 U.S.C. 3402.

***How has the Department Used Part-time Workers?***

Generally, the number of part-time positions within the Department has
been limited, due in part to the Department\'s law enforcement and
litigative functions. The lack of specific goals or efforts within some
organizations to increase the number of part-time positions or to
consider structuring a part-time schedule to keep a valued employee from
leaving affects the Department\'s efforts to respond to the increasing
number of employees seeking part-time job opportunities.

The Department has many employees in part-time positions who continue to
perform their job responsibilities successfully. The types of positions
represented include supervisory attorneys, attorneys, special agents,
personnelists, legal technicians, administrative assistants, computer
technicians, and budget and program analysts.

Part-time employment is a workplace option that permits employees to
better manage personal responsibilities and activities B such as
parenting, caregiving for the elderly, health and fitness, or pursuing
higher education goals *and* continue to make valuable contributions to
the Department=s mission. A reduced schedule is another human resource
tool available to managers for attracting and retaining well-qualified
and dedicated employees.

***How Does Job Sharing Work?***

Two part-time employees can voluntarily share the duties and
responsibilities of a full-time position. Any job can be filled by a
team of job sharers when the arrangement meets the needs of the office
and the employees. The employees can be two different grade levels and
each work a different number of hours during a pay period. The team can
work more than 80 hours during a pay period as long the organization has
the funds available to cover their salaries. The best job- sharing
arrangements are made up of team members who have complimentary skills,
knowledge, and abilities and compatible work styles.

***How is a Part-time Employee=s Pay Computed?***

Gross pay is computed by multiplying the employee=s hourly rate by the
number of hours worked during the pay period. If a holiday falls on a
day that the employee normally works, the employee is paid for the
number of hours he/she was scheduled to work.

***Are Benefits Available to Part-time Workers?***

Part-time employees under permanent appointments are eligible for the
same benefits as full-time employees: leave, retirement, health and life
insurance coverage. The benefits are prorated according to the number of
hours that the employee works. For example, an employee on a 20-hour per
week schedule receives one-half the Government contribution towards
health benefits. Most service calculations are also prorated.

+-----------------------------------------------------------------------+
| ***IMPORTANT QUESTIONS TO CONSIDER:***                                |
|                                                                       |
| ***What will be the impact on your co-workers and customers?***       |
|                                                                       |
| ***How will you make sure your expected output is correctly prorated  |
| to the number of hours you work?***                                   |
|                                                                       |
| ***Are you going to be able to keep your career on track?***          |
|                                                                       |
| ***Will you be able to cover your living expenses on the reduced      |
| salary?***                                                            |
+-----------------------------------------------------------------------+

**Telecommuting**

Telecommuting, also known as \"flexiplace\" or \"telework\", refers to
paid employment performed at a satellite location for an agreed upon
portion of the workweek. The satellite location could be a segregated
area within the employee\'s home, a workstation at a telework center, or
a Department of Justice office in closer proximity to the employee\'s
residence. For more information, access the GSA Website at
[www.gsa.gov/pbs/owi/telecomm.htm]{.underline}.

***How Did Telecommuting Get Its Start?***

The Department of Justice was one of the first agencies to initiate a
telecommuting pilot program through our participation in the 1990
Federal Flexible Workplace Pilot (Flexiplace) Program. The program,
developed by Office of Personnel Management and GSA, was established in
response to a recommendation by the President\'s Council on Management
Improvement and was implemented with the support of the White House,
Congress, and the major unions representing Federal employees. This
landmark program was designed to test alternatives to the traditional
work environment.

Experience within the Department has been consistently positive and
reflects flexibility, cooperation, creativity, and initiative on the
part of both managers and employees. Examples of successful programs and
experiences, from the Department and other agencies, can be obtained by
contacting the Department Worklife Program Manager or visit the Worklife
Website at [www.usdoj.gov/jmd/ps/worklife.html]{.underline}.

***What Are Some of the Benefits?***

-   Employees who telecommute are often more productive and generate
    better quality work because of the quiet environment where
    interruptions are minimized.

-   Supervisors experience improved employee commitment to ensuring that
    office coverage is maintained, quality of work is maintained or
    improved, and supervisor/employee communication is strengthened. In
    short, employees want to perpetuate the benefit they have been
    given.

-   Employees avoid arduous commutes to high density urban areas, thus
    having more productive time available to carry out work assignments
    as opposed to sitting in traffic. This reduces employee stress
    levels which contributes to better health.

-   Less commuting improves the environment reducing air pollution that
    results from traffic congestion.

-   Employees who are handicapped or are experiencing temporary medical
    problems are able to work effectively with little or no leave usage
    or interruption to the office.

***How Does the Department of Justice Telecommuting Program Work?***

The employee should submit his/her initial request for a telecommuting
arrangement using the [DOJ Flexible Work Option Request
Form]{.underline}. The request will include information such as: the
telecommuting schedule and location, any costs or cost savings to the
Government, and methods for avoiding disruption to the supervisor,
co‑workers, and clients. A cover memorandum explaining the reason for
the request and any benefits to the Government and the requester is
optional. The form is submitted to the first line supervisor for review
and approval. The supervisor should review the form and respond, in
writing, within three workweeks.

Before the telecommuting arrangement begins several practical matters
must be resolved, to include:

-   **For Home Offices**: establishing a workstation in a segregated
    area within the telecommuter\'s home. The workstation must have the
    proper furnishings and equipment necessary for completing work
    assignments. As appropriate, examples might include: a desk and
    chair; a computer compatible with DOJ computer equipment or a DOJ
    loaner computer; installation of software necessary for remote
    e‑mail access; a telephone; an FTS 2000 calling card number to use
    for long‑distance business calls; and, a small file cabinet to
    securely store work documents and diskettes.

-   **For Telework Center Workstations**: leasing a workstation for the
    employee\'s use. The employee should visit the telework center in
    question, obtain the necessary forms for leasing a workstation and
    information on the associated costs, and follow component procedures
    for requesting lease of a telework center workstation. The telework
    center Director can provide tours of the center, advise employees on
    the process for obtaining a workstation, and actively assist in
    doing so. You can obtain information on GSA-sponsored Telework
    Centers by visiting: [www.telework.gov]{.underline}

-   **For Use of Other DOJ Work Space**: establishing an agreement with
    the DOJ component in question to use available office space and
    equipment. The process for reaching an agreement varies and it is
    advisable to talk with the appropriate Administrative or Executive
    Officer to determine the method for doing so.

-   **Completion of the [DOJ Telecommuting Agreement
    Form]{.underline}**: The employee must submit a fully completed and
    signed form (including Part 3‑*-Worksite Safety Checklist and
    Employee Certification* and Part 4-*‑Employee/Supervisor Checklist*)
    to the appropriate management official, as specified in component
    policy. The [DOJ Telecommuting Agreement Form]{.underline} covers
    such items as: the voluntary nature of the arrangement; length of
    telecommuting arrangement; hours and days of duty for each worksite;
    responsibilities for timekeeping, leave approval, and requests for
    overtime and compensatory time; performance requirements; and,
    proper use and safeguards of government property and records. Both
    the employee and supervisor sign and date the document, where
    indicated. The form can be found on the Worklife Website.

***A Few Guidelines to Consider***

Telecommuting works well for a wide range of jobs and individuals. The
series and grade level of the participant is not as important as other
factors involving the nature of their work and performance.

+-----------------------------------------------------------------------+
| **Identifying the Employee**                                          |
|                                                                       |
| -   The employee has demonstrated self motivation, independence, and  |
|     dependability in accomplishing work assignments.                  |
|                                                                       |
| -   The employee can work effectively in an isolated environment.     |
|                                                                       |
| -   The employee has good time management skills.                     |
|                                                                       |
| -   The employee\'s overall performance evaluations are fully         |
|     successful or higher.                                             |
|                                                                       |
| -   The employee has clearly defined performance standards.           |
|                                                                       |
| -   The employee has satisfied satellite work station requirements,   |
|     including availability of necessary equipment; privacy and lack   |
|     of personal interruptions; security of sensitive, non‑classified  |
|     data; and confidentiality of Privacy Act information.             |
|                                                                       |
| -   The employee has a history of reliable and responsible            |
|     performance of duties in the current organization.                |
|                                                                       |
| -   The employee does not require close supervision or constant,      |
|     face‑to‑face interaction with co‑workers to complete their        |
|     assignments.                                                      |
+-----------------------------------------------------------------------+

+-----------------------------------------------------------------------+
| **Identifying the Manager**                                           |
|                                                                       |
| -   The manager should be comfortable with evaluating work            |
|     performance in a manner compatible with telecommuting             |
|     conditions‑‑measuring performance by results and without daily,   |
|     direct observation.                                               |
|                                                                       |
| -   The manager must be an effective communicator and must be able to |
|     clearly define tasks and expectations.                            |
|                                                                       |
| -   The manager should be supportive of the concept and willing to    |
|     work through minor problems or obstacles that may occur.          |
+-----------------------------------------------------------------------+

Before a manager can consider a telecommuting request, the manager and
employee must examine the job requirements. While some jobs can be
performed almost 100 percent offsite, most jobs require a certain amount
of time at the office. Jobs that require the worker to perform a daily,
hands‑on service for others are not adaptable to telecommuting.

+-----------------------------------------------------------------------+
| **Identifying the Position**                                          |
|                                                                       |
| -   Specific work activities are portable and can be performed as     |
|     effectively outside the office.                                   |
|                                                                       |
| -   Performance can be judged either through quality and timeliness   |
|     of assignments or quantity of tasks completed or a combination of |
|     these factors.                                                    |
|                                                                       |
| -   An essential component of job responsibility consists of          |
|     reading/processing tasks, e.g., reviewing case files and writing  |
|     legal briefs.                                                     |
|                                                                       |
| -   Face‑to‑face contact with other employees and clients is          |
|     predictable or contact can be managed through telephone or e‑mail |
|     communication.                                                    |
|                                                                       |
| -   Work planned for telecommuting days is not classified.            |
|                                                                       |
| -   The technology and equipment needed to perform the job off‑site   |
|     is available or can be adjusted for use on the days when the      |
|     employee is in the primary office. For example, use of            |
|     photocopier and telefax equipment.                                |
|                                                                       |
| -   Cyclical work does not present a problem.                         |
|                                                                       |
| -   Security and confidentiality of data, including sensitive,        |
|     non‑classified, Privacy Act information, can be adequately        |
|     assured.                                                          |
+-----------------------------------------------------------------------+

***A Final Word***

Telecommuting is not a right. The supervisor is responsible for deciding
if the position is one that is appropriate for off‑site work and for
examining both the content of the work and the performance of the
employee. Because this is a supervisory work option, there is no
automatic right of the employee to continue participation in the event
of a change of supervisor, but the

Department expects managers to make reasonable decisions. A successful
telecommuting arrangement should not be suspended absent defined,
operational, security, or regulatory concerns. If the manager believes
the telecommuting arrangement is not working (for example, the
employee\'s performance declines or the participation interferes with
organizational needs), he/she has the right to end an employee\'s
participation. However, a minimum of 90 days participation should be
allowed to provide employees and supervisors a reasonable period of time
to determine the impact of the telecommuting arrangement.

Before an employee begins to work offsite, procedures should be
established to minimize adverse impact on other staff members. One
person\'s offsite work should not adversely affect the performance of
other employees or put a burden on staff remaining in the office.

Many misperceptions continue to exist regarding the appropriateness of
telecommuting for certain categories of employees. For example, offices
with heavy litigation workloads may believe that attorney participation
in telecommuting is incompatible with the nature of their duties.
However, the Department and other federal agencies currently have
litigators participating in telecommuting and the supervisors report
improved morale and consistently high quality work products.

Supervisors may contact their Worklife Program Coordinator (WPC) to
learn more about the viability of telecommuting in their organizations.
Telecommuting can be a valuable tool for managing workload constraints
and improving employee morale and productivity. To locate your component
WPC, visit the DOJ Worklife web site at:
[www.usdoj.gov/jmd/ps/worklife.html]{.underline}

+-----------------------------------------------------------------------+
| ***IMPORTANT QUESTIONS TO CONSIDER:***                                |
|                                                                       |
| ***How will you maintain your relationships with managers and         |
| co-workers?***                                                        |
|                                                                       |
| ***Will you feel isolated when you are working on your own?***        |
|                                                                       |
| ***Will household distractions (chores, children, neighbors)          |
| interfere with your work?***                                          |
+-----------------------------------------------------------------------+

**Credit Hours**

Under a flexible work schedule, a credit hour is an hour in excess of an
employee\'s basic work requirement which the employee elects to work to
vary the length of a workday or a workweek. Not all flexible work
schedules allow employees to earn credit hours. Members of the Senior
Executive Service may not earn credit hours. For additional information,
visit the Personnel Staff Website at
[www.usdoj.gov/jmd/ps/credit.htm]{.underline}

***What are the Limits on the Number of Credit Hours Earned or Carried
Over?***

There is no limit on the number of credit hours an employee may earn in
a pay period. However,

a full-time employee may carry over up to 24 credit hours to a
subsequent pay period. A part-time employee may carry over up to
one-quarter the number of hours in his/her bi-weekly work requirement.
For example: A part-time employee who is normally scheduled to work 40
hours per pay period may carry over up to 10 credit hours to a
subsequent pay period.

***How are Credit Hours Used?***

Credit hours enable employees to take time off from their basic work
requirement. Therefore, credit hours are not used on a holiday since
employees are already excused from duty. Use of credit hours for time
off must be approved in advance by management.

When an employee uses one or more credit hours on a Sunday, he/she does
not receive Sunday pay for those hours. An employee receives night pay
when he/she uses credit hours for any hours of the basic work
requirement between 6:00 p.m. and 6:00 a.m. that could not have been
scheduled during daytime hours.

***How is an Employee Compensated for Unused Credit Hours?***When an
employee leaves a flexible work schedule (e.g., through retirement,
reassignment, etc.) he/she will be paid for accumulated, unused credit
hours at his/her current rate of basic pay. A full-time employee will be
paid for up to 24 hours. A part-time employee will be paid for up to
one-quarter the number of hours in his/her bi-weekly work requirement.

**Leave for Family Responsibilities**

Leave for family responsibilities is not a separate category of leave.
It is a term which is used to describe situations where employees may
use annual leave, sick leave, leave without pay, or accrued compensatory
or credit hours.

***What is the Departmental Policy on Leave for Family
Responsibilities?***

The Department supports a leave policy that allows employees time off,
including extended periods, with or without pay to meet family
obligations including infant and child care and elder care. This policy
incorporates the Family and Medical Leave Act and other family friendly
leave programs. The Department=s written policy directive on leave
administration directs Heads of Department components to develop family
leave policies that are compassionate and flexible, yet do not adversely
affect the ability of the organization to carry out its mission. In
1991, Attorney General Thornburgh declared, AEffective today, the policy
of this Department is to encourage the granting of up to six months
leave to meet family needs. These needs include, but are not limited to,
infant and child care and elder care.@

***What is the Family and Medical Leave Act?***

The Family and Medical Leave Act of 1993 provides covered Federal
employees with entitlement to 12 workweeks of unpaid leave during any
12-month period for the following purposes:

\_ the birth of a son or daughter of the employee and the care of such
son or daughter;

\_ the placement of a son or daughter with the employee for adoption or
foster care;

\_ the care of spouse, son, daughter, or parent of the employee who has
a serious health condition; or

\_ serious health condition of the employee that makes the employee
unable to perform the essential functions of his/her positions.

> Under certain conditions, Family and Medical Leave Act leave may be
> taken intermittently, or the employee may work under a work schedule
> that is reduced by the number of hours of leave taken as family and
> medical leave. An employee may elect to substitute annual leave and/or
> sick leave, consistent with current laws and regulations, for any
> unpaid leave under the Family and Medical Leave Act. Family and
> Medical Leave Act leave is in addition to other available paid time
> off. An employee who uses Family and Medical Leave Act leave is
> entitled to certain protections and benefits, but at the same time
> he/she has responsibilities: Upon return from Family and Medical Leave
> Act leave, an employee must be returned to the same position or to an
> \"equivalent position with equivalent benefits, pay, status, and other
> terms and conditions of employment.\"

\_ An employee who takes Family and Medical Leave Act leave is entitled
to maintain health benefits coverage. An employee may pay the employee
share of the premiums on a current basis or pay upon return to work.

\_ The employee must provide notice of his/her intent to take family and
medical leave not less than 30 days before leave is to begin or as soon
as is practicable.

\_ An agency may request medical certification for Family and Medical
Leave Act leave taken to care for an employee\'s spouse, son, daughter,
or parent who has a serious health condition or for the serious health
condition of the employee.

> ***What is AFamily Friendly@ Leave?***
>
> Most Federal employees may use a total of up to 104 hours (13
> workdays) of sick leave each leave year to\--

\_ provide care for a loved one who is incapacitated as a result of
physical or mental illness, injury, pregnancy, or childbirth;

\_ provide care for a loved one as a result of medical, dental, or
optical examination or treatment; or

\_ make arrangements necessitated by the death of a loved one or attend
the funeral of a loved one.

> A covered full-time employee may use 40 hours (5 workdays) of sick
> leave each leave year for these purposes. An additional 64 hours (8
> workdays) of sick leave may be used each year if the employee
> maintains a balance of at least 80 hours of sick leave in his/her
> account. Part-time employees and employees with uncommon tours of duty
> are also covered, and the amount of sick leave permitted for family
> care and bereavement purposes is pro-rated in proportion to the
> average number of hours of work in the employee\'s scheduled tour of
> duty each week. Agencies may advance only the first 40 hours of sick
> leave (or a proportional amount for an employee on a part-time
> schedule or uncommon tour of duty).
>
> \"Family member\" is defined as:

\_ spouse, and parents thereof;

\_ children, including adopted children, and spouses thereof;

\_ parents;

\_ brothers and sisters, and spouses thereof; and

\_ any individual related by blood or affinity whose close association
with the employee is the equivalent of a family relationship.

> In addition, employees are entitled to use up to 12 weeks (480 hours)
> of available sick leave in a leave year to care for a family member
> with a serious health condition. Conditions which qualify as a serious
> health condition include cancer, heart attacks, strokes, serious
> injuries, Alzheimer=s disease, pregnancy, and childbirth. The
> employee=s component may require medical certification of a serious
> health condition. If an employee has used any portion of the 104 hours
> of sick leave permitted for general family care or bereavement
> purposes in a leave year, that amount must be subtracted from the
> 12-week entitlement. Twelve weeks of sick leave is the maximum amount
> which may be used for all family care purposes. It does not include
> the 80 hours of sick leave that an employee is required to keep in
> reserve for his or her own use.
>
> **Dependent Care**
>
> The Department has undertaken several initiatives to provide dependent
> care information and support as a service to those of you who have
> dependent care responsibilities.
>
> ***What has the Department Done to Help with Child Care?***
>
> The Department has established or sponsors several child care centers
> in Washington, DC, Connecticut, Vermont, and West Virginia.

\$ In 1992, the Department opened its near site child care center called
AJust Us Kids.@ The Center accommodates up to 68 children, ages 12 weeks
through kindergarten. The Center offers a tuition assistance program for
low income families. Call 202-219‑3200 for information.

\$ The INS Child Care Center is in St. Albans, Vermont. Call
802-527-3126 for information.

\$ The Bureau of Prisons AWee Wisdom@ Child Care Center is located at
the Federal Correctional Institute at Danbury, Connecticut. Call
203-312-5107 for information.

\$ The FBI ALasting Impressions@ Child Development Center is in
Clarksburg, West Virginia. Call 202-324-8433 for information.

\$ The Department offers emergency child care support through the Lipton
Corporate Child Care Center. The Center accommodates children ages 12
weeks to 12 years old. Call 202- 638‑5222 for information.

\$ The Federal Trade Commissions (FTC) Child Care Center in Washington,
DC, is sponsored by the Department. Call 202-326-2088 for information.

\$ The Department sponsors AU.S. Kids@ Child Development Center in
Washington, DC. Call 202-233-4623 for information.

\$ The Penn Quarter Partnership for Children and Families, which opened
in 2000, is sponsored by a private/public partnership including the
Department of Justice. This child care center provides early education
for children 6 weeks to 5 years at a location close to many Washington,
DC, facilities. Tuition is based on family income. Call 202-628-8572 for
information.

\$ The Department also helps with child care through LifeCare, which is
described next.

> ***How does the Departmental Resource and Referral Service Work?***
>
> The Department provides one-on-one support in resolving a wide-range
> of personal issues to employees nationwide through LifeCare. LifeCare
> education and referral services give employees knowledge and tools to
> help them address day‑to‑day responsibilities and major life events.
> Employees can access LifeCare 24 hours a day, 7 days a week through
> their professionally staffed call center or via the WebCfrom virtually
> anywhere in the world.
>
> LifeCare offers resource and referral services that can assist you
> with a wide range of issues. The information and referrals provided by
> LifeCare are completely confidential and are available at no cost to
> you! You have two options. You can call LifeCare\'s toll‑free number
> at: 1‑800‑873‑4636 or if you prefer, you can use LifeCare Net7, a
> private and secure Website that offers you dependent care resource and
> referral services via the desktop. These on‑line services include:
>
> Access to work‑life information 24 hours a day, seven days a week ‑
> all from the convenience of home or office. Customized information
> through \"My Profile.\" Employees can complete the personal profile
> survey and receive personalized information, work/life tips and
> cutting edge news flashes relevant to their needs each time they log
> on. The LifeCare Net7 communities address a number of dependent care,
> personal and family issues, including: prenatal, adoption, child care,
> summer care, special needs, schools, parenting, emergency care,
> colleges and universities, adult care, balancing work/life, financial
> planning, and health and wellness. Use LifeCare Net7 to search for
> child care facilities, colleges or nursing homes (including maps and
> directions)! Visit the libraries in each community to read valuable
> information. Ask a specific question using the Ask The Experts
> feature.
>
> To Access LifeCare Net7
>
> From Work:
>
> 1\. Point your Web browser to the LifeCare Net7 Web site (address:
> http://www.life‑care.net) Your Web browser must have JavaScript
> enabled. (At this point, if JavaScript is not enabled, the screen will
> be blank.) If your component permits you to enable JavaScript, see the
> Personnel Staff Tip \"How to Enable Java and/or JavaScript\", or
> contact your Help Desk or system administrator.
>
> 2\. In most cases, you will be asked to enter your name and the last
> four digits of your Social Security Number. If this occurs, follow the
> login instructions as indicated. In a few cases, you will be asked to
> enter your \"username\" and \"password.\" If this occurs, follow Steps
> 3 to 5 under \"From Home\", which is shown next.
>
> From Home:
>
> 1\. Point your Web browser to the LifeCare Net7 Web site (address:
> http://www.life‑care.net)
>
> 2\. A pop‑up window will appear.
>
> 3\. Enter this username (in lower‑case letters): doj
>
> 4\. Enter this password (in lower‑case letters): gov
>
> 5\. Follow the log‑in instructions as indicated.
>
> **Lactation Support**
>
> As a large employer that must recruit and retain a strong workforce,
> the Federal Government is challenged to set the pace in changing the
> culture of the American workplace to support employees who are devoted
> to their families. This includes nursing mothers who want to continue
> lactation after they return to the office.
>
> ***What are Some of the Benefits?***
>
> Organizations that have supported onsite lactation programs have
> experienced decreases in absenteeism and corresponding increases in
> productivity among mothers returning to the workplace who continued
> breast feeding their infants. This is in part due to the better health
> of the infant which decreases the need for the mother to take leave to
> care for a sick child.
>
> The Office of Personnel Management (OPM) Website (www.opm.gov)
> contains additional information about establishing a Nursing Mothers
> Program. The website lists the benefits of breast feeding, Government
> agencies with successful Nursing Mothers Programs, and resources for
> breast feeding education, management, and support.
>
> ***What is the Department=s Lactation Support Guidance?***
>
> *The Department=s lactation support guidance allows breast-feeding
> mothers to express milk during the workday in a private office or room
> designated for this purpose. Mothers will not be required to use
> restrooms or publicly accessible space to express their milk. Mothers
> will not be pressured to avoid expressing their milk or fear reprisal
> as a result of doing so. Employees are responsible for the maintenance
> of their lactation equipment and storage of their breast milk.*
>
> ***Employee Assistance Program***
>
> ***The DOJ Employee Assistance Program (EAP) offers a wide range of
> support services, such as:***

-   ***Providing you with confidential, short-term counseling,
    information, referral, support groups, and other social services to
    help you cope with: emotional issues; alcoholism/substance abuse;
    stress management; interoffice conflict; traumatic experiences;
    grief and loss; long-term/chronic illness; domestic abuse; family,
    couple, or marriage issues; debt management; child care, elder care
    and related services; and, parenting concerns.***

-   ***Assisting managers and supervisors with employees who have
    performance, conduct, or attendance problems.***

-   ***Enhancing teamwork by promoting a healthy and supportive work
    environment.***

-   ***Providing educational training to offices on Stress Management,
    Conflict Resolution, Time Management, EAP awareness and more. For
    additional topics, please call***

-   ***For information regarding the Employee Assistance Program, please
    call (800) 626-0385 or Telephone Device for the Deaf (TDD)
    number (202) 514-6027 or visit the DOJ Employee Assistance Program
    web site at: www.usdoj.gov/jmd/ps/eapbrochure.htm***

> Attachment A
>
> **References**
>
> **Websites**
>
> LifeCare Services: www.lifecare.com
>
> U.S. Department of Justice Worklife Program:
> www.usdoj.gov/jmd/ps/worklife.html
>
> U.S. Department of Justice Employee Assistance Program:
> [www.usdoj.gov/jmd/ps/eapbrochure.htm]{.underline}
>
> U. S. General Services Administration Interagency Telecommuting
> Program:
>
> www.telework.gov
>
> U. S. Office of Personnel Management: www.opm.gov