1400-610 – HOURS OF DUTY

TC-1

BLM MANUAL Rel. 1-1592

Supersedes Rel. 1-1588 1/23/91

TABLE OF CONTENTS

.01 Purpose

.02 Objectives

.03 Authority

.04 Responsibility

.05 References

.06 Policy

.07 File and Records Maintenance

.1 Weekly and Daily Scheduling of Work

.11 Established Administrative Work Week

.12 Special Tours of Duty

.13 Meal Periods

.14 Standby Duty

A. Regularly Scheduled Standby Duty (Reserved)

B. Ordered Scheduled Standby Duty

.15 On-Call

.16 Travel on Official Time

.17 Administrative Group Dismissal

A. Authorizing Group Dismissal

1. Washington Office

2. Field Offices

B. Circumstances Necessitating Group Dismissal

1. Normal Operations are Interrupted by Events or Emergencies

2. The Office or Project Must be Closed for Short Periods

C. Early Dismissal

1. Actually on Duty

2. Excused from Duty

3. On Duty When Agency Issues Formal Notification

.18 Overtime Hours

.19 Holiday Pay

A. Full-Time Employees

B. Compressed Schedule Employees

C. Part-Time Employees

D. “In Lieu of” Holidays

.2 Traditional Work Schedule

.21 Basic Work for Full-Time Employees

A. Scheduled Tour of Duty

B. Excused Absence

C. Fire Assignments

.22 First 40 Hours of Duty

A. Scheduled Tour of Duty

B. Excused Absence

C. Fire Assignments

.23 Part-Time Employees

.24 Intermitten Employees
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BLM MANUAL Rel. 1-1592

Supersedes Rel. 1-1588 1/23/91

.3 Alternative Work Schedules

.31 General Provisions

A. Election Procedures

B. Core Hours

C. Flexible Time Bands

D. Lunch Periods

E. Managing Work Schedules

F. Credit Hours

G. Temporary Duty and Training Assignments

H. Excused Absence (Administrative Leave)

I. Fire Assignments

J. Leave

K. Sunday and Night Differential

L. Separation of Employees

.31 Gliding Schedule

.33 Variable Day Schedule

.34 Variable Week Schedule

.35 Maxiflex Schedule

.36 5-4/9 Compressed Schedule

.37 4-10 Compressed Schedule

Glossary of Terms

Illustrations

1. Basic Workweek Change Request, Form 1400-72

2. Gliding Schedule Model

3. Variable Day Model

4. Variable Week Model

5. Maxiflex Model

6. 5-4/9 Compressed Model

7. 4-10 Compressed Model

Appendices

Alternative Work Schedules Summary

Alternative Work Schedules Quick Reference
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BLM MANUAL Rel. 1-1588

Supersedes Rel. 1-681 7/24/90

.01 Purpose. 

This Manual Section describes the Bureau’s policy and procedures in the establishment of hours of work 

and supplements Departmental directives and Office of Personnel Management (OPM) regulations. This 

section must be used in conjunction with authorities cited in 1.3 and 1.5.

.02 Objectives. 

To assure that OPM and Departmental requirements are met in the establishment of hours of duty in 

the Bureau.

A. To provide supervisors and managers additional guidance, and clarification, to maximize 

their management options in accomplishing their workload, and maintaining availability to 

the public while providing employees work schedule options that better match personal and 

family needs, thereby improving overall morale.

.03 Authority.

A. Federal Personel Manual Chapter 610

B. Federal Personnel Manual Supplement 990-2, Books 610 and 620

C. Departmental Manual (370 DM 610)

D. 5 CFR, Part 610

.04 Responsibility.

A. Director has the ultimate responsibility for the establishment and utilization of hours of 

work in the Bureau.

B. Assistant Director, Management Services is responsible for establishment of Bureau-wide 

policies relative to hours of duty.

C. Assistant Directors, State Directors, BLM Director – BIFC, Service Center Director are 

responsible for setting hours of duty within their jurisdiction consistent with established 

policy. This includes establishment and utilization of alternative work schedules. This 

authority may be further delegated to the first line supervisory level at the discretion of the 

above-named officials.

D. The Bureau Personnel Officer is responsible for providing authoritative guidance to officials 

charged with the responsibility for managing hours of duty schedules.

E. Servicing personnel officers within their areas of responsibility review practices and 

authorizations pertaining to hours of duty, assist manager and supervisors in maximizing 

their options and ensure they conform with established policy, regulations, and procedures.
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Supersedes Rel. 1-681 7/24/90

F. Supervisors at all levels, within their delegated authority, are responsible for being 

knowledgeable of and utilizing the various work schedules to meet the objecives in section 

.02 and for establishing a time-accounting method that will provide evidence that each 

employee under an alternative work schedule has worked the proper number of hours in a 

biweekly pay period.

G. Employees are responsible for familiarizing themselves with hours of duty requirements, 

inquiring about items they do not understand, and suggesting changes to management. 

Employees are further responsible for working with management to select work shedule 

options to meet the objectives in .02, and if on an alternative work schedule, are 

accountable for the basic work requirement in a biweekly pay period.

.05 References.

A. FPM Supplement 296-33

B. FPM Supplement 990-2, Books 550 and 620

C. BLM Manual 1400

D. Interagency Fire Business Management Handbook

E. BLM Manual 1341, Time, Attendance and Leave Reporting

.06 Policy.

It is the Bureau’s policy to utilize various types of work schedules permitted by regulation for the 

purpose of improving workforce efficiency, increasing productivity and service to the public, reducing 

costs and at the same time providing the maximum flexibility for meeting employee needs.

.07 File and Records Maintenance. 

All files and records regarding hours of work, e.g., accountability records, time and attendance records, 

and Basic Workweek Change Requests (Form 1400-72), must be established and maintained in 

accordance with the BLM Manual 1341, this manual section, and local policy and procedures.
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Supersedes Rel. 1-681 7/24/90

.1 Established Administrative Workweek.

.11 Established Administrative Workweek in the Bureau is the calendar weekday through 

Saturday. Unless otherwise specified, it is the workweek for all tours of duty and work 

schedules. Employees should be notified at least one week in advance of a change in the 

administrative workweek, except when emergencies preclude such advance notice.

.12 Special Tours of Duty such as establishing a special workweek for educational purposes, 

back-to-back workweeks, and split shifts may be authorized by the appropriate official 

delegated in .04C. The authorizing official must review the authorized alternative work 

schedules in .3 prior to establishing a special tour unmder this section. These tours are 

authorized on the Basic Workweek Change Request, Form 1400-72 (see Illustration 1).

.13 Meal Periods of at least one-half hour and no more than one hour are to be scheduled 

during the middle of the work shift. The meal period may be waived only for employees 

working less than a full shift (6 hours or less). Employees may extend the lunch period subject 

to the supervisor’s approval as long as the work requirements are met and the scheduled tours 

of duty or work schedules are accountable during the pay period.

.14 Standby Duty. 

A. Regularly Scheduled Standy Duty. (RESERVED)

B. Ordered Scheduled Standby Duty. At the direction of an official so authorized, an employee 

may be held ina specific location, fully outfitted and ready for an immediate assignment 

with a minimum of advance notice. Time spent eating and sleeping is not ordered standby 

and, unless otherwise specifically designated, is not compensable.

.15 On Call. This is time employees are free to leave their duty station and go about most of 

their normal activities. They must remain within the general area or otherwise be able to return 

to their duty station immediately. Pay is not authorized for on-call time.

.16 Travel on Official Time. Every effort must be made to schedule travel during the 

employee’s normal duty hours. Time spent in travel or training which is not compensable under 

Title 5 of the United States Code or Fair Labor Standards Act (FLSA) may not be counted as credit 

hours earned under an alternative work schedule. 
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Supersedes Rel. 1-681 7/24/90

.17 Administrative Dismissal. When it is necessary to close an installation for brief periods, 

groups of employees may be granted excused absence. See BLM Manual Section 1400-630 for 

additional information on group dismissals.

A. Authorizing Group Dismissal

1. Washington Office. Group dismissals will be granted only after being advised by the 

Director of Personnel, Office of the Secretary, Department of the Interior.

2. Field Offices. Officials designated in a .04C may approve group dismissals in 

conformance with local written policy. In instances where more than one Bureau office 

is in the same city, office heads should confer with each other to arrive at a 

determination acceptable to all.

B. Circumstances Necessitating Group Dismissal. Groups of employees may be excused from 

duty when:

1. Normal Operations Are Interruped by Events or Emergencies beyond the control of 

management of employees, such as extreme weather conditions, serious interruption to 

public transportation services (except as the result of strikes), disasters such as fire, 

flood, earthquake, or other conditions preventing employees from working or reporting 

to work.

2. The Office or Project Must be Closed for Short Periods, usually one day or less but not to 

exceed three days, for making repairs, retooling, power failure, or for other managerial 

reasons. Annual leave or leave without pay shall be made, insofar as practical, to 

continue the conduct of public business.

C. Early Dismissal. Employees who are on a duty status are excused only for the specified 

period of time the establishment is directed to close prior to the normal closing time. 

Employees who are not in an actual duty status, e.g., on leave, when notification of 

dismissal occurs after the opening hours are charged the appropriate leave for the entire 

period of absence. Employees are considered to be in actual duty status if they are:

1. Actually on Duty at the time of the dismissal. They must be either at the work site or 

attempting to get to the work site.

2. Excused from Duty at the time of the dismissal with the expectation that they will return 

to duty before the close of the business day.

3. On Duty When the Agency Issues Formal Notification of the scheduled early dismissal, 

but requested and were granted leave between the notification and actual dismissal.
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BLM MANUAL Rel. 1-1588

Supersedes Rel. 1-681 7/24/90

.18 Overtime Hours. Hours of work officially ordered and approved in advance by 

management and in excess of 8 hours in a day or 40 hours a week. All employees including 

wage system and nonexempt employees being paid under Title V participating in an alternative 

work schedule may request and be granted compensatory time off “in lieu of” payment for 

overtime hours. See FPM Supplement 990-2, Books 550 and 620 and Appendix 1 of this manual 

section for additional information.

.19 Holiday Pay. 

The following rules will apply regarding holiday pay for employees.

A. Full-Time Employees on a traditional or flexible tour who are relieved from work on a 

holiday are entitled to pay for 8 hours. 

B. Compressed Schedule Employees relieved from working on a holiday are entitled to pay for

the scheduled hours of work.

C. Part-Time Employees relieved from work on a holiday are entitled to pay for the number of 

hours scheduled for that day.

D. “In Lieu of” Holidays.

1. When a full-time employee has 2 (or 3) consecutive nonworkdays and a holiday falls on 

the first (or second) nonworkday, the preceding workday is as an “in lieu of” holiday. 

When the holiday falls on the last nonworkday, the following workday is an “in lieu of” 

holiday.

2. Part-time employees are not entitled to an “in lieu of” holiday if a holiday falls on a 

nonworkday, but should be granted administrative leave for the hours of work 

scheduled on the “in lieu of” holiday. 
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Supersedes Rel. 1-681 7/24/90

.2 Traditional Work Schedules. These are work schedules which were available prior to the 

enactment of alternative work schedule legislation.

.21 Basic Work Schedule for Full-Time Employees. This is the standard work schedule in the 

Bureau except for employees on an alternative work schedule. Refer to .3 of this chapter for 

instructions concerning those schedules. 

A. Scheduled Tour of Duty. This is a fixed tour consisting of 40 hours, five 8-hour days, 

Monday through Friday, with a lunch break of no less than one-half and no more than 1 

hour scheduled during midshift. The schedule is authorized on the Basic Workweek 

Change Request, Form 1400-72. A change in the established workweek for office in the 

Washington, D.C., Metropolitan Area requires prior Departmental approval except for 

those schedules authorized in this chapter. Prior approval of the appropriate officials 

designated in .04C is required for field offices.

B. Excused Absence (Administrative leave). An employee’s absence may be 

administratively authorized without charge to leave or loss of pay for no more than 8 

hours. Refer to BLM Manual Section 1400-630 for further guidance.

C. Fire Assignments. Employees assigned to an emergency fire tour will be assigned to a 

first 8-hour tour at the start of their second continuous calendar day of the assignment. 

Do not use the basic tour for the duration of the fire emergency. Refer to the 

Interagency Business Management Handbook for further instructions.

.22 First 40-Hour Tour of Duty. The use of this indefinite workweek tour of duty should be 

reserved for nonemergency situations when working hours are determined by irregular and 

often unpredictable needs for service. Approval must be obtained from the appropriate officials 

delegated in .04C when it is impractical to prescribe a regular schedule of definite hours for each 

workday without handicapping a project or increasing costs. All work performed under this 

schedule is considered regularly scheduled work for hours of duty and premium pay purposes.

A. Scheduled Tour of Duty. The basic 40 hours must occur during not more than 6, and

preferably 5, of the days of the administrative workweek. The hours worked must 

adhere as closely as possible to the established basic workweek. The tour must be 

scheduled in advance and only for the period while the needs for services are irregular 

and unpredictable. This tour may be authorized on a seasonal basis or for completion of 

a specific project. The schedule is authorized on the basic Workweek Change request, 

Form 1400-72.

B. Excused Absence (Administrative Leave). Employees on a first 40-hour tour of duty have

unpredictable and uncertain daily work hours and, therefore, cannot be excused from 

work if they have not been scheduled to work.
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Supersedes Rel. 1-681 7/24/90

C. Fire Assignments. Employees assigned to an emergency fire tour will be assigned to a 

first 8-hour tour at the start of their second continuous calendar day of the assignment. 

Thereafter, do not use first 40-hour schedule for the duration of the fire emergency. 

Refer to the Interagency Fire Business Management Handbook for further instructions.

.23 Part-Time Employees. Employees work a regularly scheduled tour of duty of 16 to 32 

hours per week with a prearranged work schedule. This tour may be utilized for job sharing, if 

less than full-time employment is needed, or for other reasons in the best interests of the 

Bureau. The schedule is authorized on the Basic Workweek Change Request, Form 1400-72.

.24 Intermittent Employees. Intermittent employees without prescribed tours of duty are 

employed on any calendar day. A SF-50, Notification of Personnel Action, is required to change 

this status to full-time or part-time with a regularly scheduled tour of duty.
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Supersedes Rel. 1-681 7/24/90

.3 Alternative Work Schedules. The Bureau has approved the use of both flexible and compressed 

work schedules. Approved flexible schedules are gliding, variable day, variable week, and maxiflex. 

Approved compressed work schedules are the 4-10 schedule and the 5-4/9 schedule.

.31 General Provisions. All employees may apply for any locally adopted alternative work 

schedule consistent with the work unit objectives. Management and supervisors with the 

delegated authority in .04C may approve work schedules for individual employees and/or 

groups of employees based on the work unit objectives.

A. Election Procedures

1. The alternative work schedule selected by an employee must be documented and 

authorized on the Basic Workweek Change Request, Form 1400-72. The approved 

work schedule becomes effective the first day of the pay period following the 

approval date.

2. The approved Basic Workweek Change Request, Form 1400-72, must be submitted 

to the Servicing Personnel Office for processing. A “Notification of Personnel 

Action,” SF-50, reflecting the selected work schedule will be generated.

3. Employees must complete the Basic Workweek Change Request, Form 1400-72, 

each time when changing between traditional, flexible and compressed work 

schedules for the purposes of recording appropriate overtime and other premium 

pay, leave, credit hours, excused absence and other pay record purposes. 

B. Core Hours must be established for those schedules requiring core hours. Bureau 

recommended core time bands are the hours of 9:30 a.m. to 11:00 a.m., and 1:00 p.m. 

to 2:30 p.m., Monday through Friday. Authorized officials can set other core time

deviations. Employees shall work all core hours during their scheduled tour of duty 

unless otherwise approved to use leave or credit hours.

C. Flexible Time Bands. Normal tours of duty shall occur between the recommended hours 

of 6:00 a.m., and 6:00 p.m. Authorized officials have the authority to determine their 

own flexible time bands.

D. Lunch Periods will be from one-half hour to one hour during the flexible time band of 

11:00 a.m. to 1:00 p.m., Monday through Friday. Employees may extend the lunch 

period subject to the supervisor’s approval as long as the work requirements are met. 

The lunch period may be waived only for employees working less than a full shift (6 

hours or less).
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Supersedes Rel. 1-681 7/24/90

E. Managing Work Schedules

1. All offices must be adequately staffed to conduct normal business during regular 

business hours. A manager or supervisor must be available on all work days unless 

there is a special or emergency situation.

2. Supervisors may be required to limit work to 8 hours or change work schedules on a 

given day when weather, workload, public needs or other conditions warrant the 

change, but will not make adjustments for the sole purpose of avoiding overtime or 

other premium or extra compensation. Management may, in some situations, 

require an employee to convert to any alternative work schedule for work related 

reasons. Management retains the right to assign employees to particular shifts and 

to determine the length of the shifts. Supervisors will provide the employee with

the reason(s) for the schedule change.

F. Credit hours. Time spent in travel or training that is not compensable under Title 5 of 

the United States Code or FLSA may not be counted as credit hours earned under an 

alternative work schedule. Night differential pay is not authorized when earned credit 

hours are used beyond 6:00 p.m. Employees on variable and maxiflex schedules can 

earn a maximum of 24 credit hours. Credit hours must be earned during the normal 

work hours of 6:00 a.m. to 6:00 p.m., Monday through Friday, unless otherwise 

approved by the supervisor. Accumulated earned credit hours may be used on another 

workday, workweek, or biweekly pay period, but should be used before granting of 

annual leave. Employees on a gliding work schedule cannot use credit hours in advance 

of earning the credit hours.

G. Temporary Duty and Training Assignments. An employee assigned to a temporary duty 

location or while in training status should temporarily assume the schedule of the 

activity the employee is visiting or the hours of the training session. Temporary work 

schedule changes are to be recorded on the Time and Attendance Report, DI-502G, with 

a Remarks Code 990 – Change in Work Schedule. Temporary changes in work schedules 

will require advanced planning by the employee to ensure accountability for the basic 

work requirement in the biweekly pay period.

H. Excused Absence (Administrative Leave). The amount of excused absence granted will 

be determined on an additional individual basis depending upon the policy authorizing 

the absence and the employee’s established pattern of work or, for employees on a 

compressed schedule, the hours scheduled.

I. Fire Assignments.

1. Employees with flexible schedules assigned to an emergency fire tour will be 

assigned to a first 8-hour tour at the start of their second calendar day of the 

assignment. Credit hours earned prior to the fire will be used in calculating the 

basic 40-hour workweek, unless the employee can use them after release from the 

fire.
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Supersedes Rel. 1-1588 1/23/91

2. For employees on a compressed schedule, convert employees assigned to an 

emergecy fire tour to a first 9-hour or a first 10-hour tour until the firer emergency 

is over or the employee is officially relieved from hours pay each day until the base 

hour (non-overtime) requirement is met. For days outside the employee’s regularly 

scheduled workdays and for the regularly scheduled 8-hour day (5-4/9 employee), 

only 8 hours pay per day are guaranteed.

J. Leave. The maximum amount of annual and sick leave, leave without pay, and absence 

without leave charged on any one day for an employee is the number of hours the 

employee is scheduled to work on that day or the established pattern of work for that 

day. The minimum time increment for leave is 15 minutes.

K. Sunday and Night Differential. See Appendix 21 for a quick reference. See FPM 

Supplement 990-2, Books 550 and 620 for further guidance.

L. Separation of Employees.

1. The Bureau has established the following policy to achieve administrative efficiency 

in handling credit hours of separating employees. An employee who is on a flexible 

schedule and has accumulated credit hours will be paid for those unused credit 

hours when separated, e.g., transfer, resign, or retire, from the Bureau. Bureau 

employees moving to another Bureau or agency that is participating in a flexible 

schedule with the credit hours option will still be paid for all unused credit hours.

2. A full-time employee wil be paid at the employee’s current rate of basic pay for not 

more than 24 credit hours accumulated. A part-time employee will be paid at the 

employee’s current rate of basic pay for not more than one-fourth of the hours in 

the employee’s biweekly basic work requirement accumulated.

3. The Assistant Director, Management Services, State Directors, BLM Director – BIFC, 

and the Services Center are responsible for establishing procedures to notify 

PAYPERS to pay separating employees accumulated credit hours consistent with 

established policy.

.32 Gliding Schedule. Gliding schedules are a flexible tour of duty which allows employees 

to vary their arrival and department time on a daily basis, but must account for 8 consecutive 

hours (excluding the lunch period) each day. An employee on a gliding schedule may not use 

credit hours prior to earning them as this is a fixed schedule of 8 hours per day. A model of a 

gliding schedule is shown in Illustration 2.

.33 Variable Day Schedule. Variable day schedules are a flexibile tour of duty which allows 

employees to vary their arrival and departure times and the number of hours they work on a 

daily basis. Each full-time employee has a scheduled tour of duty consisting of five days and 10 

hours each week of the pay period. Employees may vary the lengh of the work day. Unearned 

credit hours remaining at the end of the week must be charged to the appropriate leave 

category, e.g., annual, sick, leave without pay or absence without leave. The schedule is 

authorized on the Basic Workweek Change Request, Form 1400-72. A model of a variable day 

schedule is shown in Illustration 3. 
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BLM MANUAL Rel. 1-1592

Supersedes Rel. 1-1588 1/23/91

.34 Variable Work Schedule. A variable week schedule is a flexible schedule which allows 

employees to vary their arrival and departure time, the number of hours they work each day, and the 

number of hours they work each week. Each full-time employee has a scheduled tour of duty consisting 

of 5 days each week of the pay period. Full-time employees must work 3 days per week and an 80-hour 

pay period. The schedule is authorized on the Basic Workweek Change Request, Form 1400-72. A 

model of a variable week schedule is shown in Illustration 4.

.35 Maxiflex Schedule. A maxiflex schedule is a flexible schedule which allows employees to vary 

their arrival and departure time, the number of hours they work each day, the number of hours they 

work each week and the number of days they work each week. Each full-time employee must work the 

core time bands three days a week and meet an 80-hour basic work requirement. The schedule is 

authorized on the Basic Workweek Change Request, Form 1400-72. A model of the maxiflex schedule is 

shown in Illustration 5.

.36 5-4/9 Compressed Schedule.

A. Each full-time employee shall have a fixed scheduled tour of duty consisting of eight 9-hour 

days and one 8-hour day each pay period. Part-time employees have fixed scheduled tours 

with at least one 9-hour day. The employee selects, with the supervisor’s approval, the 

“off” day. The schedule is authorized on the Basic Workweek Change Request, Form 1400-

72. At the request of the employee and subject to work demands, the supervisor may 

approve a change in the scheduled “off” day during a pay period. 

B. This is a fixed schedule and, therefore, has no flexible or core time bands. Credit hours and 

other aspects of flexible schedules such as glidng do not apply. A model of a 5-4/9 

compressed schedule is shown in Illustration 6.

.37 4-10 Compressed Schedule.

A. Each full-time employee has a fixed scheduled tour of duty consisting of four 10-hour days. 

Part-time employees have fixed scheduled tours of which at least one day must be a 10-

hour day. This tour is authorized on the Basic Workweek Change Request, Form 1400-72. 

Tours may switch from a 4-10 compressed work schedule to a 3-8 standard and back on a 

pay period basis. All tour changes shall be effective at the beginning of a pay period. At the 

request of the employee and subject to work demands, the supervisor may approve a 

change in the scheduled “off” day during a pay period.

B. This is a fixed schedule and, therefore, has no flexible or core time bands. Credit hours and 

other aspects of flexible schedules such as gliding do not apply. A model of a 4-10 

compressed schedule is shown in Illustration 7.
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GLOSSARY OF TERMS

-Bbasic work requirement: the number of hours, excluding overtime hours, which an employee is required 

to work or is required to account for by leave or otherwise.

biweekly pay period: the 2-week period the Bureau utilizes for pay purposes which is covered 

inclusively on a single Time and Attendance Report.

-CCompressed Work Schedule (CWS): in the case of a full-time employee, an 80-hour bi-weekly basic work 

requirement which is scheduled for less than 10 workdays; and, in the case of a part-time employee, a 

biweekly basic work requirement of less than 80 hours which is scheduled for less than 10 workdays. 

The CWS’s approved for Bureau use are the 4-10-hour days and the 5-4/9 schedule.

core-time: those designated hours and days during the biweekly pay period when an employee on an 

alternative work schedule must be present for work. The Bureau recommended core time band hours 

are Monday through Friday, 9:30 a.m. – 11:00 a.m. and 1:00 p.m. – 2:30 p.m. with a lunch period 

scheduled between 11:00 a.m. and 1:00 p.m.

core-time deviation: when an authorized official grants approval to an employee to work hours other 

than the designated core time band.

credit hours: Any hours within a flexible schedule which are in excess of an employee’s basic work 

requirements and which the employee elects to work so as to vary the length of a workweek or a 

workday. Employees, including those covered by FLSA, may not be compensated for credit hours other 

than to the extent required to meet the basic work requirement. Credit hours may be accumulated and 

used in 1⁄4 hour (15 minute) increments. Use of credit hours must be approved by the supervisor. A 

maximum of 24 hours may be accomulated. Part-time employees are limited to earning a maximum of 

one-fourth of the hours in their biweekly schedule. Accumulated hours may be carried forward and 

utilized during other days, weeks, or pay periods. It is the responsibility of each employee to ensure that 

credit hour accumulation does not exceed 24 hours at any time as the excess will automatically be 

forfeited. Earned credit hours should be used before annual leave is granted.
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-Eestablished pattern of work: is the normally worked hours of an employee on a vaariable or maxiflex 

schedule. A minimum of two pay periods is needed to establish a pattern of work.

-Fflexible time band: that part of the schedule of working hours during which employees may choose 

their time of arrival and/or departure from the work site. The Bureau recommended flexible time band 

hours are 6:00 a.m. to 9:3 a.m., 11:00 a.m. to 1:00 p.m., and 2:30 p.m. to 6:00 p.m., Monday through 

Friday.

flexitime: a system of work scheduling which splits the workday into two distinct kinds of time, core 

time and flexible time. The two requirements under any flexitime schedule are:

1. The employee must be at work during core time or otherwise account for those hours through 

approved absence.

2. The employee must account for the total number of hours they are scheduled to work.

-Ggliding schedule: a flexible schedule which contains core time bands on only three work days in each 

week of the biweekly pay period, and in which an employee has a basic work requirement of 80 hours 

for the biweekly pay period. The employee may vary the number of hours worked on a given workday, 

or the number of hours each week, but must account for all core time.

-Mmaxiflex schedule: a flexible schedule which contains core time bands on only three work days in each 

week of the biweekly pay period, and in which an employee has a basic work requirement of 80 hours 

for the biweekly pay perioid. The employee may vary the number of hours worked on a given workday, 

or the number of hours each week, but must account for all core time.

-Ttraditional work schedules include those schedules such as five 8-hour day schedules, first 40-hour 

schedules, part-time and intermittent schedules, adjusted work schedules, variations for educational 

purposes and provisions for emergency situations permissible prior to the enactment of alternative 

work schedule legislation.
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-Vvariable day schedule: a flexible schedule containing core time oneachworkday in the week and in 

which an employee has a basic work requirement of 5 days and 40 hours in each week of the biweekly 

pay period. The employee may vary the number of hours worked on a given workday or the number of 

hours each week, but must account for all core time.

variable week schedule: a flexible schedule containing core time on five days each week of the biweekly 

pay period and in which an employee has a basic work requirement of 80 hours for the biweekly pay 

period. The employee may vary the number of hours worked on a given workday or the number of 

hours each week, but must account for all core time.

-Wwork unit: an organizational entity of the Bureau headed by a supervisor or manager authorized to 

certify time and attendance reports and to approve leave.
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