The District of Columbia government defines Absence Without Official Leave (AWOL) as any absence from duty that is not authorized or approved in advance, or for which a leave request has been denied. Unauthorized absences undermine the District’s operational effectiveness and its ability to serve residents and visitors. This issuance establishes standardized procedures for identifying, documenting, and managing AWOL designations for District government employees. 

General Rules for AWOL Designation

An employee may be charged with AWOL when they are absent from duty without prior authorization, or when they fail to report to work after a leave request has been denied. AWOL is a non-pay status and is not considered a form of approved leave. Employees placed in an AWOL status do not receive compensation for the period during which they are designated AWOL, regardless of whether they report to work during that time. Additionally, agencies cannot require employees to perform work during any period for which the employee is designated AWOL.  

The designation of AWOL is not, in and of itself, a disciplinary action; however, it may serve as the basis for initiating disciplinary proceedings. Agencies are expected to exercise sound judgment when determining whether to designate an employee as AWOL. AWOL should not be used as an automatic response to every instance of tardiness or unapproved absence. Rather, it should be applied in accordance with agency policy and after consideration of relevant factors, including the reason for and length of the absence and any extenuating circumstances. 

If it is later determined that the absence was excusable due to illness or other justifiable circumstances, the AWOL charge may be retroactively converted to another appropriate leave category, such as annual leave, sick leave, compensatory time, or leave without pay, upon submission of satisfactory documentation. 

Circumstances That May Warrant AWOL 

Before charging an employee with AWOL, agencies must determine that the employee was absent from duty and that the absence was not authorized or approved in accordance with agency procedures. The following non-exhaustive list provides examples of situations in which an employee may be charged with AWOL, provided that the employee was absent from their assigned tour of duty during the relevant period: 

1. The employee fails to report to work as scheduled and did not receive prior approval for the absence or timely notify their supervisor/manager in accordance with agency procedures; 
2. The employee is absent after a leave request has been denied or fails to provide required documentation to support a leave request (e.g., medical certification, court summons, or military orders) and does not report to duty. 
3. The employee leaves their assigned work location during scheduled duty hours for an extended or unreasonable amount of time (not during an approved break period) without supervisory approval;  
4. The employee is absent for part of the workday without approval, such as arriving late, leaving early, or being unavailable during scheduled duty hours without authorized leave or permission. 
5. The employee is scheduled to telework but is not online or responsive for an extended or unreasonable period of time and fails to notify their supervisor of a valid reason, such as a technical issue or emergency.  

These examples are illustrative and not exhaustive. Agencies should consult with their Human Resources Advisor and General Counsel, as appropriate, to determine whether an employee’s conduct meets the criteria for AWOL. 

This section outlines the steps agencies must follow when determining, documenting, and managing an employee’s Absence Without Official Leave (AWOL) status. These procedures are intended to ensure consistency, fairness, and compliance with applicable personnel regulations.

Step 1: Assess the Absence and Determine AWOL Status 

An agency head or their designee is authorized to determine whether an employee should be classified as AWOL. Upon an employee’s failure to report for duty at their assigned time and location, agencies should make reasonable efforts to establish contact. Reasonable efforts to establish contact can include, but are not limited to:  

• Phone calls (documented through written notes or call logs) 

• Text messages 

• Email 

Following reasonable efforts to contact the employee, agency HR personnel should consult with the agency head or designee to determine whether the absence meets the criteria for AWOL.  

Once an employee is designated as AWOL, the agency cannot require the employee to perform work during the AWOL period. Pay must be withheld for the entire AWOL period even if the employee reports back to work during that time (See Example 1 in the Illustrative Examples section).  

Step 2: Document AWOL Status on the DCSF-1199-A Form 

Supervisors must document the AWOL period using the DC Standard Form (DCSF)1199-A, “Notification of Charge to Absence without Official Leave (AWOL).” (Attachment 1). Documentation should include:  

• The start and end times of the AWOL period 

• A summary of contact attempts and outcomes 

• Any relevant contextual information in narrative format 

Step 3: Continue Contact Attempts of Multi-Day Absences 

If the AWOL period extends beyond one workday, the agency must continue attempting to contact the employee at least once per day. Each attempt should be documented on the DCSF 1199-A. Agency HR Advisors should send the employee a “Where are you?” letter (Attachment 2) which outlines the required response timeline and potential disciplinary consequences.  Agencies should also consult Issuance I-2024-25, Impact of Non-Pay Statuses on Employee Deductions and Benefit Programs to assess how the employee’s benefits may be affected during the AWOL period. (See Example 2 in the Illustrative Examples Section.) 

An employee may end their AWOL status either through their return to duty or through separation from District government service. This section outlines the procedures agencies must follow in both scenarios, including guidance on leave reclassification, documentation, and disciplinary action. 

A. Employee Returns to Duty 

An employee who is placed in an AWOL status remains in that status until they return to duty or are otherwise separated. Upon an employee’s return to duty, agencies should take the following steps:  

1. Evaluate the Absence. The agency should assess the circumstances of the absence, including its duration and any explanation or documentation provided by the employee. If the employee asserts that the absence should be considered excused or charged to another leave category, they must submit appropriate supporting documentation in a timely fashion for the agency’s consideration. 

2. Retroactively Convert the Leave (if applicable). If the agency determines that the absence was excusable (e.g., the employee was ill and unable to notify the agency, or had an emergency or other justifiable circumstance), they may authorize a retroactive change from AWOL to a charge against the employee’s annual leave, compensatory time, sick leave, or leave without pay, as appropriate.   

3. Document and Notify. Upon the employee’s return to duty, the supervisor must complete the DCSF 1199-A to document the AWOL period, including the start and end times, a summary of the employee’s explanation, any supporting documentation provided, and the agency’s final determination. If the absence is deemed excusable, the AWOL charge may be retroactively converted to another leave category, and the change must be recorded in the “Additional Information” section of the form. A copy should be forwarded to the agency’s timekeeper to ensure the timesheet is corrected. If the AWOL charge remains in place, the determination must still be documented on the DCSF 1199-A and retained in the employee’s Official Personnel File for potential use in future disciplinary actions. 

4. Determine Disciplinary Action (if applicable). Agencies may choose to impose consequences or take disciplinary action against employees charged with AWOL. Supervisors should consult Chapter 16 of the DPM and Issuance I-2024-9 Discipline to determine the appropriate response, which may include: 

• Counseling; 

• Revocation of telework privileges; 

• Suspension; or 

• Removal 

All disciplinary actions must be documented and carried out in accordance with applicable rules and regulations. The DCSF 1199-A should be attached to any disciplinary records and retained in the employee’s Official Personnel File for up to three years. 

B. Employee Does not Return to Duty  

If an employee remains in an AWOL status and fails to return to duty, the agency must take the following steps: 

1. Continue Contact Attempts. Agencies must continue to attempt to contact the employee at least once per workday during the AWOL period. All contact attempts must be documented on the DCSF 1199-A. After the supervisor’s second failed attempt to contact the employee, the agency’s HR Advisor should also send a “Where are you?” letter outlining the employee’s obligation to respond and the potential consequences of continued absence. 

2. Initiate Separation Procedures. If the employee does not respond or return to duty within a reasonable period, the agency may initiate the separation process in accordance with Chapter 16 of the DPM. The agency should consult with its General Counsel to determine the appropriate course of action, which may include removal for abandonment of position or other applicable grounds. 

3. Document and Retain Records. The DCSF 1199-A must be completed in full and retained as part of the employee’s Official Personnel File. It should also be included in any disciplinary or separation documentation. Agencies must follow all applicable recordkeeping requirements outlined in Issuance I-2024-9 Discipline. 

These examples are intended to help agencies apply the AWOL procedures consistently and fairly. They reflect common scenarios but are not exhaustive. Agencies should consult with their Human Resources Advisor and General Counsel, as appropriate, to determine whether an employee’s conduct meets the criteria for AWOL. 

• Example 1: Chronic Tardiness and Pre-Designated AWOL. An employee with a history of chronic tardiness has been formally counseled and informed that future unexcused lateness will result in being charged with AWOL. On a scheduled workday, the employee fails to report at their 9:00 a.m. start time. The supervisor makes a reasonable effort to contact the employee and successfully reaches them by phone. The employee states they woke up late and that their GPS estimates arrival at 10:18 a.m. After consulting with agency HR, the agency determines the absence meets the criteria for AWOL. Because AWOL must be charged in full-hour increments, the employee is charged with two hours of AWOL. The supervisor documents the AWOL period, including the contact attempt and outcome, on the DCSF 1199-A. Although the employee arrives before the end of the second hour, they remain in AWOL status and may not perform work nor be paid until 11:00 a.m. 

• Example 2: Multi-Day Absence Without Contact. An employee fails to report to work for two consecutive workdays and does not respond to phone calls, emails, or text messages. The agency documents each day’s absence and contact attempts on the DCSF 1199-A. The HR Advisor sends a “Where are you?” letter to the employee outlining the requirement to respond and the potential consequences of continued absence. 

• Example 3: Retroactive Conversion to Sick Leave. The employee in Example 2 contacts their supervisor on the third workday and explains that they experienced a medical emergency. Upon returning to duty, the employee provides medical documentation verifying the dates of incapacity. The agency determines the absence was excusable and retroactively converts the period of AWOL to sick leave. The change is documented on the DCSF 1199-A, and a copy is forwarded to the timekeeper to correct the employee’s timesheet. 

• Example 4: Telework Non-Responsiveness. An employee is scheduled to telework but is unresponsive to emails and phone calls for several hours during their scheduled duty period.  The employee does not notify their supervisor of any technical issues or emergencies. The supervisor documents all contact attempts, including the methods used and the times of attempted communication, on the DCSF 1199-A. Once contact is established, the employee does not provide an acceptable explanation for the period of unresponsiveness. The supervisor records the employee’s response in the “Additional Information” section of the DCSF 1199-A and consults with the agency HRA. The agency concludes that the employee was absent without authorization and authorizes a charge of four hours of AWOL. The completed form is forwarded to the agency’s timekeeper and retained in the employee’s Official Personnel File. 

• Example 5: Employee Fails to Return to Duty. An employee fails to report to work for five consecutive workdays and does not respond to multiple contact attempts made by the supervisor via phone, email, and text message. The agency documents each day’s absence and all contact attempts on the DCSF 1199-A. The HR Advisor sends a “Where are you?” letter to the employee outlining the requirement to respond and the potential consequences of continued absence. The employee does not respond or return to duty. After consulting with the agency’s General Counsel, the agency initiates separation proceedings in accordance with Chapter 16 of the DPM. The completed DCSF 1199-A is included in the separation documentation and retained in the employee’s Official Personnel File. 

• Chapter 12 of the District Personnel Manual : Hours of Work, Legal Holidays, and Leave (6-B DCMR § 1200 et seq.) 

• Chapter 16 of the District Personnel Manual: Corrective and Adverse Actions; Enforced Leave; and Grievances (6-B DCMR § 1600 et seq.) 

• District Issuance I-2024-9: Discipline