The case for workplace flexibility has been largely established in the private sector, yet little is known about what facilitates or constrains employee access to flexibility options in governmental agencies. Focused on both flextime and flexible careers (career breaks, job sharing, and reduced hours), this study investigates how agency strategies, motives, resources, structure, and stakeholders shape employee access to workplace flexibility. The findings suggest that employee access to workplace flexibility is largely enhanced by strategic effort and agency motives, whereas agency structure shows limited impact. Agencies with bigger budgets provide employees more access to flextime, and those short of critical human capital tend to offer more options for flexible careers. This study concludes with the discussion of research findings and potential policy implications.