*Update 17.01.2025 the rumoured delegation closures are now also in the press.*
Original article: Generation 2004 EEAS section advocates for fair and realistic work conditions for colleagues in over 144 Delegations around the world. Those conditions must take account of the evolving responsibilities of all staff and roles. Among these, the Head of Administration (HoA) post in EU Delegations stands out as a unique role. Whilst in a few larger Delegations the HoA is an official from the AD function group, the majority of HoAs are either within the officials from the Assistant Function Group (AST) or Contract Agents from function group 3 (CA III). See European Court of Auditors, 2019, Special report no 15/2019: Implementation of the 2014 staff reform package at the Commission – Big savings but not without consequences for staff. Indicative tasks p.50 for a list of indicative tasks for each function group and compare with Special report 24/2024: EU Civil service–A flexible employment framework, insufficiently used to improve workforce management Recommendation 3 (p. 42) recommending that all 3 institutions evaluated )the Commission, Parliament and Council) measure how far roles have drifted:
‘(b) map the tasks and responsibilities associated with AST/SC and AST posts and if necessary, update the job descriptions;’
Over the years, the HoA role has expanded significantly, requiring a high level of management expertise, financial oversight, and human resources management.
To ensure the efficiency and sustainability of this critical role, it is essential to re-evaluate and define the HoA position, establish structured reporting lines, and adapt the job description to reflect the demands placed on the post. Below, we outline the primary responsibilities and propose actionable changes to support HoAs across all delegations.
1. The Broad scope of responsibilities for Heads of Administration
The Head of Administration role is far from a typical assistant position; it encompasses complex management duties that directly impact the functioning of EU Delegations. The responsibilities of the HoA often include:
- Human Resources Management: Managing local staff contracts, handling recruitment processes, and ensuring compliance with local labour laws. Additionally, HoAs manage performance appraisals and oversee staff development, which requires substantial HR knowledge and managerial skills. This can be complicated further if multiple EC DGs are present in the Delegation.
- Financial Oversight: HoAs are responsible for financial planning, budget allocation, procurement, and expenditure monitoring. Given the scale and scope of EU Delegations, these tasks demand rigorous financial acumen and familiarity with complex EU and local regulations.
- Operational and Facilities Management: HoAs coordinate the maintenance of delegation premises, oversee physical security measures, and manage IT and other operational services essential for a Delegation’s smooth functioning.
- Security, Health and Safety: As an integral member of the Security Management Team in Delegations, the HoA is responsible for implementing physical security and safety measures for staff and property, although this is less of a burden in Delegations with a resident Regional Security Officer.
- Consular Affairs, Protocol and Liaison with other diplomatic missions and Member States: Given these responsibilities, it is evident that the HoA position involves management and decision-making duties that go well beyond traditional assistant roles.
2. Challenges faced by Heads of Administration
As the demands on this post have grown, several challenges have surfaced:
2.1. Increased workload without corresponding support: The HoAs’ workload has grown, often without additional staff or administrative support. The range and depth of responsibilities are not adequately addressed in the current job description, creating misalignments between expectations and support.
2.2. Inconsistent role definitions across delegations: While the basic responsibilities of the HoA are consistent, Delegation size, Member State presence in the country, possible co-locations, and Delegation-specific factors can add unique duties. Currently, the job description does not account for these variables, making it challenging to standardise expectations and resources.
3. Recommendations for clarifying and supporting the Head of Administration role
To address these challenges, we recommend the following actions:
3.1. Comprehensive job description update (As per Special report 24/2024, above)
The current job description for HoAs must be revisited and updated to capture the true scope of the role. This should include:
- All Heads of Administration should have their diplomatic titles in the Delegation upgraded politically and organisationally from Attaché to a higher level, for example “Counsellor”.
- Clear definitions of core responsibilities across HR, finance, and operational management.
- A section specifying variable duties based on Delegation-specific factors such as size, Member State presence, co-location situation, and the complexity of the mission.
3.2. Establish regular assessments of workload and support
Given the dynamic nature of the HoA role, a regular workload assessment should be introduced to evaluate support needs.
Headquarters should provide additional administrative support for HoAs when tasks exceed reasonable limits.
3.3. Training and professional development
Given the managerial aspects of the HoA role, we recommend regular training in resource management, including financial management, HR processes, and leadership skills. Of course these courses exist but there should be a specific annually time allocation for HoA to be able to attend them despite the huge overload of work. Ideally, this should be combined with a seminar for Heads of Administration, which would allow HoA to meet their HQ counterparts on a regular annual basis.
3.4 Retiring HOAs
Generation 2004 would like to see a more concrete role given to retiring HoAs, should they wish it. In some cases it could be useful if they remain in Delegation longer before retirement to train new HoAs Or to have the option to be posted as floaters or trainers, or moved to regional hubs as support, before retiring.
4. Call to Action: Supporting our Heads of Administration for sustainable success
Generation 2004 calls on the EEAS administration to prioritise the redefinition and support of the HoA role. By updating the job description, assessing workload regularly, establishing clear reporting lines, and investing in targeted training, we can ensure that our Heads of Administration are equipped to meet the demands of their essential roles.
The Heads of Administration are pivotal to the efficient operation of EU Delegations. Through collaborative efforts, we can ensure that they are given the recognition, resources, and support they need to continue fulfilling their duties effectively. Let us work together to reinforce this cornerstone role in EU Delegations, promoting fairness, efficiency, and the sustainable growth of the EEAS as a whole.
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