ENARO Spring Exchange 2013
(practitioners)
June 7th – 14th 2012
Topic: Conflict Management with special focus on following contexts:
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Return ( voluntary and forced)
Payment of allowance
Level of conflict during short-notice capacity building
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1. Introduction to ENARO
ENARO is an inter-institutional linkage between 19 European asylum reception organizations
coming together to exchange information; discuss current issues and trends within the field of
asylum. On the basis of discussion taken place at the Steering Committee meetings, themes for
two annual staff exchange programs are selected.
The aim of the programs is exchanging knowledge and "best practices" between staff of the
member states.
2. Introduction to toolkit
The knowledge and experience your colleagues in the host country have gained and the expertise that they have developed during their work with asylum seekers is often the most valuable
asset that an organization holds.
This toolkit is designed to assist ENARO-exchange candidates to dig in and identify this
knowledge in their field research in the exchange country. The goal is to collect relevant information and describe local conflict management initiatives and "best practice" within the highlighted contexts (Questions 7-8) by applying same parameters for each context. Also, the toolkit
should contain general information regarding the level of conflict management preparedness of
the host organization (Question 10).
Along with describing conflict in a given context, its source and the way the conflict is dealt with,
it is recommendable to keep eyes open and spot specific challenges, as these will be worked
with during the closing conference.
A number of reception organizations might not be operating within the three contexts or operating only within one or two of them. In such case it is advisable to look into alternative contexts
according to the program prepared by the host and apply same approach with the 6 parameters.
Alternative contexts will be elaborated upon during the briefing.
Besides abovementioned goals focusing on the host organization, the Toolkit is designed to (1)
raise awareness about finding a specific best practice that can be developed in the home country, on the one hand, and inspire the host organization with good practices from one's home organization, on the other hand; (2) keep the focus on knowledge-sharing in one's own home organization; (3) contribute to the Closing Conference in November 2013.
How to use the toolkit
 Please note that the questions are designed to function as a starting point. In answering
them, you are expected to elaborate on each topic rather than provide simple ‘yes’ or
‘no’ answers
 You may use interviewing, observation or a combination of both as methods to obtain
answers to the questions
 Spending time and collecting data is a unique feature of the field research, so do not hesitate to adjust your approach to discoveries and developments in the field, you may encounter, if these are necessary and relevant
 Use the Toolkit as a reporting format, when you are asked to submit it to the ENARO
Secretariat ( more information to follow)
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3. Program details
Participant Data
Name(s)
Organization
Country
Host country
Contact person
Host country & email
Jelena Milošević
Federal Office for Migration of Switzerland
reception and processing centre Altstätten (EVZA)
Switzerland
Poland
Dzieciol Tomasz, t.dzieciol@uric.gov.pl
Rychter Magda, m.rychter@uric.gov.pl
Itinerary (Please insert list of places and people visited - see program)
10.6.13
Office for Foreigners
Tomasz Dzieciol and Magda
Headquarter in Warsaw
Rychter
Accommodation Centre for
Agnieszka Fiedosewicz
single women and single
mothers in Warsaw
11.06.2013
Reception Centre in Biala
Grzegorz Randzio
Podlaska
12.06.2013
Border Guard Post in
various persons
Terespol
Accommodation Centre
Grzegorz Machno
Horbow
13.06.2013
Accommodation Centre in
Mariusz Stańczyk
Linin
Małgorzata Pastuszak
14.06.2013
Accomodation Centre in
Bozena Myszak
Debak
4. Introduction to theme:
Each ENARO exchange is centered on a specific theme, which all exchange candidates are to explore more in depth during their visit to their host organization.
The theme for spring exchange 2013 is "Conflict Management".
Conflict management is defined as practice of recognition and dealing with disputes in a
rational, balanced and effective way, and it is made up of components such us effective
communication, problem-solving abilities, good negotiation skills to restore the focus to the organization's overall goals etc. While these mainly are competences on an individual level that
an organization can support and develop through training etc., successful conflict management
on an organizational level is provided by commitment ( f.eks. conflict management policy, recognizing conflict management as core competence etc.), support structures (time, money, people to deal with conflicts), procedures and options (written and unwritten rules that determine
how conflict is processed, interest and rights based options) training courses etc.
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The process of resolving a conflict is influenced to a great extent by the situation in which the
conflict occurs, for example within the context of the organization. Three types of possible conflict in an organization are intrapersonal (an experience that takes place within the individual);
interpersonal (conflict between individuals in the same organization; in the reception organization it can be a conflict between employees and asylum seekers); intergroup (conflict between
groups within the context of the organization).
In their field research the candidates should concentrate on interpersonal and intergroup conflicts.
5. Host Country
1. Stakeholder / Operator
Office for Foreigners – Department for Social Assistance
2. Main task: Social Assistance
-
-
granting benefits to asylum seekers
social assistance (inside/ outside of centers): alimentation, tickets for public
transportation, permanent monthly financial assistance for purchase of toilet articles, pocket money, one-time financial assistance for purchase of clothing, cloths
depending on weather conditions, access to translator and materials in understandable language
assistance of social workers
children (school money) have access to public schools and everybody has access
to polish classes
medical care
Assistance for vulnerable groups (UMAs, victims of violence etc.)
coordination and management of centers for asylum seekers
3. Number of asylum seekers between Jan – May 2013 :
Applicants for international protection being a subject of first and all application in Poland
Total first applications January – May 2013: 7370
Total all applications January – May 2013: 8013
4. Average duration of stay:
Reception Center: up to 2 weeks
Accommodation center / optional private accommodation: during the asylum procedure (some
months up to a couple of years)
Context 1
6. Return (voluntary and forced)
1. Describe briefly procedure, practice, players involved
IOM is not present in the Centers, but it has an office in Warsaw. AS can return voluntary by
IOM or by the Office for Foreigners (which is faster). In Poland the usually don’t have forced
returns from the Reception or Accommodation Centers, but from the detention centers (which
I did not see). There are no forced returns (deportations) from the accommodation Centers,
only from the Detention Centers. A court decision is needed for a deportation.
2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
Accommodation Centre for women & children in Warsaw
- no forced returns till now since the opening of the centre 3 years ago
- no conflicts concerning voluntary return
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Reception Centre in Biala Podlaska
- no returns from here, because it’s their first accommodation where they stay only up to 2
weeks
Accommodation Linin
- there are voluntary returns, but no forced ones
3.
Culture: Describe the way conflict is dealt with in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
5. Specific challenges in dealing with conflict within the context of Return. If you
have encountered specific challenges within this context, please describe. It can imply
dealing with specific minority groups and behavioral patterns (e.g. minors, mentally ill
persons, aggressive behavior, drug abusers etc.)
6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
Context 2
7. Payment of allowance:
1. Describe briefly procedure, practice, players involved:
2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
Reception Centre in Biala Podlaska
- no conflicts concerning money
Accommodation Centre for women & children in Warsaw
- no conflicts concerning money
3. Culture: Describe the way to deal with conflict in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
5. Specific challenges in dealing with conflict within the context of "Payment og
allowance". If you have encountered specific challenges within this context, please
describe. It can imply dealing with specific minority groups and behavioral patterns
(e.g. minors, mentally ill persons, aggressive behavior, drug abusers etc.)
6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
Context 3
8. Conflicts during short-notice capacity building:
1. Describe briefly procedure, practice, players involved:
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2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
Accommodation Centre for women & children in Warsaw
- no impacts because always between 110 and 140 persons in the centre > no big changes
(actually depending always on the character of the people who live there)
Reception Centre in Biala Podlaska
- conflicts depend on the number of people
3. Culture: Describe the way to deal with conflict in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
Accommodation Centre for women & children in Warsaw
- the AS can always enter the office and talk to the staff of the Office for Foreigners, problems
are tried to be solved by talking
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
5. Specific challenges in dealing with conflict within the context of "Conflicts
during short-notice capacity building: If you have encountered specific challenges
within this context, please describe. It can imply dealing with specific minority groups
and behavioral patterns (e.g. minors, mentally ill persons, aggressive behavior, drug
abusers etc.)
6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
Context 4 – Alternative (in case contexts 1-3 are not available or sufficient)
9. Context...
1. Describe briefly procedure, practice, players involved:
2. Conflicts: Describe situations / activities harboring conflicts. Why are they occurring?
Who is involved?
Accommodation Centre for women & children in Warsaw
- if big/ unsolvable conflicts appear, they sanction (no money, no accommodation, no
medical care, no food)
- if it doesn’t get better by the sanctions, the authorities can deny all social benefits >
happens rarely
- no conflicts due to nationality, religion
- conflicts because of community rooms
- no conflicts with domestics, because the centre is in a industrial area
- AS can always enter the office, so conflicts can be solved by listening and talking
- The staff has conflict management training course, they also have a file folder with solutions of problems (for example the leading boss studied psychology and sociology)
- Security staff is not educated concerning conflict management, but they inform the
other staff
- twice a week comes a psychologist as well as a medical doctor, nurses etc.
Reception Centre in Biala Podlaska
- Conflicts with domestic people or in the Centre appear because of alcohol consumption
- Conflicts with local community because AS steal
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Local community / domestically don’t know much about AS and their countries/ culture
> sometimes racism occurs
- As the Reception Centre is their “first home” and as they only stay about 2 weeks,
there is not much time to cultivate conflicts
- No conflicts concerning nationality or religion
- Some AS (usually Georgians) refuse to help in cleaning their rooms etc.
- Conflicts because of smoking inside
- If conflicts occure, the security staff is involved in solving them – the security staff, as
well as the other staff, is educated in solving problems
- If the conflicts can’t be solved with the staff, they can call the police, NGOs or a lawyer
- Sometimes there are conflicts because AS don’t want to leave the center or because
the must be transferred to a center which was not of their choice, but they still have
the opportunity to change the center after a while or to get private accommodation
3. Culture: Describe the way conflict is dealt with in a given context. How are things
done? What are attitudes, norms, practices and values of the organization?
-
4. Expectations: Describe the roles and responsibilities of stakeholders. How are expectations linked to the Vision, Mission and Values of the organization in general?
5. Specific challenges in dealing with conflict within the context of Return. If you
have encountered specific challenges within this context, please describe. It can imply
dealing with specific minority groups and behavioral patterns (e.g. minors, mentally ill
persons, aggressive behavior, drug abusers etc.)
6.
Good practices: Have you seen specific activities you would recommend as good
practices? Describe and explain why.
10. General information about the level of conflict management preparedness of the host organization.
1. Skills & Knowledge: Is conflict management a core competency in the organization? Do people know what procedures are available and how to use them? Are there
training courses in conflict management? Keep in mind core competences such as
communication skills, negotiation, decision-making, problem-solving etc.
Yes, but as I see, the security staff is usually not (enough) educated in Conflict Management.
2. Support Structures: Are there people available to provide help to disputants, give
advice, represent, and serve as mediators? Does the organization have resources
(time, money, and people) to deal with conflict? Is there a conflict management oversight team? Is there a person to talk to in confidence?
Police is available.
3. Rewards and Consequences: Can disputants air their "case" without consequences? Are employees involved in decision-making and shaping dispute resolution outcomes? Do people get feedback and information they need?
Consequences can be money sanctions.
4. Procedures & Options: Are there written and unwritten rules determining how conflict is processed? Are they followed? Are interest-based (e.g. mediation, supervision
etc.) and right-based (e.g. Investigation, arbitration etc.) options available?
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There are some conflict folders available which seems to be used.
5. Training courses for the personnel: Are there training courses or similar activities / initiatives available in the host organization? If yes, describe these.
Only the “leading” staff (boss of the Center, plenty of social workers, case officers) of the Office for Foreigners has access to conflict management training.
11.Conclusion and follow-up:
Personal remarks: How was the overall impression of the organization?
My hosts were very friendly and everybody was very at plains to show us everything. It was a
great experience.
Which best practices have you seen that you would like to develop in your own organization (please also note if you have become familiar with practices not necessarily pertaining to one of the contexts)?
See below
Are there any best practices from your organization you could see implemented in
your host organization?
I would absolutely recommend conflict management trainings of the security staff in Poland,
because the security staff is always present in the Centers. It seems like the function of the
security personnel is not well appreciated by the other staff like social workers in the Centers.
I think the appreciation should be addressed, because there is a big possibility of profit. Everyone can be appreciated and involved in the happenings.
How do you plan to share your knowledge gained from your visit at the host organization in your own organization upon return?
Please set 3 goals for knowledge sharing.
It would be great if in Switzerland NGOs could be present like in Poland. There is a big
possibility of profit if they can be involved in everyday life in the Centers.
If possible from the financial point of view, the presence of a nurse in the centers would
be good. Thus we would not have to send everyone to the doctor.
Do you have suggestions for future exchange programs?
I think it’s important to make sure that people who work with the asylum preocessing have
the opportunity to take a look at the procedure in the host country and, in return, that people
who work in the social field can be with people in the host country which work in the same
field, because this is what makes the whole exchange interesting: learning how people do the
same work under different circumstances in an other country.
Please think of some of the most outstanding practices you encountered that you
would like to contribute with and present at the Closing Conference in November of
2013.
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