#AuthorityPerspective: Jörg Seifert from Schleswig-Holstein sees the mentality of immigration authorities as a problem.

Mirko Vorreuter, LL.B.
2 days ago
5 min read

In the series “Perspective of the Immigration Office (#AuthorityPerspective)”, we give the immigration office a voice. This is because there is often a perception in immigration law that authorities act unlawfully and erroneously due to personal motives, racist prejudices, or simply arbitrariness. While these cases certainly do occur in practice, it is often overlooked that this is not necessarily a structural problem and that immigration offices face significant challenges. Limited budgets, difficulties in recruiting staff, frequent changes in legislation, and a highly resistant legal profession make the work of immigration offices considerably more difficult. The resulting conflicts and problems are not necessarily always the responsibility of the immigration office.

With the series “Perspective of the Immigration Office,” we aim to shed light on the practical challenges of administrative law, thereby contributing to a constructive public discourse. In the first episode of the series, we review the key statements made by Jörg Seifert of the State Office for Immigration and Refugees in Schleswig-Holstein in Stephanie Tonn's podcast “Administration Works” (Episode 1: “ Anyone Can Do It Easy ”). The exchange between the two illuminates the daily reality of German migration administration and immigration offices in Schleswig-Holstein – including the challenges, structural deficiencies, and opportunities that are of paramount importance, especially for international professionals and businesses.

#AuthorityPerspective: Identity of immigration authorities between police authority and service provider

The central question in the conversation with the migration law expert from Schleswig-Holstein is how immigration authorities can fulfill their role: on the one hand, as effective law enforcement agencies, and on the other, as a crucial factor in attracting skilled workers . Jörg Seifert, in his role as head of an immigration office in Schleswig-Holstein , openly describes how the administration has been suffering from massive system overload since the 2015/2016 refugee crisis and why many good legal reforms fail to materialize in practice. While Stephanie Tonn Tonn offers insights into the political, integration, and citizenship law perspectives, Seifert realistically portrays what actually happens at the desks – and why the identity conflict of immigration authorities, caught between police force and service provider, requires a shift in mindset among the staff, a shift that doesn't always work perfectly in practice.

Career path between regulatory law and integration practice

Seifert recounts his professional journey: an administrative career that began by chance in an immigration office in Schleswig-Holstein – and remained there. When he started his career in the city of Kiel in the 1970s, residency law was still largely police law, characterized by a clearly hierarchical, regulatory mindset. This reflected not only the legal situation but also the internal attitude of the authorities. Many civil servants have not yet emotionally embraced this shift from a regulatory authority to a service-oriented agency. At the State Office for Immigration and Refugees in Schleswig-Holstein, Seifert has witnessed the developments of recent decades: the progressive standardization of integration measures, the increasing complexity of residency law, and the transformation into a modern immigration administration. Nevertheless, in his view, much remains fragmented to this day – not least because of a severe lack of personnel, budget, and resources.

System overload also in Schleswig-Holstein from 2015/2016

This scarcity of resources makes a systemic shift from a regulatory authority to a service-oriented authority extremely difficult. Seifert emphasizes that the systemic overload of immigration authorities is not a marginal phenomenon, but rather the structural core of the problem (also true for the immigration authorities in Schleswig-Holstein and Kiel). He considers 2015 and 2016 a turning point: the number of cases increased dramatically, while at the same time the authorities were not adequately equipped. Since then, the situation has not stabilized in many places.

Seifert explains that not only has the influx of applications increased, but also the scope of their responsibilities. Skilled worker immigration , digitalization, accelerated procedures , new residency regulations, and increasingly complex legal issues mean that authorities – especially in rural areas – are constantly working at their limits. It is an illusion to believe that modern welcoming structures can be created without providing sufficient resources. The immigration authorities in Schleswig-Holstein therefore remain stuck in an intermediate stage between regulatory and welcoming authorities and cannot develop further due to a lack of resources.

Stephanie Tonn largely agrees with Seifert's statements and vividly describes her own experiences at the immigration office: The legal and political expectation of being a welcoming authority clashed with overworked case workers, staff shortages, and an overwhelming workload. Many cases were decided based solely on the files because there simply wasn't time for interviews. The personal hearing, so crucial for residency rights, was frequently neglected due to capacity constraints – with the result that decisions were too often issued formulaically and later overturned in appeals or legal proceedings. Tonn describes how the situation only changed when she began systematically interviewing those affected in person. This revealed circumstances that were not apparent from the files and legally allowed for different decisions.

Resource shortage also a problem for skilled worker immigration in Schleswig-Holstein

Seifert clearly and repeatedly states that a lack of resources is the main problem facing immigration authorities. He argues that they lack not only personnel, but also time, infrastructure, qualified junior staff, and adequate political representation. This leads to authorities often being perceived as unfriendly, overwhelmed, or unprofessional – which in turn contributes to the emigration of international skilled workers. He describes cases in which painstakingly recruited skilled workers decided to leave Germany again after just a few months because they felt mistreated by the authorities or couldn't even get an appointment. For Seifert, this is a major competitive disadvantage that local and state governments can no longer ignore. When an immigration authority is overburdened, Seifert argues, it not only affects those directly impacting immigration, but also the labor market, employers, and the regional economy. Seifert puts it unequivocally: A well-equipped, professionally run immigration authority is a competitive advantage that determines the success of skilled worker immigration. Municipalities that improve their public image and systematically attract qualified personnel will benefit in the long run. This is not just about quick appointments or short processing times, but about administrative practices that build trust. Seifert vividly describes how important it is to see those affected as individuals and not as case numbers. A positive experience with an administrative procedure has a direct impact on integration processes and the prospects for remaining in the country.

Seifert's proposed solution is noteworthy. He doesn't call for another minor reform of immigration law, but rather a shift in the culture of government agencies. In his view, the immigration office must see itself as a proactive administrative body: approachable, solution-oriented, and open to the individual before it. Seifert emphasizes that the immigration law deliberately allows for discretionary powers and that these should be exercised professionally and in accordance with the law. Administration, he argues, is not merely a mechanical process of working through checklists, but thrives on a certain attitude: listening, understanding the facts, and recognizing perspectives. He advocates for inspiring young people to pursue this career – through a positive public image, clear career paths, and by conveying what motivated him for decades: the opportunity to shape their own lives, take on responsibility, and make decisions that have a positive impact on society.

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