Ref.

Ares(2021)3242958 - 17/05/2021

ANNEX II: TERMS OF REFERENCE

Supervision of the works for the closure of the dumpsite in Istog/Istok,
rehabilitation of the existing cell and construction of new cell in the
landfill in Peja/Pec
Contents
1 BACKGROUND INFORMATION ......................................................................... 2
1.1 Partner country .................................................................................................. 2
1.2 Contracting Authority ........................................................................................ 2
1.3 Country background .......................................................................................... 2
1.4 Current situation in the sector ............................................................................ 3
1.5 Current waste management situation in the Peja/Pec region ............................. 4
1.5.1 Regional Landfill in Peja/Pec – current state of play .......................... 6
1.5.2 Illegal dumpsite in Istog/Istok / Istok Municipality – Tuçep
landfill .................................................................................................. 8
1.6 Related programmes and other donor activities ................................................ 8
2 OBJECTIVE, PURPOSE & EXPECTED RESULTS ......................................... 11
2.1 Overall objective.............................................................................................. 11
2.2 Purpose ............................................................................................................ 11
2.3 Results to be achieved by the Contractor ........................................................ 11
3 ASSUMPTIONS & RISKS ..................................................................................... 11
3.1 Assumptions underlying the project ................................................................ 11
3.2 Risks ................................................................................................................ 12
4 SCOPE OF THE WORK ........................................................................................ 12
4.1 General............................................................................................................. 12
4.1.1 Geographical area to be covered ....................................................... 12
4.1.2 Target groups ..................................................................................... 12
4.2 Specific work ................................................................................................... 12
4.2.1 Construction Supervision Services .................................................... 12
4.2.2 Development of the landfill operational manual and operations
plan and support for implementation ................................................. 17
4.2.3 Capacity building and training .......................................................... 18
4.2.4 Design and implementation of communication and awareness plan…..
.18
4.3 Project management ........................................................................................ 18
4.3.1 Responsible body ............................................................................... 18
4.3.2 Management structure ....................................................................... 18
4.3.3 Facilities to be provided by the Contracting Authority and/or
other parties ....................................................................................... 19
5 LOGISTICS AND TIMING ................................................................................... 19
5.1 Location ........................................................................................................... 19
5.2 Start date & period of implementation ............................................................ 19
6 REQUIREMENTS .................................................................................................. 19
6.1 Staff ................................................................................................................. 19
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 6.1.1 Key experts ........................................................................................ 20
6.1.2 Non-key experts ................................................................................. 21
6.1.3 Support staff & backstopping ............................................................ 22
6.2 Office accommodation .................................................................................... 22
6.3 Facilities to be provided by the Contractor ..................................................... 22
6.4 Equipment ........................................................................................................ 22
6.5 Incidental expenditure ..................................................................................... 23
6.6 Lump sums ...................................................................................................... 23
6.7 Expenditure verification .................................................................................. 23

7 REPORTS ................................................................................................................ 24
7.1 Reporting requirements ................................................................................... 24
7.2 Submission & approval of reports ................................................................... 24
8 MONITORING AND EVALUATION .................................................................. 25
8.1 Definition of indicators .................................................................................... 25
8.2 Special requirements........................................................................................ 25

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1 BACKGROUND INFORMATION
1.1 Partner country
The beneficiary country is Kosovo*.
1.2 Contracting Authority
The EU Office in Kosovo
1.3 Country background
Kosovo is land-locked country situated in the Western Balkans with a territory over 10.000
km². The resident population is estimated between 2.0 and 2.3 million. Over 90% of the
population is Albanian, whereas the Serb minority represents between 5% and 7% of the
population. Following a decade of repression under the Milosevic's regime, on 10 June
1999 the United Nations (UN) Security Council passed the UN Security Council
Resolution (UNSCR) 1244, placing Kosovo under UN administration and establishing the
United Nations Interim Administration Mission in Kosovo (UNMIK). After internationally
mediated but inconclusive status talks since 2005, Kosovo declared its independence on 17
February 2008 and it has fully accepted the obligations contained in the comprehensive
proposal for the Kosovo status settlement ("Ahtisaari proposal").
Kosovo's economy is small and relatively open to investments. By regional standards
Kosovo is relatively poor with a per capita GDP of around € 1,500 per annum. Imports
account for around 60% of GDP. The main characteristic of the economy of Kosovo is a
very high level of inflows from a specific source other than exports, i.e. remittances from
the Diaspora and donor assistance. Kosovo is a member of the Central European Free
Trade Agreement (CEFTA) and its economic growth has been moderate by regional
standards, in the range of 6% per year in real terms. However, it is estimated that the
unregistered economy is of a considerable size. Foreign investment is still relatively low,
partially hindered by regular power cuts. In general, Kosovo's macro-economic policies
over the last few years can be characterized as stable.
As the rest of the Western Balkan region, Kosovo enjoys an enlargement perspective. The
European Commission (EC) plays a key role in implementing this policy by deploying all
its tools under the Stabilization and Association Process Dialogue (SAPD), such as regular
reporting and a European Partnership. The Commission provides sound policy advice and
guidance to Kosovo's reform efforts. This is backed up by substantial financial assistance,
delivered via the Instrument of Pre-Accession (IPA, former CARDS), with a total of nearly
€ 2 billion to date.
The European Union Rule of Law Mission in Kosovo (EULEX) is the largest civilian
mission ever launched under the Common Security and Defence Policy (CSDP). The
central aim of the Mission is to assist and support the Kosovo authorities in the rule of law
area, specifically in the police, judiciary and customs areas. It is a technical mission which
will monitor, mentor and advise whilst retaining a number of limited executive powers.
EULEX works under the general framework of UNSCR 1244 and has a unified chain of
command to Brussels.
To obtain more detailed and updated information please consult the following websites:
http://eeas.europa.eu/delegations/kosovo_en

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1.4 Current situation in the sector
Kosovo is facing many challenges in relation to the management of waste. According to
the report on state of the environment in Kosovo, the amount of waste is continuously
increasing, while the waste management system and its infrastructure are not providing
adequate solutions to the growing problems. The Ministry of Environment and Spatial
Planning (MESP) has the central role in the drafting policies, strategies, laws regulating
waste management and licencing of operators. Municipalities have devolved
responsibilities for organizing and financing waste management activities. In terms of
municipal services, Kosovo is divided into 7 (non-administrative) regions: Prishtina,
Mitrovica, Peja/Pec, Gjakova, Prizren, Ferizaj and Gjilan.
The current solid waste management system in Kosovo is environmentally unsustainable.
The annual municipal solid waste (MSW) generation is estimated at about 400,000 tonnes1
and continuously increasing. MSW collection, transport and disposal have negative
impacts on human health, water, air, soils and biodiversity. The waste sector is also a
source for greenhouse gas emissions, contributing roughly 4% to the countries’ emissions
(380 tons CO2 equivalent, greenhouse gas inventory2). Data collection, accuracy and
accessibility are inadequate.
One key-challenge is the lack of coherent planning. Consequently, the National Waste
Management Strategy 2013-2022 (NWMS) and National Waste Master Plan (NWMP) are
only partly reflected in local SWM plans. Similarly, donor planning documents only
incompletely align with the countries’ policies. This is partly due to a lack of steering,
policy implementation and enforcement capacities of responsible Kosovo institutions and
bodies.
The waste management sector is characterized by low levels of efficiency, limited private
investment and inadequate experience in the use of modern technology. With the
amendment of the Law on Waste in 2012 municipalities are responsible for waste service
provision. The law provides five service delivery options: through municipal own staff,
municipal or multi-municipal public owned enterprises, private companies or public
private partnership (PPP). Though all models exist the dominant mode of waste collection
service delivery (over 80% of the population) is through seven multi-municipal (regional)
waste collection companies (RWCCs). RWCCs are heavily affected by low management
capacities and lack of financial sustainability. Staff of RWCCs has limited knowledge on
integrated municipal waste management. Accordingly, professional operational planning,
technical management are deficient, while the standards on labour safety and health are
unknown.
In Kosovo three municipalities are served by an Austrian PPP, while four other in this
region operate through municipal staff. Two municipalities have municipal public owned
enterprise (PoE). Finally, some municipalities work with not formally contracted private
operators, especially in the four northern ethnical Kosovo-Serbian municipalities. Service
providers collect municipal waste from households, commercial stores and institutes,
whereas many industries have direct contracts with private waste collection companies.
The system in place does not meet the minimum requirements for environment protection.
It is characterized by low collection coverage (below 60%), while the remaining 40%
waste is dumped illegally or burned. Regular collection service is predominately available
in urban areas (90%), while only 10% of the population in rural areas receive services.
Separate collection and treatment of valuable recyclables (paper, metals, plastics, etc.) is

1 National Waste Management Plan - draft

2 ‘Report on State of Environment in Kosovo - 2015’, KEPA 2015

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almost non-existent. A small quantity of recycled waste is currently collected by the
informal sector.
Waste disposal is done in centrally owned or municipal landfills. The national waste
infrastructure is partly deteriorated or reaching the end of their life. The majority of
landfills were built between 2003 and 2007 by the European Agency for Reconstruction.
Of the six constructed landfills four are operated by the publicly owned Kosovo Landfill
Management Company (KLMC), namely Pristina, Prizren, Gjilan and Pudujeva. The lack
of professional operational knowledge and practices (e.g. absence of operating manuals),
as well as the lack of necessary equipment and infrastructure (e.g. absence of leachate/
biogas treatment, environmental monitoring, etc.) have led to the deterioration of the
conditions in the landfills. Especially, inadequate leachate treatment risks ground water
pollution. Several reports underline that most landfills are at the end of their storage
capacity and/or present an environmental risk.
One main challenge for all landfill operators is the lack of financial sustainability. The
current gate-fee (tipping fee), is financially not viable. Also, the accumulated debt of
regional waste collection companies towards KLMC presents a financial and political
burden.
Illegal dumping is a common problem in Kosovo, affecting both big and small
municipalities alike. According to the NWMP 400 illegal dumpsites were identified with a
total area of 301.18 hectares. A 2016 assessment done by GIZ in 17 municipalities
revealed more than 1400 illegal dumps. Besides a lack of enforcement mechanism, the
challenge is the absence of construction landfills.
With support of different donors (EU, Germany, Swiss, Japan) there has been a visible
progress in recent years. Most of the municipalities have installed basic governance
processes, such as solid waste management units and solid waste management plans. The
coverage rate and fee collection rate have increased and illegal dumps have been partly
removed. Further, the capacities of RWCCs have improved and new tariffs have been
calculated and implemented. The capacity development of municipalities and these
companies was supported by their association: the Association of Kosovo Municipalities
(AKM) and the association of Kosovo waste enterprises (PAMKOS).

1.5 Current waste management situation in the Peja/Pec region

The Peja/Pec region is one of the seven districts of Kosovo, located in the Western part of
the country. With its mountains and natural parks, the region offers remarkable touristic
potential. The region’s capital is Peja/Pec city, with over 95 000 inhabitants. Apart from
Peja/Pec, there are four municipalities (Decan, Klina, Junik and Istog/Istok) with total of
220 338 inhabitants and 36 923 households.
In Peja/Pec region several problems were identified in the waste sector:
 Waste management services are mainly focused on urban areas leaving the majority
of rural settlements without services;
 The used waste collection (bins and containers) and transport equipment (trucks) is
outdated or insufficient;
 Waste fees are mainly set-up as flat monthly charges to households, businesses and
public institutions and differ between municipalities;
 The Peja/Pec regional landfill (municipal operated) has exceeded its original
storage capacity.

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The municipal authorities of the Peja/Pec region (municipalities of Peja/Pec, Klina,
Istog/Istok, Decan and Junik) are aware of the urgent need for improvement of communal
solid waste management on their territories, but they lack the needed financing to improve
the situation, in addition to insufficient operational/management capacities and regulatory
framework related to environmental issues. The local authorities are facing severe
challenges such as a high number of unserved population, a poor payment collection rate
and the urgent need for additional landfill capacity.
The landfill needs to be reconstructed, re-cultivated and extended since the current cell is
overloaded, and it is at risk of collapsing and causing serious environmental consequences.
In addition to the infrastructure upgrade, improvement of the operational techniques and
procedures which are currently causing substantial environmental pollution is necessary.
Waste collection and transport practices are insufficient, leading to numerous unofficial
dumps (Istog/Istok being the biggest).
There are three companies which provide service coverage in the Peja/Pec region: Public
Enterprises (PE) 'Ambienti', 'Higjiena' and 'VB Tofaj'. The first two mentioned are public
enterprises and the third one, 'VB – Tofaj', is a private company responsible for the
smallest municipality in the region – Junik. 'Higjiena' is in charge of Decan Municipality
and 'Ambienti', through its three branch offices, covers the remaining three municipalities
– Peja/Pec, Klina and Istog/Istok.
PE 'Ambienti' with headquarters in Peja/Pec is a regional company providing communal
services in three municipalities in total. In addition to waste collection and disposal, the
company provides other municipal services such as street cleaning, maintenance of parks
and greenery, and maintenance of public lighting services. However, the company’s three
branch offices – 'Ambienti-Peja/Pec', 'Ambienti-Klina' and 'Ambienti-Istog/Istok' – have
separate and independent operational units, employees, equipment and financing
arrangements: tariff policies, bank accounts, income and expenditure. Nevertheless, the
two branch units 'Ambienti Klina' and Istog/Istok report to the main unit in Peja/Pec.
The existing data regarding waste generation in the region is mostly unreliable.
Considering that the current waste collection services cover only a fraction of the total
population (served settlements) there is no inclusive information regarding the total
volume and composition of the waste currently generated. The weighbridge in the landfill
in Peja/Pec is installed but is not being used regularly, instead the quantities of waste are
often calculated based on the volume of vehicles and average number of vehicle trips to the
landfills. This tends to lead to overestimation of the waste quantities as the vehicles are
frequently not fully loaded.
The average weighed unit of municipal waste generation for the region as a whole equals
290 kg/capita/year, with an average of 330 kg/capita/year for urban settlements (Peja/Pec)
and 210 kg/capita/year for rural settlements. The total collected MSW in the region equals
32,386 tons annually. Regarding the composition of collected solid waste, it includes all
“standard” components found in MSW streams: organic, paper, plastics, glass, textiles,
bulky waste, etc.
The organic material constitutes the largest part of waste (57% in urban and 34% in rural
areas). However it does not include a large amount of agricultural waste, especially in rural
areas. The organic materials collected by MSW, though, include a significant amount of
garden waste and waste collected from green markets.
A Memorandum of Understanding aiming to support the set-up of an integrated waste
management system in accordance with the Law on Waste and the Law on Local Self
Government, through promotion of Inter-Municipal Cooperation was adopted in December
2020. The focus is on developing, operating and sustaining a jointly agreed approach for
improved waste planning and implementation of minimization, collection, transport and

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disposal, including utilization, operation and maintenance of Peja landfill in order to
enforce the principles of waste hierarchy and circular economy, taking into account the
national and European legislation and best practice.
Regional Landfill in Peja/Pec – current state of play
Regional Waste Company (RWC) ‘Ambienti’ Peja/Pec and ‘Uniteti’ Mitrovica are the
only waste utilities in Kosovo to provide landfill services together with the waste
collection services. RWC manages municipal landfill, i.e. Svërka e Thatë (Peja/Pec
landfill). The customer fees are the only source for financing waste collection and waste
disposal operations and 'Ambienti' uses their billing and accounting system to register and
maintain financial transactions.
The waste dumped in the landfill is not properly compacted and covered with adequate soil
cover which contributes in accelerated loss of useful airspace. The original drainage
system for leachate collection and removal is not being used due to poor maintenance and
lack of appropriate equipment, causing accumulation of leachate on the landfill body that is
spilling to surrounding landscape creating environmental damage. The landfill in Peja/Pec
lacks Waste Water Treatment Plant (WWTP) facilities to purify otherwise potentially
harmful content and is lacking a proper gas management either exposing both sites to the
risk of uncontrolled and harmful developments. The site is not fenced properly to preclude
trespassing and unauthorized access and there is no appropriate electrical power
connection. The lack of drainage system for atmospheric water makes operation impossible
during periods of intense rain and snow meltdown creating big operational problems
during winter season. The most of machinery is obsolete and not properly maintained and
with high rate of failure which further aggravates the situation.
There are numerous reasons that are causing this difficult situation, including lack of
personnel in the Municipality and at the operator, insufficient capacities and inadequate
training, inefficient operations, and poor support the central government.
Another important reason relates to the lack of recognition of full cost of landfill service,
and underfunding of landfill operations respectively. The whole-of-life costs of disposal
are neglected especially those related to future stages of landfill management. Actual
accounting practices in RWC 'Ambienti' does not separate landfill management costs from
waste collection, contractual services and central administration expenditures.
Consequently RWC 'Ambienti' has no clear idea what is the current landfill cost and what
are required funds for proper landfill operations.
The situation with accounting of capital costs is even more obscure. Owing to the fact that
municipalities are the owner of the landfill, therefore RWC does not keep immovable
assets such as land, building, drainage network, and gas system in their accounting books.
Consequently, capital expenses related to these items in absence of adequate account
structuring are not capitalized but declared as operating expenses on the profit and loss
statement.
Financing of landfill operations is also one of problematic areas that deteriorates situation
of landfill. Namely municipalities are not supporting their service providers whatsoever to
finance operations, renew capital infrastructure or collect service bills. RWC 'Ambienti' is
let alone to finance waste operation costs and this task is deteriorated further because i)
costs of inefficient operations are higher; ii) funds are reduced due to low collection ratio;
and iii) operational units of Klina, Istog/Istok and Decan are not contributing financially
though they are using landfill services.
The poorly operated landfill in Peja/Pec, which serves as a “regional” landfill where four
of the region’s five municipalities deposit collected municipal waste, has exceeded its
original capacity of 250,000 tons. To increase the capacity the operator reinforced the

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walls around the landfill, which results in on overloading the original planned capacity.
The landfill is getting higher, in the shape of a pyramid. This practice however is causing a
leachate to leak out of the walls of the landfills. Leachate is cumulated in the canals around
the landfill or paddles on the surface of the terrain as it has no way to flow to the leachate
basin (Fot 5). The waste in the landfill is not properly compacted, the operator is missing
the necessary equipment. Given the critical situation and a need for more waste storage
capacity the operator started excavating a new cell next to the old cell (Fot 7). The material
from excavations (clay) is used to reinforce the walls around the old cell. The Peja/Pec
regional landfill generally provides favourable conditions such as its location, access,
geological characteristics and area available for further extension. The above described
conditions supports the decision to keep the future regional landfill on the existing site.
Illegal dumpsite in Iztog/Istok Municipality – Tuçep landfill
RWC 'Ambienti', the unit in Iztog/Istok is disposing its waste at the illegal dumpsite in the
location called Tucep in Istog/Istok municipality. The dumpsite in Tucep was planned to
be a transfer station from which the waste would be transported to the regional landfill of
Peja/Pec. However, due to the problems in the machinery, the distance (42km) and higher
transport costs, the unit in Istog/Istok became permanent disposal site.
The Tuçep dumpsite has no impermeability layers, and there are no lagoons for the
disposal of wastewater from the landfill. The waste is levelled from time to time using
bulldozers.
EU funded project ‘Closure of the old and design of new landfill in Peja/Pec, and closure
of the illegal dumpsite in Iztog/Istok – EU funded project (IPA 2016)’ prepared study and
design documents for investment project. The documents and the ESIA for the investment
project were approved by the national authorities in December 2020.
According to the respective Action document of the Annual Action Programme for Kosovo
for the Year 2018 for IPA financing, the implementation of the project for waste
management infrastructure in Peja region includes parallel financing by the Government of
Kosovo and the EU. The closure of the existing dumpsite in Istog and purchase of
equipment for the new cell in Peja landfill is to be funded by the national budget while the
other part of the project, including closure of the exiting landfill and construction of the
new landfill in Peja, together with the supervision of the whole project, is to be funded by
the EU budget.
1.6 Related programmes and other donor activities
The EU financial assistance for environmental sector amounted to over 100 million EUR,
provided in programmes reflecting the priorities of the European Partnership and
implementation of EU Standards.
1. Support to Waste Management in Kosovo – IPA 2013 technical assistance project
implemented during 2014-15. The main purpose of this project was to assist the
beneficiary in the analysis, planning, and implementation of effective measures that will
introduce new concepts and practices in order to improve the management of waste,
reflected in the Waste Management Master Plan. The purpose of 'master plan' is to support
reduction, categorisation and recycling activities for solid waste and propose the adequate
infrastructure for implementation of the waste management policies. Additionally a
number of international donors are providing assistance in the waste sector as summarised
below. Multiple projects and studies were aimed at Peja/Pec Region waste sector in
particular and shall be considered during this project implementation.
2. Closure of the old and design of new landfill in Peja/Pec, and closure of the illegal
dumpsite in Istog/Istok – EU funded project (IPA 2016)

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The aim of this project was to prepare the preliminary and detailed design for:
 Closure and remediation of the site of the existing landfill cell in Peja/Pec;
 Construction of the new landfill cell in Peja/Pec;
 Closure and remediation of the site at the illegal dumpsite in Iztog/Istok.
The design envisaged implementation of works in stages, including landfill closure in Peja,
re-cultivation and de-gassing infrastructure and the second stage includes the activities
related to the Construction of a new landfill cell/s with leachate treatment plant. The
landfill extension should generate additional volume in order to resolve the problem of
waste disposal for the estimated 10 years’ time in the Peja/Pec region.
The deliverables of this project will be handed over to the consultant after the signature of
the contract.

Other donor relevant projects

1. Feasibility study for the implementation of an integrated waste management

system including collection, transport, treatment and landfilling in the Peja/Pec
region, ASA 2015
An initial feasibility study and conceptual project for the establishment of a regional SWM
system for the Peja/Pec region in accordance with EU standards has been prepared by
.A.S.A. International Environmental Services, Austria with support of PointPro
Consulting, Macedonia. The study is primarily intended for use for further development of
the SWM system in the referenced region. The purpose of this study was to:
 Assess current practices and problems with solid waste management (SWM) in the
region;
 Identify and evaluate the relevance and feasibility of practical solutions for setting-
up an integrated regional SWM system in the region;
 Suggest a Technical Concept for a Modernized Waste Management System,
including waste disposal (characteristics of the landfill site, geological,
geomorphological and hydrogeological characteristics of the area, technical
solutions and cost of construction);
 Suggest a closure of existing municipal landfill cell which is full.
2. The GIZ project “Modernisation of Municipal Services (MMS)”
Commissioned by the Federal Ministry for Economic Cooperation and Development
(BMZ has been working closely with Kosovo municipalities since 2006). The project is
implemented by GIZ SMS department (Sustainable Municipal Services) and supports the
Municipalities in their efforts to modernize their services more efficiently in order to
address the needs of the citizens.
3. Landfill gas prognosis and roughly cost estimation of gas utilisation, GIZ 2015
SEF-Energietechnik GmbH from Zwickau was commissioned by GIZ to prepare a landfill
gas prognosis of six landfills in Kosovo. In addition, a roughly cost estimation for gas
extraction and utilization in CHP-plants was prepared for each landfill. After analysing the
waste potential and quality as well as deposition time and climatic conditions, the general
gas production rate for each landfill was determined. Considering the local conditions for
waste deposition a roughly landfill gas prognosis was generated. It shows the maximum,
medium and minimum potential of produced and collectable landfill gas and electrical
power production.
4. Documents from the Peja/Pec landfill construction time, COOPI 2000
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In 2000, The Italian Government (Italian Ministry of Environment) funded a project:
”Uncontrolled landfill reclamation in the Labljane site and a construction of the new
sanitary landfill” – current Peja/Pec landfill. The project was managed by COOPI
Cooperazione Internazionale and implemented by Ecologia Italia. Additionally there are
48 technical drawings prepared by the Contractor for the construction of the landfill (pdf &
dwg format). The documentation and drawings are available at the EU Office archives,
including a technical cross section of the proposed closure of the cell once it is full.
5. Full Costing Accounting for RWC ‘Ambienti’ Peja/Pec and ‘Uniteti’ Mitrovica,
GIZ 2016
In 2016, GIZ Sustainable Municipal Services department has launched a consultancy to
help RWC Ambienti Peja/Pec, RWC Uniteti and municipalities of Peja/Pec and Mitrovica
enhance their landfill operating capacities. The project enabled to determine full cost
accounting and prepare the concerned Waste Companies and municipalities to establish a
separate accounting system for the landfill. It provided recommendations on how to
separate services of the landfills from waste collection services. Model for financing of
waste operations is reviewed for the concerned RWCs and serviced municipalities.
Strengths and weaknesses of actual model are provided including recommendations for the
improvement.
6) Costing of Municipal Solid Waste Management, Lessons from Peja/Pec and
Drenas, GIZ 2015
The expert of PLANCO Consulting, in cooperation with the GIZ and the representatives of
SWM units in Peja/Pec and Drenas municipalities, has undertaken cost analyses during
February/March 2015. In a first step, the service areas and the current logistical systems
were investigated in order to describe the particular SWM systems within the scope of
responsibilities. Two conceptual alternatives were applied: (1) Direct Costing: Waste
Collection/Transfer analyses the specific operational performance and capacity utilization
of the waste collection/transport equipment and generates cost data related to the operation
of the various collection vehicles and storage facilities (bins, containers) in use; (2) Total
Costing: All SWM Services analyses the cost types allocated to cost centres, i.e. collection,
transfer, and other public services including cleaning of streets, parks.
The report shows the results obtained from data processing and is amended by two separate
annexes with complete sets of maps and tables showing all details of cost analyses made
for the SWM systems in Peja/Pec and Drenas, respectively.

2 OBJECTIVE, PURPOSE & EXPECTED RESULTS

2.1 Overall objective
To improve the state of environment in Kosovo through improvement of waste
management practices and the related waste infrastructure.
2.2 Purpose
To provide supervision services for the works comprising closure of the old and
construction of new landfill in Peja/Pec, and closure of the illegal dumpsite in Iztog/Istok,
including development of operational plan for the new landfill management; support to the
landfill operator; handover of facilities to the beneficiary with provisional and final
acceptance.
2.3 Results to be achieved by the Contractor
The results of this project include the following:

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  Successful completion of the construction works for closure of the old and
construction of new landfill in Peja/Pec, and closure of the illegal dumpsite in
Istog/Istok through supervision of works, handover of facilities to the beneficiary
with provisional and final acceptance;
 Development of operational plan for landfill management and support the operator
to start to implement the plan.

3 ASSUMPTIONS & RISKS

3.1 Assumptions underlying the project
The assumptions underlying this project are:
 On-going commitment of decision makers including local authorities of Peja/Pec
and Istog/Istok municipalities;
 Timely and efficient implementation of activities by the works contractor.
3.2 Risks
The number of stakeholders in the sector to be involved in the project, the need to co-
ordinate the various institutions, sector policies and policy documents, and cross-sectoral
processes, pose risks to successful implementation of the Project, including:
 Insufficient availability and/or capacity of key stakeholders to actively and
effectively participate in the project;
 Difficulties in co-ordinating key stakeholders: poor and/or slow co-ordination may
be time consuming, reducing time available for implementation of other project
tasks.
 Unwarranted delays in obtaining information likely to affect the schedule of tasks
to undertake and thus reducing time available for implementing other project tasks.
 Limited administrative capacity on waste management according to the acquis
requirements of the municipalities involved may lead to some operational problems
during the project implementation;
 Delay in the placing a contract for closure of the illegal dumpsite in Istog/Istok by
the national authorities.
Additional risks may come from poor performance by the works contractor due to lack of
technical capacity or insufficient experience.
The consultant should present in the organisation and methodology any additional risks
and the mitigation measures for each risk that can affect project implementation.

4 SCOPE OF THE WORK

4.1 General
Project description
Note: The project for waste management infrastructure in Peja region includes parallel financing
by the Government of Kosovo and the EU. The closure of the exiting landfill and construction of
the new landfill in Peja, together with the supervision of the whole project, is to be funded by the
EU budget while the closure of the existing dumpsite in Istog and purchase of equipment for the
new cell in Peja landfill is to be funded by the national budget.
The services related to the closure of the exiting landfill and construction of the new landfill in
Peja, will be supervised through the current contract according to the PRAG and the local
legislation.
Whereas, the services related to the closure of the existing dumpsite in Istog, are subject to the
signature and start of the related works contract by the national authorities. The supervision
Page 11will
of 28be
done according to the requirements of the national legislation. The start of the supervision activities
for that part will be arranged by an Administrative order. Conclusion of the Contract does not give
the Consultant any rights with respect to the implementation of the services related to the closure of
Supervision services for closure of the existing and the construction of new Peja/Pec
landfill, as well as closure and rehabilitation of the illegal dumpsite in Istog/Istok are
needed in order to ensure good quality of the construction activities and timely completion
of works. The work to be done includes:
 Construction Supervision Services;
 Development of the landfill operational manual and operations plan;
 Support to the landfill operator to implement the operational plan.

4.1.1 Geographical area to be covered

Kosovo, Peja/Pec region including municipalities including Istog/Istok
4.1.2 Target groups
The direct beneficiaries of this project are municipalities of Peja/Pec and Istog/Istok
region, the operator RWC 'Ambienti' and the Ministry of Economy and Environment.
4.2 Specific work
The specific work contains supervision services for the works comprising closure of the
old and construction of new landfill in Peja/Pec, and closure of the illegal dumpsite in
Istog/Istok (optional), including development of operational plan for the new landfill
management; support to the landfill operator; handover of facilities to the beneficiary with
provisional and final acceptance.
4.2.1 Construction Supervision Services
The contractor shall study and familiarise itself with the available design documents, the
EU practical guide on contract procedures 'PRAG', in particular with the special and
general conditions of the works contract, and accept the responsibilities and execute the
role of 'the Supervisor', as described in these documents and the Kosovar legislation. The
supervision shall be organized to ensure an efficient administration of the activities, a
timely implementation of the works, as well as efficient use of the financial resources.
The contractor shall provide a detailed supervision by performing critical scrutiny of all
technical aspects and undertaking regular monitoring of the construction process.
Appropriate and sufficient technical expertise shall be engaged in order to ensure
compliance with design and technical documents. Timely and efficient communication
with the works contractor is required in order to prevent possible disputes or claims by the
works contractor. The contractor should also maintain effective communication and timely
address problems or any issue requiring attention of the Contracting Authority.
The supervision of the construction works will be done in the following periods:
 Pre-Construction
 Construction
 Testing
 Defect liability.

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The period of implementation of the activities (pre-construction and construction activities)
will be 24 months (two years) from the commencement date (start-up date of the Works
Contract) plus 12 months of defect liability period, upon issuing the provisional acceptance
certificate.
Within the implementation of the above-mentioned Activities, the contractor will focus on
the providing constant support to the Contracting Authority, and End Recipient – landfill
operator in Peja/Pec, the municipalities of Peja/Pec region, Ministry of Economy and
Environment, with emphasis in fulfilling the requirements for EU funded works projects in
accordance with the EU PRAG conditions and the Kosovar legislation.
The consultant shall act on behalf of the Contracting Authority as a Designated Supervisor
on all site related matters and he will provide the coordination between the Works
Contractor(s), the Contracting Authority and the Beneficiaries.
The consultant in general will be responsible for the following two aspects of the provision
of services:
 The technical supervision of the works, which must be carried out in accordance
with best engineering practice and the contractual technical requirements etc.
 The administrative follow-up of the works contract compliance with deadlines,
works register, construction book, handling potential works or supply contractors’
claims and payments, etc.
The consultant shall provide a comprehensive supervision by performing critical scrutiny
of all technical aspects and undertaking regular inspection of the construction process.
Appropriate and sufficient technical expertise shall be engaged in order to ensure
compliance with design and technical documents and prevent possible disputes or claims
by the works contractor which are very often caused (or at least exacerbated) by inaction or
delayed Supervisor’s reaction. The Supervisor should be able to draw the Contracting
Authority’s attention to problems in time to address them.

The consultant will be responsible in particular for the full implementation cycle of the
project and his/her specific activities will include, but will not be limited to:

a) General activities
 Acting as the Supervisor on behalf of the EU Office and providing daily inspection and
coordination with regard to the implementation of the Works Contract(s)
 Reviewing and approving the Works Contractor's documents/design in accordance with
the provisions of PRAG Contract Procedures and the Kosovo legislation
 Verifying all obligations of the Works Contractor(s) specified in all contractual
documents during all stages of the project implementation
 Verifying and endorsing (or refusing) certificates, invoices, variations, claims and any
other documents submitted by the Works Contractor(s) prior to their forwarding to the
EU Office
 Taking measurements on site of the executed works in accordance with Article 49 of
the works general conditions, accompanied by measurements books attachments,
schemes showing all measurements taken and the mathematical calculation process in
order justifying the quantities to be paid.

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The consultant is responsible to measure the works completed and material quantities used,
during all stages of construction works. Actual quantities of the works executed by the
Works Contractor shall be determined by appropriate measurements, recorded, dated and
signed and presented in the way understandable to the Contracting Authority and for audit
purposes. The records of measurements shall be maintained by the consultant. At the start
of construction works, the consultant should design all the necessary forms needed for
clear presentation of arithmetical calculation of the completed works, materials used and
other relevant information;
– All quantity and quality checks carried out by supervisor shall be reported
systematically and registered in the works register
– The payment requests (depending of the funding authority) for the works
contract must be accompanied by measurement books and measurement
attachments taken on site by supervisor in accordance with article 49 on
Measurement of the works contract conditions.
 The consultant is responsible to inspect conformity with the technical specification
and the origin prior the issuing the approval. No material modification to the
technical specification shall be made without the approval of the Supervisor.
 Monitoring the contractual timetable, as the indicator of progress on site
 The programme of implementation of the tasks, broken down by activity and by
month shall be submitted by the Works Contractor within the period stated in the
works contract. The Supervisor's representative will ensure that the programme
includes at least the following information:
- the order in which the Works Contractor proposes to carry out the works;
- the time limits within which submission and approval of the drawings are
required;
- an organisation chart containing the names, qualifications and curricula vitae of
the staff responsible for the site (s), a general description of the method including
the sequence, by month and by nature which the Works Contractor proposes to
carry out the works;
- a plan for the setting out and organisation of the site;
- any further details and information, as the contracting authority may reasonably
require.
The consultant should not wait for the works contractor (s) to fail to meet the deadlines laid
down in the timetable before raising any issues of delays in the works.
The works supervision must continuously keep track of output by unit of work and the
number of units, and it must ask the works contractor regularly for updates on their
programme of work.
In addition, consultant shall provide following but not limited to:
 Producing all documents required for the correct implementation of the works contracts
 Providing technical and other advice to the Works Contractor(s) if required
 Assisting and giving advice to the EU Office with regard to all relevant meetings and
correspondence
 Acting as the secretariat and drafting the Minutes if the meetings

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 Assisting the EU Office on any other issue where the Consultant's skills, knowledge
and experience might be beneficial
b) Specific activities during Inception phase shall include following but not
limited to:
 Identifying additional project risks and possible contingencies and elaborate prevention
and mitigation strategies with both the Works Contractor(s) and the EU Office
 Verifying and approving the Works Contractor's preparatory activities, site
mobilisation plan, works performance programme, quality assurance plan, traffic
management plan, health and safety procedures, security measures, and site
maintenance
 Verifying and approving the Works Contractor's construction equipment
 The full topographical survey of the site interested by the works in contradictory with
the works Contractor
c) Specific activities during Implementation phase shall include following but not
limited to:
 Daily coordination of working activities based on the project planning documents
 Regular works inspection/supervision in all sites
 Verifying and approving all testing plans submitted by the Works Contractor(s) based
on relevant standards, codes and best engineering practices, and supervising and
approving the said tests, including the issuing of related certificates
 Inspections and approving (or rejecting) quality of used materials, workmanship and
executed works
 Monitoring the progress against the baseline works performance programme and
related milestones and inform immediately on scheduling conflicts or delays
 Monitoring the Works Contractor's performance related to environmental issues, such
as storage and disposal of materials, etc
 Review and mitigate the possible claims and variations submitted by the Works
Contractor, if any including the preparation of cost estimates and maintain appropriate
records
 Issuing of Interim Payment Certificate/s including all necessary supporting documents
after a prior detailed checking and verifying of submitted invoices.
 The interim payment certification shall be accompanied by measurement books
including clear arithmetical calculations to justify each quantity, schemes and
drawings showing the location where the measurements have been taken, the signature
of the supervisor's representative that took the measurements and the signature of the
works contractor's representative that attended the operations of measurements, with
the date of the day when measurements were taken
 A record of the measurement and of the quantities calculations made shall be included
in the supporting documents
 Controlling the quality of the safety plan of the contractor executing the works and
monitoring on site all measures contained in the safety plan
 Proposing design solutions where possible shortcomings are identified

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 Issuing Provisional Acceptance Certificate including the snag list and the precise date
by when the snags/defects must have been remedied
 Facilitating handover of the schemes to the Beneficiaries
 Facilitating the issuance of the user permit by the relevant municipal Authority
 Organising and chairing regular progress meetings on a weekly basis and preparing the
MoM
d) Specific activities during Defects Liability Period (warranty period) and Final
phase
 Verifying and approving or rejecting warranty claims and making sure that the Works
Contractor(s) fulfils all related contractual obligations
 Upon request from the EU Office, providing all necessary calculations regarding late
penalties applied to the Works Contractor, if any
 Issuing Final Acceptance Certificate once the Works Contractor has completed all
contractual obligations
 Verifying content and completeness of final documentation as for as-built drawings
and providing a final statement of account to the EU Office
e) Documents to be issued by the Supervisor such as:
 Interim Payment Certificate
 Provisional Acceptance Certificate
 Final Acceptance Certificate
 Final statement of account
 Any other relevant documents and certificates necessary for works contract
completion.
When the Consultant issues a certificate, he/she must be satisfied that relevant, reliable and
sufficient evidence exists that the tasks have been properly performed and the amounts
claimed by the Works Contractor have actually and necessarily been incurred in
accordance with the requirements of the works contract he/she is supervising.
f) Documents to be issued by the Supervisor, previously approved by the
Contracting Authority, such as:
 Commencement Order for the works contract;
 Amendments according to Article 37.2 of the 'General Conditions for Works Contracts
financed by the European Development Fund or the European Union'. Extension of the
works implementation period or increase of the works contract price will always be
done by way of addendum however.
g) Tools for managing works contracts
The Administrative Order
The Administrative Order is an important contractual document which should be drafted as
accurately as possible. Any omission could be immediately exploited by the works
contractor(s) to their benefit and lead to a claim. It is therefore essential to ensure that all
the information relating to deadlines, financial implications or contractual references
governing this order or instruction is clearly specified in the document.
In addition, an Administrative Order must be notified “with acknowledgement of receipt”.

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Site meetings
The site meetings which are held throughout the period of implementation of the project
can be organised in three ways:
 The routine site meetings between the works contract holder and the supervision
contract holder. These must be held at least weekly.
 The full site meetings the project Supervisor's representative invites the
Contracting Authority and relevant beneficiaries to attend. These meetings are
generally arranged once a month. Meeting frequency can be adjusted in response to
site requirements and the availability of stakeholders (EU Office and relevant
beneficiaries).
 Specific (or ad hoc site meetings) required to address a particular matter.
Meeting Minutes must be drafted for all three types of meeting, and the works
supervision contract holder has responsibility for this task.
Warnings to the works contractor
In the course of a works contract (s), it is necessary to remind the works contractor of their
contractual obligations. Depending on the extent of the violation of these obligations, the
following should be considered in increasing order of gravity:
1. Letter (from the Supervisor's representative)
2. Entry in the Minutes of a site meeting (by the Supervisor's representative)
3. Formal warning letter with associated schedule (drafted by the Supervisor's
representative, sent upon approval of the CA)
4. Administrative order giving formal notice (from the Supervisor's representative,
sent upon approval of the CA)
5. Joint assessment of failure to comply with contractual obligations
(contractor/Works Supervisor / Supervisor's representative)
6. Administrative order for failure to comply with contractual obligations (drafted by
the Supervisor's representative, addressed to the CEO of the contractor, approved
and sent by the CA).
The Contractor should address:
-Applicable local and national requirements;
- the relevant European Union (EU) requirements (including, but not limited to, the EU
Waste Framework Directive (Directive 2008/98/EC on waste and EU Landfill Directive
(Directive 99/31/EC of 26 April 1999 on the landfill) .

Reporting requirements
In addition to the activities outlined above and the Interim and Final Reports referred to in
Section 7.1 of these Terms of Reference, the consultant shall prepare and submit the
following reports to the EU Office in a format previously approved by the EU Office:
 Monthly Progress Reports briefly summarising project progress, detailing financial
and material resources engaged, describing difficulties identified and outlining
solutions proposed, updating the work performance programme, projecting the
activities foreseen during the forthcoming reporting period (to be submitted not later
than the fifth working day of the following month), observations on Works Contractor

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 performances related to health and safety measures applied and environmental issues
and other information that are relevant for the progress of the works.
The format of the monthly progress reports shall be discussed with the Contracting
Authority at the beginning of the project and should include as a minimum the following
content:
- State of play with photos that illustrating the status of the construction and installation
of equipment
- Statement of major activities and events, including discussions, design approval
meetings, submittals, approvals received and decisions reached related to project
matters
- Description of major problems and constraints (current or foreseen) together with
recommended solutions for related Works Contract/s
- The Works Contractor activities which were carried out during the reporting period
considering the status of the project(s) related to the approved time schedule provided
by the Works Contractor in monthly basis
- Description of statistical and cost data presented in tabulation and graphic format of
actual and scheduled progress of the construction works, supply, installation and
commissioning activities including a review of the budget estimate
- Description and observations on Works Contractor performances
 Ad-hoc reports as required on any events or circumstances which arise and which are
not covered by, or are too urgent to wait for, one of the regular reports. The consultant
should as well report on delays (if any) and steps to be taken to readdress the situation.
 Detailed and comprehensive minutes of progress and other relevant meetings.
The above tasks are not exhaustive and the consultant will be expected to contribute for the
benefit of the project whenever and wherever its skills may be useful.
4.2.2 Development of the landfill operational manual, operations plan, gate fee and
support for their implementation
The contractor should develop landfill operational plan with calculations of the real
operational cost of the landfill in accordance with the EU Directive 99/31.
Contractor should prepare the operational manual for operation and maintenance of the
landfill and all its assets. The manual will include the necessary technical information
needed by the staff in daily operation and maintenance of facilities. The manual will serve
as the operational guide for the entire system. The manual also should provide details of
equipment, materials needed to operate the plants; list the environmental agency’s required
monitoring and reporting activities.
Particular attention shall be given to operation of the Leachate Treatment Plant in order to
ensure environmentally sound practices are undertaken by the landfill operator.
Preparation of the operational manual should be based on careful assessment of operation
and future closure of the site costs, taking into account the cost recovery. The contractor
will calculate the financial means required, propose a new 'gate fee' and will assist its
adoption.
During the defect liability period, the contractor will assist the landfill operator in the
management of the landfill and implementation of the operational plan.
4.2.3 Capacity building and training of staff from RWC 'Ambienti
Activities of the Contractor shall include but not be limited to:

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- analyze and classify the competences and numbers of staff to deal with the landfill
in RWC 'Ambienti';
- recommend on a rational basis a staffing plan, including a description of key
responsibilities and minimum qualifications for the staff to deal with the landfill;
- identifying gaps in current staff resources from RWC 'Ambienti to deal with the
landfill operation and how these gaps might be filled by training, recruitment or contractual
means;
- identify core-training needs;
- develop and assist RWC 'Ambienti' in application of internal procedures, job
descriptions, organisation, etc. concerning the operation of the landfill;
- develop of short term training plan, including the highest priority topics identified
in the needs assessment concerning the operation of the landfill;
- develop training curricula and deliver the trainings for the proper operation of the
landfill. The number of the staff to be trained is around 15, but the exact number will be
identified during the project implementation.
All training materials shall be developed and training delivered in Albanian language.
Due to women’s underrepresentation in the field, few women participate in the field of
waste management. The activities for capacity building and training should include
continuous dialogue on gender sensitive recruitment and equal opportunities in line with
relevant legislation towards increasing women’s representation; cooperation with gender
equality mechanisms, women’s CSOs, and other programs to identify and engage women.
4.2.4 Design and implementation of communication and awareness plan
The Contractor will design and implement a Communication and Awareness Plan,
including the promotion of the project, communication actions and events. The expected
overall outcome of this component is related to raising the awareness of the society on the
waste management related issues, improving social dialogue and ensuring sustainability,
dissemination and visibility of the EU funded actions.
In addition, the visibility for the EU shall be ensured through installation of information
visibility panels, and a permanent plaque in the entrance door of each regional office at the
end of the construction works. Costs for producing visibility materials, including signposts
and permanent plaques will be carried out by the selected works contractor, and this will be
made clear in the tender documents for works contract.
The Contractor must observe the latest Communication and Visibility Manual for EU
External Actions. These rules concern the written and visual identity of the EU (e.g. flag,
key message, and definitions), the requirements and guidelines on communication
activities and tools (e.g. press releases, websites, publications, films) and the obligation to
submit a communication plan for the approval of the Contracting Authority. The
Contractor must comply with the latest Communication and Visibility Manual for EU
External Action (see http://ec.europa.eu/europeaid/work/visibility/index_en.htm).

The project activities should be in line with the Specific Objectives of the EU Gender
Action Plan (GAP) III 2021-2025 under the Area “Climate change and environment”,
including SO1. Increased participation of women and girls in all their diversity in
decision-making processes on environment and climate change issues; and SO4.
Women and men in all their diversity, increasingly participate in and have improved
access to jobs and training opportunities.

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4.3 Project management
4.3.1 Responsible body
The European Union Office in Kosovo will be responsible for managing the project. The
Task Manager appointed by the Head of Cooperation section will be responsible for
managing this contract. The Municipality of Peja, and Ministry of Economy and
Environment when applicable, will review and approve the technical outputs of the project,
prior the approval by the Contracting Authority and will hand over to the 'operator'.
A Project Coordinator (from the Municipality of Peja) will be designated for liaison with
the contractor, on all matters relating to project implementation and stakeholder
cooperation. The Project Coordinator will be responsible for day-to-day liaison and
coordination with the involved parties (stakeholders).
4.3.2 Management structure
A Project Coordinator (from the Municipality of Peja), and a joint counterpart team will be
designated before the start of the project activities for liaison and close co-operation with
the contractor, on all matters relating to project implementation and stakeholders co-
operation. The Project Coordinator will be responsible for day-to-day liaison and co-
ordination with the involved parties (stakeholders).
The Contractor will be responsible for day-to-day management of the Contract and
mobilisation of all experts. Plans for mobilisation of experts will be described in the
Contract work plan established by the Contractor and approved by the Contracting
Authority (CA).
Within 2 weeks from the commencement date, a Kick-Off Meeting with the participation
of the CA, the Beneficiaries and the team of key experts will take place. During the
meeting, the Contractor is expected to highlight any issues of importance for the
implementation of the Contract activities and confirm the proposed methodology to
undertake such activities.
The project will be supervised by a high level Steering Committee (SC) chaired by the
Municipal Representative. The SC will meet at least on quarterly basis. The members will
be comprised of (at least) representatives of the following institutions:
 The Municipal representative
 The Ministry of Economy and Environment
 RWC 'Ambienti'
 European Union Office in Kosovo in observatory role.
As non-voting member:
 Team Leader of the project
The duties of the Steering Committee will include:
 Monitoring the implementation of the project and achievements of its objectives;
 Monitoring the project’s work plans and budgets;
 Monitoring and regular review of the progress of the project and recommendation
of action to be taken if necessary; and approval of adjustments to the work plan, if
necessary;
 Approval of outputs and reports.
All Steering Committee members will need to participate in all major public consultation
events as representatives of the government and their respective ministries. Each SC

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member will be accountable to his/her respective ministry/local authority and to the SC for
the progress and outputs of the project.
The EU Office representative will have the rights to comment and/or reject the reports or
any other project outputs independently from the decisions of the Steering Committee.
All contract implementation issues remain with the CA to which prior approval will need
to be asked for mobilisation of non-key experts.
The Contractor is responsible for the correct performance of all the tasks required in these
Terms of Reference, including preparation and delivery of the required reports and other
deliverables. The Contractor is also responsible for keeping appropriate accounts of
finances and expenditures. The Contractor will be required to liaise closely throughout this
project with the CA.
Regular meetings will be held between the Contractor and the CA.
4.3.3 Facilities to be provided by the Contracting Authority and/or other parties
The beneficiaries will assist the contractor to obtain if necessary resident permits for the
experts engaged in the project.
The project beneficiaries will provide all existing information, data, reports and maps as
far as available. However, it is the contractor’s responsibility to check availability, quality,
and suitability of this information. The information, databases, data reports and other
relevant information as mentioned above shall be made available by the beneficiary
institutions, upon the contractors request during execution of the proposed activities. The
contractor shall arrange for the translation of any document.
Timesheets recording the days or hours worked by the staff shall be maintained by the
contractor. The timesheets filled in shall be presented on a monthly basis by the Contractor
and shall be approved (visa and date) by the Municipality of Peja and by the project
manager (the same on a monthly basis). The amounts invoiced by the Contractor must
correspond to these timesheets. A summary table presenting the number of working days
and the mathematical calculation of the amount due shall be attached to the invoices.
The approval of the monthly timesheets does not represent in any way the approval of the
outputs performed by Contractor in that specific month.

5 LOGISTICS AND TIMING

5.1 Location
The Project’s operational base will be in Peja, Kosovo. Pristina and other municipalities of
the Peja region will also be considered as a normal place of posting.
5.2 Start date & period of implementation
The intended start date is September / October 2021 and the period of implementation of
the contract will be 36 months from this date. Please see Articles 19.1 and 19.2 of the
Special Conditions for the actual start date and period of implementation.

6 REQUIREMENTS
6.1 Staff
Note that civil servants and other staff of the public administration, of the partner country
or of international/regional organisations based in the country, shall only be approved to
work as experts if well justified. The justification should be submitted with the tender and
shall include information on the added value the expert will bring as well as proof that the
expert is seconded or on personal leave.

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Key experts
Key experts have a crucial role in implementing the contract. These terms of reference
contain the required key experts’ profiles.
Any qualifications, skills and experience stated in the respective CV of an expert must be
substantiated by supporting documents (with clear reference numbering and accurate
translation into English), such as copies of degrees or diplomas and employers’ certificates.
The Contractor’s team shall comprise of experts in the relevant fields, including specialists
with expertise in design of visibility materials and public information.
Only the CVs of the Key Experts shall be included in the Contractor’s Technical Offer.
Travelling time to/from the beneficiary country will not be accounted for as working days
and therefore cannot be invoiced as working days. Each expert should spend his/her time
input in Kosovo. Any work conducted outside of Kosovo will be on exceptional cases and
need to be duly justified. It will need prior approval by the European Union Office in
Kosovo.
A standard working week is from Monday to Friday. Working days during the week-end
and public holidays will be on exceptional cases and need to be duly justified. It will need
prior approval by the European Union Office in Kosovo.
The annual leave to be taken during the period of implementation of the tasks shall be at a
time approved by the Project manager.
Details of minimum requirements and indicative inputs of the key expert are set out
hereinafter and the contractor is to include a full CV of his nomination for the position with
his proposal. Please note that experience will only be counted after relevant degree has
been obtained.
The tenderer shall submit CVs and Statements of Exclusivity and Availability for the
following key experts:
Key expert 1: Team Leader (indicative minimum 300 working days)
Indicative Minimum 290 working days for the closure of the exiting landfill and construction of
the new landfill in Peja, and
Indicative Minimum 10 working days to the closure of the existing dumpsite in Istog.

The Team Leader will lead the implementation of all the components and retain the
leadership and capacity of overall coordination, communication as well as the quality
control of the project’s outputs and outcomes. The Team Leader will be part of and will
manage the team of experts, organizes all aspects of the technical project work, ensure
good communication with the project partners and Contracting Authority.
Qualifications and skills
 University degree in Environmental/Chemical/Civil Engineering or a relevant
technical/engineering discipline.
 Very good knowledge of English;
 Knowledge of Albanian would be an advantage.
General professional experience
 At least 8 and preferably 15 years of experience in the area related to design and supervision
of construction projects;
Specific professional experience
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 Experience3 in at least 3 and preferably 6 projects as a team leader in construction
supervision, implemented according to PRAG or FIDIC or one of EU member states
national procurement rules;
 Experience4 in at least 2 and preferably 5 projects for supervision of waste
management construction projects. The amount of each construction project shall be at
least EUR 3 million;
 Experience in the Western Balkans will be an advantage.

Key expert 2: Waste management Expert (indicative minimum 125 working days)
Indicative Minimum 115 working days for the closure of the exiting landfill and construction of
the new landfill in Peja, and
Indicative Minimum 10 working days to the closure of the existing dumpsite in Istog.
Qualifications and skills
 University degree in Environmental/Chemical/ Civil Engineering, Ecology or a
relevant technical/engineering discipline;
 Very good knowledge of English;
 Knowledge of Albanian would be an advantage.

General professional experience

 At least 8 and preferably 15 years of experience in the waste management sector

Specific professional experience

 At least 5 and preferably 8 years of experience with EU legislation in waste
management area;
 Experience5 in design and/or supervision of at least 3 and preferably 6 landfill
construction projects, compliant with the requirements of the EU Landfill Directive
(Directive 99/31/EC of 26 April 1999 on the landfill);
 Experience in the Western Balkans will be an advantage.

The Consultant's proposal must fully describe the key experts to be assigned to the
project, their precise domain of expertise applicable to the project, their individual roles
in the achievement of the project objectives, and the timing, duration and location of
their assignments.
The tenderers shall clearly indicate the duration of professional experience of the
key experts in working man-days in their CV`s, which in turn should reflect the
data in the relevant documentary evidence for each reference. Only the duration
of these working periods will be taken into account as actual working experience
during the tender evaluation. Experience above what is "preferably" required
will not be considered as an advantage.
Please note: The only experience that will be taken into account for the calculation of
duration of the experience will be the different references of work expressed in
working man-days. The description of these references should be clear enough and

3 Only long term experience of at least 6 months will be counted

4 Only long term experience of at least 6 months will be counted
5 Only long term experience of at least 6 months will be counted

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 contain enough information in order to allow to identify if the required experience is
met. In case this description is not clear enough, the reference will not be taken into
account for the calculation of the experience. The base for the calculation will be 1
working year = 10 working months; 1 working month = 22 working days).
All key experts having had professional experience in the beneficiary
ministries/institutions must have terminated their work contacts in the above said
ministries/institutions at least six months before the signing of this contract.
The Contractor is responsible for ensuring that all necessary qualifications for the
described tasks are covered. Experience will only be counted as of the day the required
diploma was obtained. Experience in excess of the upper threshold will not be taken
into account during the scoring of the offers. In case of part-time employment, only the
actually worked time will be taken into account.
Time to be spent in the beneficiary country and at the home office is to be clearly
shown. The Contractor has to ensure that the team leader and the other key expert will
spend at least 90% of their available person-days in the beneficiary country.
Tenderers must supply in annex to their Organization and Methodology (Annex III) the
completed worksheet 'Estimated number of working days', contained in the spreadsheet
for Annex V, to demonstrate the correspondence between the proposed methodology
and the expert inputs.
All experts must be independent and free from conflicts of interest in the
responsibilities they take on.

Non-key experts
Non-key experts will assist key experts with their expertise in design, supervision and
dissemination of relevant knowledge, including training of the beneficiary’s personnel
throughout the duration of the Project. All non-key experts shall be fluent in English.
All experts must be independent and free from conflicts of interest in the responsibilities
they take on.
The experts will be graded as senior/junior and their fees should be in accordance with
their grade.
To qualify as senior expert he/she must comply with the following requirements:
Qualifications and skills: A bachelor degree (where a university/academic degree has
been awarded on completion of four years of study in a university or equivalent
institution); Excellent English and
Professional experience: A minimum of 5 years of relevant working experience,
experience in at least 3 EU Members states and/or EU Accession countries and/or
European Neighbourhood countries.
Experts not matching those criteria will be considered as junior experts.
The national technical expertise in the respective waste management and construction
areas is an added value for implementation of the project activities. The Contractor is
encouraged to involve experts with technical knowledge and experience of national design
norms and waste management practices.
The ability of the contractor to provide high quality experts will be assessed through the
Organisation and Methodology presented with the offer.
The selection procedures used by the Contractor to select these non-key experts must be
transparent, and must be based on pre-defined criteria, including professional
qualifications, language skills and work experience, and should be approved by the
Contracting Authority. The findings of the selection panel must be recorded. The selected

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experts must be subject to approval by the CA before the start of their implementation of
tasks according to a preliminary agreed with the Contracting authority methodology.
Indicative minimum number of working days for non-key experts is 700 days.
Indicative Minimum 630 working days for the closure of the exiting landfill and construction of
the new landfill in Peja, and
Indicative Minimum 70 working days to the closure of the existing dumpsite in Istog.
The profiles of the non-key experts for this contract will cover among other the following
fields:
 Engineers, covering all aspects, like for example:
o Architect
o Civil engineer
o Electrical engineer
o Water treatment engineer;
o Mechanical engineer,
o Etc.
 Fire protection specialist
 Health&safety specialist
 Automation and IT specialists.
CVs for non-key experts should not be submitted in the tender but the tenderer will have to
demonstrate in their offer that they have access to experts with the required profiles.
The Contractor must select and hire other experts as required according to the profiles
identified in the Organisation & Methodology and these Terms of Reference. It must
clearly indicate the experts’ profile so that the applicable daily fee rate in the budget
breakdown is clear. All experts must be independent and free from conflicts of interest in
the responsibilities they take on.
The selection procedures used by the Contractor to select these other experts must be
transparent, and must be based on pre-defined criteria, including professional
qualifications, language skills and work experience. The findings of the selection panel
must be recorded. The selected experts must be subject to approval by the Contracting
Authority.
6.1.3 Support staff & backstopping
The Contractor will provide support facilities to their team of experts (back-stopping)
during the implementation of the contract. Backstopping and support staff costs must be
included in the fee rates.
6.2 Office accommodation
The contractor will be provided with the necessary accommodation within the site offices
of the works contractor. However, the contractor should be responsible for providing
alternative solutions and ensure optimum conditions of the work for the experts. The
Contractor should include in his offer the necessary equipment (including computers,
necessary software, printers, photocopiers, e-mail connection, translation, etc.) and
operating costs and support the overall activities of short and long term experts of the
project including the cost of adequate space for any training activities.

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6.3 Facilities to be provided by the Contractor
The Contractor must ensure that experts are adequately supported and equipped. In
particular it must ensure that there is sufficient administrative, secretarial and interpreting
provision to enable experts to concentrate on their primary responsibilities. It must also
transfer funds as necessary to support their work under the contract and to ensure that its
employees are paid regularly and in a timely fashion.
6.4 Equipment
No equipment is to be purchased on behalf of the Contracting Authority / partner country
as part of this service contract or transferred to the Contracting Authority / partner country
at the end of this contract. Any equipment related to this contract that is to be acquired by
the partner country must be purchased by means of a separate supply tender procedure.
6.5 Incidental expenditure
The provision for incidental expenditure covers ancillary and exceptional eligible
expenditure incurred under this contract. It cannot be used for costs that should be covered
by the Contractor as part of its fee rates, as defined above. Its use is governed by the
provisions in the General Conditions and the notes in Annex V to the Contract. It covers:
 Travel costs and subsistence allowances for missions, outside the normal place of
posting, undertaken as part of this contract (all construction sites are considered as
normal place of posting);

 Exceptional laboratory analyses of the materials, when necessary to double check

accuracy of the works Contractor submitted laboratory results;

 Trainings including: translation and dissemination of training materials, etc.

 Costs for the visibility events organised by the project.

The provision for incidental expenditure for this contract is EUR 14,000. This amount
must be included unchanged in the Budget breakdown.
Daily subsistence costs may be reimbursed for missions foreseen in these terms of
reference or approved by the Contracting Authority, and carried out by the contractor’s
authorised experts, outside the expert’s normal place of posting.
The per diem is a flat-rate maximum sum covering daily subsistence costs. These include
accommodation, meals, tips and local travel, including travel to and from the airport. Taxi
fares are therefore covered by the per diem. Per diem are payable on the basis of the
number of hours spent on the mission by the contractor's authorised experts for missions
carried out outside the expert's normal place of posting. The per diem is payable if the
duration of the mission is 12 hours or more. The per diem may be paid in half or in full,
with 12 hours = 50% of the per diem rate and 24 hours = 100% of the per diem rate. Any
subsistence allowances to be paid for missions undertaken as part of this contract must not
exceed the per diem rates published on the website:
http://ec.europa.eu/europeaid/funding/about-calls-tender/procedures-and-practical-guide-
prag/diems_en - at the start of each such mission
The Contracting Authority reserves the right to reject payment of per diem for time spent
travelling if the most direct route and the most economical fare criteria have not been
applied.

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Prior authorisation by the Contracting Authority for the use of the incidental expenditure is
not needed but a non-objection by Email is required for the use of funds included under
incidental expenditure.
6.6 Lump sums
There are no lump sum costs in this project.
6.7 Expenditure verification
The provision for expenditure verification covers the fees of the auditor charged with
verifying the expenditure of this contract in order to proceed with the payment of any pre-
financing instalments and/or interim payments.
The provision for expenditure verification for this contract is EUR 12,000.00. This amount
must be included unchanged in the Budget breakdown. This provision cannot be decreased
but can be increased during execution of the contract.

7 REPORTS
7.1 Reporting requirements
Please see Article 26 of the General Conditions. Interim reports must be prepared every six
months during the period of implementation of the tasks. They must be provided along
with the corresponding invoice, the financial report and an expenditure verification report
defined in Article 28 of the General Conditions. There must be a final report, a final
invoice and the financial report accompanied by an expenditure verification report at the
end of the period of implementation of the tasks. The draft final report must be submitted
at least one month before the end of the period of implementation of the tasks. Note that
these interim and final reports are additional to any required in Section 4.2 of these Terms
of Reference.
Each report must consist of a narrative section and a financial section. The financial
section must contain details of the time inputs of the experts, incidental expenditure and
expenditure verification.
All reports and deliverables prepared shall contain an executive summary and shall be
prepared in A4 format (hard copy). A separate volume in appropriate format is to be
prepared in case the reports do contain plans and drawings. In addition to these hard
copies, all documents (reports and drawings) have to be provided in digital format (MS
Word, MS Excel and pdfformat, as well as drawings in pdf-format and design
documentation in dwg-format).
The Contractor shall provide the following reports:
Name of
Content Time of submission
report
Inception Analysis of existing situation and work No later than 1 month after
Report plan for the project the start of implementation
Monthly reports, summarising the
activities of each expert, including the
Monthly No later than the 7th day of
planned resources to be utilised during the
Reports the month.
next month shall be provide by the
Contractor.
Short description of progress (technical
6-month and financial) including problems No later than 1 month after
Progress encountered; planned work for the next 6 the end of each 6-month
Report months accompanied by an invoice and implementation period.
the expenditure verification report.

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 Short description of achievements No later than 1 month before
Draft Final
including problems encountered and the end of the
Report
recommendations. implementation period.
Short description of achievements No later than 1 month of
including problems encountered and receiving comments on the
Final Report recommendations; a final invoice and the draft final report from the
financial report accompanied by the Project Manager identified
expenditure verification report. in the contract.
7.2 Submission & approval of reports
Electronic copy and two paper copies of the reports referred to above must be submitted to
the Project Manager identified in the contract (English version) and to the Project
Coordinator from the Municipality of Peja (Albanian version). The reports must be written
in English and Albanian. The Project Manager is responsible for approving the reports,
except for the monthly reports.
The reports shall be a priori discussed in the Steering Committee meeting and approved by
the Beneficiary in written by signing the relevant page of the report or issuing a letter. In
case of absence of the comments or approval by the Beneficiary or the Project Manager of
the Contracting Authority within 30 calendar days from the receipt of the report, the
reports are deemed to be approved.

8 MONITORING AND EVALUATION

8.1 Definition of indicators
The Contractor will propose, in its technical offer, a comprehensive set of indicators of
achievements which will also be reported in the Logical Framework Matrix attached to it.
The Indicators of Achievement will have to be confirmed in the Inception Report,
following a careful assessment of their feasibility, together with a proposal for their
review/amendment based on the actual conditions assessed on the field at the time.
The indicators of achievement, together with the proposals for amendment, shall be
approved by the EU Project Manager before being fully effective. The proposed set of
indicators will relate to the mandatory results listed in this ToRs as primary indicator for
monitoring the project progress achieved against the program prepared by the contractor in
his tender and as modified (if at all) in contract negotiations and/or inception phase.
Among secondary indicators the timely submission of the required outputs of an acceptable
quality standard and the minutes of progress meetings will be included.
8.2 Special requirements
None

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