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UB Solid Waste Modernisation Page | 1 of 14

TERMS OF REFERENCE

Mongolia: Implementation of Livelihood Restoration Plan for UB Solid Waste Modernisation

CONTENTS

1 | Background 2

2 | Objectives of the Assignment 2

3 | Scope of Work 7

3.1 | Task 1: Desktop Review and Implementation Planning 7

3.2 | Task 2: LRP Implementation 8

3.3 | Task 3: Monitoring 9

4 | Implementation Arrangements 10

5 | Deliverables 10

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1 | BACKGROUND

The European Bank for Reconstruction and Development (the “EBRD” or the “Bank”) approved

funding to the Government of Mongolia to finance priority solid waste investments in the

Municipality of Ulaanbaatar (the “Borrower”), including the expansion of landfill capacity and

building a Construction and Demolition Waste (“CDW”) plant. The EBRD has signed a loan

agreement with the Municipality of Ulaanbaatar and a Project Support Agreement with the

Ministry of Finance in May 2018.

The Project has been categorised B in accordance with the EBRD Environmental and Social Policy

2014. The Project will provide significant environmental and social benefits to the Municipality

of Ulaanbaatar and surrounding communities through the provision of a landfill designed to EU

standards, and the construction of a new Construction and Demolition Waste (CDW) plant.

During the environmental and social due diligence (ESDD) for the Project, it was determined that

a number of people were collecting waste at the waste dump for livelihood generation. When the

Project is implemented, access to the dump by waste pickers will be restricted, affecting the source

of their livelihoods and requiring waste pickers to move to a new location or find other sources of

livelihoods. In accordance with EBRD’s Environmental and Social Policy of 2008, in cases of

economic and physical displacement generated by the Project, appropriate standard of living and

livelihood restoration measures have to be developed and implemented.

During 2017 and 2019, a consultant developed first a Livelihood Restoration Framework (LRF)

and then a full Livelihood Restoration Plan (LRP), as per the agreed Environmental and Social

Action Plan (ESAP), in advance of Project construction, which is scheduled to start in 2020. The

LRP provides (i) a socio-economic baseline, (ii) the applicable principles of livelihood restoration

as per EBRD’s Performance Requirement 5 (PR5) on Land Acquisition, Involuntary Resettlement

and Economic Displacement, (iii) eligibility criteria and entitlements to compensation measures,

and (iv) a budget, timeline and other implementation arrangements (the “LRP” or the “Plan”). The

Plan is included in Annex 2.

In order to support the Borrower with the timely and expertly implementation of the LRP, the

Bank wishes to engage an experienced consultant (the “Consultant”) to carry out the provisions

laid out in the LRP in line with the EBRD’s 2014 Environment and Social Policy (“ESP”)2,

specifically PR5 and PR10. The objective of this assignment is to ensure that those affected by the

Project’s implementation are well-informed and involved in the LRP implementation and that no

one is left worse-off than before the Project was put into place.

1.1| PROJECT DESCRIPTION

The UB Waste Modernization Project (46581) has been designed to provide finance for the

Government of Mongolia to finance priority solid waste investments in the Municipality of

Ulaanbaatar. These improvements include both the expansion of landfill capacity and the creation

of a Construction and Demolition Waste (CDW) plant. The planned location for this project is

2 Available at http://www.ebrd.com/downloads/research/policies/esp-final.pdf

http://www.ebrd.com/downloads/research/policies/esp-final.pdf

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adjacent to the Moringiin Davaa Dump Site (MDDS), located approximately 18km southwest of

Ulaanbaatar city.

Three landfills serve Ulaanbaatar: Narangiin Enger (NEDS), Tsagaan Davaa (TDDS) and

Moringiin Davaa, located in the northwest, northeast and southwest of Ulaanbaatar respectively

(Figure 1). MDDS is the smallest of three landfills, receiving approximately 400 tonnes of waste

daily in 2015, compared to 1,700 tonnes at Narangiin Enger, and 1,200 tonnes at Tsagaan Davaa.

Figure 1 Landfill Sites in Ulaanbaatar

In addition to the population increase, the level of solid waste being generating is also increasing

due to an increased volume of construction waste as older buildings in the city centre are replaced

with modern constructions. The combination of these factors is shortening the lifespan of the three

landfill facilities.

The three landfills are managed by the Landscaping and Cleaning Service Department (LCSD) of

the City of Ulaanbaatar. Waste pickers work on all three landfill sites. The total number of waste

pickers across the three sites is estimated by LCSD in 2019 to be around 370 people (150 each at

NEDS and TDDS and 70 at MDDS).

The MDDS is located in Khoroo 12 of the Khan-Uul District of Ulaanbaatar, and the nearest Ger

area of Khan-Uul Khoroo 12 is approximately 1.2 km north and 1.4km west, with the nearest

household 700m to the northwest of the site (

Figure 2 and

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Figure 3).

Figure 2 Location of the Project

Figure 3 Nearest Household to the Project Site

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The MDDS was established in 1970, and formalised into a municipal waste facility in 2009, with

an improvement programme in 2011. The Waste Modernization project will entail the

development of a new landfill area and the establishment of a CDW Recycling plant, as seen in

Figure 4.

Figure 4 Conceptual Design of the Project

*Purple line shows the allocated land for the project.

1.2| DISPLACEMENT IMPACTS

The development of the two project components (CDW recycling plant, and the new landfill) are

expected to primarily generate economic displacement impacts for waste pickers at MDDS, TDDS

and NEDS, with potential physical displacement impacts for a small number of MDDS waste

pickers. Waste buyers from MDDS are also expected to experience some level of economic

displacement. The types of potential displacement and eligibility conditions are summarised in

Table 1-1.

Table 1-1 Potential Categories of Impact Displacement

Category Type of displacement /

impact of loss

Impact source and category

A Physical displacement –

permanent loss of informal

shelter at MDDS

Prohibition of access to MDDS will

make it necessary for any waste

pickers resident on the dump site at

the time of the census to find an

alternate residential location.

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B Physical displacement –

permanent loss of

residential ger or house

Land acquisition required to

develop the footprint of the new

landfill cell.

C Economic Displacement –

loss of waste picker access

to MDDS leading to loss

of income

Prohibition of access to MDDS will

require all waste pickers to find an

alternative livelihood activity.

D Economic displacement –

loss of construction and

demolition waste from

NEDS and TDDS

reducing income levels for

waste pickers at those sites

Redirection of all CDW to the new

CDW recycling plant at MDDS will

reduce the potential income of waste

pickers working at NEDS and

TDDS as they will no longer be able

to collect and sell scrap metal.

E Economic displacement –

loss of business

opportunity to purchase

waste from waste pickers

at MDDS and potential

default of waste pickers on

loans taken from waste

buyers

The cessation of waste picking

activities at MDDS will reduce and /

or result in the cessation of business

activities by waste buyers

purchasing waste from MDDS. In

addition, waste buyers may

experience significant loan default

from waste pickers.

These potential categories of impact were investigated during the course of fieldwork conducted

on site in August 2017 and again in August 2019. Findings from the fieldwork informed the

definition of anticipated impacts provided in Error! Reference source not found.. The number

of affected individuals / households is clearly fluid and will need to be validated through additional

and repeat baseline data collection exercises immediately prior to the implementation of the

project.

Detailed information is available in the LRP in Annex 2.

2 | OBJECTIVES OF THE ASSIGNMENT

The objective of the Assignment is therefore to:

Implement the LRP in a timely and effective manner broadly in line with the

implementation timeline presented in the LRP;

Work with LCSD to start immediate daily registration of waste pickers at MDDS, update

baseline data, and start period of eligibility;

Complement LCSD census (daily registration) with additional baseline surveys, as

necessary, to generate a final list of eligible waste pickers as defined in the LRP;

Engage and consult with informal waste pickers on the proposed mitigation and

compensation measures;

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Engage and consult with relevant NGOs/CSOs working with informal waste pickers and

on other social development and welfare issues in Ulaanbaatar (e.g. women’s support);

Develop a detailed implementation plan and updated timeline following baseline survey

and engagement activities;

Work closely with the waste pickers of MDDS in an intensive format for a period of no

less than six months (3 months prior to cessation of waste picker access to MDDS and 3

months afterwards) to ensure all the implementation activities described in the LRP are

carried out.

Coordinate the implementation process with all the project proponent’s relevant staff, in

particular the City’s Project Implementation Unit (PIU), the Waste Management

Department and the Landscaping and Cleaning Service Department (LCSD);

Work with Social/Welfare department and other relevant social/medical professionals to

facilitate access to social benefits and undertake training, psychological, medical support,

etc. to waste pickers;

Adapt mitigation and compensation measures (including additional measures for

particularly vulnerable individuals) in response to any changes on the ground and

consultation with affected and interested stakeholders;

Ensure delivery of communal facilities at NEDS and TDDS as per the LRP;

Monitor the outcomes of the LRP implementation.

3 | SCOPE OF WORK

The overall scope of work will cover but not be limited to the following tasks.

3.1 | TASK 1: IMPLEMENTATION PLANNING

The Consultant will:

Review the LRP and any other relevant materials related to the Project, including the

Project’s Environmental and Social Impact Assessment when it becomes available

(ESIA), as well as Project design and construction timeline;

Consult with the authors of the LRP (Shared Resources) to gain a better understanding of

the setting and past engagement and clarify any outstanding issues;

Check with the PIU for any updates in the Project implementation timeline and designs to

determine the LRP implementation timeline; the timeline will be built around the point in

time when waste pickers will be impacted, i.e. either (a) cessation of access to MDDS by

waste pickers, or (b) cessation of delivery of any new wastes to MDDS, whichever

occurs sooner;

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Develop a detailed work plan for the LRP implementation activities, including engagement

schedule;

Develop a plan for ongoing monitoring to be carried out during and following LRP

implementation;

Prepare an initial list of implementation partners to include the Client, local authorities,

relevant government agencies (welfare officer, pensions, etc.), and civil society

organisations (CSOs), where appropriate, so as to coordinate the LRP implementation

activities.

3.2 | TASK 2: LRP IMPLEMENTATION

The Consultant will carry out multiple site visits to Ulaanbaatar and the Moringiin Davaa Dump

Site and conduct meetings with implementation partners, specifically to:

Work with LCSD to start immediate daily registration of waste pickers at MDDS, update

baseline data, and start period of eligibility;

Complement LCSD census (daily registration) with additional baseline surveys (using the

questionnaire from work conducted to inform the LRP), as necessary, to generate a final

list of eligible waste pickers as defined in the LRP;

Finalise the list of and coordination arrangements with the different implementation

partners;

Engage and consult with informal waste pickers on the proposed mitigation and

compensation measures;

Engage with service delivery consultants and organisations responsible for delivery of

aspects of the LRP entitlement to ensure a consistent understanding of the commitments

made in the LRP and the objectives of the specific measures;

Develop a detailed implementation plan and updated timeline following baseline survey

and engagement activities;

Create individual files for each affected waste picker household and document their

circumstances, eligibility, potential vulnerability factors and tailored measures, etc.

Work closely with the waste pickers of MDDS in an intensive format for a period of no

less than six months (3 months prior to cessation of waste picker access to MDDS and 3

months afterwards) to ensure all the implementation activities described in the LRP are

carried out. This includes:

o Organisation of “event days” to inform waste pickers, provide medical services,

meetings with social welfare officers, and develop individualised livelihood

plans;

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o Provide psychologist support;

o Provide support for registration for welfare benefits;

o Registration for livelihood restoration support options;

o Delivery system for payments of transition allowances;

o Provision of training and support for alternative employment.

Coordinate the implementation process with all the project proponent’s relevant staff, in

particular the City’s Project Implementation Unit (PIU), the Waste Management

Department and the Landscaping and Cleaning Service Department (LCSD);

Work with Social/Welfare department and other relevant social/medical professionals to

facilitate access to social benefits and undertake training, psychological, medical support,

etc. to waste pickers;

Adapt mitigation and compensation measures (including additional measures for

particularly vulnerable individuals) in response to any changes on the ground and

consultation with affected and interested stakeholders;

Ensure delivery of communal facilities at NEDS and TDDS as per the LRP;

3.3 | TASK 3: MONITORING

Monitoring is a critical component of this assignment. The Consultant will monitor the indicators

collected during the baseline studies carried out for the LRP and complemented by additional

surveys carried out at the outset of this assignment in order to measures livelihood impacts and

both quantitative and qualitative outcomes of the livelihood restoration measures provided for

under the LRP (see section 10 of the LRP).

The consultant will:

Monitor waste pickers on a regular basis immediately after displacement, with frequency

decreasing over time. In the event that indicator trends are less than positive, additional

measures will need to be developed to support waste pickers. Data will need to be analysed

to consider results at an aggregate level and also broken down by sub-groups (e.g. elderly

waste pickers, waste pickers with no formal education; vulnerable households etc).

Monitor at the time of Project construction to ensure Project inputs are delivered and to

collect a summary of the intentions of each waste picker household (their livelihood

option).

Monitor on a 3 monthly basis after the cessation of access to MDDS. The first round of

monitoring (beginning of month 3) will have provided time for waste pickers to participate

in the training and other forms of support outlined in the LRP, and to, hopefully, have

secured another form of employment. The beginning of Month 3 will also mark the end

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of the value of the “second transition allowance” payment and as such will provide a good

status update on the prospects for the waste picker household.

Monitor on a six monthly basis after the first year, with waste pickers who have

successfully transitioned to formal secure employment “graduating” from the group and

no longer requiring monitoring.

Monitoring activities would be expected to conclude when the Modernization Project is complete

(assumed to be 3 years time).

4 | IMPLEMENTATION ARRANGEMENTS

The Consultant will report on all aspects of the Assignment to the EBRD in consultation with the

Client’s representative, and liaise with the Resident Office and the Environmental and

Sustainability Department lead, based at EBRD headquarters in London.

The Client and the Bank will provide the Consultant with access to, or copies of all, relevant

information in English or Mongolian. The Consultant will make a detailed review of this

information and provide all documentation expected as deliverables in both English and

Mongolian. The Consultant will bear the cost of any necessary translations.

The Consultant will be expected to work with a variety of relevant implementation partners and

stakeholders including officials of the Municipality of Ulaanbaatar, the Project’s PIU,

management of the City’s waste disposal services and of the MDDS site in particular (LCSD),

local authorities and other government representatives, PAPs, as well as possible partner NGOs

or CSOs where appropriate.

5 | DELIVERABLES

The Consultant will submit the below deliverables. All documents shall be prepared in English

and Mongolian and provide for one round of reviews by the Bank and the Client/PIU. Any

information identifying individual waste picker households and containing any names or other

information allowing the identification of individuals will be presented in Annexes that can be

readily removed from documents prior to public disclosure. Final versions will be provided in

word and pdf formats.

Deliverable 1: Detailed work plan for the LRP implementation activities, including a

detailed Monitoring Plan and a list of implementation partners to include the Client, local

authorities, relevant government agencies (welfare officer, pensions, etc.), and civil

society organisations (CSOs), where appropriate, so as to coordinate the LRP

implementation activities (2 weeks from assignment start)

Deliverable 2: Monthly Implementation Progress Reports for a period of 6 months

(starting 4 weeks after assignment starts)

Deliverable 3: Implementation Completion Report (2 weeks following delivery of all the

key LRP compensation and mitigation activities)

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Deliverable 4: Four 3-monthly Monitoring Reports (starting 6 weeks following after all

the key LRP compensation and mitigation activities have been delivered over the

duration of 12 months)

Deliverable 5: Four 6-monthly Monitoring Reports (starting after the first year of

monitoring)

Deliverable 6: LRP Implementation Evaluation Report (3 years following start of

monitoring).

All final documents and reports prepared for this contract delivered in Word and PDF versions in

English and Mongolian.

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ANNEX 1

BREAKDOWN OF COSTS (EXCLUSIVE OF VAT)

DIRECT EXPENSES

1. Fees (Remuneration):

Name of Experts Job Titles Working

Period

In the

Field (Days)

In Home

Office (Days)

Total

No of Days

Expert

Daily Rate

Total

Days

Total Fees

2. Per Diem Allowance:

Place Number Rate

Period Per Diem Total

Total Per Diem

REIMBURSABLE EXPENSES

(may include indirect taxes, such as VAT which are not otherwise recoverable by the Consultant)

3. Air Travel: (Full Economy Class or Equivalent)

Routing Air Fare No. of Flights

Total

Total Air Travel

4. Local Travel: (Travel from home to departure airport & return, and reasonable local travel abroad)

Journey Cost No. of

Journeys Total

Total Local Travel

5. Miscellaneous

Item Description Number Total

Visas

Interpretation and Translation

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Reports

Communications

Equipment Purchase

Accommodation for long term experts (not listed in Per Diem)

Other Miscellaneous Expenses (to be specified)

Total Miscellaneous

6. Contingencies: (utilisation only after prior approval in writing by the Bank)

Item Amount

Total Contingencies

Total Financial Proposal

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ANNEX 2 – LIVELIHOOD RESTORATION PLAN

(To be send as a separate file)

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