Pristina Municipal Assembly Establishes new public Cleaning company “Pastrimi-Prishtina”
The Kosovo capital creates a municipally owned waste-management company after years of collection problems, political disputes and dissatisfaction with the existing regional operator, but opposition councillors warn that the restructuring could fragment services and weaken the established company.
Pristina’s Municipal Assembly approved the establishment of a new local public cleaning company called “Pastrimi-Prishtina” on September 25, 2026, marking a major restructuring of waste management in Kosovo’s capital. The new company will be under direct municipal ownership (pronësi) rather than operating as part of the existing regional waste company serving several municipalities. Thirty-four councillors supported the establishment (themelim) of the enterprise, with no recorded votes against or abstentions during the final vote. Municipal officials presented the decision as a long-term solution (zgjidhje) to persistent problems involving rubbish collection and cleanliness across the rapidly growing capital.
The municipality says Pristina will own 100 percent of the shares in the new public company. Public Services Director Leotrim Retkoceri said direct municipal control (kontroll) would allow the capital to organise waste collection according to its own requirements. The company would have its own management, equipment and operational capacity (kapacitet) rather than sharing resources with several surrounding municipalities. This greater administrative autonomy (autonomi) is intended to make municipal authorities directly responsible for whether streets and neighbourhoods are kept clean.
Mayor Përparim Rama described the vote as one of the most important decisions taken for Pristina’s residents. He argued that the current waste-management system had become increasingly inadequate (i papërshtatshëm) as Pristina expanded and its service requirements multiplied. Municipal authorities had become frustrated by what they regarded as insufficient responsiveness (aftësi reaguese) from the existing regional operator. Rama said creating a company exclusively dedicated to the capital would establish clearer accountability (llogaridhënie) for waste collection.
The decision followed months of visible problems with rubbish accumulation in different parts of Pristina. During the hot summer period, overflowing containers and delayed collection produced increasing public dissatisfaction (pakënaqësi) in several neighbourhoods. Waste left for extended periods can create sanitation problems and unpleasant odours (erëra të pakëndshme) as organic materials decompose. Persistent collection failures therefore became a question of urban hygiene (higjienë) as well as the appearance of the city.
The existing Regional Waste Company “Pastrimi” historically provided collection services not only to Pristina but to several municipalities in the surrounding region. This regional structure was intended to create economies of scale (ekonomi shkalle) by allowing municipalities to share vehicles, employees and administrative resources. Over time, however, local authorities increasingly complained about uneven service performance (performancë) and the difficulty of meeting each municipality’s changing needs. The result was growing pressure for decentralisation (decentralizim) of waste-management responsibilities.
Pristina was not alone in questioning the regional model. Municipalities surrounding the capital had also expressed dissatisfaction (pakënaqësi) with the services provided by the regional company during 2026. Some began considering independent procurement or the establishment of their own municipal enterprises (ndërmarrje) rather than continuing to depend on the common operator. The emerging trend toward municipal self-management (vetëmenaxhim) therefore extended beyond Mayor Rama’s administration.
In August, the mayors of Pristina, Lipjan and Drenas met to discuss the future of regional waste management. They agreed in principle that cleaning responsibilities should return directly to individual municipalities (komuna). Such a restructuring would also require a proportional division of the regional company’s assets (asete), employees and liabilities among participating municipalities. The proposal illustrates the substantial organisational complexity (ndërlikim) involved in dismantling or restructuring a company that has historically served several local governments.
Creating Pastrimi-Prishtina does not therefore mean that a fully operational waste company appears immediately after the municipal vote. The new enterprise will require legal registration (regjistrim) and an organisational structure before it can assume complete responsibility for collection. It will also need sufficient vehicles, containers, personnel and financial resources (burime) to provide regular services across the capital. The transition must consequently be managed carefully to avoid a temporary service vacuum (boshllëk shërbimi) between the regional and municipal systems.
Rama has argued that the capital needs a company designed specifically around Pristina’s size and population growth. The municipality has experienced substantial urban expansion (zgjerim) as new residential districts have developed around the city. Greater population density generates higher daily volumes of municipal waste (mbeturina) and requires more frequent collection routes. A system that fails to expand proportionately can quickly develop operational bottlenecks (pengesa strukturore) as containers fill faster than collection vehicles can empty them.
The new company could theoretically allow Pristina to invest in equipment according to these local requirements. Municipal ownership makes it possible to develop a dedicated fleet (flotë) of collection vehicles instead of depending on equipment distributed across a regional company. Authorities could also redesign collection routes (itinerare) using data on population density and waste volumes. More precise operational planning (planifikim) could reduce missed collections and unnecessary journeys if the system is managed efficiently.
Opposition councillors, particularly from Vetëvendosje, strongly criticised the proposal before the final decision. Vetëvendosje group leader Gëzim Sveçla argued that Pristina already had access to a public company capable of providing waste services. He warned that establishing another enterprise could increase political clientelism (klientelizëm) through new management and employment appointments. Sveçla also expressed concern about possible fragmentation (fragmentim) of the waste market and the future of employees currently working for the regional company.
The opposition’s argument focused partly on whether reforming the existing company would be preferable to creating a separate institution. An established regional company already possesses organisational infrastructure (infrastrukturë), machinery and experienced personnel. Transferring services to another company can produce organisational duplication (dyfishim) if both structures continue operating simultaneously. Critics therefore question whether the municipal model will provide greater efficiency (efikasitet) or simply create additional administrative costs.
Sveçla also warned that the new structure might weaken the existing regional company financially. If Pristina represents a large proportion of its customers and revenue, losing the capital could significantly reduce the company’s income base (bazë të ardhurash). Remaining municipalities could then face higher per-unit costs (kosto) because fixed expenses would be distributed across fewer customers. Such a process can create a financial downward spiral (spirale rënëse) if declining revenue makes it increasingly difficult to maintain equipment and service quality.
Municipal officials reject the suggestion that the capital should continue accepting inadequate service simply to preserve a regional company. Their position is that institutional structure should follow service effectiveness (efektivitet) rather than historical arrangements. If Pristina can provide better waste collection directly, they argue, citizens should benefit from greater operational responsibility (përgjegjësi) at municipal level. The new enterprise is therefore presented as a form of administrative reform (reformë) rather than an attack on the existing company.
The debate has also been influenced by major disagreements concerning investment in Kosovo’s waste-management infrastructure. A proposed project supported by the German development bank KfW involved approximately €74 million in waste-sector investment (investim). One condition reportedly required waste management in Pristina to remain entrusted to the regional company for ten years. Previous municipal use of private waste contractors contributed to the project becoming blocked (i bllokuar), demonstrating how disputes over service models can affect access to external financing.
Mayor Rama later accused Finance Minister Hekuran Murati of failing to sign a guarantee connected with financing for the regional waste company. Municipal officials cited the unresolved financing issue as another factor supporting creation of an independent company. Retkoceri specifically referred to the unsigned loan guarantee (garanci huaje) when presenting the establishment proposal to councillors. The dispute illustrates the complicated interdependence (ndërvarësi) between municipal policy, national financial decisions and international development institutions.
Waste management in Pristina had already produced legal and political disputes before the September decision. Earlier in 2026, the municipality used a negotiated procedure to award contracts worth approximately €950,000 to private companies for waste collection. Critics alleged that this arrangement conflicted with the municipal regulation (rregullore) designating the regional public company as the official waste-service provider. The procurement procedure was challenged before relevant institutions (institucione) and contributed to continuing political confrontation over the municipality’s approach.
The municipality argued that private assistance had become necessary because the regional company lacked sufficient technical and staffing capacity. Rama said Pastrimi had experienced temporary operational limitations (kufizime) that prevented it from supplying complete services. A memorandum between the municipality and the company attempted to establish emergency cooperation (bashkëpunim) while additional contractors were used. These temporary measures demonstrated the municipality’s difficulty maintaining service continuity (vazhdimësi) under the existing system.
Independent auditors have also criticised the wider waste-management system. Kosovo’s National Audit Office concluded in a performance review that Pristina had not achieved sufficient efficiency (efikasitet) or effectiveness in household waste collection. The audit identified failures across several layers of institutional oversight (mbikëqyrje) rather than placing responsibility on only one organisation. Such findings strengthened calls for structural reorganisation (riorganizim) of how the capital manages rubbish.
According to audit reporting, the board of the regional waste company had not adequately addressed the continuing collection problems in the capital. Weak institutional supervision can create a form of governance failure (dështim qeverisjeje) in which different institutions possess responsibility but none successfully resolves the problem. Municipalities can blame the operator while the operator points toward financial or administrative constraints (kufizime). Establishing a single municipally owned company may create clearer lines of accountability (linja përgjegjësie) if responsibilities are genuinely consolidated.
The success of Pastrimi-Prishtina will nevertheless depend heavily on financial sustainability. Waste collection requires substantial recurring expenditure (shpenzim) for fuel, salaries, maintenance, containers and vehicle replacement. Municipal companies also need reliable revenue collection (mbledhje të ardhurash) from service charges or municipal transfers. Poor collection rates can create persistent cash-flow problems (probleme likuiditeti) even when an enterprise performs an essential public function.
Retkoceri specifically referred to weaknesses in fee collection among municipalities participating in the regional company. If customers fail to pay regularly, an operator can struggle to finance vehicle maintenance and modernisation. Stronger municipal control could allow Pristina to improve billing (faturim) and payment enforcement. However, aggressive collection policies must also consider social affordability (përballueshmëri) for lower-income households.
Modernisation will be another major challenge. Efficient urban waste collection increasingly uses digital route optimisation (optimizim itinerari) and sensors capable of identifying when containers are full. Modern vehicles can improve fuel efficiency (efikasitet) and reduce the frequency of mechanical breakdowns. Greater technological investment (investim teknologjik) could allow the new company to provide more reliable service with fewer unnecessary journeys.
Waste separation and recycling provide an additional opportunity extending beyond basic rubbish collection. A modern company can gradually introduce source separation (ndarje në burim) so households separate recyclable materials before collection. Better sorting reduces the quantity of waste requiring final disposal (asgjësim) and can recover materials with economic value. Developing a circular-economy approach (qasje) would represent a significant advance beyond simply transporting mixed rubbish from containers to landfill.
Public participation will be essential because even a well-equipped company cannot maintain clean streets if waste is deposited improperly. Municipal authorities need stronger public awareness (ndërgjegjësim) regarding collection schedules and illegal dumping. Consistent enforcement can discourage littering (hedhje mbeturinash) while education encourages residents to cooperate with new systems. Cleaner urban environments therefore require shared civic responsibility (përgjegjësi) alongside institutional reform.
The establishment of a capital-owned company also raises questions about employment. Existing regional-company workers may seek transfer to the new enterprise, creating important questions about staff allocation (shpërndarje stafi) and employment rights. Experienced employees possess valuable operational knowledge (njohuri) that a new organisation would otherwise need time to develop. A transparent transition can preserve institutional expertise (ekspertizë) while reducing anxiety among workers about possible job losses.
Political appointments represent another risk for municipally controlled enterprises. Public companies can become vulnerable to patronage (favorizim politik) if management positions are allocated according to party connections instead of professional competence. Strong recruitment procedures and independent boards can improve corporate governance (qeverisje korporative). Transparent reporting provides an additional safeguard (garanci mbrojtëse) by allowing councillors and citizens to examine financial and operational performance.
The new enterprise will therefore require measurable service indicators if Pristina wants to demonstrate that restructuring has produced genuine improvement. Authorities could track missed collections, customer complaints (ankesa), collection frequency and vehicle availability. Financial indicators can measure operating efficiency (efikasitet operacional) and revenue collection. Publishing such data would increase public transparency (transparencë) and allow citizens to compare the new system with the one it replaces.
Waste management also has significant environmental consequences. Poorly collected rubbish can contaminate soil and waterways through leachate (lëng kullues) and other pollutants. Burning waste produces harmful emissions (shkarkime) that affect air quality and public health. Better collection and treatment therefore create an environmental benefit (përfitim) extending beyond visual cleanliness.
For Pristina, cleanliness is also connected with the city’s economic image. The capital is attempting to attract tourists, investors and international organisations while presenting itself as a modern European city. Visible rubbish can damage urban reputation (reputacion) and reduce residents’ quality of life. Reliable sanitation is therefore part of basic municipal competitiveness (konkurrueshmëri) as well as an ordinary public service.
The September 25 vote represents only the institutional beginning of Pastrimi-Prishtina rather than proof that the waste crisis has been solved. The municipality must now transform the Assembly’s political decision into an operational enterprise (ndërmarrje) capable of serving hundreds of thousands of residents. Successful implementation will require equipment, personnel, financing and professional management (menaxhim) to be assembled without interrupting existing collection services. The transition will therefore provide an important test of municipal administrative capacity (kapacitet administrativ).
If the company succeeds, Pristina could gain clearer control over one of its most visible public services. Direct ownership may create stronger responsiveness (aftësi reaguese) because residents will know that the municipality itself is responsible for failures and improvements. If the transition is poorly managed, however, the creation of another institution could increase fragmentation (fragmentim) without resolving the underlying operational weaknesses. The ultimate measure of the reform will therefore be simple: whether Pristina becomes consistently cleaner (më e pastër) and its waste collection more reliable.
Key Albanian Vocabulary
pronësi ownership
themelim establishment
zgjidhje solution
kontroll control
kapacitet capacity
autonomi autonomy
i papërshtatshëm inadequate
aftësi reaguese responsiveness
llogaridhënie accountability
pakënaqësi dissatisfaction
erëra të pakëndshme odours
higjienë hygiene
ekonomi shkalle economies of scale
performancë performance
decentralizim decentralisation
ndërmarrje enterprises
vetëmenaxhim self-management
komuna municipalities
asete assets
ndërlikim complexity
regjistrim registration
burime resources
boshllëk shërbimi vacuum
zgjerim expansion
mbeturina waste
pengesa strukturore bottlenecks
flotë fleet
itinerare routes
planifikim planning
klientelizëm clientelism
fragmentim fragmentation
infrastrukturë infrastructure
dyfishim duplication
efikasitet efficiency
bazë të ardhurash income base
kosto costs
spirale rënëse downward spiral
efektivitet effectiveness
përgjegjësi responsibility
reformë reform
investim investment
i bllokuar blocked
garanci huaje loan guarantee
ndërvarësi interdependence
rregullore regulation
institucione institutions
kufizime limitations
bashkëpunim cooperation
vazhdimësi continuity
mbikëqyrje oversight
riorganizim reorganisation
dështim qeverisjeje governance failure
kufizime constraints
linja përgjegjësie lines of accountability
shpenzim expenditure
mbledhje të ardhurash revenue collection
probleme likuiditeti cash-flow problems
faturim billing
përballueshmëri affordability
optimizim itinerari route optimisation
efikasitet efficiency
investim teknologjik technological investment
ndarje në burim source separation
asgjësim disposal
qasje approach
ndërgjegjësim awareness
hedhje mbeturinash littering
përgjegjësi responsibility
shpërndarje stafi staff allocation
njohuri knowledge
ekspertizë expertise
favorizim politik patronage
qeverisje korporative governance
garanci mbrojtëse safeguard
ankesa complaints
efikasitet operacional efficiency
transparencë transparency
lëng kullues leachate
shkarkime emissions
përfitim benefit
reputacion reputation
konkurrueshmëri competitiveness
ndërmarrje enterprise
menaxhim management
kapacitet administrativ capacity
aftësi reaguese responsiveness
fragmentim fragmentation
më e pastër cleaner
