Title: Public Administration of Dhaka WASA

Submitted By
Sl. Name ID No.
No.
1. Reshmin Yusuf 111 0993 030
2. Md. Fouad Hasan 132 0158 030
3. Nahid Bhuia 133 0797 030
4. Tanvir ahmed 172 1074 030
5. Saqlain Hossain Chowdhury 172 1341 030
6. Rakib Hassan 163 1134 030

Course Title: Introduction to Public Administration

Course Code: PAD201
Section: 01
Semester: Fall 2018

Submitted to
Dr. Mahabubur Rahaman
Faculty, Department of Political Science and Sociology
North South University

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3rd December, 2018

Mahabubur Rahaman,
Associate Professor
Department of Political Science and Sociology,
North South University,
Dhaka-1229
Course: PAD201 (Sec: 01)

Subject: Submitting the Assignment on “Public Administration of Dhaka WASA”

Dear Sir,
It gives us immense pleasure to inform you that we have successfully completed our report
which you authorized us to undertake as a part of our PAD201 Course. We have tried our level
best to fulfill the requirement of this report by engaging ourselves seriously and giving our best
effort to prepare this report. Working hard for this report makes us able to understand the
geographical importance and mineral resources of Bangladesh which we think will be very
useful in our professional life and also for the personal life.

Therefore, we would like to provide you additional information if you have any enquires after
reading the report. Under this circumstance, we would be greatly happy if you kindly accept the
assignment of our hard work and appreciate us for the future purposes.

Thanking You,
Reshmin Yusuf
Md. Fouad Hasan
Nahid Bhuia
Tanvir ahmed
Saqlain Hossain Chowdhury
Rakib Hasan

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Summary
Dhaka, the capital city of Bangladesh, has become a megacity with a population of nearly 12.5
million, which is increasing at an annual rate of over 5% .In order to meet the ever increasing
demand of safe drinking water; Dhaka Water Supply Authority (Dhaka WASA) of Bangladesh
has installed a number of deep tube wells that tap the upper aquifers. However, in most parts of
the city, the current groundwater abstraction exceeds the recharge rate, causing the ground water
to be mined systematically and be depleted of its reserve. Thus, there is an urgent need to
alleviate the demand on the upper aquifers and explore more sustainable sources to augment the
present water supply. This implies a conjunctive use of groundwater and surface water in order
to maintain the balance between anthropogenic demand and water’s natural availability.
However, the surface water along these peripheral rivers is known to be highly polluted due to
municipal and industrial untreated wastewaters that are discharged The whole report is about
Dhaka WASA and their administrative functions. In this report we talked about its mission
vision, we talked about how its administration function work. We also showed major problem of
Dhaka WASA and we showed what it faces during monsoon and during dry season. How Dhaka
WASA tackle such problematic issues. This report is also going to show the overall view of
Dhaka WASA.

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Contents
Introduction ..................................................................................................................................... 5
Organizational Overview ................................................................................................................ 5
Mission & Vision: ....................................................................................................................... 6
The leading responsibilities of Dhaka WASA are: ..................................................................... 7
Service Area ................................................................................................................................ 7
Research Methodology ................................................................................................................... 8
Administrative Functions ................................................................................................................ 9
Problems Identification ................................................................................................................. 11
Administrative problems: .......................................................................................................... 11
Other problems: ......................................................................................................................... 11
Major challenges ........................................................................................................................... 13
Research and Findings .................................................................................................................. 14
Recommendations ......................................................................................................................... 16
Conclusion .................................................................................................................................... 18
Bibliography ................................................................................................................................. 19

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Introduction
WASA which is abbreviated as Dhaka Water Supply and Sewerage Authority provides service
oriented autonomous commercial organization in the Public sector entrusting the responsibility
of providing water supply, sewerage disposal (wastewater), and storm water drainage services to
the urban dwellers of the fast growing metropolitan Dhaka, the capital of Bangladesh. More than
360 sq. km service area with 12.5 million people with a production of almost 2110 million liters
per day is covered by WASA. A number of challenges are dealt by Dhaka WASA which
includes unplanned city development and informal settlements, transitioning to using surface
water instead of groundwater, and large investment funding. However Dhaka WASSA has a
number of notable achievements including significant increase in water production and
productivity, improved service quality, increased revenue, reduction of non-revenue water, and
provision of water supply at low cost. In the early 16’s, the Mughals established Dhaka city for
the very first time covering 10 Sq. km area. Gradually with time it grew to 22 Sq. km under The
British rule and kept expanding to 50 Sq. km during the Pakistan period. At present Dhaka
covers up to 350-465 Sq. km in area which has become one of the leading summonses for the
Dhaka WASA. In 1963 under the East Pakistan ordinance, Dhaka WASA was recognized as an
independent organization. The drainage system of Dhaka city also handed over to Dhaka
WASSA from DPHE in 1989. In 1990, Water, Drainage, and Sewerage services of Narayangonj
city were consigned with Dhaka WASA. In 1996, Dhaka WASA’s activities have been
reorganized by Dhaka WASA Act depending on the tremendous geographical expansion and
population growth over the last two decades. Proceeding with this act, Dhaka WASA is directing
as a semi-autonomous organization under a Board and the Ministry of Local Government, Rural
Development and Cooperatives (LGRD&C) well known as line ministry.

Organizational Overview
“Table of Organization & Equipment (TO&E)” is newly approved by the Dhaka WASA and
guided by a Board. 13 members including Chairman form the Dhaka WASA board which
involves formulating policy and providing overall guidelines. The executive management of
Dhaka WASA is lead by a managing director and four deputy managing directors including chief
engineer & commercial manager.

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The chief executive of the organization is the managing director and the top-level positions of
the organization were reorganized by the WASA Act in 1996.

The Office of the Chief Executive (Managing Director) and they are Administration, Finance,
Operation & Maintenance, and Research, Planning, & Development as categorized as the four
wings of the organizational structure of Dhaka WASA.

Total manpower in Dhaka WASA is 4,431 based on current organizational structure

although by June 2011 the number reduces to 3,294.Considering the geographic expansion
of the City was approved in 2009 and the present organizational depending on service
requirement.

The present organizational structure has been represented with the current water supply staff
position and its hierarchy at the utility. Water Supply System (87.6% of total manpower) and
Sewerage System (13.4% of total workforce) are the two main branches for the ratio of the
manpower where all services (Water Supply, Sewerage, and Drainage System) of Dhaka WASA
are correlated.

Mission & Vision:

 Constantly seek ways to better serve our customers
 Implement the projects effectively and speedily
 Reduce dependency from GW to SW
 Practice a corporate culture in management & operation
 Ensure a high level of transparency & accountability
 Improve efficiency and reduce the operating cost
 To be the best water utility in the public sector of Asia-Environment friendly, Sustainable
and Pro people Water Management System
 By developing safe and pure drinking water supply, sanitation and drainage system, we
can improve the standard of living of city people which is one of the foremost purposes
of Dhaka WASA.

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The leading responsibilities of Dhaka WASA are:
1. Construction, operation, development and maintenance of necessary infrastructure to
filter, pick up, store and supply pure drinking water to general people. Industry and
business institution of Dhaka city.
2. Construction and maintenance of wastage water filtering and drainage system.
3. Construction, development and maintenance of storm sewer to remove metropolitan
water blockage.

Service Area
More than 360 square km with a population of about 12.5 million is covered by the service area
of Dhaka WASA which is extended to Mirpur and Uttara in the North and to Narayanganj in the
South at present.

Figure: Service area & Usages

the total service area of Dhaka WASA is divided into 11 geographic zones including 10 in Dhaka
City and 1 in 2010 Page 4 of 13 Narayanganj for better operation, maintenance, and customer
care. The responsibilities of engineering, maintenance, and operation as well as revenue
activities has been carried out by the offices in each zone therefore the respected consumers can
obtain all possible services and counseling from one place.

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Research Methodology
For the purpose of this research we have collected our data and divided them into two segments:

 Primary Data
 Secondary Data

Primary Data:

Primary Data is data that has been collected by the researchers for the first time. Researchers
have collected this data with a specific purpose of studying the problem to prepare our report we
have focused two types of research methodology for primary research we have conducted
interviews with WASSA officials; Deputy Managing Director (Finance & Administration), Chief
Accounts Officer, Director – Public Information Department, Chief Computer Engineer, Chief
Training Officer, Dhaka WASA.

Secondary Data:

Secondary Data is the data that already exists and in ready to use format and gathered. This data
can be in the form of articles in magazines, journals, government reports or any other historical
data. It might even be the different articles in newspaper and on the internet blogs. Secondary
Data that would be used by researcher in the research process as supportive documents are from
the various newspaper articles, magazines related to specific industry, books in the specific field
of advertising and various different internet sites.

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Administrative Functions
Administration sector is one of the 4 wings of Dhaka WASA .Dhaka WASA as a service
oriented autonomous commercial in public sectors, is functioning through 4 wings which
includes Administration, Finance, Operation & maintenance, and Research, Planning &
Developments.

Charter has been formulated for ensuring the service standard and accountability to the clients a
citizens’. In 2007 after a wide period of time as 24 years a new organizational structure
comprising having 4375 position which was rapidly approved by the government on 9/12/2007.
Dhaka WASA (water connection and water tax) regulation 2007 revealed as gadget. Other than
there are three regulations have been approved by 72th special meeting and sent to ministry on
6/12/2007. They are given below:

 Dhaka WASA Employees Service Regulation 2007.

 Dhaka WASA Finance Regulation 2007.
 General Future Fund Regulation 2007.

Development Project Implementation:

During fiscal year 2008-09, for development of 12 project 205.92 crore Taka was allotted and
195.47 Taka was expended. By that time 98% of project progress and 95% of financial progress
gained.

Water Production:

During the period 2015-2016, Dhaka WASA has achieved the capacity of daily production of
2450 liters of water per day by 7600 deep tube well and 4 water treatments plants. The surplus
water production capacity has considered as a milestone in the history of Dhaka WASA.

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Service:

The operation and maintenance system has been improved for providing a better standard of
customer service. Billing and collection system have built easier. For removing water blockage
in Dhaka city 13 canals are been uncovered to flow away rain water. To sewer block rain water
on the street pumping and other maintenance system has been improved. As a result, west Dhaka
did not survive with water blockage in last year.

Administration:

There several administrative activities were taken for creating a good governance in different
sectors including wastage and corruption protection. The administrative red-tapes were decrease
by this. Up to 35% system loss has been decreased. To decrease 2% loss in every year different
steps has been added against the bill defaulter and awareness programs were operated. During
the stated fiscal year 269 transfers were built to make administration more active.

Activities taken to Develop Customer Service:

The help desk is opened in every modes zone to provide customers more facilities. These
provides necessary services to the customer. In every mode zone there is a complaint counter is
also available for customer. Within three working days after complaining complaints are
considered to be completed. In terms of new water connection, within 15 days of application
work has to be done. By placing it within three days of testing time for meter placing is also
shortened. Dhaka WASA try to solve water related complaints by 24 hours of complaining.
Computerized database is made on each of Dhaka WASA’s properties.

Research Activities: GLS based MIS is being activated to develop water supply, sewerage and
drainage system of Dhaka city. Computerized system is introduced to bring transparency in
billing and collection. For publish revenue bill in website pilot program is taken. To reduce
customer harassment digital meter system is to be introduced. To build organizational accounts
transparent double entry accounting system and computerized accounts system are also
introduced. To build feasibility test on if it is possible to produce 40 crore liters of water from 70
tube wells in Singair ground water source Institute of water modeling is recruited. The project
will be implemented only when the survey report shows positive result.

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Problems Identification
In this report, we concentrated on the expansive part of WASA's limitations on their expenditure
plan and money related administration. To have a better survey we recognized and talked about
various measurements of the requirements on their expenditure plan and money related
administration with WASA authorities. According to our findings we identified some issues that
need to be taken into consideration.

Administrative problems:
1. Government Interference and lack of rules and regulations:

Institutional surpluses in the utilization of the Act and Government obstacle in the basic
leadership process hampers the Board's independence and threatens effective administration
conveyance from the segment of WASA. Absence of operational principles and directions makes
a disagreement for the Government to sidestep the Board's power.

2. Weak Capabilities of Officers and Employees

The management’s inability to recruit capable employees and to the absence of a human
resources development policy on recruitment and training development needs. The Dhaka
WASA training center was setup in 1980. However, the training center is not effective in
providing training as it suffers from lack of financial and human resources, lack of facilities,
equipment and transport for field training.

3. System Loss:

Illegal connection, weak billing system etc. are administrative system loss. DWASA has taken
significant steps to reduce the system loss. Various steps in revenue billing and collection
process have brought least success in reducing the system loss

Other problems:

(a) Water Shortage:

There’s a huge water shortage problem in our country and some of the reasons for water
shortages can be as follows:

(b) The Causes of Water Shortage

Dhaka WASA fails to ensure water production and infrastructure development for water supply
to fulfill the increasing demand with the increasing number of population of our country.

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84% water of Dhaka city is being distributed from deep tube-well or ground water. For
mechanical reason it is needed to dig deep tube-well and ensure 2000 feet distance from one
another as it decreases production of water if placed in short distance.

The nonstop water lifting causes decrease of water level as well as decrease the capacity of deep
tube-well in water lifting.

(c) Sewerage System:

To make a city life healthy, a proper sewerage system is necessary. Since 1923 sewerage system
started to develop gradually in Dhaka city. But not all areas of Dhaka city have this facility
because of lack of capital availability. Mirpur, Mohammadpur, Shaymoli, Kallayanpur, Uttara
and Baridhara including a large part of northern zone of Dhaka city were out of the facility of
sewerage system. But Dhaka WASA has taken effective steps to construct this system all over
the city.

Reasons for sewerage problems:

Empty plastic bottles, poly bags and various solid wastages create obstacles in manhole and
sewerage line.

Illegal surface drain which is connected with sewerage line causes severe pollution. To solve
these problems DWASA has taken several steps like spreading awareness amongst people to not
throw waste in manhole and connect illegal surface. To let this news get to people Dhaka WASA
advertised in several radio channels, televisions and in newspapers too. Many areas of Dhaka
city in still out of this facility as this system are very expensive to.

(d) Drainage System:

The canals built in the past years were connected with each other and used as the water ways. In
last few decades various infrastructure development project of Dhaka city filled most of the
canals and caused drainage problems.

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Major challenges
There are several challenges for water supply system in Dhaka WASA and some of them can
briefly discuss and explain as follow:

Limited access to potable water:

Poor people, mostly living in the slum areas are being neglected both at demand and supply side
and are more deprived of having access to potable water. A study conducted by Uddin and Baten
(2011) reveals that 31.43 Percent households in Dhaka city do not have access to piped
connection and they have to rely on NGO or other source (stand pipe). Despite little consumption
they have to pay more than middle income or high income group people.

Depletion of groundwater level:

There are various reasons that are responsible for gradual declination groundwater level in
Dhaka city of which high groundwater withdrawal from the aquifer is the most crucial. In
addition, rapid urbanization including construction of roads, buildings other engineering
structures, flood protection dams and embankments are continuously hindering the natural
groundwater recharges from rainfall and perennial water sources existing in and around the city.
With rapid urbanization the paved area of Dhaka city in increasing without following any
regulated and structured trend, affecting the percolation of run off into the subsurface water.

Unplanned city development and informal settlements:

Dhaka is the world’s fastest growing mega city. Each year the flow of migrants, who are mostly
low income community (LIC) people from rural and other urban areas is increasing. Due to
tremendous expansion and population growth over the last two decades, the city developed in an
unplanned manner and the planning for WASA activities has to be modified to meet fast growing
demand for water.

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Switching to surface water from underground extraction:

Dhaka WASA has almost 100% water coverage. At present 87% of the supply comes from
groundwater and the rest from surface water treatment, WASA has to change its focus to surface
water instead of groundwater due to rapid depletion of the groundwater level. However treating
surface water is more expensive than using ground water.

Low tariffs and large investments:

The present water tariff is very low and uneconomical, An appropriate water tariff is require to
balance the benefits and cost of water usage and to ensure sufficient revenue for the long term
financial sustainability of the water supply business, However low revenues limit the utility’s
capacity to make a higher contribution to investments. WASA needs massive investment to treat
surface water

Research and Findings

Budget approval in not in the hand of Dhaka WASA Board:

According to the Act the Board has the power to approve both the Annual and the
Supplementary Budget of DWASA, but in practice the final approval is given by the Ministry of
Finance and the budget is then finalized in a tripartite meeting among the Ministry of Finance,
the Administrative Ministry and DWASA

Lack of efficient Allocation of Scarce Resource:

In the case of DWASA, the external audit report shows that the financial statements produced by
the Accounting and Finance Division of DWASA are perceived more as a ritual annual
presentation of financial information about operating receipts and expenditures, assets and
liabilities rather than as a tool for efficient allocation of scarce resources. The information
contained in the financial statements is often incorrect so that revenues and profits are overstated
while expenditures and liabilities are understated, thus failing to provide a true and fair view of
the DWASA fiscal situation

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No association from Govt. in case of Supplementary Budget:

During the fiscal year DWASA may resort to the supplementary budget procedure in the event
expenditures exceed the amount estimated in the budget. When this is the case, the additional
expenditures are usually financed out of DWASA revenues, unless the corresponding outlays are
financed out of ADP funds, in which case is GOB to provide the corresponding resources. In any
case the supplementary budget is to be approved by the Government.

Foreign Borrowing & Debt Management:

Another serious concern about DWASA financial management is related to its foreign borrowing
and debt management procedures. Auditing of DWASA’s financial statements reports significant
delays in repayment of these loans5 as well as irregular booking of payments on account of
interests in some cases6. As a result, arrears in principal repayment lead to a buildup in interest
liabilities with subsequent increase in debt service, while incorrect recording of loan repayments
provides a misleading picture of the actual liabilities of DWASA.

Delayed Audit Report:

According to the DWASA Act the audit report should be submitted within two months from the
end of the fiscal year, but usually the submission is delayed. Apparently there is no obligation
for DWASA to incorporate the auditor’s comments and to publish the adjusted financial
statements; this affects negatively the transparency of the budget process and financial
performance of the utility.

Lack of Computerization:

Finally, the lack of computerization of the financial management system is another serious
impediment to the efficient budget process. Budget data are still recorded in the manual ledger in
the accounting and finance department, while at the zonal level information on billing and
collection is kept in the consumer ledger which is not reconciled with the general ledger.
Financial reports are prepared by spreadsheet which is a lengthy procedure.

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Recommendations
A few proposals to correct the above examined imperatives have been talked about beneath:

 Practice Participatory Method: Since the principle imperatives on the institutional

resource of DWASA are political in nature, any change way to beat these confinements
must be based on a participatory way to deal with advance responsibility for and to create
the essential help from the piece of the Administration.
 Rearrangement of Staff Competencies: This needs arrangement of specialized help to
DWASA for the real usage of the new outline, plan of educational program, expected set
of responsibilities and coordinating of the human asset needs of DWASA with the current
staff normal premise.
 Strengthening Training Center: The most imperative essential for maintainability is to
empower DWASA to draw in and hold qualified coaches and to guarantee accessibility
of budgetary assets to support preparing exercises. With the end goal to hold qualified
coaches an explicit profession way ought to be produced which incorporates monetary
motivating forces. In any case, as it might be troublesome for DWASA to build up a
different compensation bundle for mentors, an elective choice may be to create
association concurrences with nearby and additionally remote organizations and colleges
by methods for which preparing can be given to DWASA staff either in-house or through
examination visits. The benefit of this arrangement is that it would decrease to a base the
weight on DWASA from running its very own instructional hub as this would likewise
raise a few worries as for its subsidizing. Truth be told, however amid undertaking
execution the instructional hub can be subsidized out of the venture advance continues,
when the task is finished, DWASA should assume control over the money related weight
of the middle.
 Recruit Qualified Staff and Ensure Accountability: Consequently, usage of the change
activities proposed in the past segment speaks to an empowering condition for
development of the spending procedure and budgetary administration of DWASA.
Capacity of the DWASA the executives to enlist qualified staff from the open market
would surely profit the bookkeeping and back division, which at present is deficient with
regards to any qualified bookkeeper. Also, expanded responsibility of DWASA the

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 executives for the monetary consequences of the utility would give extra impetuses
accordingly enhancing the nature of money related revealing.
 Introduce Result Oriented Budget: Transforming the spending procedure to present
outcomes arranged spending instrument by which arranged current and capital uses are
practical to the accomplishment of the administration's long haul vision of DWASA. This
requires rejection of the current gradual spending approach and working in the
bookkeeping division the important ability to deliver solid spending gauges;
 Reforming the Accounting System: Transforming the bookkeeping framework with the
end goal to bind together the capital spending plan (i.e. capital uses from income and
advancement spending plan) and to give separate data about the degree of Government
spending backing to DWASA;
 Capacity Building in Debt Management: Limit working in the red administration
exceptionally in what concerns checking obligation benefit installments and dependable
projection of future obligation benefit liabilities to be fused into the spending record.
DWASA the executives should assume a functioning in job in the elaboration of the
utility acquiring procedure likewise concerning the renegotiation with the focal
administration of the re-loaning terms and in addition rescheduling/discount of the most
costly credits which ingest an unreasonable offer of budgetary assets.
 Computerization of Financial Management: Computerization of the money related
administration and spending framework with the end goal to assist to procedure of
spending announcing and to connect the distinctive WASA zone workplaces to the focal
office. This progression is significantly more vital in light of the reasonable expanded
decentralization of the DWASA obligations to its zonal workplaces;
 Be Accountable to Ministry of Finance: Making the DWASA the board responsible to
the Service of Fund for the money related aftereffects of the expert by making necessary
distribution of the Yearly Report.

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Conclusion
Since Dhaka city is quick developing in zone and populace it is an extraordinary test for Dhaka
WASA to guarantee water of satisfactory amount and quality round the year. The ground water
table is quickly declining because of expansive scale deliberation. Consequently, ground water is
never again a reasonable choice. Dhaka WASA needs adequate assets for building up more
surface water treatment plants, and restoration of water pipelines and also 100% metering.
Changing mentality of Dhaka WASA individuals towards possession and business (water has its
esteem, nothing is free) is additionally basic. Accomplishing every one of these parameters
Dhaka WASA would turn into an effective association in not so distant future. Another vital
region is mechanizing all framework data and improvement of model for framework
examination. Dhaka WASA is building up a Geographic Data Framework (GIS) based
Administration Data Framework (MIS) on PC where all data would be accessible and
documented. Dhaka WASA is likewise building up a water dissemination framework model of
the city territory. This will significantly upgrade Dhaka WASA's ability for framework
assessment, activity, and arranging. Dhaka WASA is working in close association with NGOs
and Network Associations in dealing with the water supply circumstance in the casual
settlements. Such participation would be reached out to different parts of the city in future. At
long last, strides for changing over Dhaka WASA as a completely corporate body in the general
population area are experiencing. This would make this association a more powerful substance in
People in general segment.

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Authority: http://dwasa.org.bd/wp-content/uploads/2018/09/Audit-Report-2016-17.pdf

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