Project Report on Dhaka WASA

PAD201 | Section: 1 | Summer16

Submitted to:

Dr. Mahbubur Rahaman

Department of Political Science and Sociology,

North South University

Submitted by:
Farhana Ferdous 1230576030

Tousifur Rahman Anik 1230588630

Safwan Habib Ababil 1310569030

Nishat Tamanna Mou 1311214630

Zarif Tazwar Khan 1320275630

Mohammed Mansib Hossain 1320808030

Date: August 1, 2016

 Letter of Transmittal
August 1, 2016
To
Dr. Mahbubur Rahaman
Department of Political Science & Sociology
School of Humanities and Social Sciences,
North South University

Subject: Submission of PAD201 project report

Sir:

Submitting the assignmentof my study on Project on Dhaka WASA to you, is a great

pleasure. The project gives the degree and the chance to learn distinctive patterns and parts of
Dhaka WASA.

We have additionally grabbed significant involvement in the most recent three months; we
might want to thank you for supporting us all through overwhelmingly and North South
University for giving the chance to do the project. We assume that you will have a positive
perspective point on us as our examination is authentic and legitimate. We genuinely trust
that this report will satisfy the prerequisites recommended by you for the course PAD201.

Thank You.

Regards,

Safwan Habib Ababil

On behalf of the group
PAD201, Section: 1, Summer16
 Acknowledgement
One of the most pleasant parts of submitting a report is the opportunity to thank those who
have contributed to it. Unfortunately, the list of expression of thanks- no matter how
extensive is always incomplete and inadequate. These acknowledgements are no exception.
In addition, thanks to those who has given us important information and various advises
about our project.

At last, we sincerely acknowledge our gratitude to Dr. Mahbubur Rahaman sir, for his
valuable counseling towards this project. Without his encouragement and guidance, this
would not have been possible.
 Table of Contents
Introduction ........................................................................................................................................... 1

Organizational Overview ..................................................................................................................... 2

Mission and Vision: ............................................................................................................................ 2
Service Area:....................................................................................................................................... 3

Research Methodology ......................................................................................................................... 4

Primary Data: ..................................................................................................................................... 4
Secondary Data: ................................................................................................................................. 4

Administrative Functions ..................................................................................................................... 5

Problems Identification ........................................................................................................................ 7

Major Challenges .................................................................................................................................. 8

Research and Findings ....................................................................................................................... 11

Recommendations ............................................................................................................................... 14

Conclusion ........................................................................................................................................... 16

Bibliography ........................................................................................................................................ 16
 Introduction
Dhaka Water Supply and Sewerage Authority (WASA) is a service oriented autonomous
commercial organization in the Public sector, entrusted with 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. It covers more
than 360 sq. km service area with 12.5 million people with a production of almost 2110
million liters per day. Dhaka WASSA faces a number of challenges. These include unplanned
city development and informal settlements, transitioning to using surface water instead of
groundwater, and large investment funding. But 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. At the Beginning of the 16th century, the Mughals, in fact the first,
established Dhaka city, and it was then 10 Sq. km in size. Under British rule it grew to 22 Sq.
km and kept expanding during the Pakistan period to 50 Sq. km. Now it is 350-465 Sq. km in
area, and this rapid growth is main challenge for Dhaka WASSA. Dhaka WASSA was
established in the year 1963 as an independent organization, under the East Pakistan
ordinance. In 1989, the drainage system of Dhaka city also handed over to Dhaka WASSA
from DPHE. Again in the year 1990, Water, Drainage, and Sewerage services of
Narayangonj city handed over to Dhaka WASSA. Based on the tremendous geographical
expansion and population growth over the last two decades, Dhaka WASSAs activities have
been reorganized by Dhaka WASSA Act, 1996. According to this Act, Dhaka WASSA is
operating as a semi-autonomous organization under a Board, and the line ministry is the
Ministry of Local Government, Rural Development and Cooperatives (LGRD&C).

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 Organizational Overview
Currently Dhaka WASA is functioning with newly approved Table of Organization &
Equipment (TO&E) and guided by a Board. The Dhaka WASA Board consists of 13
members including Chairman, and it is made for formulating policy and providing overall
guidelines. A Managing Director and four Deputy Managing Directors including Chief
Engineer & Commercial Manager head the executive management of Dhaka WASA. The
managing director is the chief executive of the organization, and the top-level positions of the
organization were reorganized by the WASA Act, 1996.

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

According to current organizational structure total manpower in Dhaka WASA is 4,431. But
as of June 2011 the number of manpower reduces to 3,294. The present organizational
structure based on service requirement and considering the geographic expansion of the City
was approved in 2009.

The current water supply staff position and its hierarchy at the utility are reflected into the
present organizational structure. Actually all services (Water Supply, Sewerage, and
Drainage System) of Dhaka WASA is correlated, and the ratio of manpower engaged in two
main streams are Water Supply System (87.6% of total manpower) and Sewerage System
(13.4% of total workforce).

Mission and Vision:

Improving the standard of living of city people by developing safe and pure drinking
water supply, sanitation and drainage system is the main objective of Dhaka WASA.
The present main duties of Dhaka WASA are
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.
Construction, development and maintenance of wastage water filtering and drainage
system.
Construction, development and maintenance of storm sewer to remove metropolitan
water blockage.

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Service Area:
The service area of Dhaka WASA covers more than 360 square km with a population of
about 12.5 million. At present the service area of Dhaka WASA extended to Mirpur and
Uttara in the North and to Narayanganj in the South.

For better operation, maintenance, and customer care, the total service area of Dhaka WASA
is divided into 11 geographic zones, which includes 10 in Dhaka City and 1 in 2010 Page 4 of
13 Narayanganj. There is an office for each zone, and this office carries out the
responsibilities of engineering, maintenance, and operation as well as revenue activities. So
that 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
Policy:
To ensure the service standard and accountability to the clients a citizens charter has been
formulated. After a long period of 24 years in 2007 a new organizational structure comprising
4375 position was rapidly approved by the government on 9/12/2007. Dhaka WASA (water
connection and water tax) regulation 2007 published as gadget. Other than this the three
regulations below approved by 72th special meeting and sent to ministry on 6/12/2007. They
are:

Dhaka WASA Employees Service Regulation 2007

Dhaka WASA Finance Regulation 2007
General Future Fund Regulation 2007

Development Project Implementation:

In 2008 09 fiscal year 205.92 crore taka was allotted and 195.47 expended against 12
development projects. By that time 98% of project progress and 95% of financial progress
achieved.

Water Production:
At present Dhaka WASA is producing 176 liters of water by 490 deep tube well and 4 water
filtering center. Among this in running fiscal year water production was increased by placing
21 new deep tube well. More new deep tube well placing is under progress. To ensure
continuous water supply a gas generator with 3.4 megawatt power placed in Sayedabad water
purifying center. In consequence electricity equal to an amount of 50 lacs taka is been saved
in every month.

Service:
To ensure the standard of customer service the operation and maintenance system has been
developed. Billing and collection system have made easier. To remove water blockage in
Dhaka city 13 canals are been opened to flow away rain water. Pumping and other
maintenance system has been developed to sewer block rain water on the street. As a result,
west Dhaka was free from water blockage in last year.

Administration:
Several administrative activities were taken to established good governance in various sectors
including wastage and corruption protection. It reduces the administrative red-tapes. The
important is, system loss has been reduced to 35%. To reduce 2% system loss in every year

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step taken against the bill defaulter and awareness programs were operated. To make
administration more active 269 transfers were made during the stated fiscal year.

Activities taken to Develop Customer Service:

To provide customers with more facilities help desk is opened in every modes zone.
Necessary services are being given by these. A complaint counter is also attached with every
modes zone. Complaints are completed within three working days after complaining. In terms
of new water connection, work in done within 15 days of application. Time for meter placing
is also shortened by placing it within three days of testing. Any complaints relating to water
supply are tried to solve by 24 hours of complaining. Computerized database is made on each
of Dhaka WASAs properties.

Research Activities:
To upgrade water supply, sewerage and drainage system of Dhaka city GLS based MIS is
being activated. To bring transparency in billing and collection, computerized system is
introduced. Pilot program is taken to publish revenue bill in website. Digital meter system is
to be introduced to lessen customer harassment. Double entry accounting system and
computerized accounts system are introduced to make organizational accounts transparent.
Institute of water modeling is recruited to make feasibility test on if it is possible to produce
40 crore liters of water from 70 tube wells in Singair ground water source. If survey report is
positive, then the project will be implemented in financial association of government.

Eviction of illegal possession:

Action taken against any illegal dwellings or constructions made by Dhaka WASA officers or
staffs relating to create profit. 2000 illegal constructions are destructed and possession
evicted.

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 Problems Identification
With the end goal of this report, we led a basic appraisal of Dhaka WASA and we attempted
to concentrate on the expansive part of WASA's limitations on spending plan and money
related administration. To better survey the imperatives we recognized and talked about
various measurements of the requirements on spending plan and money related
administration with WASA authorities also hope to articles and diaries in view of the subject.
We have examined our finding on the test in the accompanying segment. Nonetheless we
have examined some authoritative requirements beneath.

Government Interference & Shortage of Rules and Guidelines:

Institutional overabundances in the utilization of the Act and Government obstruction in the
basic leadership process hamper the Board's self-sufficiency and endanger effective
administration conveyance from the segment of WASA. Nonappearance of operational
principles and directions makes a rupture for the Government to sidestep the Board's power.

Huge Revenue Outflow:

Proficiency in administration conveyance fluctuates crosswise over zones and in some of
them charging and accumulation has been contracted out to staff cooperatives, with huge
upgrades in gathering effectiveness. In any case, WASA in general experiences vast income
spillages which are because of both specialized and managerial reasons.

Weak Ability of Officers and Employees:

A noteworthy imperative to the productive working of WASA is the frail limit of its staff
both specialized and managerial. This is because of the administration powerlessness to
enroll new staff and to the nonappearance of a HR improvement arrangement on enlistment
and preparing needs.

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 Major Challenges
Dhaka WASA faces numerous challenges while providing Water Supply and Sewerage
services in fast growing Dhaka city, and they are briefly described below:

Mega City in developing country:

A mega city is usually defined as a metropolitan area with a total population in excess of 10
million people. Some definitions also set a minimum level for population density (at least
2,000 persons/square km). According to these definitions, Dhaka is identified as one of the
mega city in developing countries. It has population of over 10 million, and also the
population density (persons per sq. km) of Dhaka city is 30,000. However, for Low Income
Community (LIC) people the population density increases to 220,000 which is more than 7
times compared to that of Dhaka city. Mega city itself is a greatest burden as well as
enormous challenge for the developing countries, and this is also a big challenge for Dhaka
WASA to meet the need of water demand of this mega city. In a time of rapid urbanization,
Dhaka is the world's fastest growing mega city. Each year the flow of migrants into Dhaka
city, leaving the rural and other urban areas to try to make a living in the big city, is too high.
Most of these migrants are LIC people. By 2025, the total Population in Dhaka city is
estimated to be 21million of which LIC 8 million (approximately 44%). The LIC people will
be more crowded in Dhaka city in informal settlements.

Unplanned City development and growth:

The rapid growth of Dhaka city also causes high demand for water along with housing,
electricity, and gas. Due to tremendous geographical expansion and population growth over
the last two decades, the City was developed in a very unplanned manner, and as such the
planning for the Dhaka WASA activities is modified time to time to meet Dhakas fast-
growing demand for water, and still this is one of the challenges for Dhaka WASA.

Switching to surface water from ground water extraction:

Dhaka WASA has almost 100% water coverage and the water demand in Dhaka city is 2.25
million cubic meters per day (2250 MLD), which slightly exceeds the present supply of
almost 2.11 million cubic meters per day (2110 MLD). At present 87% of the supplied water
is from ground water abstraction from Dhaka WASAs 605 deep tube wells. The remaining
13% water comes from surface water treatments. The upper and lower aquifers of Dhaka city
are about to exceed its withdrawal limit. Ground water depletion is occurring at alarming rate.
In most places the layer of ground water has been decreasing by two to three meters each
year due to lifting of ground water. Dhaka WASA has to change its focus to using surface
water instead of underground water because abstracting ground water is no longer
ecologically viable. The ground water aquifer inevitably and urgently needs to be recharged
through rain water harvesting. However, treating surface water is much more technically
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complex and expensive than using groundwater. Treating surface water became a great
challenge for Dhaka WASA because the large rivers nearest to Dhaka city are also quite
polluted due to indiscriminate discharge of domestic waste water and industrial effluent. The
water quality situation would further deteriorate if no pollution control measures in Dhaka
watershed are undertaken. In Dhaka WASA 10-year plan treating surface water and intending
to divert water from less polluted rivers 17 km and 45 km distant are also planned.

Non-Revenue Water:
In the early 1990s, Dhaka WASA was struggling to meet water demand, a struggle that
stemmed in part from rising unaccounted-for water losses and poor performance in revenue
collection. In Dhaka, there is substantial portion of NRW and system loss which is not billed,
and this is due to leakage and illegal connections. The reduction of NRW is one of the
challenges for Dhaka WASA. The rehabilitation and optimization of Dhaka WASAs water
distribution network is required to minimize losses and to enable 24-hour pressurized water
supply. Dhaka WASA also needs provision of water quality assurance and control measures
to address this challenge.

Informal settlements or Low Income Community (LIC) areas: In Dhaka city more than one
third of its population lives in the informal settlements, majority of which are located in legal
and illegal lands with insufficient housing and sanitation. Due to rising population, the
absolute number of informal settlement (LIC) dwellers has been increased tremendously.
Dhaka WASA serves the majority of the LIC dwellers, many of whom have unauthorized
connections. However, a significant number of the more vulnerable LIC dwellers often have
minimal or no access to water services. The existence of huge informal settlements without
water network facilities is also a big challenge for Dhaka WASA. Dhaka WASA has
undertaken a number of water and sanitation projects to tackle this issue. A project for
providing water to different LIC areas through community based organizations with the
assistance of the local and International Non-Government Organizations (NGOs) has been
taken. This proactive service provision to Low Income communities will provide Dhaka
WASA a valuable opportunity to increase revenue and reducing NRW. On the other hand,
this will also have a positive impact on the lives of the urban poor in Dhaka, by significantly
reducing the costs they pay for water and improving the access to water services.

Low or uneconomical tariff:

At the moment Dhaka WASA provides the cheapest water in the world. The price of 1 cubic
meter/1000 liter of water is only US$0.08. Provision of water at low cost to the city dwellers
is listed as one of the achievements of Dhaka WASA. While this is extremely affordable, it is
also a great challenge to Dhaka WASA since it wishes to introduce a public-private
partnership, which would entail setting an economic price. In November 2011 the metered
residential tariff was 6.6 Taka (US$0.09) per cubic meter. For households with sewer
connections the tariff was 13.2 Taka (US$0.18) per cubic meter. Unmetered residential water
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connections were billed 128 Taka (US$1.72) per month. The commercial, industrial, and
institutional tariffs are more than three times higher. In 2010 the total revenues were the
equivalent of about US$70 million per annum which cover about 25% more than the
operating costs of the utility (operating ratio of 0.79). Dhaka WASA is trying to reduce the
operating ratio from 0.79 to 0.70 by the end of this year. The major concern faced by Dhaka
WASA due to low tariffs is that it results in insufficient revenue to cover the costs of
supplying water. Full cost recovery is essential for successful management of water supply.
The appropriate water tariff is very much required for Dhaka WASA to balance the benefits
and costs of water usage, and to ensure sufficient revenue for the long-term financial
sustainability of the water supply business.

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 Research and Findings
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.

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.

Budget Process follows Incremental Approach:

The budget process in DWASA follows an incremental approach3, it is not led by the
definition of strategic targets, both physical and financial, to be achieved by the organization.
There is no midterm review of the budget execution nor monitoring mechanisms of the
revenues and expenditures. Similarly, at the end of the fiscal year there is no comparison
of the budgeted and actual figures, and no explanation is provided in case of significant
discrepancies between the two figures. Finally, in spite of the Act requiring the Board to
publish the Annual Report within six months from the end of the fiscal year, this document
has been overdue since 2002. This points to lack of accountability of DWASA management
for the utility performance.

Revenue Income expenditure disparity:

Over the last few years DWASA has been able to finance its operating expenditures out of
own revenues, while capital expenditures are partly financed out of DWASA own revenues
and partly out of the Annual Development Plan (ADP) allocations. The current budget and
the capital expenditure from revenues accounts are held by the Administration and Finance
Division (A&F) of DWASA, while the development budget is maintained by the Planning
and Monitoring unit under the Resource Planning and Development Division (RPD). The
development budget is entirely financed out of ADP funds which usually consist of both
Government funds and foreign borrowing in the form of multilateral and bilateral financing4.
Government funds officially take the form of loans, but they are hardly repaid thus
representing de facto a grant to the utility. Nonetheless, it is difficult to gauge the extent of

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Government support to DWASA development budget as domestic and foreign financing are
consolidated and DWASA accounting division does not provide separate records for the
central government share on ADP funds. This information would be relevant in order to
assess DWASAs financial autonomy also because the utility apparently does not benefit
from any other Central Government subsidy.

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.

Delayed Audit Report:

DWASA financial statements are subject to independent audit. 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. Comments from the auditor point out to weak capacity
within DWASA as far as accounting of assets and liabilities is concerned as well as
management of foreign exchange risk in case of foreign borrowing. Apparently there is no
obligation for DWASA to incorporate the auditors comments and to publish the adjusted
financial statements; this affects negatively the transparency of the budget process and
financial performance of the utility.

Foreign Borrowing & Debt Management:

Another serious concern about DWASA financial management is related to its foreign
borrowing and debt management procedures. As of 30 June 2005 DWASA foreign borrowing
consisted of the following: four IDA credits on account of water supply loans (i.e. 1st, 2nd,
3rd and 4th credit); two ADB loans on account of Dhaka Urban Infrastructure Improvement
Project (DUIIP) and Integrated Flood Protection Project (IFPP) and SIDA Generator Loan.
These funds are usually re-lent by the Central Government to DWASA at higher interest rates
and shorter maturity than those for the original loan. Auditing of DWASAs 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.

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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
Some recommendations to rectify the above discussed constraints have been discussed
below:

Practice Participatory Method: Since the main constraints on the institutional asset
of DWASA are political in nature, any reform path to overcome these limitations has
to be built on a participatory approach to promote ownership of reform and to
generate the necessary support from the part of the Government.
Rearrangement of Staff Competencies: This requires provision of technical
assistance to DWASA for the actual implementation of the new chart, design of
curricula, job description and matching of the human resource needs of DWASA with
the existing staff regular basis.
Strengthening Training Center: The most important requisite for sustainability is to
enable DWASA to attract and retain qualified trainers and to ensure availability of
financial resources to fund training activities. In order to retain qualified trainers a
specific career path should be developed which includes financial incentives.
Nonetheless, as it may be difficult for DWASA to develop a separate remuneration
package for trainers, an alternative option might be to develop partnership agreements
with local and/or foreign institutions and universities by means of which training can
be provided to DWASA staff either in-house or through study tours. The advantage of
this solution is that it would reduce to a minimum the burden on DWASA from
running its own training center as this would also raise some concerns with respect to
its funding. In fact, though during project implementation the training center can be
funded out of the project loan proceeds, once the project is completed, DWASA
should take over the financial burden of the center.
Recruit Qualified Staff and Ensure Accountability: Therefore, implementation of
the reform initiatives suggested in the previous section represents an enabling
condition for improvement of the budget process and financial management of
DWASA. Ability of the DWASA management to recruit qualified staff from the open
market would certainly benefit the accounting and finance division, which at present
is lacking any qualified accountant. Moreover, increased accountability of DWASA
management for the financial results of the utility would provide additional incentives
thus improving the quality of financial reporting.
Introduce Result Oriented Budget: Reforming the budget process to introduce
results-oriented budget mechanism by which planned current and capital expenditures
are functional to the achievement of the managements long term vision of DWASA.
This requires dismissal of the current incremental budget approach and building in the
accounting division the necessary capacity to produce reliable budget estimates;
Reforming the Accounting System: Reforming the accounting system in order to
unify the capital budget (i.e. capital expenditures from revenue and development

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 budget) and to provide separate information about the extent of Government budget
support to DWASA;
Capacity Building in Debt Management: Capacity building in debt management
specially in what concerns monitoring debt service payments and reliable projection
of future debt service liabilities to be incorporated into the budget document.
DWASA management should play an active in role in the elaboration of the utility
borrowing strategy also with respect to the renegotiation with the central government
of the re-lending terms as well as rescheduling/write off of the most expensive loans
which absorb an excessive share of financial resources.
Computerization of Financial Management: Computerization of the financial
management and budget system in order to expedite to process of budget reporting
and to link the different WASA zone offices to the central office. This step is even
more important in light of the likely increased decentralization of the DWASA duties
to its zonal offices;
Be Accountable to Ministry of Finance: Making the DWASA management
accountable to the Ministry of Finance for the financial results of the authority by
making compulsory publication of the Annual Report.

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 Conclusion
Since Dhaka city is rapid growing in area and population it is a great challenge for Dhaka
WASA to ensure water of adequate quantity and quality round the year. The ground water
table is rapidly declining due to large scale abstraction. Therefore, ground water is no longer
a viable option. Dhaka WASA needs sufficient funds for establishing more surface water
treatment plants, and rehabilitation of water pipelines as well as 100% metering. Changing
attitude of Dhaka WASA people towards ownership and business (water has its value,
nothing is free) is also essential. Attaining all these parameters Dhaka WASA would become
a successful organization in near future. Another important area is computerizing all system
information and development of model for system analysis. Dhaka WASA is developing a
Geographic Information System (GIS) based Management Information System (MIS) on
computer where all information would be available and archived. Dhaka WASA is also
developing a water distribution system model of the city area. This will greatly enhance
Dhaka WASAs capacity for system evaluation, operation, and planning. Dhaka WASA is
working in close partnership with NGOs and Community Organizations in managing the
water supply situation in the informal settlements. Such cooperation would be extended to
other parts of the city in future. Finally, steps for converting Dhaka WASA as a fully
corporate body in the public sector are undergoing. This would make this organization a more
dynamic entity in the Public sector.

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Bibliography
Annual Report. (2016, July 27). Retrieved from Dhaka Wasa:
http://dwasa.org.bd/index.php/home/annual_report/

Audit Report. (2016, July 27). Retrieved from Dhaka WASA:

http://dwasa.org.bd/index.php/home/audit_report/

Overview. (2016, July 27). Retrieved from Dhaka WASA: https://dwasa.org.bd