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Dhaka WASA

The Dhaka Water Supply and Sewerage Authority (DWASA), commonly known as Dhaka WASA, is a government-owned autonomous commercial organization established in 1963 under Ordinance No. XIX to provide , , and services primarily to the residents of , Bangladesh's capital city. Operating under the Ministry of Local Government, Rural Development and Co-operatives, it serves as the sole agency mandated for these utilities in the Dhaka Metropolitan Area, extending to adjacent regions like and the Dhaka-Narayanganj-Demra area. Dhaka WASA manages a network that delivers treated from sources including the Buriganga and Meghna rivers, achieving 100% coverage across more than 382,000 connections in a densely populated exceeding 20 million inhabitants. Through initiatives like the , it has expanded to approximately 265-290 liters daily, surpassing current demand and earning recognition as a leading utility in . Complementary programs such as "GHURE DARAO WASA" for leak reduction and "SMART DWASA" for digital enhancements have improved operational efficiency and service delivery. While water supply has seen substantial progress, and systems lag, with limited facilities contributing to environmental challenges like river pollution and during monsoons, prompting ongoing World Bank-supported projects for improvements. Dhaka WASA continues to pursue master plans for expanded , including new plants by 2035, to address rising demand from rapid urbanization.

Overview

Establishment and Legal Framework

The Dhaka Water Supply and Sewerage Authority (DWASA), commonly known as , was established on November 14, 1963, as an autonomous responsible for and services in . It originated under Ordinance No. XIX of 1963, which created it as an independent organization succeeding earlier municipal efforts to address the city's growing water and needs amid rapid . The 1963 ordinance provided the foundational legal framework, empowering DWASA to develop , manage operations, and generate through tariffs while operating under oversight. This aimed to insulate the from routine bureaucratic controls, allowing focused execution of technical and financial responsibilities. In 1996, DWASA underwent significant reorganization with the enactment of the Water Supply and Sewerage Authority Act, 1996 (Act No. 6), which transformed it into a more corporatized, for-profit entity with enhanced autonomy. The act delineates its governance through a board, operational mandates for water treatment, distribution, sewerage, and stormwater drainage, and financial mechanisms including tariffs and loans, while maintaining accountability to the Ministry of Local Government, Rural Development and Co-operatives. This legislation superseded elements of the 1963 ordinance, introducing modern regulatory provisions to improve efficiency and sustainability in service delivery.

Mandate and Responsibilities

The Dhaka Water Supply and Sewerage Authority (DWASA) holds the primary mandate to deliver , , and stormwater drainage services to urban residents within Dhaka City. Established as an autonomous entity in 1963 and governed by the Water Supply and Sewerage Authority Act of 1996, DWASA exercises exclusive over the , , , and maintenance of infrastructure essential for these functions. DWASA's responsibilities include managing water extraction from sources such as rivers and , treating it at production facilities to ensure potability, and distributing it via extensive networks to households and industries. For sewerage, the authority oversees the collection of domestic and industrial through sewer lines, its treatment at disposal facilities, and safe discharge to prevent environmental contamination. management entails operating systems to handle rainfall runoff and reduce flood risks in the densely populated . In fulfilling its mandate, DWASA conducts measures, including regular sampling and testing of water for contaminants, and pursues expansions to address coverage gaps and increasing demand from . The authority also maintains operational efficiency through maintenance of treatment plants, pumping stations, and distribution assets, while coordinating with regulatory bodies to align with national standards for and .

Historical Development

Founding and Initial Operations (1963–1980s)

The Dhaka Water Supply and Sewerage Authority (DWASA), commonly known as Dhaka WASA, was established on November 7, 1963, under the Water and Sewerage Authority Ordinance No. XIX as a statutory semi-autonomous and monopolistic public authority tasked with managing and disposal for the city of . This creation coincided with the initiation of assistance, including the first (IDA) credit specifically for water infrastructure, marking a shift from fragmented municipal efforts to centralized operations amid rapid urban growth in . Prior to WASA's formation, Dhaka's water system relied heavily on surface sources, with the first treatment plant at Chandni Ghat dating to 1874, but extraction began accelerating in the early 1960s through boreholes drilled by the Directorate of Public Health Engineering to supplement supplies. In its initial years, Dhaka WASA focused on expanding distribution networks and treatment capacity, transitioning from predominantly surface-water dependency to increased reliance on pumping stations, with systematic monitoring of levels commencing by the late 1960s. Early operations emphasized serving core urban areas, where prompted the development of deep tube wells and the preparation of long-term master plans for the metropolitan region, supported by IDA-funded projects that laid the groundwork for phased upgrades. By the mid-1970s, following Bangladesh's in 1971, crash programs were implemented to address acute shortages exacerbated by population pressures and disruptions, though systems remained underdeveloped, with limited treatment facilities and reliance on open drains for disposal. Through the 1970s and into the 1980s, Dhaka WASA's efforts centered on project-based expansions, including the Second Dhaka Water Supply and Sewerage Project, which by 1986 had advanced network rehabilitation and new intake works but faced challenges from over-extraction leading to declining tables—initially at 20-30 meters depth in the , signaling emerging issues. These operations were constrained by financial dependencies on external aid and limited internal revenue generation, yet they achieved incremental coverage gains, serving a growing amid Dhaka's transformation into a major .

Reforms and Expansion (1990s–2000s)

In 1990, Dhaka WASA assumed responsibility for , drainage, and sewerage services in city, expanding its operational jurisdiction beyond the metropolitan area to accommodate regional urban growth. This integration increased the authority's service area amid rapid population expansion, with 's urban footprint growing by 46% between 1990 and 2000. The Water Supply and Sewerage Authority Act of 1996 introduced key institutional reforms, restructuring Dhaka WASA as a semi-autonomous corporate body under a governing board supervised by the Ministry of Local Government, and Cooperatives. This reorganization clarified operational mandates, emphasizing efficient , sewage treatment, and stormwater drainage management, while promoting to address chronic inefficiencies in service delivery and revenue collection. International donors influenced further reforms, with financing for infrastructure upgrades in the 1990s tied to partial conditions, though utility workers' opposition preserved public management control. losses declined from 60% in 1990 to 40% by 2004 through targeted leak detection and network rehabilitation efforts, despite fluctuations reaching 41% by 2008. A 1992 master plan outlined strategies for an initial 360 square kilometer area, but accelerating demand from necessitated ongoing revisions. Asian Development Bank programs in the 2000s supported governance enhancements and sector commercialization, aiming to boost operational efficiency amid persistent challenges, including the World Bank's 2002 withdrawal from the Fourth Dhaka Water Supply Project due to performance shortfalls. These initiatives facilitated incremental expansions in production capacity and coverage, prioritizing surface water integration to mitigate groundwater depletion, though full-scale implementation extended into subsequent decades.

Contemporary Era (2010s–2025)

In the early 2010s, Dhaka WASA launched the Turnaround Program (2010–2012), emphasizing institutional reforms, , and operational efficiency to address chronic issues in water distribution and billing. This initiative, supported by a $212.7 million investment from the (ADB) through the Dhaka Water Supply Sector Development Program, aimed to reduce losses, improve financial sustainability, and enhance service delivery amid rapid urbanization. By 2012, these efforts had increased revenue collection and reduced water wastage, though groundwater over-extraction persisted, contributing to subsidence risks in the city. Sewerage infrastructure saw targeted expansions, with DWASA committing in 2019 to implement a master plan for 100% coverage by 2025, focusing on new and network extensions to mitigate untreated wastewater discharge into rivers. A water supply network development project, approved in the late at Tk 3,182.30 (approximately $380 million), targeted expanded distribution to underserved areas by December 2021, incorporating metering and leakage repairs. Under Engr. Taqsem A. Khan's leadership since 2009, these reforms shifted DWASA toward eco-friendly practices, including pollution control collaborations with the , though implementation faced delays due to funding and land acquisition hurdles. Into the 2020s, international financing accelerated major projects to combat depletion of Dhaka's primary sources, which supply over 80% of needs and show arsenic and microbial contamination in multiple stations. The approved the Dhaka Water Supply Project in 2023, prioritizing universal access and quality improvements through integration and pipeline upgrades. In October 2025, the provided €160 million in additional funding for two DWASA-led infrastructure initiatives, co-financed internationally to bolster . The ADB pledged $300 million in 2025 for complementary efforts in and , including feasibility studies for resilient systems. Persistent challenges include organizational barriers to household sewer connections, such as administrative delays and low uptake, alongside criticisms of projects deviating from master plans, potentially harming ecosystems like river pollution controls. As of 2025, DWASA serves about 12.5 million across 360 sq km but grapples with equitable access for informal settlements and climate-induced flood vulnerabilities.

Organizational Governance

Board and Leadership Structure

The Dhaka Water Supply and Sewerage Authority (Dhaka WASA) operates under a governance framework established by the Water Supply and Sewerage Authority Act of 1996, which reorganized the entity into a semi-autonomous body with a policy-formulating Board as its highest authority. The Board, comprising a Chairman and several appointed members, oversees strategic direction, approves major projects, budgets, and organograms, while ensuring alignment with national water policy objectives set by the Ministry of , and Co-operatives. Members typically include ex-officio representatives from relevant government ministries, nominated technical experts in and , and consumer advocates to balance interests. The Chairman, appointed by the government for a fixed term, presides over Board meetings and represents Dhaka WASA in high-level policy forums. Professor Sujit Kumar Bala, a academic, assumed the role on May 22, 2023, succeeding prior leadership amid reported internal disputes. Board decisions, such as the approval of a revised organogram on December 2, 2023, highlight its role in structural reforms, though such approvals have occasionally faced contention over procedural irregularities. Executive leadership falls under the Managing Director (MD), the chief operational officer responsible for implementing Board policies, managing projects, and daily . The MD is supported by four to five Deputy Managing Directors (DMDs) specializing in domains like operations and maintenance (O&M), , and (RP&D), , and . As of June 28, 2025, Md. Shahjahan Miah, concurrently the administrator of , serves as acting MD following his additional charge assignment on May 18, 2025. Recent DMD examples include A.K.M. Shahid Uddin for O&M and Dr. Md. Mizanur Rahman for RP&D, reflecting a technical cadre drawn from and professionals. This dual structure—Board for oversight and MD-led executive for execution—aims to insulate operations from direct political interference, though frequent leadership transitions tied to governmental changes have raised concerns about continuity in service delivery. The 2023 organogram, for instance, expanded administrative layers to address growing urban demands but drew criticism for potential inefficiencies.

Administrative and Operational Hierarchy

The administrative hierarchy of Dhaka WASA is governed by a 13-member board, chaired by a appointee, responsible for formulation and oversight, with the structure formalized under the Dhaka WASA of 1996. At the executive level, a Managing serves as the chief executive, directing overall operations and reporting to the board. This position is supported by four Deputy Managing Directors, who head specialized functions including operations and maintenance (O&M), research, planning, and development (RP&D), human resources and administration, and finance. Operationally, Dhaka WASA is organized into four primary wings—administration, finance, O&M, and RP&D—coordinated under the Managing Director's office to handle service delivery across and systems. The O&M wing oversees day-to-day management, including plants and distribution networks, while RP&D focuses on project planning, expansion, and technical research. Technical roles such as and Superintending Engineers report through these deputies, managing , , and field execution. Finance and wings handle budgeting, revenue collection, and for approximately 3,294 staff as of 2011, with allocations prioritizing (87.6% of manpower) over (13.4%). At the field level, operations are decentralized into 11 geographic zones covering over 360 square kilometers and serving around 12.5 million people, including 10 zones in and one in . Each zone operates semi-autonomously with dedicated offices for engineering, maintenance, revenue, and customer services, reporting upward to the relevant deputy managing directors and ultimately the Managing Director for coordination and accountability. This zonal structure facilitates localized response to issues like leaks, blockages, and billing, though it has been critiqued for inefficiencies in inter-zone coordination due to overlapping responsibilities.

Infrastructure and Technical Operations

Water Supply Infrastructure

Dhaka WASA's water supply infrastructure draws primarily from sources, extracted via deep tubewells tapping into beneath the city, which historically accounted for the majority of supply to meet urban demand. As of 2019-2020, the system utilized 887 deep tubewells, contributing to a total daily production capacity of 2,550 million liters per day (MLD). , sourced from rivers such as the Meghna and Padma, supplements this through four surface water treatment plants (SWTPs), with efforts underway to increase its share to mitigate depletion and contamination risks associated with over-reliance on . Key SWTPs include the facility, the largest, which supplies 450 MLD currently and is expanding to 900 MLD upon completion of Phase III works projected for 2025, treating via , , , and chlorination processes. Smaller plants comprise Godnail SWTP, operating at 18 MLD with renovations planned to reach 45 MLD; Chandnighat SWTP at 39 MLD; and additional units handling limited volumes from local sources. These employ conventional methods, with ongoing upgrades for improved efficiency and capacity under projects funded by entities like the . The distribution network spans approximately 3,750 kilometers of pipelines, predominantly and PVC materials, connecting to 390,642 household and commercial meters as of 2018-2019, supported by 38 overhead tanks for pressure regulation and 1,643 street hydrants for and emergency access. Raw and treated water transmission involves dedicated mains, such as the 22-kilometer from the Meghna to the proposed Gandharbpur SWTP (500 MLD ) and 13 kilometers of treated water mains from that site. Expansions emphasize surface water diversification, with plans for up to five additional treatment plants drawing from the Padma and Meghna rivers by the mid-2020s to augment supply amid population growth exceeding 20 million in the area. Projects like the Dhaka Environmentally Sustainable initiative integrate intake structures, pumping stations, and sludge management to enhance reliability, though implementation faces delays due to land acquisition and funding constraints documented in multilateral reports.

Sewerage and Drainage Systems

The sewerage system managed by the Dhaka Water Supply and Sewerage Authority (DWASA) originated in 1963 with an initial network of 68 kilometers of sewer lines and six sewage lifting stations, primarily serving central s. By recent assessments, the total sewerage network spans approximately 880 kilometers, though much of it is aged, damaged, and dysfunctional due to inadequate maintenance and blockages. Formal piped sewer coverage remains limited, encompassing less than 20% of Dhaka's and serving around 1.5 million residents in older districts with roughly 84,000 connections as of 2018, of which only about 50% are operational. Daily generation in the city exceeds 1,250 million liters, but nearly all is discharged untreated into rivers and canals, exacerbating pollution in water bodies like the . The Pagla Sewage Treatment Plant serves as the primary facility, with a design capacity of 120 million liters per day (MLD) but actual treatment limited to 30-40 MLD owing to insufficient inflow from clogged or disconnected lines. Ongoing reconstruction under the Sanitation Improvement Project aims to expand Pagla's capacity to 200 MLD using advanced technologies, alongside rehabilitation of trunk mains and sewers in priority catchments. The system relies on a combination of sewers, pumping stations, and trunk mains, but low connection rates in peripheral and low-income areas persist due to high costs, topographic challenges, and lack of household-level . DWASA's stormwater drainage system, which handles and flood mitigation, was transferred to its mandate from the Department of Public Health Engineering and encompasses a network of open and covered , canals, and pumping stations across Dhaka's 360 square kilometer service area. The system divides the city into 20 drainage zones, providing broader coverage than but suffering from chronic issues like , solid waste accumulation, and encroachments that reduce effective capacity during monsoons. Operation and maintenance fall under DWASA's Drainage Circle, which conducts desilting and repairs, yet obstructions from unregulated development frequently cause temporary flooding. A 2016 Stormwater Drainage Master Plan proposed comprehensive upgrades, including expanded retention basins and improved outfalls, but implementation has stalled since its adoption, leaving the infrastructure outdated amid rapid urbanization and climate-driven rainfall increases. Drainage often intercepts untreated sewage due to informal connections and system overload, blurring lines between stormwater and wastewater management and contributing to public health risks. Recent efforts integrate drainage enhancements with sanitation projects, such as canal dredging, to bolster resilience, though coordination with other agencies like the Dhaka City Corporation remains a bottleneck.

Key Treatment and Distribution Facilities

The , located in , constitutes DWASA's primary treatment facility, with Phases I and II operational since the early 2000s providing a combined of 450,000 cubic meters per day through processes including pretreatment, clarification, , and chlorination. Phase III, funded by multiple international partners including the , adds another 450 million liters per day (MLD) , drawing raw water via transmission mains from the , with construction contracts signed in 2023 and physical works advancing toward completion by 2026 to address groundwater depletion. The at Jashaldia in treats surface water from the at a capacity of 450 MLD, operational since the mid-2010s under a with China CAMC Engineering, supplying treated water via dedicated transmission pipelines to augment Dhaka's northern distribution zones and reduce reliance on overexploited aquifers. Complementing this, the Gandharbpur Plant, under construction in Dhaka's northeastern periphery with support, features a 500 MLD facility including intake pumps, raw water pipelines, , units, reservoirs, and pumping stations, expected to commence operations in June 2025 to serve approximately 4.3 million residents from sources. The historic Chandni Ghat Water Works, established in 1874 as Dhaka's first treatment facility drawing from the Buriganga River, maintains a renovated capacity of 39 MLD post-upgrades, though its output is limited by source pollution and serves primarily older urban cores via integrated pumping and distribution. For sewerage, the Pagla Sewage Treatment Plant, DWASA's sole operational facility since 1968 with a design capacity of 120 MLD using trickling filters and sedimentation, currently processes around 46 MLD of influent; ongoing reconstruction under the Dhaka Sanitation Improvement Project expands it to 200 MLD with advanced sludge drying and incineration systems handling 500 tonnes daily, funded by the World Bank to mitigate untreated discharges into the Buriganga. Distribution infrastructure encompasses over 2,000 kilometers of mains, multiple booster pumping stations for pressure maintenance, and elevated storage reservoirs, with recent implementations of District Metered Areas (DMAs) enabling leakage detection and equitable allocation across 15 zones; transmission mains from new surface plants, such as the 30-kilometer conduit from Padma WTP, integrate with groundwater-fed deep tube wells (totaling around 700 units producing 2,500 MLD combined) to feed zonal reservoirs like those at and utility-scale chlorination points ensuring residual disinfection.

Performance Metrics and Achievements

Coverage and Access Improvements

Dhaka WASA has progressively enhanced water supply coverage, achieving near-complete nominal access across its approximately 1,000 square kilometer service area serving over 18 million residents by 2020, primarily through expansions in treatment capacity and distribution networks funded by international partners like the (ADB). Under the Dhaka Water Supply Sector Development Program (completed around 2012), rehabilitated zones transitioned from unreliable, low-pressure intermittent supply to more than 20 hours of daily safe water delivery with consistent pressure, directly benefiting millions in core urban areas. Non-revenue water (NRW) reduction initiatives have further improved effective access by minimizing losses, with ADB-supported projects targeting NRW levels below 15% in five of eleven operational zones as of the 2020s, thereby optimizing for broader household connections and slum extensions. Recent expansions include piping to 16 peripheral unions added to Dhaka's administrative boundaries, alongside targeted slum programs that have connected 11-16% of informal settlements to formal networks, reducing reliance on unsafe alternatives like tube wells or vendors. Sewerage access, however, has seen more modest gains, with piped networks covering roughly 25-30% of the via a single major treatment plant as of the late , supplemented by ongoing World Bank-backed Sanitation Improvement Project efforts to develop connection strategies and expand networks. Plans under new facilities, such as the proposed Rayer Bazar catchment , aim for 75% citywide coverage by 2030, addressing the prior gap where over 80% of entered drains untreated. These developments prioritize phased buildup to mitigate risks from and untreated effluent discharge.

Project Milestones and Financial Reforms

Dhaka WASA expanded its water production capacity to 2,550 million liters per day (MLD) during the 2019-2020 , operating 887 deep tubewells alongside four treatment plants. Under the Asian Development Bank's Water Supply Sector Development Program, the authority rehabilitated 47 district metering areas encompassing 2,456 kilometers of distribution network and added 106,662 household connections, enhancing supply reliability and reducing losses. In targeted areas such as Sattala, 363 new connections served approximately 20,000 residents, with similar expansions replicated across other underserved zones. The Sanitation Improvement Project advanced sewerage infrastructure, aligning with the World Bank-supported Master Plan's goal of constructing five new treatment systems to address wastewater management gaps. Complementary efforts included the Water Plant Phase-III expansion and network improvements under ADB financing, aimed at climate-resilient upgrades through 2027. These initiatives built on the earlier Turn Around Program, which drove gains in production volume and service quality from the early onward. Financially, Dhaka WASA leveraged provisions in the 1996 WASA Act for autonomous 5% annual tariff increases to bolster revenue, contributing to a recorded profit of Tk 49.6 crore in fiscal 2020-21, marking a 7% year-on-year rise. Reforms under recent leadership incorporated key performance indicators (KPIs) for governance, yielding measurable improvements in financial stability, as evidenced by participation in international benchmarking exercises in 2022. Alignment with International Financial Reporting Standards (IFRS) further refined accounting practices, enabling policy shifts only when mandated or demonstrably beneficial to fiscal health.

Challenges, Criticisms, and Controversies

Service Delivery Failures and Inefficiencies

Dhaka WASA has persistently struggled with high non-revenue water (NRW) losses, estimated at 40-45% due to leakage from aging pipelines installed over 144 years ago, which directly contributes to insufficient supply volumes for the city's growing population. These losses encompass both physical leaks and apparent losses from unauthorized consumption and metering inaccuracies, exacerbating the challenge of meeting demand amid rapid urbanization. In recent years, unbilled water has reached up to 22% in Dhaka WASA operations, leading to financial strain and forcing tariff hikes on paying consumers to cover shortfalls. Water supply disruptions are frequent, often attributed to mechanical faults in pumps and over-reliance on depleting , with the declining by approximately 3 meters annually in . Residents in various areas continue to face acute shortages and receive contaminated or odorous water unsuitable for direct , as reported in complaints dating back to at least 2021, despite efforts. Projections indicate further groundwater decline of up to 5 meters per year by 2030, compounding these inefficiencies through increased extraction needs and potential supply instability. Sewerage services exhibit similar shortcomings, with low connectivity rates hindered by organizational barriers such as inadequate and , leaving large urban segments without proper access. Mismanagement of systems results in chronic waterlogging during monsoons, as outdated fails to handle rainfall, worsened by encroachments and poor upkeep of canals and sewers. In 2024 and 2025, heavy rains repeatedly caused citywide flooding, highlighting governance lapses in desilting and system upgrades, which trap and exacerbate risks. Overall, these failures stem from infrastructural decay, population pressures, and operational bottlenecks, limiting equitable and reliable service delivery.

Corruption Allegations and Financial Irregularities

The Dhaka Water Supply and Sewerage Authority (DWASA) has faced persistent allegations of and financial mismanagement, particularly under the long tenure of former Managing Director , who served from 2009 until his contract termination in August 2024. Investigations by Bangladesh's Anti-Corruption Commission (ACC) have centered on , irregular recruitments, and misuse of project funds, with claims of siphoning off hundreds of crores of taka through inflated contracts and unauthorized expenditures. During Khan's leadership, water tariffs were raised 16 times, a policy critics linked to covering operational deficits exacerbated by alleged graft rather than efficiency gains. In June 2022, the filed a case against and eight others for allegedly embezzling Tk 1.32 billion through irregularities in and project execution, prompting a court-ordered probe that highlighted discrepancies in financial records and tender processes. A separate investigation in May 2023 accused three DWASA officials, including former revenue inspectors, of misappropriating Tk 248.55 from departmental funds via falsified bills and unauthorized loans, underscoring systemic vulnerabilities in revenue collection and auditing. Further scrutiny revealed Tk 176 diverted from the DWASA Employees Multipurpose Cooperative Association through manipulated operating costs and insider dealings by managing committee members. Recruitment scandals have compounded financial woes, with the ACC suing , former chairman Md Habibur Rahman, and eight others in January 2025 for illegal appointments that bypassed merit and quotas, allegedly costing the authority millions in excess salaries and benefits. DWASA's board chairman in May 2023 publicly described the organization as a "den of " under , citing rampant irregularities in transfers, promotions, and pipe projects where substandard materials were accepted at premium prices. In response to these probes, courts imposed travel bans on , including a permanent restriction in November 2024, to prevent flight risks amid ongoing ACC inquiries into asset holdings abroad potentially linked to graft proceeds. Post-Khan, allegations persisted, with a deputy managing director accused in August 2025 of profiting from the prior regime's network, and officials suspended for delaying reports on project graft. Transparency International Bangladesh (TIB) has urged accountability for such abuses of power, noting that unchecked arbitrary decisions have entrenched , eroding public trust and fiscal integrity. Despite these cases, enforcement challenges remain, as some implicated officials retained positions, highlighting institutional weaknesses in oversight and prosecution.

Environmental and Public Health Impacts

Dhaka WASA's inadequate sewage treatment capacity has resulted in the discharge of vast quantities of untreated into surrounding rivers, severely polluting water bodies such as the Buriganga. The authority's system covers only about 30% of the city, with the Pagla Sewage Treatment Plant operating at one-third capacity and treating roughly 10-20% of generated , leading to approximately 1,250 million liters per day (MLD) of raw entering rivers daily. This , combining domestic with industrial effluents, has rendered sections of the Buriganga biologically dead, with high levels of , , and organic pollutants exceeding safe limits by orders of magnitude. Overreliance on extraction for 78% of the city's has accelerated depletion, with levels in Dhaka declining at rates of 0.6–2.4 meters per year across the city, and up to 2.8 meters annually in recent assessments. This unsustainable drawdown, driven by WASA's operations amid surface water scarcity, risks land , , and increased pumping costs, exacerbating vulnerability in a densely populated . Public health consequences stem directly from these deficiencies, including widespread fecal contamination in municipal water supplies and surface sources, which facilitates the transmission of waterborne pathogens. Studies have detected high levels of enteric pathogens like E. coli and viruses in WASA-supplied water, contributing to elevated incidences of , , , and typhoid, with affecting up to 91% of residents in some low-income areas. Inadequate , including overflows into drains, amplifies risks, particularly in slums where limited access to treated water correlates with higher disease burdens, including and . Overall, these issues link to an estimated 80% of diseases in being water-related, with Dhaka's urban poor bearing disproportionate exposure.

Recent Developments and Future Outlook

Ongoing Projects (2020–2025)

The Dhaka Sanitation Improvement Project (DSIP), approved in 2020 with financing from the and the (AIIB), targets enhanced sanitation access in underserved areas through construction of two sewerage trunk mains, new secondary and tertiary networks, and septage treatment facilities with a to handle 50,000 . The project, budgeted at approximately USD 446.52 million for components, also includes measures to mitigate inland flooding and by establishing infrastructure. The Dhaka Environmentally Sustainable Water Supply Project (DESWSP), implemented with (ADB) support, advances development to achieve a 70% and 30% supply ratio by 2025, including primary distribution pipelines and resettlement activities documented as of August 2025. Complementary efforts under the Dhaka Water Supply Network Improvement Project (ADB project 47254-003) focus on district metering area () implementation, reduction, and staff to bolster system reliability and , with operational updates targeting completion within the service area by 2025. The Saidabad Water Treatment Plant Expansion Phase-III, valued at BDT 46.113 billion, involves consultancy for components including treatment capacity upgrades and is actively procuring services as of recent tenders, aligning with broader resilience goals. Additionally, the Expanded Dhaka Water Supply Resilience Project continues operational oversight, with project director communications issued in September 2025 addressing implementation progress. These initiatives collectively aim to address DWASA's supply deficits amid rapid urbanization, though progress reports note overlaps in metering and billing systems with prior efforts.

Proposed Reforms and International Collaborations

DWASA has initiated the "Dhaka WASA Turnaround Program," which emphasizes , enhanced , and operational efficiency to address longstanding inefficiencies in and sewerage services. This program includes measures and adoption, such as digital monitoring systems, to reduce leakages and improve revenue collection, with reported progress in curbing graft through stricter oversight since 2020. Additionally, visionary initiatives like "SMART DWASA" aim to integrate smart metering and data analytics for sustainable water management, while "GHURE DARAO WASA" and "DIN BADOLER PALA" focus on operational streamlining and public engagement to minimize service disruptions. Financial reforms propose periodic tariff adjustments to ensure cost recovery, including a 10% increase effective July 1, 2024, to fund maintenance amid rising operational costs from groundwater depletion and shifts. The Water Supply Master Plan outlines organizational restructuring for better utility governance, advocating reduced reliance on deep tube wells through expanded treatment plants and pretreatment facilities to achieve by 2040. These reforms prioritize empirical assessments of stress, with proposals to install 62 new deep tube wells only as interim measures while accelerating . Internationally, DWASA collaborates with the (ADB) on projects like the Dhaka Environmentally Sustainable Water Supply Project, which funds climate-resilient intake and distribution upgrades, alongside training via the proposed DWASA International Training and Research Institute (DITRI) to build staff capacity in operations and maintenance. The provides concessional financing and coordinates with ADB on tariff rationalization and improvements, supporting $149 million in loans for expanded access and efficiency enhancements. Recent partnerships include a €160 million additional financing from EIB Global in October 2025 for two infrastructure projects focused on water security, co-financed with other donors to bolster treatment and distribution resilience. A memorandum of understanding with WaterAid, signed August 10, 2025, targets low-income community services through pipe network extensions and pilot delivery models. Long-term technical assistance from Vitens Evides International (VEI), a Dutch consortium, supports operations, urban dredging, and SDG 6 alignment via knowledge transfer on sustainable practices. These collaborations emphasize verifiable outcomes, such as reduced non-revenue water, over unsubstantiated promises, drawing on partners' expertise in utility turnaround.

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