Closing Dhaka's Sewerage Gap

Diagnosis

Piped sewerage reaches less than 20 percent of Dhaka, according to the curated problem note. The other side of that number is the danger: more than four in five households in the capital are not connected to a network that safely carries and treats their waste. What does not flow through pipes does not disappear. It moves through pit latrines, septic tanks, open drains, and storm channels, and ends up in the same rivers and shallow groundwater that the city draws on. The note names the consequence directly: a cholera plus river-pollution pathway. This is not a distant infrastructure preference. It is an active public-health and environmental hazard that compounds every monsoon, when flooding mixes untreated sewage with floodwater across dense, low-income neighborhoods.

The problem is structural, not cyclical. Coverage this low is the result of decades in which sewer networks and treatment capacity were never built to keep pace with the city's growth. Closing the gap is a multi-year capital and institutional project, and the first task is to fix the ownership and financing of that project so it does not stall again.

Recommended actions

1. Designate and empower a single accountable lead. Owner: Ministry of Power, Energy and Mineral Resources (MoPEMR), the lead body recorded in the GovTwin entity registry for this problem. Mechanism: a Cabinet-level memorandum of understanding that assigns one accountable sewerage authority for Dhaka and resolves any overlap with the water and sanitation utility, the city corporations, and the urban-development bodies. The observable signal: a published, single sewerage master plan with named owners for each catchment, replacing fragmented and competing mandates.
2. Mandate treatment before expansion (treatment-first sequencing). Owner: MoPEMR with the supporting regulatory body, the Bangladesh Energy Regulatory Commission, used as the model for independent oversight. Mechanism: a binding circular requiring that new network segments connect only to commissioned treatment capacity, so the city does not simply pipe raw sewage to a new discharge point. The observable signal: every kilometer of new sewer reported alongside the treatment plant it feeds, with zero untreated-discharge connections approved.
3. Enforce a citywide fecal sludge management mandate as the bridge. Owner: the sewerage authority under MoPEMR coordination, working with the city corporations. Mechanism: a regulated emptying-and-transport regime for the majority of households that will remain off-network for years, with licensed operators, designated treatment sites, and a ban on dumping into drains and rivers. The observable signal: rising volumes of sludge delivered to treatment sites and a measurable drop in illegal discharge points along the river edge.
4. Ring-fence a dedicated sewerage financing line. Owner: MoPEMR with the supporting authorities (Bangladesh Power Development Board, Power Grid Company of Bangladesh, and the Sustainable and Renewable Energy Development Authority) used as governance precedents for ring-fenced capital. Mechanism: a sewerage tariff and a protected budget line that cannot be diverted to other priorities, paired with concessional development finance for the treatment plants. The observable signal: a published, audited sewerage account with funds reserved exclusively for network and treatment construction.

Sequencing (first 12 months)

Start with action 1: the single accountable lead and the master plan. Until ownership is unambiguous, nothing else holds, because every later action needs one body to sign, fund, and enforce it. In parallel, stand up action 3, the fecal sludge mandate, because it protects the under-20-percent reality on the ground now and does not wait for pipes to be laid. Once the lead and the plan exist, the treatment-first circular (action 2) and the ring-fenced financing line (action 4) can be issued together, unlocking the first construction packages with credible funding behind them.

Risks and constraints

The binding constraint is institutional, not engineering. Sewerage in Dhaka sits across several bodies, and the lead recorded here, MoPEMR, is an energy ministry, which makes the single-lead memorandum the make-or-break first step rather than a formality. The second constraint is fiscal: treatment plants and trunk sewers are large, slow, capital-heavy assets, and without a protected financing line they are the first thing cut when budgets tighten. The third is political: tariffs and licensed sludge operators impose visible costs on households and informal operators, so enforcement will face resistance unless the public-health case (the cholera and river-pollution pathway) is made plainly and early.

Bottom line

With piped sewerage below 20 percent of Dhaka, the city is treating its rivers and groundwater as an open sewer, and the fix is a treatment-first build under one accountable lead rather than more disconnected pipes. The next twelve months should buy clear ownership and an enforced sludge mandate, the two moves that protect public health now and make the larger capital program financeable.