The Study On The Solid Waste Management in Dhaka City

No.
Dhaka City Corporation

The People's Republic of Bangladesh
Japan International Cooperation Agency
THE STUDY ON THE SOLID WASTE

MANAGEMENT IN DHAKA CITY
Final Report
Volume 1
Summary
March 2005
Pacific Consultants International G E

Yachiyo Engineering Co., Ltd. JR
05-017
Dhaka City Corporation
The People’s Republic of Bangladesh
THE STUDY ON THE SOLID WASTE

Final Report
Volume 1
Summary
CLEAN DHAKA
MASTER PLAN
March 2005
Pacific Consultants International

Yachiyo Engineering Co., Ltd.
The following foreign exchange rate is applied in the study:
US$ 1 = Tk. 58 (Bangladeshi Taka) as of end of September, 2004
PREFACE
In response to a request from the Government of Bangladesh, the Government of

Japan decided to conduct “The Study on Solid Waste Management in Dhaka City ” and
entrusted the study to the Japan International Cooperation Agency (JICA).
JICA dispatched the study team headed by Dr. Katsuhide NAGAYAMA of Pacific
Consultants International Co., Ltd. and consisted of experts from YACHIYO
ENGINEERING Co. to Bangladesh, from November 2003 to March 2005. In addition,
JICA set up the advisory committee headed by Mitsuo YOSHIDA, Senior Advisor of
JICA.
The team had a series of discussions with the officials from Dhaka City Corporation
in Bangladesh, and conducted field surveys in the study area. Upon returning to Japan,
the team conducted further studies and prepared this final report.
I hope that this report will contribute to the promotion of the practice of effective
solid waste management in Dhaka City and to the enhancement of friendly relationship
between Malaysia and JAPAN.
Finally, I wish to express my sincere appreciation to the officials concerned of the

Government of Bangladesh for their close cooperation extended to the team.
March 2005
Etsuo KITAHARA
Vice-President
The Study on the Solid Waste Management in Dhaka City
volume 1: Summary
List of Abbreviation and Acronyms
ABD Apparent Bulk Density

ACCO Assistant Chief Conservancy Officer
ADB Asian Development Bank
BBS Bangladesh Bureau of Statistics
BIEDF Bangladesh Integrated Environmental Development Forum
BRAC Bangladesh Rural Advancement Committee (former name)
BSCIC Bangladesh Small and Cottage Industry Corporation
BSIC Bangladesh Standard Industrial Classification
BUET Bangladesh University of Engineering and Technology
BWDB Bangladesh Water Development Board
CBM Community Based Management
CBO Community Based Organization
CC Container Carrier
CCO Chief Conservancy Officer
CEGIS Center for Environment and Geographic Information Services
CEO Chief Executive Officer
CI Conservancy Inspector
CIDA Canadian International Development Agency
CLAC Central Land Allocation Committee
CMI Census of Manufacturing Industries
CNG Compacted Natural Gas
CO Conservancy Officer
CPU Counterpart Personnel Unit
CSI Conservancy Supervising Inspector
DCC Dhaka City Cooperation
DCCO Deputy Chief Conservancy Officer
DG Director General
Dhaka WASA Dhaka Water Supply and Sewerage Authority
DMCH Dhaka Medical College Hospital
DMDP Dhaka Metropolitan Development Planning
DOE Department of Environment, Ministry of Environment and Forests
DS Deputy Secretary
DTCB Dhaka Transport Coordination Board
DUTP Dhaka Urban Transport Project
ECC Environmental Clearance Certificate
EIA Environmental Impact Assessment
EMP Environmental Management Plan
ERD Economic Relations Division, Ministry of Finance
ETP Effluent Treatment Plan
GDP Gross Domestic Product
GIS Geographic Information System
GNP Gross National Product
Final Report
GOB Government of Bangladesh

GPS Global Positioning System
HH Household
ICDDR International Centre for Diarrhea Diseases Research
IDA International Development Association
IEB Institution of Engineers Bangladesh
IEC Information, Education and Communication
IEE Initial Environmental Examination
IGES Institute for Global Environmental Strategies
IT Information Technology
JICA Japan International Cooperation Agency
LGD Local Government Division, Ministry of Local Government, Rural
Development and Co-operatives
LGRD&C Ministry of Local Government, Rural Development and Co-operatives
MCHTI Maternity and Child Health Training Institute
MIS Management Information System
MOEF Ministry of Environment and Forests
NGO Non-Governmental Organization
NOC Non-Objection Certificate
OT Open Truck
PCP Project Concept Paper
PO Personal Officer
PVC Polyvinyl Chloride
RAJUK Rajdhani Unnayan Katripakkha: Capital City Development Authority
RCV Refuse Collection Vehicle
RHD Roads and Highways Department
SE Superintending Engineer
SEMP Sustainable Environment Management Program
SOB Survey of Bangladesh
SPARRSO Bangladesh Space Research and Remote Sensing Organization
SPM Suspended Particulate Matter
SWM Solid Waste Management
SWMC Solid Waste Management Cell
TOR Terms of Reference
TT Trailer Truck
TWG Technical Working Group
UNDP United Nations Development Program
UNFPA United Nations Fund for Population Activities
UNICEF United Nations Children's Fund
UPD Urban Planning Department, Dhaka City Cooperation
WB The World Bank
WHO World Health Organization
WMC Waste Management Committee
WMD Waste Management Division
ZCO Zonal Conservancy Officer
ZEO Zonal Executive Officer
volume 1: Summary
Executive Summary
1. Study Framework
1.1 Objectives
The objectives of this Study are:
(1) To formulate master plan concerning solid waste management in Dhaka City with the target
year of 2015
(2) To develop capabilities and management skills of the DCC personnel through the
technology transfer during the course of the Study.
1.2 Study Area
The Study area covers the jurisdiction of the Dhaka City Cooperation (DCC), which totals about
131 km2. Sites of the new landfill facility will also be included in the study even if they are located
in new urban area outside the jurisdiction of DCC.
1.3 Target Waste
The Study covers three types of solid wastes generated in the jurisdiction of the Dhaka City
Cooperation: namely, Domestic waste, Industrial waste, and Medical waste. Liquid and gaseous
wastes are not included in the scope of this study.
The master plan shall be prepared for only Domestic waste in this study. With regard to Industrial
waste and Medical wastes, surveys will be conducted to identify the problems, and possible
solutions will be proposed separately from Domestic waste.
1.4 Target Year
The master plan has one decade time-horizon with the target year 2015.
2. Present Situation of Solid Waste Management in Dhaka City
2.1 Waste Generation
Waste generation and disposal in Dhaka City is summarized below.
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Final Report
item parameter
estimated generation domestic waste: 1,950 t/d
business waste: 1,050 t/d
street waste: 200 t/d
generation rate domestic waste: 0.34 kg/d/person
(domestic+business+street) waste: 0.56 kg/d/person
calorific value all waste average: 550 to 850 kcal/kg
*requirement of self combustion: 1,200 kcal/kg
share of disposal volume Matuail: 65 %
by dump site Berri Band: 30 %
Uttara: 5%
total disposal volume at 3 wet season average: 1,400 t/d
dump sites
source: waste amount and quality survey by the study team
2.2 Primary Waste Collection
(1) Legal Basis of Waste Collection
Dhaka City Corporation Ordinance 1 is the basic law regarding street/drain cleaning, waste
collection and transportation. According to Section 78 of the Ordinance, DCC is responsible for
secondary waste collection to remove waste from its dustbins/containers, and transport the waste
to final disposal sites. Residents are responsible for bringing their waste to DCC’s waste
collection points where dustbins/containers are located as shown below.
Primary Waste Collection Secondary Waste Collection
Households Dustbins/ Final Disposal

Transport Transport
Containers Sites
Residents/NGOs/CBO DCC
(2) DCC Initiative in Primary Waste Collection
In 2002, DCC introduced an approval system of NGOs/CBOs/private organization for providing

door-to-door waste collection services in all wards. DCC has given approvals to 47 NGOs/CBOs,
however, not all of them have started their activities yet.
2.3 Secondary Waste Collection and Road/Drain Cleaning
(1) Allocation of Resources
DCC deploys the following facilities and manpower for secondary waste collection. DCC seems
to have sufficient capacity of vehicle, but the number of drivers is apparently insufficient.
1
Dhaka City Corporation Ordinance was promulgated by the Chief Martial Law Administrator on 24 August
1983.
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volume 1: Summary
Owner Receptacle Trucks Truck Driver

DCC dust bin: 647 units OT+TT: 216 units
3
6m container: 260 units CC 3 t: 93 units
3
12 m container: 123 units CC 5 t: 34 units
subtotal: 1,030 units 343 units 266 persons
Private dust bin: 41 units OT 5 t: 19 to 27 units 27 persons
source: DCC
For cleaning of roads/drains and public spaces, DCC deploys about 7,000 cleaners in eight zones
while private firms deploy about 600 cleaners in two zones. A remarkable feature of DCC
cleaners is the working hours; they work on average 4 hours with minimum 2 hours while private
cleaners work on average 6 hours with minimum 4 hours
(2) Comparison of Efficiency between Open Truck & Container Carrier
As for overall collection/transport efficiency (ton/hour), container carriers achieved on average 2

t/h, that is four times as much as open trucks, which carried only 0.5 t/h on average. As for the
cost-performance, a container carrier spends 20% less cost than an open truck with the same
capacity.
(3) Slow Motion in Vehicle Repair
Repair usually takes a long time. Half of vehicles that finished repair in 2004 had taken two years
since the request for repair. Major repair is contracted with private workshops outside DCC.
The tender document needs final decision by the Mayor and the process takes long time to
complete. Because of the limited frequency of Mayor’s approval, there is inevitable waiting for
the next time of application to the Mayor. A fundamental improvement in this process is urgently
needed.
(4) Lack of Management
The chain of management consists of two actions in opposite directions: namely, the chain of
command and the chain of report as shown below. With the complete pair of chains, the Solid
Waste Management (SWM) is executed effectively and efficiently.
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Chain of Command
Chain of Report
Top Officials of DCC
Managing
Staff
On-site Staff
Collection-----Transport-----Landfill-----Vehicle Repair
DCC has a well connected chain of command; however, it does not have the opposite direction,
the chain of report. To cope with this defect, a pilot project B for Management Information
Acquisition (MIA) was initiated under the financial assistance of JICA.
2.4 Final Disposal
(1) Remaining Capacity of Landfill Site
DCC uses three landfill sites: namely, Matuail, Berri Band and Uttara; Matuail is the only official
site owned by DCC. The rest (Berri Band and Uttara dumpsites) are private land. It is explained
that owners of the land have requested DCC to fill the low lying land with solid waste. In
response to their request, DCC started disposing of solid waste there. The remaining capacity of
Matuail site is estimated at 1.1 million ton as of the end of 2004.
(2) Legitimacy of Landfill Site
As for Berri Band and Uttara sites, the final disposal of solid waste was started after the
enforcement of the Environmental Conservation Act of 1995 and the Environmental Conservation
Rules of 1997. These regulations require the Environmental Clearance Certificate (ECC) for
earth filling by industrial, domestic and commercial waste, but this has not yet been acquired.
Furthermore, neither of the sites got approvals from RAJUK, which is required for structural
change of open space and/or reservoirs according to the Preservation Act of 2000.
(3) Operation and Management of Landfill Site
Conservancy Department dispatches 4 staff to Matuail landfill site; however, there is no job
description for them or work record at all. Mechanical Division 2 also provides heavy equipment
and operators to three landfill sites; however, there is no task description or work record or
operation plan of landfill site either.
Operation method of solid waste at three landfill sites are open dumping (crude dumping) without
control of incoming waste and no covering soil. The solid waste is dumped without surrounding
bank at either Berri Band or Uttara.
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volume 1: Summary
(4) Heavy Equipment for Landfill
Three types of heavy equipment are used for final disposal; however, the provision is unstable
because more than half of the equipment stock is broken.
2.5 Recycling
Recycling industry raises a total of 436 t/d of material recovery as shown in the table below. The
amount recovered is the reduction of waste to be managed by DCC. Composting contributes
very little to the waste reduction although the compostable waste has the largest portion among
generated wastes.
Estimated Volume of Recycled Wastes in Dhaka City
a) Estimated generation b) Estimated recycled c) Recycle rate d) Contribution to

Material of recyclable waste waste waste reduction
(t/d) (t/d) (b / 3,200)
Plastic 124 103 83 % 3.2 %
Paper 260 168 65 % 5.3 %
Glass 46 24 52 % 0.8 %
Metal 27 41 * 1.3 %
Compostable 2,211 6 0% 0.2 %
Others 99 94 95 % 2.9 %
Total 2,767 436 13.6 %
Source: Survey on recycle market by the Study Team
2.6 Legal Aspect

In connection with the existing landfill site, DCC should comply with Environment Conservation Act
and Rules and Preservation Act.
2.7 Organization
(1) Job Allocation
Job descriptions of the departments, divisions and posts are not yet defined for those engaged in
SWM.
(2) Missing Function
DCC does not have the function for planning, public involvement and management of final
disposal at present.
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Final Report
2.8 Financial management
(1) Revenue and Expenditure of DCC
DCC budgeted Tk 2,670 million of their own account for financial year 02/03. The problem of
finance is that revenues collected were only 70% of budgeted amounts, on average, from 2000-01
to 2002-03. This income gap compels DCC to squeeze its expenditures except for salary/wages.
The major source of revenue is holding tax that accounts for 63% of revenue. The latest balance
sheet of SWM indicates a growing deficit trend as shown below.
Financial Balance of SWM (million Taka)
Ratio in own
Items 1999-00 2000-01 2001-02 2002-03
DCC Account
1. Overall SWM Income 126 141 150 176 6%
2. Overall SWM Expenditure 367 383 402 476 18%
3. Balance -241 -242 -252 -300 -
Note: 1) Estimated by the Study Team based on various information and data of DCC.
2) Recurrent DCC own expenditures were used for estimates. Depreciation was not considered.
3) There were no capital expenditures during the period.
(2) SWM Expenditure by Type of Operation
DCC spends only 1.5% of budget for landfill while more than half is for road/drain cleaning.
Vehicle Repair
13%
Landfill
2%
Road & Drain

Collection &
Cleaning
Transport
56%
29%
Source: DCC
(3) SWM Cost by Type of Operation
Total SWM cost of DCC in the financial year of 2002-03 is estimated at Tk. 930/ton (= US$ 16 /ton)
as a whole. Operation-wise unit cost for road/drain cleaning is by far bigger than the other
operation as summarized in the chart below.
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volume 1: Summary
3800
3,700
3700
500
Unit Cost (Tk. per ton)
400
275
300
200
117
100
14
0
Vehicle Repair Landfill Collection/ Road/Drain
Transport Cleaning
2.9 Privatization
(1) Initiation of the Privatization Project
SWM privatization project for 8 wards of Dhaka City has been going on since May 15, 2003 as
“Ward-Wise Waste Management Project of DCC (Private Initiative)”. Through competitive bids,
four organizations were selected and awarded contracts. The contractors shall undertake the
same tasks as is done by DCC in the other wards.
(2) Prospect of the Privatization Project
As a result of grading for the first year, 3 contractors were given another contract for the second
year with the same amount as the first year. On the other hand, the contractor of Ward 37 failed
in the renewal of contract, so that competitive bidding was made with the revised contract term of
3 years.
3. Framework of Master Plan
3.1 Numerical Framework of Master Plan
(1) Population
The future population is projected at 7.7 million for 2015 and 6.7 million for 2010 respectively.
The area of DCC is assumed fixed at 131 km2.
(2) Solid Waste Generation Amount
Quantity of solid waste to be generated is estimated based on the population growth and waste
generation rate. The future waste generation is projected at 3,909 t/d and 4,624 t/d for the years
2010 and 2015, respectively
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3.2 Scenario for Improvement
(1) Alternative Scenarios
Three scenarios for the improvement are conceived, based on different collection service levels:
Scenario 1: with the same amount as 2004

Scenario 2: at the same collection rate as 2004
Scenario 3: at an expanded collection rate (with best effort)
(2) Adopted Scenarios
The target level of waste disposal is set up on the Scenario-3 as shown below. As a result, 3,054
t/d should be collected in 2015 with. Cumulative disposal volume is estimated at about 9 million
tons by the end of 2015.
Targets of Waste Disposal
Present Target for

Year 2015/2004
2004 (t/d) 2015 (t/d)
Collection/ transport 1,400 3,054* 218%(almost twice)
Final disposal 1.385 3,032* 219%(almost twice)
Recycling 435 672 154%
Unidentified disposal 1,380 920 one-third reduction
Note: * indicates the assumption without counting effect of source reduction by waste generator
4. Master Plan for Improvement of SWM in Dhaka City
4.1 Schedule for Implementation of Priority Projects and Programs
Some of the priority projects and programs need immediate commencement in accordance with
the desirable time schedule as shown in the chart below.
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volume 1: Summary
Priority Projects/Programs and Implementation Schedule
Priority Projects and Programs 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Primary Collection/Public Involvement
Institutionalization of Ward Solid Waste
1
Management System
Establishing a System of Approval and
2 Monitoring of Primary Collection Service
Providers
Supporting Primary Collection Service
3
Providers
Initial Implementation of Ward Solid

4
Waste Management System (20 Wards)
Organization of Bangladesh Solid Waste

5
Management Conference
Secondary Collection/Transport and Road/Drain Cleaning
1 Inctrease of New Containers and Trucks
2 Increase of driver and truck cleaner

Formation of Chain of Management in
3
SWM
Setting up Operation and Management
4
Plan
5 Capacity Development of Workers
Final Disposal
Improvement of Existing Matuail Dump
1
Site
2 Securing Future Landfill Site
3 Closure of Berri Band Dump Site
Establishment of Management
4
Organization for Final Disposal
Capacity Development of Disposal
5
Section
Legal Aspects
Compliance with Environmental
1 Conservation Act/ Rules and Preservation
Act
2 Legal Training to DCC Staff
Enforcement of Section 150 against
3
Illegal Garbage Throwing and Dumping
Organization Aspects
Preparation of Annual Operation Plan
1
according to Master Plan
2 Improvement of Operational Organization
3 Reforming Organization for SWM

4 Training of DCC Staff for SWM
Financial Aspect
Modification of Accounting system to
1
Exhibit Actual SWM Cost explicitly
2 Financing for Master Plan Implementation
Privatization
Continuation of Pilot Project on
1
Privatization with In-depth Evaluation
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Final Report
4.2 Financial Requirement
(1) Development & Procurement Cost
The sum of Development and Procurement Cost until 2015/16 is estimated at Tk. 3,595 million.
The table below shows the estimate of sources of funds for Development and Procurement Cost.
Some of the funds are already budgeted and the rest is a proposal of the study team.
Proposed Sources of Funds for Development and Procurement Cost
Source of Funds (Taka in million)

Project SWM Own Grant from Central or
Total
Income Foreign Government
① New Landfill Development - 670 1,575
136 769
② Existing Landfill Improvement - 471 471
③ Closure of Berri band 11 - 11
④ Container Carrier and Truck 435 882 1,317
Procurement
⑤ Heavy Equipment Procurement 55 107 162
⑥ Community Activities - 59 59
Total 637 2,958 3,595
Source: Estimates by the JICA Study Team
(2) O&M Cost
On the other hand, the sum of O&M Cost until 2015/16 is estimated at Tk. 6,058 million. The unit
cost is assumed to decrease continuously in spite of growing amount of waste collection as
summarized in the table below.
SWM O&M Cost per Ton
Actual Master Plan

Items Unit
04/05 05/06 10/11 15/16 Average
SWM O&M Cost Taka. In million 487 509 532 594 -
Collected Solid Waste Amount 1000Ton/Year 511 548 749 1,030 -
Taka/Ton 953 929 710 577 703
Source: Estimates by JICA Study Team
(3) Financial Balance
The financial balance of SWM finally reaches surplus from 2014/15 by putting the three income
enhancement measures into effect (reassessment of estates, increase of tax rate and collection
rate).
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volume 1: Summary
Final Report
Volume 1: Summary
Table of Contents
Preface
Letter of Transmittal
List of Abbreviation and Acronyms
Executive Summary
Page
Chapter 1 Introduction ............................................................................................. 1
1.1 Background of the Study ........................................................................................ 1

1.2 Objectives of the Study........................................................................................... 1
1.2.1 Objectives ................................................................................................. 1
1.2.2 Study Area ................................................................................................ 1
1.2.3 Target Waste ............................................................................................ 3
1.2.4 Target Year ............................................................................................... 3
1.3 Organization for Study Implementation .................................................................. 3
Chapter 2 Present Situation of Solid Waste Management in Dhaka City ..... 4
2.1 Waste Generation................................................................................................... 4

2.2 Primary Collection................................................................................................... 4
2.3 Secondary Collection/Transport and Road/Drain Cleaning .................................... 7
2.4 Final Disposal ......................................................................................................... 12
2.5 Recycling/Compost................................................................................................. 13
2.6 Industrial Waste ...................................................................................................... 14
2.7 Medical Waste ........................................................................................................ 15
2.8 Public Involvement.................................................................................................. 18
2.9 Legal Aspect ........................................................................................................... 22
2.10 Organization ........................................................................................................... 24
2.11 Financial Management ........................................................................................... 25
2.12 Privatization ............................................................................................................ 28
Chapter 3 Framework of Master Plan ................................................................... 30

3.1 Numerical Frame of Master Plan ............................................................................ 30
3.2 Scenario for Improvement ...................................................................................... 31
Chapter 4 Objectives and Strategies .................................................................... 36
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Final Report
Chapter 5 Master Plan for Solid Waste Management in Dhaka City .............. 43
5.1 Primary Collection and Public Involvement ............................................................. 43
5.2 Secondary Collection & Road/Drain Cleaning ......................................................... 47
5.3 Final Disposal .......................................................................................................... 53
5.4 Legal Aspects .......................................................................................................... 55
5.5 Organization ............................................................................................................ 57
5.6 Financial Management ............................................................................................ 61
5.7 Privatization ............................................................................................................. 63
Chapter 6 Priority Projects and Programs ........................................................... 64

6.1 Priority Projects and Programs ................................................................................ 64
6.2 Schedule for the Implementation ............................................................................. 65
6.3 Financial Requirement............................................................................................. 67
Chapter 7 Evaluation and Conclusions................................................................. 68

7.1 Evaluation of Master Plan........................................................................................ 68
7.2 Conclusions ............................................................................................................. 69
7.3 Recommendations................................................................................................... 70
Appendix
Appendix A Special Recommendation for Industrial and Medical Waste ................... A - 1
A.1 Industrial Waste ................................................................................................ A - 1
A.2 Medical Waste .................................................................................................. A - 2
Appendix B Summary of Master Plan......................................................................... B - 1

B.1 Primary Collection and Public Involvement....................................................... B - 1
B.2 Secondary Collection/Transport and Road/Drain Cleaning .............................. B - 3
B.3 Final Disposal ................................................................................................... B - 3
B.4 Legal Aspect ..................................................................................................... B - 4
B.5 Organization...................................................................................................... B - 5
B.6 Financial Management...................................................................................... B - 5
B.7 Privatization ...................................................................................................... B - 5
COMPOSITION OF THE REPORTS
This Report consists of 4 volumes as follows:
volume 1: Summary
volume 2: Main Report
volume 3: Supporting Report
volume 4: Data Book
ii
volume 1: Summary
CHAPTER 1 INTRODUCTION
1.1 Background of the Study
The metropolitan city of Dhaka has an area of 131 km2 and population of 5.7 million.
Because of the scarcity of flood free land, the population density exceeds 40,000 per km2 on
one hand, and the rest of flood prone area is commonly used as voluntary dump site. The
conspicuous intensity of building causes difficulty in waste collection from the city
particularly from the old Dhaka area. The collection rate is estimated in this study at 44 % of
generated volume. This means more than half of waste is not properly collected and disposed
at official dump sites. Uncollected waste has been recognized as the root of inferior
environment such as scattered garbage, offensive odor, drain clogging, water pollution and
mosquitoes.
Dhaka City Corporation is mandated the task of solid waste disposal and carries out the task
by mobilizing 7,000 workers and 300 plus trucks. The achievement of cleaning has not yet
been appreciated by either of citizens or the government. The prime minister also expressed
her concern about “Clean Dhaka” as an important mission of administration. Various studies
have been conducted with the assistance of Asian Development Bank and United Nations
Development Program in Dhaka City; however, an entire solution is yet to be found. The
waste volume is still increasing as the city grows although Dhaka City Corporation does not
have a confident view to solve the problems of uncollected waste.
Japan International Cooperation Agency (JICA) dispatched short-term specialist for the
technology transfer of the waste disposal from March to August 2000. Further in response to
the request of Bangladesh, JICA sent a preliminary study team and concluded the Scope of
Work for the study for formulation of a Master Plan on the waste management in Dhaka City.
Accordingly, JICA dispatched a study team to commence the study in November 2003 and
study has continued for 1５ months since then.
1.2 Objectives of the Study
1.2.1 Objectives
The objectives of the Study are:
(1) To formulate master plan concerning solid waste management in Dhaka City
(2) To improve and strengthen the capabilities and management skills of DCC personnel in
terms of solid waste management through the technology transfer during the Study.
1.2.2 Study Area
The Study area covers the jurisdiction of the Dhaka City Cooperation (DCC), which totals
about 131 km2. Sites of the new landfill facility will also be included in the study even if they
are located in new urban area outside the jurisdiction of DCC.
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Final Report
Figure 1.1 Study Area
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volume 1: Summary
1.2.3 Target Waste
The Study covers three types of solid wastes generated in the jurisdiction of the Dhaka City
Cooperation: namely, Domestic waste, Industrial waste, and Medical waste. Liquid and
gaseous wastes are not included in the scope of this study.
The master plan shall be prepared for only Domestic waste in this study. With regard to
Industrial waste and Medical wastes, surveys will be conducted to identify the problems and
possible solutions will be proposed separately from Domestic waste.
1.2.4 Target Year
The master plan views one decade with the target year 2015.
1.3 Organization for Study Implementation
Figure 1.2 shows the overall Study organization and the relationship between the Study Team
and the Counterpart organizations.
Dhaka City Advisory

JICA
Corporation (DCC) Steering Committee Committee
Technical Working
Group
Counterpart
Study Team
Personnel Unit
1. Task Group Collection/Transport

2. Task Group Treatment/Disposal
3. Task Group Recycling
4. Task Group Industrial Waste
5. Task Group Medical Waste
6. Task Group GIS
7. Task Group Institution/Legal System & Finance/Management
8. Task Group Public Participation/Social Mobilization
9. Task Group Public Awareness/Education
Implementing Body
Figure 1.2 Overall Study Organization
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CHAPTER 2 PRESENT SITUATION OF SOLID WASTE

2.1 Waste Generation
(1) Waste Generation Volume and Quality
Waste generation in Dhaka City is summarized below.

Table 2.1 Summary of Waste Generation Volume and Quality
item parameter
estimated generation domestic waste: 1,950 t/d
business waste: 1,050 t/d
street waste: 200 t/d
generation rate domestic waste: 0.34 kg/d/person
(domestic + business + street) waste:0.56 kg/d/person
bulk density all waste average: 0.24 t/m3
food waste contents domestic waste: 67 %
market waste: 60 %
calorific value all waste average: 550 to 850 kcal/kg
*requirement of self combustion: 1,200 kcal/kg
Source: waste amount and quality survey by the study team
(2) Waste Collection and Disposal
Waste collection and disposal are summarized below.

Table 2.2 Summary of Waste collection and disposal
item parameter
share of disposal Matuail: 65 %
volume by dump site Berri Band: 30 %
Uttara: 5%
total disposal volume at wet season average: 1,400 t/d
3 dump sites
collection rate by Zone max. Zone 5: 71 % of generation
min. Zone 8: 19 %
10 zones average: 44 %
Source: waste amount and quality survey by the study team
2.2 Primary Collection
(1) Task Allocation in Waste Collection
Dhaka City Corporation Ordinance1 is the basic law regarding street/drain cleaning, waste
collection and transportation. According to Section 78 of the Ordinance, DCC is allowed to
provide dustbins or other receptacles at suitable places, and to require residents to bring their
waste to the dustbins or receptacles. DCC is responsible for secondary waste collection to
1
Dhaka City Corporation Ordinance was promulgated by the Chief Martial Law Administrator on 24 August
1983.
4
volume 1: Summary
remove waste from its dustbins/containers, and transport the waste to final disposal sites.
Residents are responsible for bringing their waste to DCC’s waste collection points where
dustbins/containers are located as shown in Figure 2.1. The regulation is clear as far as
dustbins/containers are located. On the contrary it becomes unclear where no
dustbins/containers are located is provided.
Primary Waste Collection Secondary Waste Collection
Households Dustbins/ Final Disposal

Transport Transport
Containers Sites
Residents/NGOs/CBO DCC
Figure 2.1 Waste Collection System in Dhaka City
(2) Private Initiative in Primary Waste Collection
It is commonly observed that NGO/CBO or private firm are engaged in primary collection in
Dhaka City. Various local civil societies or CBOs duplicated the system of door-to-door
collection introduced in Kalabagan in 1987 that uses rickshaw van as basic collection tool as
seen in Photo 2.1. It is said that more than 130 organizations were providing the door-to-door
waste collection services in 19992 and the number is still increasing.
Photo 2.1 Various Designs of Rickshaw Vans Used for Primary Collection
(3) DCC Initiative in Primary Waste Collection
In 2002, DCC introduced an approval system of NGOs/CBOs/private organization for

providing door-to-door waste collection services ward-wide. DCC has given approvals to 47
2
Decentralized Composting, Waste Concern
5
Final Report
NGOs/CBOs to work in 57 areas, however, not all NGOs who got approvals have started their
activities as shown in Figure 2.2.
Source: DCC Conservancy Department and BIEDF
Figure 2.2 Distribution of NGOs/CBOs with DCC Approval for Primary Collection
6
volume 1: Summary
(4) Service Charge for Door-to-Door Collection by NGO/CBO
The service charges collected by NGOs/CBOs vary, depending upon the areas and revenue
groups as shown in Table 2.3.
Table 2.3 Service Charge for Door-to-Door Collection Service

Revenue Area Service Charge (per month) (Tk)
High Gulshan Hotel 500-1,000
Banani (Ward 19) Resident -High 100-300
Middle & Low Khilgaon (Ward 23) Resident - Middle 10
Resident - Low 10 or free
Middle & Low Mirpur (Ward 6) Resident - Middle 20
Resident - Low 10 or free
Industry 100-500
Source: Interview Survey by JICA Study Team
2.3 Secondary Collection/Transport and Road/Drain Cleaning
(1) Organization and Activity for Secondary Collection and Transport
a) Conservancy Department
Conservancy Dept. is the core organization for solid waste management; it undertakes
street and drain cleaning, carrying street and drain waste to dustbins/containers, and
loading and unloading of waste at places of dustbins/containers and disposal sites.
Conservancy Dept. consists mostly of field workers and very few officers at
headquarters.
b) Transport Department
Transport Dept. has two parts: central pool and conservancy pool. The conservancy
pool is in charge of transportation of waste from dustbins/containers to disposal sites.
The number of drivers in the Conservancy Pool is less than the number of open trucks
and container carrier. Some drivers are working in 2-shifts to cover the shortfall.
c) Engineering Department
Engineering Dept. is involved in solid waste management for operating heavy
equipment at disposal sites and repair of vehicles and heavy equipment used at two
workshops: Mechanical Division 1 for repair of transport vehicles, and Mechanical
Division 2 for heavy equipment. Mechanical Division 1 also is in charge of
manufacturing steel containers at demands of the Conservancy Dept. Civil Engineering
Circle is also involved in the field of facility construction and site development for
waste disposal.
d) Store and Purchase Department

Store and Purchase Dept. procures conservancy appliances, such as brooms and baskets,
at the request of the Conservancy Dept. Store and Purchase Department also purchases
spare parts for vehicles and equipment.
7
Final Report
e) Urban Planning Department

This department undertakes the pilot project for privatization in 8 wards in cooperation
with the Conservancy Dept.
(2) Deployment of Manpower and Vehicles for Collection/Transport
a) Regulatory Basis of Deployment of Resources

There are no regulations, by-laws/guidelines or public notices for installation of dustbins
and container. Ward Commissioners makes a request to the Mayor for the installation
of such receptacles. When the Mayor approves the request, the order is given to the
Conservancy Dept. to install them. The Conservancy Dept. then asks Engineering Dept.
to construct the dustbins or to install containers. Currently, DCC has a policy not to
construct new dustbins, but to replace them with containers. After the installation of the
receptacles, respective Ward Commissioners give “public notice” verbally to the
residents. Deployment of additional vehicles/drivers as well as additional cleaners also
starts with requests by Ward Commissioners. Currently, there are about 1,000
receptacles are deployed in the city.
• dust bin 688 units
• 6m3 container 260 units
• 12 m3 container 123 units
• total 1,071 units
b) Manpower Allocation to Collection and Transport Sector

Manpower allocation is summarized by assignment in Table 2.4. The significant point
of cleaners work is variation of working hours. The working hours vary from 2 to 8
hours with average about 4 hours for DCC cleaners, while private cleaners work from 4
to 8 hours with average 6 hours.
Table 2.4 Assignment and Number of Cleaners and Drivers

Workers category Assignment Number Total
DCC worker
Road Cleaner Ward 5,003
Deep Drain Cleaner Zone 284 6,992
Storm Sewage Cleaner Zone 119
(6.880
VIP Road Cleaner Zone 178 cleaners
Market Cleaner Zone 425 are
Other Cleaner Zone 19 deployed to
Truck Cleaner Ward 663 Zones and
Special Truck Cleaner Zone 189 Wards)
Container Cleaner Central 112
Truck Driver Ward
266 266
Container Driver Central
Private worker Zone 9 & 10
Road Cleaner 359 578
Deep Drain Cleaner 86
Truck Cleaner 106
Truck Driver 27
Source: Questionnaire Survey with ZCO and CI by JICA Study Team
8
volume 1: Summary
c) Stock of Collection and Transport Vehicle

There are 343 units of registered conservancy vehicles. Out of the stock, 60 units are
under repair and the balance of 283 units are in operation as of October 2004. The
actual capacity of collection by DCC is estimated at 2,061 t/d as shown in Table 2.5.
Table 2.5 Estimated Collection and Transport Capacity of DCC Vehicles

Trucks in Stock Trucks in Use
Type and Capacity of Vehicle Nos. of Vehicle Estimated Nos. of Vehicle Estimated
in stock (unit) Capacity (t/d) in use (unit) Capacity (t/d)
Registered Vehicles
1.5 ton Open/Cover Truck 83 249 67 48
3 ton Open Truck 104 499 83 101
5 ton Open Truck 26 208 24 16
3 ton Container Carrier 93 893 76 163
5 ton Container Carrier 34 544 30 64
20 ton Trailer Truck 3 60 3 60
Total 343 2,453 283 2,061
Source: DCC
Note: It is assumed the average number of trips to dump sites a day is 2 for open trucks and 4 for
container carriers.
d) Sufficiency of Trucks and Drivers
Transport Department is making a request to increase the number of vehicles by 150

together with 200 more drivers to the Mayor. The number of driver is apparently
insufficient: 266 drivers were assigned to operate 283 trucks. The number of trucks is
considered still sufficient to transport 1.5 times as much waste as achieved in 2004.
Provided that 307 drivers achieve 1,400 t/d of transport, 452 drivers are proportionally
required to run the trucks currently in use at their full capacity as shown in Figure 2.3.
The current solution is to use trucks with more frequent trips to dump site by more
drivers and longer operating hours.
capacity (t/d)
expanded
estimated capacity
capacity
2,061 452 regular input
2,000
1,718 actual
capacity
1,400 t/d 283 unit 307 engaged

collection truck
achieved
dust bin & container
in 2004
1,000
266 regular input
No. of Truck No. of Driver +186 drivers
Figure 2.3 Expansion of Transport Capacity by Increase of Driver
9
Final Report
e) Composition of Trucks
DCC regularly uses three types of trucks as follows.
• Open Truck (OT): 3 ton, 5 ton for dustbins on wider road, 1.5 ton for narrow
road
• Container Carrier (CC): 3 ton, 5 ton for containers on wider road
• Trailer Truck (TT): 20 ton for big market
Loaded amount of each type of trucks was observed at the entrance of Matuail dump
site for three months as part of Pilot Project B. As the result of observation in
September, OT 1.5 ton and trailer exhibit larger load than rated capacity. CC 3 ton were
almost fully loaded to their rated capacity, whereas OT 3 ton and CC 5 ton were just
loaded about 70 % of rated capacity.
Regarding the frequency of trips for dumping in a day, OT made 1 to 2 trips a day while
CC made 2 to 10 trips a day and about 3 trips on average. The combination of three
types works well in spite of the minor problem of partial inefficiency.
Owing to short distance to dump site, the trucks keep chassis, tires and engine better
than the age of vehicle. On the other hand the body for loading is comparably worse
because of corrosion. The same deterioration is found in containers which are mostly
eroded inside by leachate generated from raw waste.
f) Comparison of Efficiency between Open Truck & Container Carrier
Figure 2.4 shows the efficiency of trucks in secondary collection and transport by type
of vehicle based on the result of time & motion survey. For overall collection/transport
efficiency (ton/hour), container carriers achieved on average 2 t/h, that is four times as
much as open trucks which carried only 0.5 t/h on average. As for the cost-performance,
it is found container carriers cost 20 % less than open truck of 3-ton class.
4.0
3.5
3.0
2.5
ton/hr
2.0
1.5
1.0
0.5
0.0
CC 3t
CC 5t
CC 5t
CC 3t
CC 3t
OT 5t
OT 5t
OT 5t
OT 5t
OT 5t
OT 3t
OT 3t
OT 3t
OT 3t
OT 1.5t
OT 1.5t
OT 1.5t
type of truck
Figure 2.4 Efficiency of Waste Transport by Type of Truck

(March 2004, time & motion survey)
10
volume 1: Summary
g) Slow Vehicle Repair
The repair usually takes a long time. Half of the vehicles that finished repair in 2004 took
two years since the request of repair. Major repair is contracted with private workshops
outside DCC. The tender document needs final decision by the Mayor and the process
takes a long time to complete. Because of the limited frequency of Mayor’s sanction,
there is an inevitable waiting for application to the Mayor. A fundamental improvement
in this inefficiency is urgently needed.
h) Lack of Management
In the Pilot Project B (Management Information Acquisition), waste transport operation

was recorded by two different sources: namely, at garages based on logbook and at
Matuail based on interviews with drivers. The two records from different sources
should be in accord with each other; however, they showed an apparent difference
particularly in number of trips. The number of trips recorded in logbook counted almost
twice as many as those recorded at the entrance of Matuail dump site. The number of
trips is regarded as a basis of estimation of fuel consumption in the current routine. The
discrepancy of trip number in two sources implies the expense for fuel is questionable.
In addition, most conservancy trucks are not equipped with distance meter in the cabin,
which gives an essential data for rational valuation of fuel consumption. The absence of
this equipment is overlooked by the top management of DCC.
(3) SWM Expenditure
DCC prepares only ‘total actual expenditures’ after closing of the financial year. Neither
‘department-wise expenditures’ nor ‘operation-wise expenditures’ are available. In order to
analyze the expenditure for SWM, the Study Team estimated the operation-wise expenditures
of SWM for the last 4 years as shown in Figure 2.5. The largest amount (58%) was spent for
cleaning of roads and drains, while very little amount (1.4%) was spent for landfill.
Vehicle Repair
13%
Landfill
2%
Road & Drain

Collection &
Cleaning
Transport
56%
29%
Source: DCC
Figure 2.5 Budget Allocation to Waste Management by Process
Total SWM expenditures have increased each year up to approximately Tk 480 million in the
financial year 2002-03, which accounted for 18% of DCC’s total expenditures, and 42% of its
11
Final Report
own revenues of the year. The unit SWM cost of DCC in the financial year of 2002-03 is
estimated at Tk. 930/ton (= US$ 16 /ton) as shown in Figure 2.6.
Road/Drain Cleaning Collection/Transport Final Disposal
Tk. 270 million/y Tk. 140 million/y Tk. 7 million/y

73,000 t/y 511,000 t/y 505,500 t/y
Tk. 3,700 /t
.
Tk. 275 /t Tk. 14 /t
Source: DCC, estimated by the study team
Repair Works Total SWM
total Tk. 60 million/y Tk. 476 million/y

511,000 t/y
Light Vehicle: Tk. 59 million/y
Heavy equipment: Tk.1 million/y Tk. 930 /t
Figure 2.6 Solid Waste Management Cost Flow
2.4 Final Disposal
(1) Existing Landfill Sites in Operation
a) Remaining Capacity of Existing Landfill Sites in Operation

DCC uses three landfill sites: namely, Matuail, Berri Band and Uttara; Matuail is the
only official landfill site owned by DCC and is estimated at 1.1 million tons with the
remaining capacity. The rest, Berri Band and Uttara dumpsites are on privately owned
land. It is explained that owners of the land have requested DCC to fill the low lying
land with solid waste. In response to their request, DCC started disposing of solid waste
there.
b) Legitimacy of Existing Landfill Sites in Operation

As for Berri Band and Uttara sites, the final disposal of solid waste was started after the
enforcement of the Environmental Conservation Act of 1995 and the Environmental
Conservation Rules of 1997. These regulations require the Environmental Clearance
Certificate (ECC) for earth filling by industrial, domestic and commercial waste.
However, neither of the sites has got the ECC yet. Moreover both have not yet got
approvals from RAJUK, which is required for structural change of open space and/or
reservoirs according to the Preservation Act of 2000.
Table 2.6 Existing Landfill Sites in Dhaka

Name of the site Area Start operation Incoming trucks*
Matuail 20 ha 1993 282
Berri Band 4 ha Not clear 138
Uttara 1 ha 2003 18
Source: JICA Study Team *: average of observation in two seasons
12
volume 1: Summary
(2) Operation and Management of Landfill Site
a) Management of Landfill Site

Conservancy Department dispatches 4 staff to Matuail landfill site; however, there is no
task description for them or work record at all. Mechanical Division 2 also provides
heavy equipment and operators to three landfill sites; however, there is also no task
description or work record or operation plan either. Construction works in Matuail
landfill site are executed under the supervision of Civil Engineer of Zone 1; however, it
is not clear who is responsible for making a plan for such construction.
b) Operation of Landfill Sites

Operation method of landfill at all three sites is open dumping, which has neither control
of incoming waste nor covering soil. Surrounding embankment, access road and
dumping platform are provided at Matuail landfill site, but no leachate collection and
gas removal facilities are installed. The solid waste is dumped without surrounding
bank at either Berri Band or Uttara.
c) Heavy Equipment for Landfill

Three types of heavy equipment are used for final disposal; however, the provision is
unstable because more than half of equipment is broken as shown in Table 2.7. The
repair work is done by Mechanical Division 2, but its repair capacity is poor.
Table 2.7 Heavy Equipment for Landfill
equipment stock broken operating
bulldozer 15 11 4
excavator 6 4 2
tyre dozer 8 4 4
total 29 19 10
Source: DCC Mechanical Division
2.5 Recycling/Compost
(1) Outline of Recycling Activities in Dhaka City
a) Status of Recycling Industry in Dhaka City

According to “Bangladesh Statistical Yearbook 2001”and “Profile of Dhaka City”, the
labor force excluding unemployed persons is estimated at approximately 1.2 million.
On the other hand, approximately 74,000 people are engaged in recovering material out
of solid waste, according to the interview survey by the Study Team. This means that
approximately 6% of the total labor force in Dhaka City is in the recycling sector.
b) Stakeholders of Recycling Activities

Recycling stakeholders of municipal solid waste are composed of three principal groups:
namely, collectors, buyers and factory/shops for recycled products. Recycling factories
13
Final Report
are usually small-sized and located in old Dhaka area; they process material collected
from inside and outside of the city.
There are special groups that function as collector and buyer. They are called feriwalla
and they collect waste from waste generator (households) by paying cash in exchange
for recyclable wastes. Feriwalla also buys recyclable wastes from other collectors.
c) Compostable Wastes
At present, there are five small-scale compost plants in Dhaka City. The total capacity
of 5 plants totals 19 t/d; however, they are at present producing approximately 1.5 ton
per day only in Dhaka City as a whole due to weak demand, according to Waste
Concern. The products of kitchen waste is valued one digit lower than that of other
recycle materials, according to the interview survey results with manufacturers and
dealers.
(2) Estimated Volume of Recovered Waste
Recycling activity raises a total of 436 t/d of material recovery as shown in Table 2.8.
According to the estimate, paper and plastic contribute to a considerable reduction of the
waste disposal, while composting contributes very little in spite of the largest content of
generated wastes.
Table 2.8 Estimated Volume of Recycled Wastes in Dhaka City

a) Estimated b) Estimated d) Contribution to
Material generation of recycled waste c) Recycle rate waste reduction
recyclables (t/d) (t/d) (b / 3,200)
Plastic 124 103 83 % 3.2 %
Paper 260 168 65 % 5.3 %
Glass 46 24 52 % 0.8 %
Metal 27 41 * 1.3 %
Compostable 2,211 6 0% 0.2 %
Others 99 94 95 % 2.9 %
total 2,767 436 13.6 %
d) Assumed total municipal solid waste generation : 3,200 (t/d)
* Generation amount of metal is estimated by averaging 60 samples of waste composition survey,
which did not contain metal factory at all. While recycled volume of metal contains imported metal
from other cities in the country that did not appear in the composition survey. With this mechanism it
is understood the recycled volume exceeds the estimated generation amount.
Source: Survey on recycle market by the Study Team
2.6 Industrial Waste
(1) Industrial waste flow

In the case of industrial wastes, reuse and recycling are aggressively done by industries
themselves or by industry-related businesses. As a result, the amounts of recovered wastes by
waste pickers and scavengers seem to be relatively small compared to those removed at
sources.
14
volume 1: Summary
(2) Amounts of Industrial Waste
The survey on industrial waste management has never been conducted except for tannery
waste. The amount of tannery waste, which is mostly generated in Hazaribag area, is
estimated at 150 t/day.
(3) Hazardous Industrial Waste Management
Cases of the environmental pollution resulted from improper industrial waste management are
reported as soil contamination by heavy metals at some industrial zones 3 . The objective
industrial zones are Tejgaon, Hazaribag, Tongi and Narayanganji where found the pollutants
of Cr., Cu, Zn, Ni, Cd, and Pb from such industries as tannery, food, chemical, textile, battery,
power, metal and steel.
Hazaribag is a famous tannery industrial area situated inside Dhaka, where soil is highly
contaminated by toxic chemicals and heavy metals like Cr and Cu. The total pollutant
emission from tannery industry shares 57 % of national total of toxic chemical and 32 % of
toxic metals. 4 In 2004, the government decided to relocate the tannery industry from
Hazaribag area to Savar area within a few years to restore the environmental condition in
Hazaribag area. The Ministry of Industry ordered Bangladesh Small and Cottage Industry
Corporation (BSCIC) to construct a tannery industrial zone in Savar together with
infrastructure development.
(4) Related Laws and Regulations of Industrial Waste Management
At present, there is no legal requirement to manage industrial waste including hazardous

waste. However, some laws and rules influence industrial waste management more or less.
These are:
• Environmental Conservation Rules of 1997,
• Environmental Management Plan,
• Pollution Effect Abatement Plan,
• Emergency Plan for Adverse Environmental Impact, and
• Environmental Impact Assessment Plan.
2.7 Medical Waste
(1) Definition and Sources of Medical Waste
Medical wastes from hospitals, clinics and diagnostic centers are taken as the targeted waste
in this study. Figure 2.7 shows the classification of hospital wastes sourced from the Manual
for Hospital Waste Management.5
3
S. M. Ullah, Heavy Metals and Industrial Pollution In Bangladesh, in 1st national Conference on
Environmental Health, 19-20 February 2002.
4
http//www.sdnpbd.org/wb/industry.php .
5
Manual for Hospital Waste Management, Ed. by A.K.M. Saiedur Rahman, General of Hospital Services,
Ministry of Health and Family Welfare, 2001.
15
Final Report
Medical Waste
(Clinical waste, Healthcare waste)
Hospital Waste Waste from other healthcare establishment

(hospitals, clinics, diagnostic centers) (hospitals, clinics, diagnostic centers)
General or Non-hazardous Hazardous
Infectious Waste Sharp Waste Non-infectious Waste

・infectious waste ・infectious sharp waste ・cytotoxic waste
・pathological waste ・non-infectious waste ・pharmaceutical waste
・anatomical waste ・radioactive waste
Source: Slightly modified from Manual for Hospital Waste Management, Ed. by A.K.M. Saiedur
Rahman, Director General of Hospital Services, Ministry of Health and Family Welfare, 2001
Figure 2.7 Classification of Medical Waste in Bangladesh.
(2) Medical Waste Generator
The total number of beds in the health care establishments in the study area is estimated at
minimum 12,000 excluding some private hospitals as shown below.
Table 2.9 Number of Hospitals/Clinics and Beds in the Study Area

Entity Type Ministry No Beds Remarks
Health & Family Welfare
DG Health Service 13 2,400
DG Family Welfare 1 100 Azimpur Maternity Hospital
Hospital Defence 2 ? Out of Study Area
Gov. Defense
Home Affair 2 ? Police Hospital, Jail Hospital (175)
Communication 1 ? Railway Hospital
LGRD&C 2 100 DCC Hospital
Medical College Health & Family
Hospital Welfare/Education 5 2,220
Medical College
Hospital
Private
Clinics 244 6,196
bedded
Clinics with
Diagnostic lab.
Private Diagnostic C. >450 0 No beds.
BSMMU 1 600 Bangabandhu Shekh Mujib Medical University
Others
ICDDR,B 1 250 International Centre for Diarrhea Diseases Research, Bangladesh
Total >722 12,041
Source: (1) Memo No. DGHS/Dir. Hosp/HWM/2004/572 by Director (Hospital and Clinics) & Line Director,
Hospital Services, DGHS, May 11, 2004. (2) Health and Population Statistical Report 1999-2000, DGHS,
Dec. 2001. (3) Bangladesh Health Bulletin 1996, DGHS, Nov. 1998.
Besides hospitals/clinics there are about 450 diagnostic centers in Dhaka that also produce
syringes, needles, blood soaked materials, toxic chemicals; their quantities are, however,
considered difficult to determine.
16
volume 1: Summary
(3) Medical Waste Generation Rate
Hospital waste generation rate increases as the size of the hospital (i.e. as the number of beds)
becomes larger.6 In the survey conducted during March and May 1998, it was found that
waste generation rate at hospitals in Dhaka was 1.2 kg/bed/d on average;7 15% of it was
hazardous waste that included infectious waste (10.5%), pathological waste (1.5%), sharp
waste (3.5%), and a very small amount of pharmaceutical and chemical wastes.
(4) Amount of Medical Waste Generation in the Study Area
Based on generation rate of hospital wastes mentioned in the previous section, total amounts
of hospital waste and hazardous hospital waste in the study area are projected at 7.2~22.8 t/d
and 0.6~2.4 t/d, respectively, by multiplying total bed number with waste generation rates.
(5) Discharge, Collection and Transport of Medical Waste
Hospital wastes that are segregated at sources, more or less, are normally discharged to a
public dustbin in which wastes are mixed with general municipal waste. The mixed wastes
are collected by DCC for final disposal.
(6) Treatment Technology of Medical Waste
Quite a few hospitals have on-site treatment facilities for their hospital wastes. There are
three incinerators installed in the city, but only one of three units of Dhaka Medical College
Hospital (DMCH) was in operation at the time of survey. Holy Family Hospital with 375
beds has a crusher for infectious waste and hazardous waste to be buried in a pit at the
hospital compound.
(7) Reuse and Recycling of Medical Waste
Some sort of hospital wastes such as syringe, plastic tube, and plastic packaging materials are
recycled. Recovered materials are sold to specific traders, who wash and clean the syringes
and needles for reuse. The syringes and needles thus return to the hospitals or clinics again.
(8) Disposal of Medical Waste
Majority of hospital wastes discharged at public dustbin, either hazardous or non-hazardous,

are hauled and dumped at Matuail dumpsite together with ordinary municipal waste.
(9) Related Laws and Regulations of Medical Waste Management
At present, there is no law that specifically regulates medical waste generation and its
management. Government has only a manual compiled by the Directorate General of Health
6
Non-Incineration Medical Waste Treatment Technologies, Health Care Without Harm, August 2001.
7
M.Habibur Rahman, S.N. Ahmed and M. Shehab Ullah, A Study on Hospital Waste Management in Dhaka
City, 25th WEDC Conference, Addis Ababa, Ethiopia, 1999.
17
Final Report
Services, Ministry of Health and Family Welfare in 2001. Some laws that may influence
hospital waste management system, more or less, are:8
• Environmental Conservation Rules of 1997;
This law partly regulates waste management and disposal facilities. It classifies
polluting industries into four categories, such as Green, Orange A, Orange B,
and Red. Orange B includes pathological clinics and Red indicates hospitals,
• Import and Export Control Act of 1950 controlled by Shipping Ordinance of
1979,
• Custom Act of 1965,
• Environmental Management Plan,
• Pollution Effect Abatement Plan,
• Emergency Plan for Adverse Environmental Impact, and
• Environmental Impact Assessment Plans (EIA).
According to Environmental Conservation Rules, Effluent Treatment Plan (ETP) and

Pollution Effect Abatement Plan along with Emergency Plan for Adverse Environmental
Impact must be submitted to establish a clinic or hospital. However, there is no definite
description of hospital solid waste. The City Corporation Ordinance does not cover hospital
waste treatment and disposal.
2.8 Public Involvement
(1) Findings from Household Survey
Household Awareness Survey was conducted by the Study Team in February 2004. The
survey was composed of Household Questionnaire Survey (340 samples) and Focus Group
Discussion (Ward 19: Gulshan, Ward 23: Khilgaon, Ward 61: Lalbag, Ward 84: Saidabad/
Jatrabari). The following are the findings from the household questionnaire survey of upper
to lower income group households.
a) Waste Discharge and Primary Collection

• Who discharges the waste?
Servants/maids are in charge of waste discharge among 96 % of upper group and
79 % of middle group, while members of the households, mostly wives and
daughters, are in charge among 95 % of lower group,.
• Receive door-to-door collection service ?
88 % of upper group households and 75 % of middle group receive door-to-door
collection service, while only 30 % of lower group receive such service.
• Throw waste in vacant place?
51 % of lower group households dump their waste in vacant lands/river/marsh,
while only 5% of upper group and 4% of middle group do that.
8
A.K.M. Saiedur Rahman (Chief editor), Situation Assessment and Analysis of Hospital Waste Management
(A Pilot Study), Line Director, Hospital Services, Directorate General of Health Services, Ministry of Health
and Family Welfare, June 2000.
18
volume 1: Summary
• Who provides door-to-door collection service?

80 % in new urban areas receive the service from CBO and 14 % from private
companies. In old urban areas, 64 % of households receive the service from CBO
and 19 % from DCC cleaners. In Old Dhaka, 78 % replied DCC cleaners are
providing the service.
• 85% are satisfied with the door-to-door collection service.
b) Waste Collection Charge

• 88% are paying door-to-door waste collection charges.
• How much paying?
Upper group pay from Tk. 11 to more than Tk. 100 per month. 77 % of middle
group pay Tk. 11 to Tk. 20 per month. 82 % of lower group pay Tk. 1 to Tk. 10 per
month.
c) DCC Services and Secondary Collection

• 21 % of the respondents (household heads), do not know the locations of nearest
dustbins/containers.
• How far are the dustbins/containers?
58 % in new urban areas and 52 % in older urban areas replied that
dustbins/containers lie farther than 300 ft from house. On the other hand, 32 % in
Old Dhaka replied that dustbins/containers are located nearer than 70 ft and 28 %
nearer than 150 ft.
• Satisfied with DCC?
72 % of middle group and 75 % of lower group households are not satisfied with the
services, while more than half of upper group households are satisfied with the
services.
• What is the point of dissatisfaction?
Of those who are not satisfied with the waste collection service, 69 % replied that
wastes are scattered around bins/containers and 34 % replied that bins/containers are
too far or there are no bins in their areas; 21 % replied that time schedule of
collection is not suitable.
• Satisfied with street sweeping?
60 % are not satisfied with the street sweeping provided by DCC (or private
companies in privatized zones); 34 % of respondents in new urban areas replied that
street sweeping is not provided in their areas.
d) Waste Segregation, Recycling and Composting

• Joining recycle?
91 % of upper group and 88 % of middle group give or sell recyclable waste, while
only 29 % of lower group do that.
• Willing to segregate?
70% of upper group, 68 % of middle group and 75 % of lower group are not willing
to participate in waste segregation activities.
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Final Report
• Willing to join recycle?

88 % of upper group, 95 % of middle group and 100 % of lower group are not
willing to participate in recycling activities.
• Willing to join composting?
85% of upper group, 96 % of middle group and 98% of lower group are not willing
to participate in composting activities.
e) Participation in Community Activities

• Joining now?
80% of upper group, 83 % of middle group and 96 % of lower group are not
participating in any community activities.
• Willing to join community activities?
77 % of all respondents replied that they are willing to participate in activities on
solid waste management in their communities.
(2) Unique Sense of “Community” and “Participation”
a) General Feature of “Community” in Dhaka

In Dhaka City, there is almost no area-based community to which member has strong
sense of belonging. Boundaries of “community” are vague and usually difficult to
identify. One of the reasons might be that more than half of the households in Dhaka
City do not own lands and they pay rent to landowners. Most of them are immigrants
from rural areas and still holding strong links with their home villages and relatives.
They still identify the village/township of origin to be their real home9.
b) Informal Community
Some kinds of informal communities called “Shomity” and “Ponchayt” exist in Dhaka
City. Shomity is an association of neighborhoods. Their main activities include
community security, waste collection, road widening, sports and culture. Ponchayt was
a system originally introduced by the Chaukidari Act of 1880. It was established by one
village or a group of villages, mainly for the maintenance of police. Now local
associations of ponchayt are seen only in Old Dhaka. Their activities and functions are
similar to Shomity at present. The past several decades saw the decline of these kinds of
small-scale informal communities except for some working in particular fields as waste
collection.
c) Formal Community
On the other hand, there are various civil organizations working in local areas for
specific purposes (CBOs). CBOs have emerged in response to the various needs of the
concerned locality. There are now approximately 1,830 CBOs in Dhaka City10. The
9
Overcoming the Governance Crisis in Dhaka City, Kamal Siddiqui, Jamshed Ahmed, Abdul Awa, Mustaque
Ahmed.
10
The Role of Civil Society Organizations in Urban Development in Dhaka City, Nazrul Islam, Zeenat
Mahjabeen, Oriental Geographer Vol.47: No.2: July 2003.
20
volume 1: Summary
organizations are mainly funded by individual members/sympathizers/patrons, who pay

yearly or monthly contributions/subscriptions/donations. They are registered with the
GOB Directorate of Social Services, under the Voluntary Social Welfare Agencies
(Registration and Control) Ordinance 1961.3. CBOs’ activities include social welfare,
micro-credit, health, education, securities, and waste collection.
d) Sense of “Participation”
In Dhaka City, “Participation” does not always mean that local people are involved in.
In solid waste management sector, many organizations/government institutions use the
word “participation” as the meaning that people understand and support their activities.
For example, “participation” could mean that people stop throwing their waste in vacant
lands or roads and give the waste properly to CBOs who provide door-to-door collection
services, and pay the charge.
(3) Formal Environmental Education
a) Education System of Bangladesh

The education system in Bangladesh is divided into three major stages: primary
education, secondary education, and higher education as shown below.
Age Grade
25+ ⅹⅹ
Ph.D Ph.D
24+ ⅹⅨ Ph. Post/BSS (Eng.) (Medical)
Dipl Ph.D
23+ ⅹⅧ M.Phil (Education)
22+ ⅹⅦ Msc(Eng.) Msc(Agri.) MBA
21+ ⅹⅥ MA/Msc/MBA/MSS/Mcom
LLB(Hons)
B.Ed & MA (Edm) MAL Sc

BSc Eng. BSc
MBBS
BSc
20+ ⅹⅤ Master(Prel) BSc Agr. (Tech BBA B.Ed & Dip.Ed BP ED Dip. (Lsc)
Bachelor
Eng
BSc Text. Eng.)
19+ ⅹⅣ Bachelor(Pass) BSc Leath
Diploma
18+ ⅹⅢ in
17+ ⅹⅡ HIGHER SECONDARY EDUCATION
HSC Diploma Cin Cin Diploma Nursing
Education Agriculture in Comm.
16+ ⅹⅠ
15+ ⅹ
Secondary
SSC TRADE
SECONDARY EDUCATION ARTISAN COURSE e.g. CERAMICS
Certificate
14+ Ⅸ
13+ Ⅷ
12+ Ⅶ JUNIOR SECONDARY EDUCATION
11+ Ⅵ
10+ Ⅴ
9+ Ⅳ
8+ Ⅲ PRIMARY EDUCATION
7+ Ⅱ
6+ Ⅰ
5+
4+ Pre- Primary Education
Figure 2.8 Education Structure in Bangladesh
b) Educational Statistics of Primary and Secondary Education (Grades 1-10)

The educational institutes are categorized into governmental, registered non-
governmental, non-registered non-governmental, madrasa and NGO’s school in primary
and secondary education of Bangladesh. Enrollment rate is 83 % for Primary Education
21
Final Report
(Grades 1-5), and 55.7 % for Grades 6-8 and 40.6 % for Grades 9-10 for Secondary
Education.
c) Policy of Environment Education

Environment education is not mentioned either in the National Education Policy
“NEP2000” of Bangladesh or in the action plan. It seems that Environment Education
in Bangladesh depends mostly on donors’ support because of the financial constraints.
d) Education on Solid Waste

The textbooks of Science and Social Science describe solid waste for the above third
grade. The connection among environmental pollution, infectious diseases and
unmanaged solid waste is taught to pupils.
2.9 Legal Aspect
(1) DCC Ordinance of 1983
a) Relevant Section of the Ordinance

Basic law regarding solid waste management in Dhaka City is Dhaka City Corporation
Ordinance promulgated by the Chief Martial Law Administrator on 24 August 1983.
Section 78 of the Ordinance stipulates as follows:
Section 78. Removal, collection and disposal of refuse.
(1) The Corporation shall make adequate arrangements for the removal of refuse 11 from all
public streets,12 public latrines, urinals, drains and all buildings and land vested in the
Corporation, and for the collection and proper disposal of such refuse.
(2) The occupiers of all other buildings and lands within the Corporation shall be
responsible for the removal of refuse from such buildings and lands subject to the general
control and supervision of the Corporation.
(3) The Corporation may cause public dustbins or other suitable receptacles to be provided at
suitable places and where such dustbins or receptacles are provided, the Corporation may,
by public notice, require that all refuse accumulating in any premises or land shall be
deposited by the owner or occupier of such premises or land in such dustbins or
receptacles.
(4) All refuse removed and collected by the staff of the Corporation or under their control and
supervision and all refuse deposited in the dustbins and other receptacles provided by the
Corporation shall be property of the Corporation.
11
“Refuse” includes rubbish, offal night soil, carcass of animals, deposits of sewerage, waste and any other
offensive matter, according to the definition of the Ordinance.
12
“Public street” is defined as a street maintained by the Government.
22
volume 1: Summary
b) Responsibility of DCC
According to the above, DCC is responsible for removal of waste from all public streets,
drains and buildings and land of the Corporation and for proper disposal of waste.
c) Responsibility of Occupiers
In turn, the occupiers of all other buildings and lands within jurisdiction of DCC are
responsible for the removal of refuse from their buildings and lands. To discharge their
responsibility, they have to carry and dispose of their waste in the receptacle (containers
or dustbins), which DCC may install, by themselves or to contract an NGO, CBO or
private company to carry their refuse to the public dustbins or containers.
d) Offense and Penalty

When the occupiers do not follow the Ordinance, i.e., “throwing or placing any refuse
on any public street or in any place not provided or appointed for the purpose by the
Corporation (item 19 of the Third Schedule of the Ordinance)”, it shall constitute an
offense and punishment shall be meted out after conviction according to Sections 150 –
153 of the Ordinance.
e) Interpretation of Boundary between DCC and Occupiers

Although the ordinance does not explicitly define, the responsibility of disposal of
refuse deposited in dustbins or containers is widely regarded as that of DCC; then DCC
transports and disposes of the refuse at dumpsites.
(2) Environment Conservation Act and Rules
a) Requirement related to SWM

Environmental Conservation Act of 1995 and Environmental Conservation Rules of
1997 require the person, who proposes or undertakes every industrial unit or project, to
acquire Environmental Clearance Certificate (ECC, Section 12 of the Act). Landfilling
by industrial, household and commercial wastes is classified as “Red Category”, which
includes most harmful or dangerous industrial units and projects (Rule 7. and Schedule
1 of the Rules).
b) Little Sense of Compliance in DCC with the Act and Rules

Most of the staff appear not to be aware of these provisions. Uncontrolled or
unidentified dumping or disposal prevails. In some cases, this kind of dumping is done
by DCC upon request of the landowners.
(3) Preservation Act
a) Requirement related to SWM

Preservation Act of 2000, requires prior consent of the Government for changing the
structure of specific lands such as open place, playing field or natural reservoir of water
by filling land, building construction and any other construction that alter the original
Master Plan of RAJUK.
23
Final Report
b) Compliance with the Act by DCC

DCC currently does not comply with the above Act. Almost all of its staff seem not to
know these provisions.
2.10 Organization
(1) Job Allocation within DCC
Currently, some of departments have internal job descriptions for high ranked posts while
others do not have them yet. About ten years ago, Administration and Establishment Dept.
had started defining job descriptions of departments and divisions; however, it has not yet
been completed.
(2) Capacity of Operating Departments/Divisions
Based on the observation of performance, the important missing jobs were found in planning,
public involvement and management of final disposal as shown below.
Table 2.10 Capacity of Operation Component for SWM

job number function remarks
road cleaning excessive enough too short working hour
drain cleaning lacking not enough tools be improved
secondary collection
vehicle enough enough
driver lacking enough too long working hour
truck cleaner lacking enough unhealthy & exhausting work
repair vehicle lacking inferior years of time for repair for approval process
final disposal nil nil no job description
heavy equipment lacking not enough old and frequent breakdown
operator enough not enough no instruction on effective & sanitary landfill
conservancy staff enough inferior no work reported
public involvement nil nil nobody assigned
planning nil nil nobody assigned
(3) Capability of Planning and Coordination among the Departments Concerned
a) Establishment of New Organization

Waste Management Committee (WMC) and Waste Management Division (WMD) were
established with the objective of enhancing coordination mechanism among the
departments of DCC. Proposed organizations were regarded as evolving from Solid
Waste Management Cell, which was established for better coordination and
management among the concerned departments and divisions.
b) Function of WMC
WMC is composed with chairmanship of Chief Executive Officer (CEO) and
membership of relevant department heads of DCC and representatives from the relevant
Government Ministries. Functions of the WMC are to finalize the recommendations to
the Mayor on the following:
24
volume 1: Summary
• Implementation Plans /Action Plans including Formulation of Implementation

Unit
• Annual Operation Plan and Budget Plan
• Formulation/Review of Master Plan (every five years)
c) Function and Composition of WMD
WMD is to carry out i) secretarial works to WMC and ii) day-to-day liaison with
external organizations. WMD was placed in Conservancy Dept. Due to a mismatch of
qualification and available manpower of DCC, the nomination of staff was left
incomplete. To escape from the stagnated situation, the Study Team proposed a revised
composition of WMD to CEO in December 2004.
2.11 Financial Management
(1) Budget and Actual Revenue/Expenditure
a) Ordinance and Rules related to Budget

“The Dhaka City Corporation Ordinance, 1983” and “The Dhaka Municipal Corporation
(Preparation and Sanction of Budget) Rules, 1974” determine the process of the budget
preparation and sanction of DCC. In compliance with the Ordinance and Rules, the
budget shall be submitted to the Government by the first day of June each year. The
Revised Budget is also prepared and sanctioned in the third quarter of the Financial
Year13 that starts in July and ends in June in Bangladesh. Usually, revised revenues are
lower than the original ones.
b) Actual Revenue and Expenditure

A summary of actual revenue and expenditure of DCC own account is shown below.
The problem is that revenues collected were only 70% of budgeted amounts, on average,
from 2000-01 to 2002-03. This revenue gap compels DCC to squeeze its expenditures
aside from salary/wages.
13
The term “Financial Year” is commonly used in official documents, such as budget statements of the
Government of Bangladesh and DCC, instead of the words “fiscal year” used in other countries. For better
understanding of the counterparts and other officials of DCC and the Government, “financial year” is used in
this report.
25
Final Report
Table 2.11 Actual Revenue and Expenditure of DCC Own Account*1 (Taka million)
Items Financial year 99-00 00-01 01-02 02-03 % (02-03)
Opening Balance 39 42 41 286 10
Revenues Revenue 1,615 1,717 1,625 1,828 64
Development Government Grant 550 550 500 463
Special Govt. Grant 0 0 0 285
Total 550 550 550 748 26
Total 2,165 2,267 2,125 2,575
Opening Balance + Revenues 2,204 2,309 2,166 2,861 100
Expendi- Revenue*2 Salary/wages 464 504 607 634 24
tures Others 476 487 364 504 19
Total 940 991 971 1,138
Development*3 Own source/Govt. Grant 1,158 1,134 711 1,241 46
Others Loan repayment, etc 64 143 199 291 11
Total 2,162 2,268 1,881 2,670 100
Closing Balance 42 41 286 216
Source: Information from Accounts Department
Note 1: DCC own account does not include revenue and expenditures of Government/Foreign-Aided projects.
Note 2: So-called general or recurrent budget is denominated as “Revenue Budget” in Bangladesh.
Note 3: The capital or investment budget is denominated as “Development Budget”.
(2) Breakdown of DCC Revenues
DCC revenue consists of tax and development revenue.
a) Tax Revenues
DCC has as many as 19 regular revenue items of its own. Among these items, Holding
Tax accounts for more than 60 % of total revenue as shown below. The substantial
amount of arrears has remained in the account of holding tax, which chronically
constrains the financial operation of DCC.
13 others*: 17%
Property Transfer Fee: 6%
Trade License Fee: 6%
Market Salami: 3% Holding Tax: 63%

Market Rent: 5%
Source: DCC Budget Report and Information

Note*: Road Cutting Fee is not included.
Figure 2.9 Composition of Revenue
26
volume 1: Summary
b) Development Revenue
(i) Government Grant

This is the basic intra-governmental grant to DCC. DCC retains considerable discretion
over the use of funds if they are spent on development program. Annual amount of the
Government Grant is informed to DCC in July, payable in 4 installments—September,
December March and June.
(ii) Government/Foreign-Aided Project Funds

DCC also receives substantial financial support from the Government and foreign
agencies and donors to implement specific projects approved by the Government.
(3) Balance Sheet

The balance sheet (B/S) is only available for the year up to 2000, and those for last three years
are still being processed. Receivable account of holding tax soared to Tk 1.47 billion in 2003.
Total assets increased Tk. 5.2 billion during 4 years over the period of 1996/2000, mostly
caused by increase of building/structures (Tk. 4.0 billion). Actual financial balance of the
past four years is estimated below. The financial balance was red every year and the amount
is growing.
Table 2.12 Financial Balance of SWM (Taka in million)

Ratio in own
Items 99-00 00-01 01-02 02-03
DCC Account
1. Overall SWM Revenue 126 141 150 176 6%
2. Overall SWM Expenditure 367 383 402 476 18%
3. Balance -241 -242 -252 -300 -
Note: 1) Estimated by the Study Team based on various information and data of DCC.
2) Recurrent DCC own expenditures were used for estimates. Depreciation was not considered.
3) There were no capital expenditures during the period.
(4) Department-wise and Operation-wise SWM Cost

Conservancy Department is the largest portion (64 %) of department-wise SWM cost, and
“cleaning of roads & drains” is the largest (57 %) in operation-wise SWM cost.
Approximately 90 % of the cost for “cleaning of roads & drains” is spent for staff salaries &
allowances.
Table 2.13 Department-wise and Operation-wise Actual SWM Cost (Taka in million)
Items 99-00 00-01 01-02 02-03 Ratio
1. Department-wise Actual SWM Cost
1) Conservancy Department 212 243 279 305 64%
2) Transport Department 66 73 84 106 22%
3) Engineering Department 89 67 39 65 14%
Total 367 383 402 476 100%
2. Operation-wise Actual SWM Cost
1) Cleaning of roads & drains 201 227 249 273 57%
2) Collection & transport 87 98 116 139 29%
3) Final disposal 5 5 6 7 1.4%
4) Repair works 74 53 31 57 12%
Total 367 383 402 476 100%
Source: Estimated by the Study Team based on various information and data of DCC
27
Final Report
2.12 Privatization
(1) Initiation of the Privatization Project
SWM privatization project for 8 wards of Dhaka City is going on since May 15, 2003 as
“Ward-Wise Waste Management Project of DCC (Private Initiative)”. Through competitive
bid, four organizations were selected and awarded the contract.
(2) TOR for Contractor
The Objectives of the contract stated in the TOR is to provide superior quality of service to
the residents in the following working area.
• All roads, market, park, footpaths, etc
• All open and closed drains
• The surrounding area of dustbin and container
• Dumping the waste at landfill site (Matuail)
• Road signs and traffic signs
The four organizations awarded shall be graded from rank A to rank D by DCC. If graded
rank A, the organization will be given the right to continue the project in the following year.
On the other hand, if ranked D, no right will be given for the next year.
(3) Progress of Project in the First Term
The contractors employed generally slum dwellers especially as cleaners. Total number of
field staff they employed was smaller than the number before privatization. At the beginning,
conservancy inspectors of Zone 9 and Zone 10 gave practical training to the new employees
of the contractors.
Containers were removed due to unavailability of container carriers with the contractors. The
contractors also reduced the number of locations of dustbins/containers in response to the
demand of residents after consultation with DCC and local communities. In fact, the number
of locations in the area of 3 contractors interviewed was cut from 111 before privatization to
73 at present.
28
volume 1: Summary
Table 2.14 Summary of Program Management by the Awarded Organizations

Zone 9 10
Ward 18 19 20 21 38 17 37 1
Organization Name BIEDF Messer’s LN MIRUD
Rhythm Corporation
Legal Status NGO Private
Proprietorship NGO
Company
Contract Amount 37,000,000 in Total
No. of field staffs 46 154 55 51 52 55 46 130
-Manager 1 1 1 1 1 1 1 1
-Supervisor 2 2 2 2 1 6 2 6
-Cleaner 26 110 30 30 37 36 25 65
-Drain cleaner 7 16 12 8 3 6 10 24
-Truck loaders 10 25 10 10 10 6 8 27
-Others - - - - - - (7-10) 7
Trucks (Rental) 14 (22 in rainy season) 2 2 3
No. of dustbins 3 10 4 2 5 4 8 41
Dump site Uttara Uttara Matuail Uttara Uttara Uttara
Tongi B. Band
B. Band Matuail B. Band B. Band B. Band (Ashulia)
Trips a day/truck 2 2 2 3
Financial results Probably around the break-even point In loss Break-even Not clear
References
-Population (.000) 36 72 81 73 82 85 117 66
- Area (km2) 8.85 4.62 1.60 2.07 1.13 6.77 2.99 3.92
Source: JICA Study Team, Interviews with Contractors
Note: 1) Population – preliminary data of 2001 from Bangladesh Bureau of Statistics
2) Area – Information from Urban Planning Department of DCC
(4) Opinions on the Privatization Project
At the beginning stage, the contractors often received a variety of demands and complaints
from community, either directly or through DCC. Nowadays this kind of problem has been
minimized due to the action taken against the demands and complaints. The contractors think
the followings are the obstacles for better performance:
• contract period is too short to make capital investment
• income tax and value added tax that is in total 7.5% of the contract amount are
withheld monthly from bill.
(5) Prospect of the Project over the Next Term
As a result of grading for the first year, 3 contractors were given another contract for the
second year with the same amount as the first year. However, the contractor of Ward 37
failed in renewal of the contract, so that the competitive bid was made with the revised
contract term of 3 years.
29
Final Report
CHAPTER 3 FRAMEWORK OF MASTER PLAN
3.1 Numerical Frame of Master Plan
(1) Population Growth
Figure 3.1 shows the forecasts of population together with the past record. In 2015, the target
year of the Master Plan, the total population will increase to 7.7 million, and the area of DCC
is assumed fixed at 131 km2.
9,000
8,000
7,730
Predicted Population
7,000
6,740
Past Population
population (x1,000)
6,000
5,728
5,284
5,000
4,000
3,613
3,000 2,817
2,000
1,311
1,000
362
0
1961 1974 1981 1991 2001 2004 2010 2015
year
Figure 3.1 Population Prediction for 90 Wards in DCC (2002-2015)
(2) Solid Waste Generation Amount
Quantity of solid waste generated in the DCC administration area was estimated based on the
waste generation rate and other economic conditions as shown in Table 3.1. The total solid
waste generation was forecast at 3,909 t/d and 4,624 t/d for the years 2010 and 2015,
respectively (See Figure 3.2).
Table 3.1 Assumptions for Forecasting Solid Waste Generation Amount in Future
US$ 240:1995 US$ 389:2002 Increase Rate: 6.90%
Per Capita GDP
*1 *2 per year
Per Capita Municipal Solid Waste Generation Increase Rate :

0.49 : 1995 0.56 : 2004
Rate (kg/c/day) 0.71% per year
Increase Ratio of per Capita Waste Generation Rate to GDP (Elasticity
10.3% per 1% GDP
Coefficient) in 1995-2004
Assumption of GDP during 2004-2015 6% per year
Assumed Elasticity Coefficient during 2004-2015 0.62% to 6% GDP
Estimated per Capita Domestic Waste
0.340 : 2004 0.352 : 2010 0.364 : 2015
Generation Rate in Future (kg/c/day)
Assumption of Ratio ( Domestic Waste : Business Wastes) 65% : 35%
* 1: "What a Waste", Solid Waste Management in Asia, Urban development Sector Unit, East Asia and
Pacific Region, October 1998
*2: Country Report, Website of Ministry of Foreign Affairs of Japan
30
volume 1: Summary
5,000
4,624
4,500
3,909
4,000
3,200
3,500
2,817
Quantity (t/d)
3,000 street waste

2,382
business waste
2,500
1,950 domestic waste
2,000 total
1,518
1,283
1,500
1,050
1,000
244 289
500
200
0
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Figure 3.2 Forecast of Solid Waste Generation Amount
(3) Estimate of Waste Reduction and Recycling
The target level is determined in terms of the ratio of waste generation amount as shown
below.
Table 3.2 Proposed Target Level of Waste Reduction and Recycling

Item Year 2004 2010 2015
Waste Generation 3,200 t/d 3.909 t/d 4,624 t/d
Waste Reduction at Source* - 98 t/d 231 t/d
- 2.5 % 5.0 %
Material Recovery at Source and Collection 420 t/d 531 t/d 650 t/d
Process** 13.1 % 13.5 % 14.0 %
Recovery of Resources at Disposal Sites 15 t/d 18 t/d 22 t/d
0.5 % 0.5 % 0.5 %
Note: * effects expected by changing consumable goods into less waste and changing lifestyle into
generating less waste
** effects expected by promoting recycling at source or discharging manner favorable to recycle
business
3.2 Scenario for Improvement
(1) Alternative Scenarios
Three scenarios for the improvement are set based on different collection service levels as
follows:
Scenario 1: with the same amount as 2004

Scenario 2: at the same collection rate as 2004
Scenario 3: at an expanded collection rate (with best effort)
31
Final Report
[Scenario 1]: amount of collection at 1,400 t/d

The waste collection amount and disposal volume, which are at present 1,400 t/d and
1,385 t/d respectively, remain the same throughout the planning period from 2004 to
2015.
[Scenario 2]: collection rate at 44%
Waste collection rate will be kept at 44 % of waste generation, which is the rate of 2004.
However, waste generation in 2015 will be 1.44 times as much as 2004, so that
collection volume will be 2,023 t/d in 2015.
[Scenario 3-A]: collection rate at 61 % or 2,823 t/d in 2015
Collection rate will increases to 61 % of waste generation in 2015 on condition the
waste reduction at sources is achieved at 5 %, collection volume also increases to 2,823
t/d.
[Scenario 3-B]: collection rate at 66 % or 3,054 t/d in 2015
Collection rate will increase to 66 % of waste generation in 2015 on condition the waste
reduction at sources is not achieved, collection volume also increases to 3,054 t/d.
(2) Adopted Scenario
Since Scenario 3 can provide a lower volume of unidentified disposal waste than the others,
it should be adopted in the Master Plan. Based on the Scenario-3, the target level of waste
disposal is summarized in Table 3.3. With this scenario, the performance of waste disposal
system is illustrated in Figure 3.3. Figure 3.4 shows the schematic waste stream for the
milestone years of the master plan.
Table 3.3 Targets of Waste Disposal
Present Target for

Year 2015/2004
2004 (t/d) 2015 (t/d)
Collection/ transport 1,400 3,054* 218%(almost twice)
Final disposal 1.385 3,032* 219%(almost twice)
Recycling 435 672 154%
Unidentified disposal 1,380 920 one-third reduction
Note: * indicates the assumption without counting effect of source reduction by waste generator
32
volume 1: Summary
3500
3,032 Source Reduction
3000 Recycling
Final Disposal
2500 2,035 Unidentified/Illigal
2000
1,385 Improvement of:
1,380 1,325
1500 ●Community-based
920 management
●Manner of discharge
1000 672
551 ●Linkage between DCC
435 & residents
500
0 0 0
0
2004 2010 2015
Figure 3.3 Targets of Waste Disposal System (maximum case of disposal volume)
year 2004 year 2010 year 2015
100 100 100

0 t/d 0 t/d
3,200 t/d 3,909 t/d 4,624 t/d
generation 0 generation 0 generation 0

source reduction source reduction source reduction
100 100 100

3,200 t/d 3,909 t/d 4,624 t/d
recycle recycle recycle

87 discharge 13 86.5 discharge 13.5 86 discharge 14
3,974 t/d
2,780 t/d 420 t/d 3,378 t/d 531 t/d
650 t/d
illegal dumping illegal dumping illegal dumping

43 used for landfill 34 used for landfill 20 used for landfill
1,380 t/d unidentified site 1,325 t/d unidentified site 920 t/d unidentified site
44 collection 52.5 collection 66 collection

1,400 t/d 2,053 t/d 3,054 t/d
0.5 recycle 0.5 recycle 0.5 recycle

15 t/d 18 t/d 22 t/d
43.5 final disposal 52 final disposal 65.5 final disposal
50% of discharge 60% of discharge 76% of discharge
1,385 t/d 2,035 t/d 3,032 t/d
Figure 3.4 Transition of Waste Stream by Target Year (without source reduction)
(4) Reduction of Unidentified/Illegal Dumping
Unidentified or illegal dumping is still common phenomenon driven by many people in

Dhaka City regardless they are conscious or not that they are doing an illegal thing. Because
of the huge number of potential actors in this kind of activity, wide spread control measures
33
Final Report
are needed to solve the situation. Table 3.4 gives a guide to what sort of actions are assumed
in the master plan to reduce unidentified or illegal dumping.
Table 3.4 Control Measure over Unidentified/Illegal Dumping

Concerning Party Control Measure Assumed Action
• residents • awareness promotion • ward level SWM
• business entities • expansion of service area of • school education
primary collection • IEC program
• increase of licensed service
provider for primary collection
• primary collectors • proper distribution of DCC • increase number of truck, driver and
containers container
• expansion of DCC capacity for • setting up operation and management
secondary collection plan of waste collection
• road/drain • removal of voluntary waste • standardization of collection and
cleaners collection points transport work
• DCC drivers • reduction of waste dumping on • capacity development of DCC workers
request of landowners
• reduction of voluntary waste
dumping
(5) Target Amount of Final Disposal
The disposal amount is estimated based on Scenario 3 with the following assumptions:
• The present disposal amount: 1,385 t/d (43.5 % of generated waste).
• Disposal amount by DCC will increase to 2,035 t/d (52% of generated waste) in
2010 and 3,032 t/d (65.5% of generated waste) in 2015 without waste reduction
by generators at source.
• DCC shall stop the operation at Berri Band by the end of 2006.
• The distribution ratio of waste disposals is assumed as follows:
- Matuail: Berri = 70%: 30% until the end of 2006
- Matuail (new): Amin Bazar = 70%: 30% from the beginning of 2007
• 30% of the waste generated in the surrounding areas will be received in 2015,
amounting 110 t/d from the surrounding area of Matuail and 30 t/d from the
surrounding area of Amin Bazar.
The accumulated disposal amount up to 2015 will reach 9.3 million tons, of which 6.5 million
tons will be disposed of at the Matuail landfill site and 2.3 million tons at the Amin Bazar
landfill site. The balance of 0.5 million tons will be accepted at Berri Band until 2006, as
shown in Tables 3.5 and 3.6.
34
Table 3.5 Projection of Daily Disposal Amount
(t/d)
Disposal Sites 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Disposal Amount from
DCC 1,385 1,477 1,575 1,679 1,790 1,909 2,035 2,204 2,387 2,585 2,800 3,032
Matuail neighboring area 22 30 40 53 61 70 81 93 107
A. Bazar neighboring area 8 10 13 17 19 21 23 25 28
Total 1,385 1,477 1,575 1,709 1,830 1,962 2,105 2,284 2,478 2,689 2,918 3,167
Disposal Sites
Matuail 970 1,034 1,102 1,196 1,281 1,373 1,474 1,599 1,735 1,882 2,042 2,217
Berri Band 416 443 472 0 0 0 0 0 0 0 0 0
Amin Bazar 0 0 0 513 549 588 632 685 743 807 875 950
Total 1,385 1,477 1,575 1,709 1,830 1,962 2,105 2,284 2,478 2,689 2,918 3,167
Table 3.6 Projection of Annual Disposal Amount (1,000 ton)
35
Disposal Sites 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Matuail
Annual amount 354 377 402 437 468 501 538 584 633 687 745 809
Accumulation 354 731 1,133 1,570 2,038 2,539 3,077 3,660 4,293 4,980 5,726 6,535
Berri Band
Annual amount 152 162 172
Accumulation 152 313 486 486 486 486 486 486 486 486 486 486
Amin Bazar
Annual amount 0 0 0 187 200 215 230 250 271 294 319 347
Accumulation 0 0 0 187 388 602 833 1,083 1,354 1,649 1,968 2,315
Total
Annual amount 506 539 575 624 668 716 768 834 904 981 1,065 1,156
Accumulation 506 1,045 1,619 2,243 2,911 3,627 4,395 5,229 6,133 7,115 8,180 9,336
volume 1: Summary
Final Report
CHAPTER 4 OBJECTIVES AND STRATEGIES

The objectives and strategies for major technical, institutional and social components of the
master plan are presented in Table 4.1 based on the numerical targets for solid waste
management and the issues.
36
Table 4.1 Objectives and Strategies (1/6)
a) Responsible/
Planning
Identified Issues Objectives Strategy b) Concerning
Components
Body
Generation/ • Lack of coordination and 1. To encourage community 1. To promote partnership among DCC, primary a) WMD
Primary collaboration among DCC, primary people to participate in collection service providers and community b) CD, SDD
Collection collection service providers and primary collection for ensuring people at the Ward level through Ward Solid
community people at the local level effective, socially acceptable Waste Management System
• Improper DCC’s approval system and sustainable primary 2. To supervise and monitor primary collection
of primary collection collection at the local level activities by DCC
• Low capacity of primary collection 2. To expand service coverage 3. To encourage primary collection service
service providers of primary collection providers
• Poor development of primary especially at congested areas 4. To develop suitable and efficient methods of
collection method with narrow roads and slum primary collection
37
• Uneven distribution and quality of areas 5. To promote equitable primary collection
primary collection services 3. To improve quality and services in Dhaka City
efficiency of primary collection
to contribute more to the
cleanliness of living
environment
WMD (Waste Management Division/Department in future); CD (Conservancy Department); SDD (Slum Development Department); Each of them belongs to DCC.
volume 1: Summary
a) Responsible/
Planning
Components
Final Report
Body
Secondary • Improper structure, inappropriate 1. To expand the capacity of Expansion of Capacity of Collection/Transport a) WMD, ED
Collection/ location, and shortage of collection/transport 1. To expand collection/transport capacity by b) CD, TD, UPD
Transport & bins/containers 2. To develop the capacity of existing vehicles
Road/Drain • Inefficient use of collection vehicle road/drain cleaning 2. To replace aged vehicles and procure new
Cleaning • lengthy procedure for repair works 3. To improve work environment vehicles
• Shortage of drivers and health condition in 3. To expand storage capacity of waste
• Watered records on collection/ collection/transport and containers
transport cleaning 4. To expand collection and transport capacity
• Poor management and monitoring 4. To develop capacity of through service providers
system cleaning workers 5. To identify an alternative way of vehicle repair
• Lack of sanitary care in cleaning 6. To standardize collection/transport work
works Development of Capacity of Road/Drain
• Uneven geographical distribution of Cleaning
cleaners 1. To make effective use of cleaning workers by
38
• Poor development of work reviewing existing work method and area-
standard wise deployment
• Lack of training for cleaners and 2. To standardize road/drain cleaning work
inspectors 3. To coordinate with recycle industry
• Lack of communication between Improvement of Work Environment
DCC, primary collection service 1. To clear scattered waste around dustbins and
providers and community people waste containers
2. To protect cleaning workers from health risks
Capacity Development of Cleaning Workers
1. To give street cleaners wider tasks for
cleaning
2. To raise awareness of DCC and cleaning
work staff for sanitation and environment
WMD (Waste Management Division/Department in future); CD (Conservancy Department); ED (Engineering Department); TD (Transport Department); UPD (Urban Planning
Department) ; Each of them belongs to DCC.
a) Responsible/
Planning
Components
Body
Final • Lack of responsible organization to 1. To establish future landfill site Establishment of Future Land fill Site a) WMD
Disposal manage and control landfill sites 2. To improve operation and 1. To cooperate with “Infrastructure and b) CD, ED, TD
• Illegal dumping at Berri Band and landfill site at Matuail Environmental Improvement Project”.
Uttara 3. To challenge for managed 2. To acquire land by facilitating the necessary
• Lack of ECC of Matuail landfill site final disposal legal procedures
• Improper operation of landfill 3. To obtain Environmental Clearance
• Insufficient heavy equipment Certificate (ECC)
• Inefficient maintenance system 4. To make efforts in timely land acquisition,
• Low ratio of disposal at landfill sites ECC and construction to meet the schedule
out of of generated waste for starting operation of Matuail extension and
• Poor allocation of budget and new Amin Bazar site in 2007
manpower to final disposal 5. To identify a few candidate locations for
• Lack of coordination in planning of construction of new landfill sites, other than
existing/future landfill sites Matuail extension and Amin Bazar, on a
39
longer term perspectives after 2015.
Improvement of Existing Landfill Site at Matuail
1. To introduce covering soil
2. To compact waste layer and to shape the
surface in gentle slope
3. To continue preparing dumping platform and
working road
4. To prepare drainage
5. To introduce leachate collection and gas
removal
Challenge for Managed Final Disposal
1. To establish a task force to improveoperation
in Matual landfill site
2. To extend the task force to manage and
control all landfill sites
WMD (Waste Management Division/Department in future); CD (Conservancy Department); ED (Engineering Department); TD (Transport Department) ; Each of them belongs
to DCC.
volume 1: Summary
a) Responsible/
Planning
Components
Final Report
Body
Public • Lack of “community” sense 1. To establish socially Establishment of Community Initiative in SWM a) WMD
Involvement • Weak interest of community people acceptable and sustainable 1. To establish partnership among people, b) CD, MOPME
in participation in SWM community initiative in SWM community, ward commissioners and DCC
• Weak environmental education 2. To raise awareness of 2. To establish a SWM system at ward level
• Lack of IEC activities of DCC for stakeholders Raising Awareness of Stakeholders
raising public awareness 1. To develop suitable methods considering
local situations
2. To educate young generation in order to
change their behavior at childhood
3. To raise awareness of decision makers of
DCC and staff members
Legal Aspect • Unclear boundary of responsibility 1. To allocate responsibility Clear and Equitable Responsibility Allocation a) WMC, WMD,
between DCC and waste clearly and equitably between between DCC and Waste Generators CD
generators DCC and waste generators 1. To define responsibility of DCC and primary b) ED, TD, UPD,
40
• Weak enforcement of laws and 2. To comply with existing collection service providers/residents by LGD, MOEF,
rules (i.e. Environmental laws/rules clarifying the conditions of container Magistrates
Conservation Act and Rules, installation
Prevention Act, and punishment 2. To start discussion to define responsibly of
against the offenses of DCC business waste management
Ordinance.) Compliance to the Existing Laws/Rules
1. To provide training on legal matters to DCC
staff
2. To prepare and implement Environmental
Management Plan (EMP)
3. To prepare and enforce the procedure for
punishment of offenses against the
Ordinance
WMC (Waste Management Committee); WMD (Waste Management Division/Department in future); CD (Conservancy Department); ED (Engineering Department); TD
(Transport Department); UPD (Urban Planning Department); AD (Accounts Department); MOPME (Ministry of Primary and Mass Education); LGD (Local Government Division
in the Ministry of Local Government, Rural Development and Co-operatives, MOEF (Ministry of Environment and Forests) ; Each of them belongs to DCC.
a) Responsible/
Planning
Components
Body
Organization • Nobody is assigned to planning, 1 To strengthen planning/ Strengthening Planning/Coordinating/Monitoring/ a) WMC, WMD
coordination, monitoring and coordinating/ monitoring/ Evaluation Capability b) CD, TD, ED,
evaluation of SWM evaluation capability 1. To consolidate the function of UPD, AD,
• Nobody is assigned to community- 2. To restructure organizations planning/coordinating, monitoring/evaluation ESD
based SWM. for SWM and to introduce a certain form and procedure
• Nobody is assigned to manage 3. To strengthen capability for for cooperation
final disposal. community-based SWM and 2. To establish Waste Management Department
• Poor capability of vehicle repair promotion of public Improvement in Operational Organizations
awareness 1. To enhance the function of Zone Offices for
secondary collection and transport
2. To establish a task force for disposal
41
3. To study on procedure for repair of the
conservancy vehicles and the heavy
equipment
Strengthening Capability for Community Solid
Waste Management and Public Awareness
1. To establish Community SWM Section in
WMD
2. To enhance the function of Zone Offices for
community SWM and public awareness
enhancement
WMC (Waste Management Committee); WMD (Waste Management Division/Department in future) ; CD (Conservancy Department); ED (Engineering Department); TD
(Transport Department); UPD (Urban Planning Department); AD (Accounts Department); ESD (Establishment Department) ; Each of them belongs to DCC.
volume 1: Summary
Final Report

a) Responsible/
Planning
Components
Body
Financing • Inadequate budget preparation and 1. To reform SWM accounting Reform of SWM Accounting for Budgeting/Cost a) WMC, WMD
cost management for budgeting/cost control Control b) AD
• Lack of operation-wise budget 2. To enhance financial capacity 1. To introduce a modified accounting system
control and unclear actual SWM for master plan for actual SWM cost
cost implementation 2. To prepare annual report
• Shortage of SWM finance caused Enhancement of Financial Capacity for Master
by inconsistent tax collection Plan Implementation
system 1. To increase revenue by reassessment of
estate, raising conservancy rate of holding
tax and improving tax collection rate
2. To prepare a financial plan enough to cover
42
the cost for implementation of Master Plan
Privatization • Still on the way of a pilot project for 1. To continue an in-depth To continue an in-depth evaluation by examining a) WMD
privatization evaluation of the privatization terms and conditions of the privatization projects b) CD, TD, UPD
projects 1. To pursue possible work for outsourcing in
addition to the pilot project in operation
2. To review the terms of contract for better
work
3. To study appropriate system for evaluation
WMC (Waste Management Committee); WMD (Waste Management Division/Department in future) ; CD (Conservancy Department); ED (Engineering Department); TD
(Transport Department); UPD (Urban Planning Department); AD (Accounts Department) ; Each of them belongs to DCC.
volume 1: Summary
CHAPTER 5 MASTER PLAN FOR SOLID WASTE MANAGEMENT IN

DHAKA CITY
5.1 Primary Collection and Public Involvement
(1) Establishment of Ward Solid Waste Management System
a) Formation of Local Organization at War Level

From legal point of view, primary collection belongs to the responsibility of residents or
business entities. It is essential to formulate the orderly manner of waste discharge for
every individual resident and business entity in this connection. This is self-evident but,
in general, people do not know their responsibility and do not want to take any
responsibility. The plan proposes to form a special organization and encourage
residents through the movement envisaged by the organization to change their behavior
of waste discharge to well-managed primary collection. The stakeholders of primary
collection are expected to form a partnership with the others as shown in Figure 5.1.
The proposed conceptual structure of a ward solid waste management system is shown
as Figure 5.2.
Ward SWM Organizations

Ward SWM Committee/
Ward SWM Working Group/
Community Unit Working Groups
Coordination Supervision Coordination

Support
Primary Collection
DCC
Supervision Service Providers
Support
Coordination
Figure 5.1 Partnership of Stakeholders in Primary Collection
Level Ward SWM Organizations
Ward Level Ward Commissioner

Support Recommendation
Support
Ward Solid Waste Ward SWM
Management Committee Working Group
Support Request
Community Community Unit
Level Community Community Community
Unit WG 1 Unit WG 2 Unit WG 3
House House House House House House

hold hold hold hold hold hold
Figure 5.2 Structure of Ward Solid Waste Management Organizations
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Final Report
The structure of ward solid waste management was verified through the pilot project in
Ward 6 and 65.
b) Ward Solid Waste Management Planning

A bottom-up approach will be taken in planning process; planning workshops will be
held by the Committee to be supported by the Working Group. Ward Solid Waste
Management Plan will be formulated based on result of workshops.
c) Development of Primary Collection through Community Based Approach

A suitable method of primary collection based on the town structure should be
developed at the community level. DCC Conservancy Department should coordinate by
responding to the plan in distribution of DCC containers and adjustment of waste
collection time and frequency. The conceptual primary collection System is presented
in Figure 5.3.
Ward Level
DCC Container
Community Level
Community Primary
Collection System
DCC Container
Community
Container
Waste Collection
by Rickshaw Van
Congested Waste Collection
Congested
Area by Trolly
Area
Figure 5.3 Community Level Primary Collection System
(2) Strengthening the Function of DCC in Primary Collection and Community Involvement
a) Short Term Action

A special section (Community Solid Waste Management Section) with full-time staff
should be set up in the Waste Management Division in order to develop and expand the
Ward Solid Waste Management System and support primary collection activities as
shown in Figure 5.4. Proposed roles of Ward Solid Waste Management Committee and
Working Group are summarized in Table 5.2.
44
volume 1: Summary
Table 5.2 Proposed Roles of Ward Solid Waste Management Organizations

Related
Proposed Members Roles
Groups
Ward Solid Waste Management Committee
• Ward key persons Î Coordinate ward administration
• Representative of people’s Î Decide Ward Solid Waste Management
organization Policy
• Representative of private sector Î Establish ward Solid Waste
Management plan
Ward Solid Waste Management Working Group
• Residents’ representatives at ward Î Support Ward SWM Committee
level technically
• Volunteers Î Prepare Ward Solid Waste Management
Plan
Î Support Community Unit Working Group
Î Encourage residents for SWM at ward
level
Î Arrange and implement SWM activities
with residents
Community Unit Working Group
• Residents’ representatives at Î Prepare Community Unit Solid Waste
community unit Action Plan based on Ward Solid Waste
• Volunteers Management Plan
Î Implement and monitor Community Unit
Solid Waste Action Plan
Source: JICA Study Team
DCC Ward/Communities
Ward Commissioner
Headquarters
Waste Management Department
Community SWM Division Ward Solid Waste Management
- Community SWM Facilitators Committee
Zone Office Ward SWM

Zone Waste Management Division Working Group
Community Unit
Community SWM Section
- Community Coordinators Community Unit WG Community Unit WG
House House House House House House

Ward Conservancy hold hold hold hold hold hold
Inspector
Cleaners Primary Collction Service Providers

(NGOs/CBOs)
Figure 5.4 Structure of Ward Solid Waste Management System and Linkage with DCC
45
Final Report
b) Medium Term Action

Functions of DCC in primary collection and community involvement should be further
strengthened according to the phased organisational reform as shown in Figure 5.5.
Short Term Mid-Term
Waste Management Division Waste Management Department

Headquarters Community SWM Section Community SWM Division
- Community SWM Facilitators Public Awareness Section
Facilitation Section (Ward SWM System)
Primary Collection Support Section
Zone Waste
Management Division
Zone Offices Community SWM Section
Figure 5.5 Proposed Evolution of Competent Section in Community Involvement
(3) Support of Primary Collection Service Providers

Most primary collection service providers are facing difficulties to invest for further
expansion of the activities because of the lack of funds. On the other hand it is difficult for
DCC to provide collection equipment/facility free of charge since the primary collection is a
private activity. The two-step loan through DCC and/or establishment of loan scheme by
Bangladeshi NGOs for investment in primary collection might be worth examination for
possible solution. .
(4) Technical Development of Primary Collection

DCC should make continuous efforts to develop the primary collection methods in order to
improve the efficiency and cleanliness. Pilot projects are proposed to test some alternative
equipment/facilities for primary waste collection.
The highest priority is harmonization of design of rickshaw vans and DCC containers. At
present, transfer of waste from rickshaw vans to containers takes too long and the waste is
scattered around containers. Alternative design of rickshaw vans and containers is expected
in cooperation with users including primary collection service providers and DCC. Another
priority is to develop primary collection system in congested areas with narrow roads where
even trolleys cannot enter.
(5) Raising Public Awareness
a) Establishment of a Section in Charge of IEC (Information Education and

Communication) Activities
Community Solid Waste Management Section should be established under WMD
immediately. The Community Solid Waste Management Section should implement IEC
activities for promotion of people’s understanding, awareness and behavior.
46
volume 1: Summary
b) “Clean Dhaka Ward Contest”

“Clean Dhaka Ward Contest” will present an award to the best ward(s)—a ward that
would have made brilliant success in cleaning and beautifying its hometown.
(6) Education of Young Generation
It is expected that young generation can raise awareness and adapt to modest behavior more
firmly than adults. Therefore, education for young generation should be started immediately
although it takes time to change the entire society. As the first step, education of
schoolteachers is indispensable because most of schoolteachers are not familiar with solid
waste management and have never visited solid waste management facilities. DCC can give
them lessons on solid waste management and opportunity to visit the relevant facilities.
(7) Raising Awareness of Decision Makers and DCC Staff Members
a) Decision Makers
In Dhaka, decision makers such as mayor, DCC high ranking officers and ward
commissioners have important roles in solid waste management. It is indispensable that
decision makers are familiar with the issues of solid waste management as the priority
policy. Waste Management Division should coordinate and implement the following
events in order to keep them more closely to SWM:
• Sharing actual information
• Bangladesh Solid Waste Management Conference
b) Enlightenment of DCC Staff Members

DCC should undertake the following with suitable material:
• make people understand a cleaner’s job
• boost cleaner confidence and pride in their work by letting them know that they
are doing a precious job and are contributing to clean Dhaka
5.2 Secondary Collection & Road/Drain Cleaning
(1) Procurement of New Vehicles and Waste Containers

a) Recommendable Type of Vehicle
From viewpoints of efficiency and cost-performance, the following principle is
recommended for the future composition of collection and transport trucks.
• CC 5 ton to keep the present quantity

• OT 5 ton not to renew
• OT 3 ton not to renew
• OT 1.5 ton to keep the present quantity
• TT 20 ton to keep the present quantity
47
Final Report
• CC 3 ton to increase as many as necessary to meet the demand in any

year in the planning period
b) Consideration of Aging of Trucks and Containers
Trucks are costly goods but have limited lifetime. In planning future line-up of
collection and transport trucks, the following residual ratio should be adopted for
estimation of service life of every type of trucks.
Table 5.3 Adopted Residual Ratio of Trucks by Age
Age 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Rate
100 100 100 100 100 94 86 79 71 64 56 48 41 33 26 0
(%)
Containers also undergo deterioration by age. The following residual ratio should be
adopted. With this residual ratio, it is assumed that all the existing containers will be
retired by year 2008.
Table 5.4 Residual Ratio of Waste Container by Age
Purchased by 2006 Residual Ratio Purchased from 2007 on* Residual Ratio
Initial 3 years 100 % Initial 4 years 100 %
4th year 66.7 % 5th year 66.7 %
5th year 33.3 % 6th year 33.3 %
6th year and thereafter 0% 7th year and thereafter 0%
*Note: Car washing equipment will be installed in 2007 at dump sites so that the service life is expected
longer than present by washing container every time unloaded
c) Assumption of Truck Operation

Trucks are assumed to operate with the following frequency of dumping and loading
rate.
Table 5.5 Assumption of Truck Operation
Type of truck frequency of dumping loading rate
CC 5 ton 4 trips/d 80 %
CC 3 ton 4 trips/d 80 %
OT 5 ton 2 trips/d 80 %
OT 3 ton 2 trips/d 80 %
OT 1.5 ton 2 trips/d 100 %
TT 20 ton 1 trips/d 100 %
d) Procurement Plan of Trucks and Waste Containers

The required number of trucks and containers to be procured is estimated at 411 units
and 2,161 pieces respectively during the planning period. The numbers to be procured
is summarized in Table 5.6 by year and type.
48
volume 1: Summary
Table 5.6 Procurement Plan of Trucks and Containers
OT CC CC TT 12 m3 6 m3
year container container
1.5 ton 5ton 3 ton 20 ton
'05 0 0 0 0 80 166
'06 0 0 0 0 32 0
'07 30 10 17 0 36 203
'08 0 0 0 0 15 0
'09 20 10 54 0 70 255
'10 0 0 0 0 0 30
'11 20 10 88 3 60 216
'12 0 0 0 0 0 63
'13 25 10 117 0 50 613
'14 0 0 0 0 50 75
'15 0 0 0 0 0 147
total 95 40 276 3 393 1,768
Source: estimated by the JICA Study Team
e) Staffing Plan and Assumed Operation Manner

The required number of drivers and cleaners is estimated under the following conditions
by type of trucks.
• CC 5 ton (1 crew consists of 1 driver + 2 cleaners) 2-shift a day

• CC 3 ton (1 crew consists of 1 driver + 2 cleaners) 2-shift a day
• OT 5 ton 1 crew consists of 1 driver + 5 cleaners (truck and special cleaners)
• OT 3 ton 1 crew consists of 1 driver + 4 cleaners (truck and special cleaners)
• OT 1.5 ton 1 crew consists of 1 driver + 3 cleaners (truck and special cleaners)
• TT 20 ton 1 driver for trailer
Two-shift aims at ensuring 4 trips a day to dump site because present achievement of
container carrier is 3 trips at most and it needs a special measure to increase the
frequency by one more trip. The number of truck cleaners is set minimum 2 persons in
a crew and becomes larger number as the size of truck becomes bigger in order to save
time for loading waste. The planned staff for each year is summarized in Table 5.7.
Drivers need to be increased about 3 times as much as present while truck cleaners need
milder increase.
Table 5.7 Summary of Planned Staffing for Collection and Transport
cleaner: truck, special Dispatcher

year driver
& container (8 zones)
'04 266 964 16
'05 365 964 16
'06 365 964 16
'07 373 964 16
'08 373 964 16
'09 451 1,126 16
'10 451 1,126 16
'11 492 1,126 16
'12 492 1,126 16
'13 694 1,534 16
'14 694 1,534 16
'15 694 1,534 16
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Final Report
As the result of retirement of aged truck and new input, composition of car stock will
undergo a significant change as shown below.
500
450
400 CC 5 ton
Number of Truck in Stock
350
300
250
CC 3 ton
200
150
OT 1.5 ton
100
OT 3 ton
50 OT 5 ton
0
'04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15
TT 20 ton
Figure 5.6 Change of Truck Type Composition
f) Expansion of Collection/Transport Capacity

Considering the plan of procurement and staffing, the collection and transport capacity
will increase to meet the target waste collection amount as indicated below.
Capacity of Existing Trucks (t/d) Capacity with New Input of Truck (t/d)
Planned Collection Amount (t/d)
4,000
3,516
3,358
3,500
3,054
3,000
3,054
2,530
Waste Amount (t/d)
2,326 2,406
2,821
2,500
2,053 2,605
1,947
2,061 2,406
1,922 1,808
2,000 2,223
1,709 1,695 2,053
1,807 1,926
1,444
1,500 1,301 Total Capacity
1,492 1,591 1,587 with New Input
1,400 1,017 of Trucks
1,000
482
500 Total Capacity 386
313
of Existing
224
Trucks 0
0
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Year
Figure 5.7 Total Capacity with New Trucks (estimated by the Study Team)
50
volume 1: Summary
(2) Formation of Chain of Management in SWM
The chain of management consists of two actions in opposite directions: the chain of
command and the chain of report as show in Figure 5.8. With this chain of management, the
SWM can be executed effectively and efficiently.
Chain of Command
Chain of Report
Top Officials of DCC
Managing
Staff
On-site Staff
Collection-----Transport-----Landfill-----Vehicle Repair
Figure 5.8 Structure of Management Chain in SWM
DCC currently has a well-connected chain of command; however, it does not have the
opposite direction, the chain of report. To cope with the defect, the pilot project B for
Management Information Acquisition (MIA) was initiated under the financial assistance of
JICA. Although the pilot project B finished in February 2005, DCC will still have more to do
as shown below.
Chain of Command
Top Officials Input from Pilot Project B ,

report
・computers
・coding form and software
・trained staff
Managing
record
Staff
Lacking Factor ,
declare ・weigh bridge
On-site Staff ・distance meter of truck
Collection-----Transport-----Landfill-----Vehicle Repair ・obligatory report
Figure 5.9 Lacking Factors for Chain of Report
Among the three lacking factors, installation of weigh-bridge and distance meters inevitably
will take time; however, obligatory report will then be able to get ready at any moment.
Therefore, the early start of obligatory reporting in SWM is recommended as part of
management system reform. This reform is destined to form the job descriptions for those
sections that handle waste.
In line with formation of the chain of report, it is recommended that DCC should determine
job descriptions for those sections engaged in solid waste management. The job description
should be authorized as the standard for every DCC staff to follow. The standard is the basis
for DCC to acquire the following abilities:
• To adopt safe and effective manner of cleaning
• To evaluate the contribution of individual staff,
51
Final Report
• To make maximum use of resources,

• To solve uneven burden of work among staff
For the standardization of cleaning work, a committee should be established to discuss all the
aspects of works by reflecting interests of concerned staff. WMD should assist the committee
by preparing the draft job description for the discussion at the committee. In principle all the
jobs of those sections which handle waste are regarded as the target of the job description.
However, it is recommended at first to start determination of job description with the
following two groups considering the larger size of budget allocation:
• Secondary collection/transport job (workers and managing staff)
• Road/drain cleaning job (workers and managing staff)
(3) Setting up of Operation and Management Plan
The following technical alternatives are to be examined to set up Operation and management
plan under the initiative of WMD.
• Improvement of waste container,
• Phase-out of dustbins and appropriate setup of waste container network,
• Development of Geographic Information Systems (GIS) for SWM,
• Introduction of mechanized cleaning equipment
• Surface drain construction
• Shortening time for vehicle repair
(4) Capacity Development of Cleaners and Drivers
Capacity development of the staff, not only collection and transport staff but also all the staff
engaged in SWM services, shall be carried out based on the authorized job description.
(5) Mitigation of Health Risks to Cleaners/Drivers
Measures shall be taken to address the following issues for the sake of protecting the cleaners
from health risks:
• preventing cleaners from getting injured during daily cleaning work,
• preventing cleaners from getting hit by vehicles during daily cleaning work,
• raising awareness for sanitation,
• supplying the appropriate tools and working clothes & outfits periodically, and
• assisting/compensating cleaners suffered from occupational disease.
(6) Pursuit of Privatization of Collection and Transport
A pilot project of private contract to cover entire cleaning work is still going on in two Zones.
As the time duration so far executed is less than 2 years, it is still necessary to continue the
project for accumulation of information on performance to evaluate. DCC should wrap up the
results of the projects at due time for the future decision on privatization.
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volume 1: Summary
(7) Coordination with Recycle Industry
DCC should open a channel to recycle industry for having periodical dialogue with them.
The topics of major concern with SWM are:
• Time sharing between secondary collection and recycle activity
• Work sharing in cleaning the place of DCC container/dustbin after recycling
• Coordination with compost makers
• Provision of information to waste pickers on vocational health
5.3 Final Disposal
(1) Three-step improvement of disposal sites
DCC is using three dumping sites (Matuail, Berri Band and Uttara) in the manner of open
dumping without covering soil. It is crucial that Berri Band and Uttara are used without
Environmental Clearance Certificate (ECC) that is enforced by Environmental Conservation
Rule of 1997. Even for Matuail, it will become necessary to obtain the ECC because it will
be used as dumpsite from now on.
Solid waste in the landfill site shall be covered by soil under an appropriate landfill operation
and management plan. It is recommended that Berri Band and Uttara dumpsites be closed
with proper post-closure work such as surrounding bank and covering soil when new landfill
site comes into operation. Afterward all final disposal shall be upgraded through the
following three steps. The concept is described in Figure 5.9.
a. To make Matuail dumpsite into a model of sanitary landfill through improvement of
landfill facilities and operation
b. To secure and construct new landfill sites to dispose of solid waste until 2015.
c. Berri Band and Uttara dumpsites shall be closed after new landfill site is opened.
Safety measures shall be done to reduce environmental pollution.
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
open dumping
Matuail (existing) sanitary landfill
shift to new site

Construction shift to new site
New Matuail #1 Sanitary Landfill
New Matuail #2 Construction Sanitary Landfill
Construction
New Amin Bazar Sanitary Landfill
shift to new site
Berri Band+Uttara
open dumping Closing
Figure 5.9 Concept of Step-wise Landfill Improvement
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Final Report
(2) Improvement of Matuail Dump Site
The first step of improvement shall be the establishment of a model to sanitary landfill at
Matuail and then spread to every of new of final disposal site in future. The model shall have
the following facilities, functions, and improved operation to reduce environmental pollution:
• Surrounding embankment to resist flood and to secure boundary
• Control of entering waste at entrance with weigh-bridge and hearing
• Periodical covering soil (material: debris and/or old waste in the site)
• Leachate retention with aeration & re-circulation
• Drainage system to reduce leachate amount
• Gas removal system
• Management organization & building
It is noted that the subsurface of the site is covered by 8-12 meters clay layer. This clay layer
is expected to be a natural liner to prevent groundwater pollution out of landfill site.
(3) Securing Future Landfill Sites
From 2005 to 2015, a total of 9.3 million tons of solid waste will be disposed of. As the
existing site of Matuail has a remaining capacity of 1.1 million tons, it will serve for only
about two more years until the end of 2006. DCC has a plan to expand Matuail landfill site
and construct Amin Bazar landfill site by year 2007. Another extension of Matuail landfill
site will be necessary again to meet the demand of disposal until 2015. Capacity of each site
is planned as shown below.
Table 5.8 Required Landfill Site until Year 2015
Landfill site Location of disposal (year to be used) Disposal amount (Capacity)
Existing (2005,2006) 1.1 million tons
Matuail Extension (2007-2012) 3.1 million tons
Further extension (2013- - - - - - ) (3.1 million tons)
Amin Bazar New establishment (2007- - - - - - ) (3.1 million tons)
Berri Band Existing (2005,2006) 0.5 million tons
Source: estimated by the study team
(4) Establishment of Management Organization for Final Disposal
a) Temporary Organization
As a temporary management organization, a special task force shall be set up for landfill
operation. The staff should be basically recruited from those are now engaged in
landfill operation: for example, Conservancy Department and operators of Mechanical
Division 2. The necessary staff is assumed as shown in Table 5.9.
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volume 1: Summary
Table 5.9 Necessary Manpower of Taskforce at Matuail Landfill Site

Assignment Role Required number
Chief (Site manager) Site manager (Engineer) 1 person
Give assistance to site manager
Assistant staff to manager 2 shifts x 1 person
(technician)
Mechanical technician
Maintenance staff 1 person
(Temporary)
Measurement of weight and
Reception and control staff 2 shifts x 2 persons
check of waste
2 platforms x 2 shifts x 2
Dumping platform instructor Instruction to trucks
persons
Heavy equipment operator Operator 2 shifts x 10 persons
Guard entrance control 3 shifts x 2 persons
b) Permanent Organization
The task force for Matuail landfill site shall be developed in the permanent
organizations of two future landfill sites as shown below.
Disposal Division in Waste

Management Department
Division Chief
Amin Bazar landfill site office Matuail landfill site office
• Site manager • Site manager

• Assistant site manager • Assistant site manager
• Maintenance staff • Maintenance staff
• Reception and control staff • Reception and control staff

• Dumping platform instructor • Dumping platform instructor
• Heavy equipment operator • Heavy equipment operator
(Contractors for soil covering) (Contractor for soil covering)
Figure 5.10 Future Organization for Management of Final Disposal
(5) Capacity Building for Final Disposal
Capacity building for final disposal shall be executed through actual improvement of Matuail
landfill site. Training programs shall be prepared by DCC in collaboration with the
international agency that has suitable experience in the said field.
5.4 Legal Aspects

(1) Clear and Equitable Responsibility Allocation with DCC and Waste Generators
a) Responsibility of DCC to Install Containers at Proper Locations

As is currently done, for the determination of the proper locations of containers,
discussion with Commissioners and/or Ward SWM Committees is inevitable. Since
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Final Report
containers may cause some nuisance to the residents nearby, close discussion with
residents and primary collection service providers are required. Before discussion with
Commissioners or Ward SWM Committees, DCC has to prepare standards for
allocation of containers among wards. Number of containers per Population and
Longest Distance to Containers from a Building will be the indicators for the standards.
b) Responsibility to Remove and Dispose of Business Waste

The DCC Ordinance of 1983 does not make any difference in responsibility allocation
by type of waste generators. It is recommended that DCC should transfer the
responsibility to business entities in the long term because DCC will have to cope with
the huge volume of waste in future.
(2) Proper Disposal and Compliance with Environmental Conservation Act/ Rules and
Preservation Act
a) Responsibility of DCC for Proper Disposal

Responsibility of DCC for proper disposal of domestic waste as well as street/drain
waste should be clearly stipulated in the Ordinance and (Municipal) Solid Waste
(Management) Handling Rules.
b) Environmental Management Plan

DCC should immediately start preparation of Environmental Management Plan (EMP)
according to the Rules and Guidelines for Environment Impact Assessment under
Environmental Conservation Rules of 1997. The target site should be limited to Matuail
dump site alone because it is not realistic to prepare EMP for Berri Band or Uttara.
These sites should be immediately closed after the commissioning of Amin Bazar
Disposal Site.
c) Compliance with Preservation Act

It would be better for DCC to ask RAJUK for judgement/recommendation on the
compliance after design of civil works is fixed.
d) Establishment and Implementation of Procedure for Punishment against Illegal

Throwing and Dumping
Prevention of throwing garbage may require three measures; i) community activities,
including door-to-door collection, ii) environmental education, and iii) enforcement.
The legal task group proposes establishment of a by-law regarding the punishing
procedure and “administrative charge”.
(3) Legal Training to DCC Staff
The following program is recommendable.
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volume 1: Summary
Table 5.10 Legal Training Program

Target Trainee Topic Duration
Top Managers (Members * Basic Concept on Environmental Conservation Act (1995), One Day
of Waste Management Rules (1997) and Guidelines for Environmental Impact Seminar
Committee) Assessment
(around ten persons) * Basic Concept on Preservation Act (2000) and Required
Procedure for the Compliance
* Basic Concept on Relevant Part of the Ordinance
* Basic Concept on (Draft) (Municipal) Solid Waste
(Management) Handling Rules
* Discussion and Determination on What to do to Comply with
the Laws/Regulations
* Discussion on Responsibility Demarcation on Business Waste
and DCC Strategy for Responsibility Re-allocation
Conservancy Officers, * Basic Concept on Relevant Part of the Ordinance, including One Day
Supervising Inspectors the Part of Offense and Punishment Seminar
and Inspectors, etc. and
* Basic Concept on Environmental Conservation Act (1995),
(Around 120 persons) Rules (1997) and Preservation Act (2000) One Day
Workshop
* Required Procedure for the Compliance of the Ordinance
* Planning for Implementation of the Procedure for Relevant
Areas and Presentation of the Result
Junior Engineers and * Basic Concept on Environmental Conservation Act (1995), One Day
Officers in charge of Rules (1997) and Guidelines for Environmental Impact Seminar
SWM Assessment and
(around 50 persons, two * Basic Concept on Relevant Part of the Ordinance One Day
circles, around 25 Workshop
* Basic Concept on Preservation Act (2000) and Required
persons )
Procedure for the Compliance
* How to Prepare Environmental Management Plan
* Required Procedure for the Compliance of the Ordinance
5.5 Organization
(1) Strengthening Planning/Coordinating/Monitoring/Evaluation Capability
Since the functions for implementation of SWM components are scattered in several
departments in DCC, a consolidated planning and monitoring/evaluation should be adopted.
In addition the procedure should be in accord with the budget compilation procedure. DCC
objectives in the master plan have to be broken down into department-wise objectives, and
then into objectives of divisions/zones. Division/zone-wise objectives should further be
broken down into smaller units if necessary. Lower level organs will at first prepare the
concrete operation plans. The upper level organs have to check the consistency among
different operation plans of the lowers within the authority. Inter-departmental operation is to
be negotiated at the competent higher level of respective departments.
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Final Report
(2) Improvement of Field Organizations
a) Shift of Collection and Transport Functions to Zone Office

Vacant posts of Conservancy Inspectors and Conservancy Supervising Inspectors in
zone offices should be fully assigned immediately. Plans for container installation and
re-deployment of cleaners should be formulated by the initiative of zone personnel
assisted by staff of the headquarters. It is recommendable to create posts of
‘Conservancy Sub-inspectors’, one for 20-30 road cleaners. The control of
drivers/conservancy trucks as well as refueling should be transferred to Zone Offices
where each driver has to report starting/finishing collection of waste in assigned area
(route) and getting fuel tickets.
b) Improvement in Vehicle and Equipment Maintenance

Waste Management Division should start preparation of manuals for the inspections as
well as procurement plans for periodical change of spare parts. After the preparation of
inspection manual, a few mechanics as well as helpers will have to move to conservancy
pool from the workshop. For accelerating the approval process of outsourcing, the
following measures are recommendable:
1) Past records on repair works should be analyzed at first.
2) The mechanical workshops should prepare a conservative annual
procurement plan based on the analysis.
3) Repair service can be outsourced with short-cut procedure within the limit of
the approved plan and budget
4) After a few years, possibility for packaged contracts for maintenance and
repair service of a group of same type vehicle should be discussed.
5) Frequency of bid for contracting should be increased to once a month.
(3) Plan of Organization Reform
a) Phased Development of the Future Organization

To enhance DCC’s capability for integrated SWM, scattered functions should be
combined into one department. The following phased development is recommended.
Phase I: [blue coloured part of Figure 5.11]
i) to change the name of the Department,
ii) to organise Administrative, Planning and Community Solid Waste
Management Divisions, and
iii) to enhance zone office for cleaning and collection;
Phase II: [green coloured part of Figure 5.11]
iv) to merge Conservancy Pool and to organise Zone Management Support
Div., Zone Waste management Div.
v) to enhance maintenance functions, and
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volume 1: Summary
Phase III: vi) to organise Disposal Div.; [yellow coloured part of Figure 5.11]
Phase IV: [pink coloured part of Figure 5.1]
vii) to include functions of vehicle/heavy equipment purchase and repair
(to organise Mechanical Sections in Zone Management Support and
Disposal Divisions;
b) Change in Composition of Waste Management Committee

The Waste Management Committee (WMC) should take its functions as a deliberative
organization. Accordingly, composition of WMC is to be varied as the circumstances
require. Possible range of members is representative from academic institutes, Ward
Commissioners/Ward SWM Committees, RAJUK, business associations, residents near
disposal sites and NGOs.
c) Transition to the New Department and Divisions

DCC should execute the organizational transition by using existing human resources at
maximum extent and by enhancing capacity of existing staff in the fields which are new
to them.
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Final Report
Functions
Waste Management
Dept. * Budgeting
Budget and Accounts Sec. * Cost Management
* Accounting
Administration Human Resource * Personnel Management

Div. Development Sec. * Human Resource Development
Legal and Documentation * Legal Affairs

Sec. * Control of Documents
* Formulation/Review of M/P
* Feasibility Study, Action Plan
Planning Sec. * Annual Operation Plan
* IEE and EIA
Monitoring and Evaluation * Monitoring and Evaluation of Annual Plans of Divisions

Sec. * Coordination among Divisions and with Other Departments
Information and Research * Information Collection, Research and Information Dissemination

Planning Div.
Sec. * Management Information System
* Implementation Planning for Privatization

Privatization Sec. * Tendering and Contracting
* Supervising, Monitoring, and Evaluation
Generation and Environment * Guiding / Instructing / Co-ordinating with Generators (Business Entities
and Public Institutions)
Control Sec. * Co-ordination with Service Providers for Industries and Institutions
* Awareness Campaign and Public Relations

Public Awareness Sec. * Support Zone Community Solid Waste Management Sec. (Awareness
Campain)
Community * Promotion of Community Waste Management
Solid Waste Facilitation Sec. * Enhancement of Linkage with Communities
Management * Support Zone Community Solid Waste Management Sec. (Community
Div. Waste Management)
Primary Collection Support * Promotion of Primary Collection Service

* Enhancement of Linkage between DCC and Service Providers
Sec. * Support Zone Community Waste Management Sec. (Primary Collection)
* Improvement of Cleaner’s Working Conditions

Cleaning Support Sec. * Improvement of Level and Efficiency of Cleaning Services
* Support Zone Cleaning Sec. (esp., Provision of Conservancy Tools)
Zone * Overall (Zone-wise) Deployment of Drivers and Trucks

Collection/Transport Support
Management Sec.
* Improvement of Level and Efficiency of Secondary Collection/Transport
Support Div. * Support Zone Collection and Transport Sec.
Mechanical Sec. (Light) * Maintenance and Repair of Trucks and Container Carriers
* Manufacturing and Repair of Containers
* Design (Supervision of Design Works)

Facility Construction Sec. * Supervision of Construction Work
Disposal Div. Mechanical Sec. (Heavy) * Maintenance and Repair of Heavy Equipment for Disposal
* Operation Plan
Disposal Site Offices (2) * Operation (Supervision of Outsourced Operation)
Community Solid Waste * Support to Ward SWM

Management Sec. * Implementation of Public Relations and Awareness Programmmes
Zone Waste * Deployment of Cleaners

Management Cleaning Sec. * Distribution of Conservancy Tools
Divisions (10) * Cleaning of Roads, Drains and Other Public Places
* Installation and Maintenance of Containers

* Deployment of Drivers/Trucks
Collection and Transport Sec. * Collection and Transport Works (Fueling, Lubrication, Inspection, Loading
and Unloading)
Figure 5.11 Proposed Future Organization Structure of Waste Management Department
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volume 1: Summary
5.6 Financial Management
(1) Simplified Accounting System for Actual SWM Cost (Standardized SWM Cost)
A simplified accounting system for actual SWM cost should be established that could be
easily understood and computed by all DCC staff. For this purpose, so-called ‘Standardized
SWM cost’ is designed as a model accounting in digitized form for WMD and the counterpart.
The cost components of Standardized SWM Cost are shown below.
Table 5.11 Cost Component of Standardized SWM Cost

Department-wise Operation-wise
Cost component Collection Final Repair
Conservancy Transport Mech-1 Mech-2 Cleaning
/Transport Disposal Works
Personnel * * * * * * * *
Repair/Maintenance - - * * - * * -
Fuel - * - * - * * -
Utility - * * * - * - *
Supply * * * - * * * -
Development * - - - * - - -
Depreciation - - - - - * * -
Note: Marked * means respective cost component.
(2) Financial Planning for Master Plan
a) Financial Consequence of Overall SWM Cost

Primarily, overall SWM Cost must be covered entirely by DCC’s own SWM revenues.
However, the financial situation of SWM is characterized by negative balance to a
considerable amount every year. Provided the current revenue level continues, DCC can
not afford to bear the overall SWM cost of the Master Plan as shown below.
Table 5.12 Forecast DCC Financial Condition by Current Revenue Level

(Taka million)
Items 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
Current Revenue level
180 180 180 180 180 180 180 180 180 180 180
(Conservancy Rate)
Development &
839 701 305 0 263 0 686 322 478 0 0
Procurement cost
O&M Cost 509 472 539 519 570 532 564 539 631 589 594
Overall SWM Cost 1,348 1,173 844 519 833 532 1,250 861 1,109 589 594
SWM Financial Balance ▲1,168 ▲993 ▲664 ▲339 ▲653 ▲352 ▲1,070 ▲681 ▲929 ▲409 ▲414
b) Financial Recovery of O&M Cost

By putting in effect the 3 revenue enhancement measures, Conservancy Rate Revenue
could finally cover SWM O&M Cost. The assumed revenue enhancement measures and
annual balance estimate are shown in Table 5.13. SWM financial balance turns into
surplus at first in 2006/07 then in 2008/09 and 2011/12 by taxation rate revision and
periodic reassessment every 5 years.
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Final Report
Table 5.13 Recovery Planning of SWM O&M Cost

(Taka in million)
Items 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16
SWM Revenue Enhancement Measures
Reassessment* - Increase by 2.5 times Increase by 13 %
Taxation Rate** Currently: 2 % Increase to 2.5 % Increase to 3 %
Tax Collection** 70 % 75 % 80%
Revenue from
180 480 480 600 600 600 730 730 870 870 870
Conservancy Rate
O&M Cost 509 472 539 519 570 532 564 539 631 589 594
Balance
▲329 +8 ▲59 +81 +30 +68 +166 +191 +239 +281 +276
after O&M Cost
Development &
839 701 305 0 263 0 686 322 478 0 0
Procurement Cost
Final Balance ▲1,168 ▲693 ▲364 +81 ▲233 +68 ▲520 ▲131 ▲239 +281 +276
Note: * Reassessment scheme of annual value of the properties using self assessment system has stated last
year and tax collection based on the reassessed value will start from the financial year of 2006/07.
Increase of 13% tax collection from 2011/12 is estimated based on the recent tendency in increase of
real estate value.
** Revision of Conservancy Tax Rate as well as tax collection ratio are proposed by the Study Team.
c) Sources of Funds for Development and Procurement Cost

Development and Procurement Cost should be also primarily covered by DCC own
SWM revenues and then, if difficult, other sources will be taken into account as
alternatives. The size of Conservancy Rate Revenue is not enough to cover all
Development and Procurement Cost as shown in Table 5.13. The predictable sources of
funds are summarized in Table 5.14.
WMD should carefully study the Grant Scheme of Central Government and Foreign
Government, and execute the procedures in a proper manner to advance it in line with
the respective Governments budget schedules.
Table 5.14 Sources of Funds for Development and Procurement Cost

Source of Funds (Taka million)
Project
SWM Own Revenues Grant from Central or Foreign Gov't Total
New Landfill Development - 630 (2005/06) 1,575
- 396 (2006/07)
- 282 (2011/12)
136 (2012/13) 131 (2012/13)
Existing Landfill Improvement - 181 (2005/06) 471
- 290 (2006/07)
Closure of Berri Band 11 - 11
Container Carrier & Truck - 172 (2007/08) 1,317
Procurement 30 (2009/10) 233 (2009/10)
166 (2011/12) 238 (2011/12)
239 (2013/14) 239 (2013/14)
Heavy Equipment Procurement 55 (2012/13) 107 (2007/08) 162
Community Activities - 28 (2005/06) 59
- 16 (2006/07)
- 15 (2007/08)
Total 637 2,958 3,595
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volume 1: Summary
5.7 Privatization
During the continuation of the outsourcing pilot project, the following items are to be
examined. Based on the results of the evaluation of the pilot project, the privatization projects
have to be improved and expanded.
a) Period of Contracts
b) Scope of Contract
c) Area of Outsourcing
d) Survey on Capability of the Private Sector
e) Performance Monitoring/Evaluation
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Final Report
CHAPTER 6 PRIORITY PROJECTS AND PROGRAMS
6.1 Priority Projects and Programs
The proposed master plan focuses on four major aspects of waste management that is
mandated to DCC. Out of the entire master plan, the priority projects and programs are
extracted as shown in Table 6.1. These projects and programs are considered of urgent need
of implementation as the core of “Clean Dhaka Master Plan.” The projects and programs will
be the key to open the new era in which DCC will promote SWM to the highest level ever
achieved by its own capacity.
Table 6.1 Priority Projects and Programs

Title of Program Executing Concerning Time of
Body Body Execution
1 Program for Institutionalization of Ward SWM System WMD CD 2005-2007
2 Program for Establishing a System of Approval and WMD CD ↑
Monitoring of Primary Collection Service Providers
3 Program for Supporting Primary Collection Service WMD CD ↑
Providers
4 Program for Initial Implementation of Ward Solid Waste WMD CD ↑
Management System (20 Wards)
5 Organization of Bangladesh Solid Waste Management WMD DCC, CCC, 2005-2007
Conference RCC, KCC
1 Procurement of New Containers and Carriers ED CD, TD 2005-2015
2 Increase of Drivers and Container Cleaners CD, TD - ↑
3 Formation of Chain of Management in SWM WMD CD, TD, ED 2005-2007
4 Setting up Operation and Management Plan WMD CD, TD 2005-2015
5 Capacity Development of Workers WMD CD, TD 2005-2010
Final Disposal
1 Improvement of Existing Matuail Dump Site WMD CD, ED 2005-2007
2 Securing Future Landfill Site WMD CD, ED 2005-2012
3 Closure of Berri Band Dump Site WMD CD, ED 2007-2010
4 Establishment of Management Organization for Final WMD CD, ED, TD 2005-2007
Disposal
5 Capacity Development of Disposal Section WMD CD, ED 2005-2007
Legal Aspect
1 Compliance with Environmental Conservation Act/ Rules WMD CD, ED 2007-2015
and Preservation Act
2 Legal Training to DCC Staff WMD CD, ED, TD, 2005-2015
UPD
3 Enforcement of Section 150 against Illegal Throwing and CD WMD, 2007-2015
Dumping Magistrates
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volume 1: Summary
Title of Program Executing Concerning Time of

Body Body Execution
Organization Aspect
1 Preparation of Annual Operation Plan according to Master WMD CD, ED, TD, 2005-2007
Plan AD
2 Improvement of Operational Organization WMD CD, TD, ED ↑
3 Reforming Organization for SWM WMD CD, TD, ED, 2007-2015
UPD, AD,
ESD
4 Training of DCC Staff for SWM WMD CD, ED. TD, 2007-2015
UPD
Financial Aspect
1 Modification of Accounting system to Exhibit Actual SWM WMD AD 2005-2012
Cost explicitly
2 Financing for Master Plan Implementation WMC, WMD AD 2005-2015
Privatization
1 Continuation of Pilot Project on Privatization with In-depth WMD CD, TD, UPD 2005-2007
Evaluation
Note: WMC (Waste Management Committee); WMD（Waste Management Division/Department in

future）; CD (Conservancy Department); ED (Engineering Department); TD (Transport
Department); UPD (Urban Planning Department); AD (Accounts Department); ESD
(Establishment Department); SDD (Slum Development Department); MOPME (Ministry of
Primary and Mass Education); DCC (Dhaka City Corporation); CCC (Chittagong City
Corporation); RCC (Rajshahi City Corporation); KCC (Khulna City Corporation)
6.2 Schedule for the Implementation
The priority projects and programs have urgent need of execution as the next action with the
joint efforts of the Bangladesh side and the JICA study team. The Bangladesh Government
decided to establish the Waste Management Committee and Waste Management Division
(WMD) in DCC in July, 2004. In response to the decision of LGRD&C, DCC selected the
personnel for WMD in November, 2004 and sent it to the Government for concurrence of the
competent authorities. On the other hand, residents in Ward 6 and Ward 65 have started
active participation in the pilot project for community level waste management program as
demonstrated in the event “Mirpur Declaration” where thousands of citizens gathered and
resolved “Clean Mirpur for Our Children.”
These surrounding circumstances indicate that it is the time to get the “Clean Dhaka Master
Plan” started without any delay. Some of the priority projects and programs need immediate
commencement in accordance with a desirable time schedule as shown in Table 6.2.
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Final Report
Table 6.2 Implementation Schedule of Priority Projects and Programs
Priority Projects and Programs 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Institutionalization of Ward Solid Waste
1
Management System
Establishing a System of Approval and
2 Monitoring of Primary Collection Service
Providers
Supporting Primary Collection Service
3
Providers
Initial Implementation of Ward Solid

4
Organization of Bangladesh Solid Waste

5
Management Conference
1 Inctrease of New Containers and Trucks
2 Increase of driver and truck cleaner

Formation of Chain of Management in
3
SWM
Setting up Operation and Management
4
Plan
5 Capacity Development of Workers
Final Disposal
Improvement of Existing Matuail Dump
1
Site
2 Securing Future Landfill Site
3 Closure of Berri Band Dump Site
Establishment of Management
4
Organization for Final Disposal
Capacity Development of Disposal
5
Section
Legal Aspects
Compliance with Environmental
1 Conservation Act/ Rules and Preservation
Act
2 Legal Training to DCC Staff
Enforcement of Section 150 against
3
Illegal Garbage Throwing and Dumping
Organization Aspects
Preparation of Annual Operation Plan
1
according to Master Plan
2 Improvement of Operational Organization
3 Reforming Organization for SWM

4 Training of DCC Staff for SWM
Financial Aspect
Modification of Accounting system to
1
Exhibit Actual SWM Cost explicitly
2 Financing for Master Plan Implementation
Privatization
Continuation of Pilot Project on
1
Privatization with In-depth Evaluation
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volume 1: Summary
6.3 Financial Requirement
(1) Development & Procurement Cost for the Master Plan
The total Development and Procurement Cost until 2015/16 is estimated at Tk. 3,595 million.
Sources of funds for Development and Procurement Cost are summarized in Table 6.3. Some
of the funds are already budgeted and the rest is a proposal of the study team.
Table 6.3 Proposed Sources of Funds for Development and Procurement Cost
Source of Funds (Taka in million)
Project Grant from Central or
SWM Own Revenues Total
Foreign Government
① New Landfill Development - 670 1,575
136 769
② Existing Landfill Improvement - 471 471
③ Closure of Berri Band 11 - 11
④ Container Carrier and Truck 435 882 1,317
Procurement
⑤ Heavy Equipment Procurement 55 107 162
⑥ Community Activities - 59 59
Total 637 2,958 3,595
(2) O&M Cost for the Master Plan
On the other hand, the total O&M Cost until 2015/16 is estimated at Tk. 6,058 million which
means an average of Tk. 551 million a year, composed of personnel cost 70%, fuel cost 8%,
etc. O&M unit cost (Taka/Ton = O&M cost/collected solid waste amount) is summarized in
Table 6.4. The unit cost is assumed to continuously decrease due to cost efficiency in spite of
growing waste collection.
Table 6.4 SWM O&M Cost per Ton

Actual Master Plan
Items Unit
04/05 05/06 10/11 15/16 Average
SWM O&M Cost Taka. In million 487 509 532 594 -
Collected Solid Waste Amount 1000Ton/Year 511 548 749 1,030 -
Taka/Ton 953 929 710 577 703
Source: Estimates by JICA Study Team
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Final Report
CHAPTER 7 EVALUATION AND CONCLUSIONS
7.1 Evaluation of Master Plan
(1) Technical Aspects
The technical system to be explored for the future SWM is summarized along with the
process of waste stream as shown in Table 7.1. For the primary collection and road/drain
cleaning, the conventional methods are assumed to be adopted continually. For the secondary
collection and transport, the conventional combinations of dust bin & open truck, container &
container carrier & trailer with tractor are proposed to be in use at the beginning. As the time
elapses, existing vehicles become old and reduce in number. Since the replacement of retired
open trucks is planned with container carriers accompanied by new containers, the two
combinations namely container/carrier and trailer/tractor will survive to the end of the
planning period. These systems do not require DCC cleaning staff, residents or private
stakeholders additional special efforts, but require a more organized management system to
adapt to them.
Table 7.1 Technical System Assumed in the Master Plan

process primary road cleaning secondary transport final disposal
collection drain cleaning collection
measure rickshaw manual cleaning z dust bin & open truck z open truck z open dumping
with wheel z container/carrier, z container/carrier, ↓
barrow z tractor/trailer z tractor/trailer z control dumping
↓ ↓ ↓
z container/carrier, z container/carrier, z sanitary landfill
z tractor/trailer z tractor/trailer
Regarding the final disposal, it is proposed that the conventional open dumping activities
should be changed into a control dumping and sanitary landfill system as the priority projects
and programs progress. This transition requires DCC staff in charge to learn technical
features and practice of upgraded landfill method. In addition, DCC needs to spend much
more money for improving the structure of the dump site and deploying much more heavy
equipment for daily operation. These requirements are a sort of trial for DCC; however, the
extent is not as large as it can not be overcome by the efforts for expanding financial capacity.
Some neighboring countries have already introduced sanitary landfill for years. Some of
counterpart personnel were sent to one of such countries in 2004 to observe such technologies
adopted there including sanitary landfill. Technical assistance from those countries which
have advanced experience will be available under certain conditions. Thus the master plan is
evaluated as technically viable.
(2) Economic Aspects
The total investment cost of the Master Plan is estimated at Tk 3,595 million for activities
during forthcoming 11 years. Although this amount is equivalent to almost half of the total
budget for the financial year 2004/2005, the size of investment is not a remarkable impact on
the economy of the whole society. DCC’s special efforts and introduction of innovative
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volume 1: Summary
polices to increase the government revenue is highly recommended. There is a possibility to

double the current revenue to reassess the basis of property values. In this sense, the Master
Plan is evaluated as economically viable.
(3) Social Aspects
One of the key issues of the master plan is social mobilization to improve SWM. The plan
encourages local people to participate in primary collection of their waste and improvement
of behavior to keep their place clean. The required activity is planned to disseminate to all
residents under the initiative efforts of community leaders assumed to represent the smaller
unit of town in the ward. The activities of local units will lead to better amenity of the area
and more cooperative community than they recognized before execution of the master plan.
The projects and program will not only contribute to cleaner environment in a certain area,
but also contribute to formulating a community unit in which the residents have a sense of
solidarity through achieving the common target of clean home town. In this sense the master
plan is evaluated as socially viable
(4) Environmental Aspects
The master plan aims at cleaning city as a whole as the title “Clean Dhaka Master Plan” says.
The implementation of the plan makes those areas surrounding a water body and voluntary or
official dump sites more clean and hygienic by reducing illegal dumping and conducting
sanitary landfill. Those people around such areas presently suffer from adverse environmental
conditions caused by the current incomplete waste management. However, the situation will
be definitely improved by the implementation of the master plan. In this sense, the master
plan is evaluated as environmentally viable.
7.2 Conclusions
In October 2004, Ministry of Environment and Forest (MOEF), the Government of

Bangladesh, organized a SAARC workshop on SWM. At the conclusion of the event, the
delegates from five countries (India, Pakistan, Nepal, Bhutan and Bangladesh) announced
“the Dhaka Declaration on Waste Management 2004” with the unanimous consensus of all
the participants. The declaration at first refers to the required nature of SWM as effective,
efficient, affordable, safe and sustainable which the member countries are to promote. The
declaration also pointed out several details to promote in member countries. It should be
noted that most of them are in accord with the direction of the master plan concluded in this
study as summarized below. MOEF is the authority to regulate the SWM at national level
and it took the initiative in issuance of the declaration. The accord observed in the master
plan and the declaration suggests that the plan substantially complies with the national policy.
• Open dumping should be stopped immediately and be replaced with new safe options
like control dumping.
• Incineration as well as unproven technologies such as Plasma should not be
considered as an option for the treatment of municipal solid waste for low calorific
value and environmental pollution potential. However, some appropriate incineration
69
Final Report
technologies may be considered for the treatment of infectious/hazardous bio-

medical waste in absence of an appropriate non-burn technology.
• Informal waste picking practice should be improved by improving working
conditions of the waste pickers and thereby reducing the occupational health hazards.
• Encourage NGOs and private companies to establish community based segregation
at source, and to separate collection and resource recovery from waste with particular
focus on composting.
• Hospital waste may be treated as a special waste and managed separately. Joint
efforts with health-related organizations/authorities should be explored to develop a
proper management system.
• The cost of SWM should be rationalized with the view to increase revenue in order
to make the system financially viable.
• Waste collection, treatment and disposal may be privatized to allow greater
mobilization of capital.
7.3 Recommendations
For the implementation of the master plan, it is recommended for DCC to take the followings
into consideration:
(1) To accelerate functioning of WMD with capable and practical personnel assigned
exclusively to the required position.
(2) To acquire the government grant for the expense of specific project and program as
soon as possible.
(3) To assign all the members of WMD to objective tasks stated in the master plan.
(4) To pursue foreign assistance for implementation of each project and program
particularly for the training of DCC staff engaged in various assignments.
(5) To have regular contact with SOB over the use of GIS database for SWM.
(6) To keep regular contact with MOEF over the improvement of final disposal.
(7) To take consideration of the recommendations on industrial waste management and
medical waste management presented in the appendix of this report.
70
APPENDIX
volume 1: Summary
APPENDIX A SPECIAL RECOMMENDATION FOR INDUSTRIAL AND

MEDICAL WASTE
Concerted efforts are required to institute and improve environmental condition, and
especially controls, to keep a large amount of waste generated from some specific industries
and wastes containing hazardous substances including hazardous medical wastes out of the
municipal waste management system. Most importantly, potential sources of hazardous
materials in industrial wastes, whether they are served by public or private waste collectors
including CBOs and NGOs, must be identified, registered, and targeted for appropriate
management.
A.1 Industrial Waste
Currently there is no legislation to control industrial and hazardous waste management

directly in Bangladesh. Although the laws controlling industrial and hazardous wastes are
normally enacted at the governmental level, DCC has the key role in monitoring the
generation of industrial and hazardous waste in its jurisdiction, identifying suitable sites for
environmentally safe disposal and monitoring of the collection and disposal operations. In
particular, incoming wastes are required to keep hazardous industrial wastes out of waste
dumping site currently operated at Matuail since there is neither engineering consideration to
protect surrounding environment nor appropriate operational standards for waste deposit. The
most critical requirements arise in relation to hazardous wastes from small-scale industries, as
so many are operated in DCC, which are practically impossible to prevent from entering the
normal waste stream.
A large-volume-waste-generator, if identified, requires some measures to control its waste

coming to the DCC dumpsite since those wastes may consume the capacity of dumpsite so
quickly. Estimation of this study shows the amount of industrial waste generation is 200
tons/day, of which 150 tons/day are from tannery industry, and this is not so large compared
to a total waste generation of 3,200 tons/day in the Study area. Although some of the tannery
wastes are recycled to produce fish or animal feeds, most of them are considered to be
directed to the dumpsite. The number of establishments in textile and garment industry is
large in DCC and thus the amount of wastes produced is likely large because of inactive reuse
and recycling of those wastes.
To improve industrial wastes management is currently proving to be an obstacle to DCC's

waste management system; hence, intensive negotiations and coordination among
stakeholders are required to formulate a better system. The Ministry of Industry, associations
of specific industries and DCC may have major roles and responsibilities for this coordination
and integration of policy. Planning issues for a formulation of appropriate industrial waste
management system to improve current practice include the following:
• Demarcation of role and responsibility to control industrial waste between
central government and DCC;
• Definition of industrial waste which DCC handles,
A-1
Final Report
• Collection and tipping fee;

• Discharge/Storage/Collection method;
• Land disposal planning; and
• Countermeasures for hazardous waste.
A.2 Medical Waste
Special attention must also be given to the management of infectious waste originating from
hospitals and clinics. There is an urgent need for planning and implementation of medical
waste management systems, and for the integration of appropriate procedures and methods
into both health care and waste management systems for appropriate medical waste
management both in healthcare establishments and in waste handling sectors such as DCC.
Coordination and integration of both entities are indispensable for medical waste management.
And consistency or conformity in policy and technologies employed at both entities are also
required.
Figure A.1 shows some approaches for medical waste management in the Study area. In these
approaches, institutional and technical developments and human resources development need
to be strengthened for both medical establishments and DCC. Also, introduction of new
system for safe disposal of segregated and collected hazardous hospital wastes is proposed.
Intensive segregation of hazardous waste at sources is essential for better hospital waste
management. The share of hazardous waste to total hospital wastes is 10%~20% in general
hospitals, so that, if segregated thoroughly, the amount of waste requiring special attention for
handling is less. To do this training to hospital worker including doctors, nurses, and
supporting staff is required. This training also contributes to raise their awareness to hospital
waste and thereby, infection caused by inappropriate handling of infectious waste may be
prevented.
In-house treatment of hazardous waste should be encouraged especially for a large hospital.
Hazardous hospital wastes from middle and small hospitals that are incapable of owning an
on-site treatment system are to be stored appropriately in hospitals and collected by waste
collection vehicle exclusively designed for medical waste hauling and transported for
centralized treatment or disposal. Setup of such facilities, number of facilities, technologies,
ownership, procurement of initial cost, treatment fee, management system, etc. are issues
among stakeholders.
A-2
volume 1: Summary
Human resources & Technical development Human resources development

- Training hospital staff -Training collection
- Segregation at source worker
- On-site treatment - Occupational
hygiene & safety
On-site Residue
Dustbin
treatment
Hazardous
hospital waste
Separate Separate
Storage disposal
Hospital collection
waste Segregation
Technical development
Ordinary Official
Dustbin
hospital waste dumpsite
Medical establishments DCC

Coordination
Inst it ut ional development
Figure A.1 Approaches for Appropriate Medical Waste Management in DCC.
Training for waste handlers in DCC is also necessary as a program of human resources
development, irrespective of handling only medical wastes or ordinary domestic wastes.
Targeted trainees include WMD in DCC as well as wards officers in charge of inspection of
waste management, waste collection workers, and workers at dumpsites. This training is
required for ensuring occupational hygiene and safety. Especially in handling hazardous
hospital wastes, awareness and correct knowledge are needed for waste handlers to prevent
epidemics of infectious diseases originating from hospital wastes.
A-3
volume 1: Summary
APPENDIX B SUMMARY OF MASTER PLAN

Based on the envisaged strategies for each technical and institutional component, projects and
programs have been identified; these strategies can be materialized through concrete actions
to be taken by key stakeholders as well as DCC. These recommended programs and projects
are tabulated below under seven headings: Primary Collection, Secondary Collection, Final
Disposal, Legal Aspect, Organization, Financial Management, and Privatization:
B.1 Primary Collection and Public Involvement
Table B.1 Projects/Programs of Primary Collection/Public Involvement

Title of Program/ Executing Concerning Time of
Program Components Body Body Execution
1 Program for Institutionalization of Ward Solid WMD CD 2005-2007
Waste Management System
1) Evaluation of Pilot Project A conducted in the Master CD ↑
Planning Study
2) Formulation of legal framework and guidelines for CD ↑
implementing Ward Solid Waste Management System
3) Development of a manual for implementing Ward CD ↑
Solid Waste Management System
4) Implementation of training of staff of Community Solid CD ↑
Waste Management Section of WMD
5) Implementation of training for DCC Community CD 2005-2010
Coordinators of Zone Offices
6) Implementation of training for staff of Zone Offices CD 2005-2007
(CO, CSI&CI)
7) Implementation of training for DCC decision makers CD ↑
(CCO, DCCO, ACCOs, Division Manager and Section
Managers of WMD)
2 Program for Establishing a System of Approval WMD CD ↑
and Monitoring of Primary Collection Service
Providers
1) Formulation of legal framework and guidelines for CD ↑
primary collection service system
2) Development of a manual for primary collection CD ↑
service
3 Program for Supporting Primary Collection WMD CD ↑
Service Providers
1) Development of micro credit scheme for primary CD ↑
waste collection
2) Development of facilities/equipment for efficient CD ↑
primary collection and for linkage with secondary
collection
3) Implementation of training for primary collection CD ↑
service providers
4) Organizing technical conferences on primary 2005-2007
collection
B-1
Final Report

4 Program for Initial Implementation of Ward Solid WMD CD ↑
1) Training for Ward Solid Waste Management CD ↑
Organizations
2) Training for primary collection service providers CD ↑
3) Baseline surveys CD ↑
4) Planning workshops at ward level CD ↑
5) Making agreements between Ward SWM Committee CD ↑
and primary collection service providers
6) Coordination conferences among stakeholders CD ↑
7) Community meetings to develop/improve primary CD ↑
collection activities
8) Improvement of rickshaw vans, community containers CD ↑
and DCC containers
9) Implementation of awareness program CD ↑
5 Program for Expansion of Ward Solid Waste WMD CD 2007-2015
Management System Citywide
6 Slum Solid Waste Management Program WMD CD, SDD ↑
1) Implementation of awareness program integrated with CD, SDD ↑
health education
2) Implementation of slum solid waste management CD, SDD ↑
project integrated with slum development project
7 Program for Promoting IEC Activities for Raising WMD CD 2007-2010
People’s Awareness
1) Establishment of Public Awareness Section under CD ↑
Community Solid Waste Management Division
2) Training for staff of Public Awareness Section CD ↑
3) Development and Production of IEC Materials CD ↑
8 Strengthening of School Education on Solid MOPME WMD 2007-2015
Waste
1) Development of curricula regarding solid waste WMD ↑
2) Training for school teachers WMD ↑
9 Organization of Clean Dhaka Ward Contest WMD CD 2007-2010
10 Organization of Bangladesh Solid Waste WMD CD of DCC, 2005-2007
Management Conference CCC, RCC,
KCC
Note: WMD（Waste Management Division/Department in future）; CD (Conservancy Department); SDD
(Slum Development Department); MOPME (Ministry of Primary and Mass Education); DCC
(Dhaka City Corporation); CCC (Chittagong City Corporation), RCC (Rajshahi City Corporation);
KCC (Khulna City Corporation)
B-2
volume 1: Summary
B.2 Secondary Collection/Transport and Road/Drain Cleaning
Table B.2 Projects/Programs of Secondary Collection/Transport and Road/Drain

Cleaning
1 Increase of Collection/Transport Capacity
1) Procurement of New Trucks & Waste Containers ED CD, TD 2005-2015
2) Increase of Drivers and Container Cleaners CD, TD - ↑
2 Formation of Management Chain in SWM WMD CD, TD 2005-2007
3 Setting up Operation and management Plan
1) Improvement of Waste Container ↑ CD, TD, ED 2005-2007
2) phase-out of dustbins and appropriate setup of ↑ CD, TD, ED 2005-2015
containers
3) development of GIS for SWM ↑ CD, TD, ↑
UPD
4) Introduction of Mechanized Cleaning Equipment ED CD, TD ↑
5) Surface Drain Construction ↑ CD, TD ↑
6) shortening time for vehicle repair ↑ CD, TD ↑
4 Capacity Development of Driver and Cleaner WMD CD, TD 2005-2010
5 Mitigation of Health Risks to Cleaners and Drivers ↑ CD, TD 2005-2010
6 Pursuit of Privatization of Collection/Transport ↑ CD, TD 2005-2010
7 Coordination with Recycle Industry ↑ CD 2005-2010
Note: ED (Engineering Department); WMD（Waste Management Division/Department in future）; CD
(Conservancy Department); TD (Transport Department), UPD (Urban Planning Department)
B.3 Final Disposal
Table B.3 Projects/Programs of Final Disposal

1 Improvement of Existing Matuail Dump Site WMD CD, ED 2005-2007
2 Securing Future Landfill Site WMD CD, ED 2005-2015
3 Closure of Berri Band Dump Site WMD CD, ED 2007-2010
4 Establishment of Management Organization for WMD CD, ED, TD 2005-2007

Final Disposal
5 Capacity Development of Disposal Section WMD CD, ED 2005-2007
Note: ED (Engineering Department); WMD（Waste Management Division/Department in future）; CD

(Conservancy Department); TD (Transport Department)
B-3
Final Report
B.4 Legal Aspect
Table B.4 Projects/Programs of Legal Aspect

1 Clarifying Responsibility Allocation with DCC and WMC, WMD UPD, CD 2005-2010
Waste Generators
1) standardization of procedure for container deployment UPD, CD 2005-2007
2) change of responsibility allocation for removal and LGD, MOEF 2007-2010
disposal of business waste
2 Compliance with Environmental Conservation Act/ WMC, WMD CD, ED 2007-2015
Rules and Preservation Act
1) fulfilling responsibility for proper disposal CD, ED ↑
2) formulation and implementation of Environmental CD, ED ↑
Management Plan (EMP) for Matuail dump site in
accordance with Environmental Conservation Rules
3) reconfirmation of compliance of new landfill sites with CD, ED 2005
Preservation Act
3 Enforcement of Section 150 against Illegal CD WMD, 2007-2015
Garbage Throwing and Dumping Magistrates
4 Legal Training to DCC Staff WMD CD, ED, TD, 2007-2015
UPD
Note: WMC (Waste Management Committee), WMD （ Waste Management Division/Department in
future); CD (Conservancy Department); TD (Transport Department), ED (Engineering
Department); UPD (Urban Planning Department), AD (Accounts Department), LGD (Local
Government Division in the Ministry of Local Government, Rural Development and Co-
operatives); MOEF (Ministry of Environment and Forests)
B-4
volume 1: Summary
B.5 Organization
Table B.5 Projects/Programs of Organization

1 Preparation of Annual Operation Plan according WMC, WMD CD, ED, TD, 2007-2015
to Master Plan AD
2 Improvement of Operational Organization WMC, WMD CD, TD, ED 2005-2010
1) transfer transport functions to Zone Office CD, TD 2007-2008
2) improvement of vehicle and equipment maintenance CD, TD, ED 2005-2010
3 Reforming Organization for SWM WMC, WMD CD, TD, ED, 2005-2012
UPD, AD,
ESD
1) one department with planning/monitoring and CD, TD, ED, 2005-2012
implementing functions related to SWM (phased UPD, AD,
development of future organization) ESD
2) change composition of WMC CD 2007-2012
4 Training of DCC Staff for SWM WMD CD, ED. TD, 2007-2015
UPD
1) technical training for junior engineering staff CD, ED. TD, ↑
UPD
2) preparation of reference library for research and self- CD, ED. TD, 2007-2015
study UPD
Note: WMC (Waste Management Committee), WMD（Waste Management Division/Department in
future）; CD (Conservancy Department); TD (Transport Department), ED (Engineering
Department); UPD (Urban Planning Department), AD (Accounts Department), ESD
(Establishment Department)
B.6 Financial Management
Table B.6 Projects/Programs of Financial Management

1 Modification of Accounting system to Exhibit WMD AD 2005-2012
Actual SWM Cost explicitly
2 Financing for Master Plan Implementation WMC, WMD AD 2005-2015
Note: WMC (Waste Management Committee), WMD（Waste Management Division/Department in
future）; AD (Accounts Department)
B.7 Privatization
Table B.7 Projects/Programs of Privatization

1 Continuation of Pilot Project on Privatization with WMD CD, TD, 2005-2012
In-depth Evaluation for Expansion of Privatization UPD
Note: WMD（Waste Management Division/Department in future）; CD (Conservancy Department); TD
(Transport Department), UPD (Urban Planning Department)
B-5

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Dhaka City Corporation

THE STUDY ON THE SOLID WASTE

Pacific Consultants International G E

THE STUDY ON THE SOLID WASTE

Pacific Consultants International

In response to a request from the Government of Bangladesh, the Government of

Finally, I wish to express my sincere appreciation to the officials concerned of the

List of Abbreviation and Acronyms

ABD Apparent Bulk Density

GOB Government of Bangladesh

The objectives of this Study are:

1.2 Study Area

1.3 Target Waste

1.4 Target Year

2. Present Situation of Solid Waste Management in Dhaka City

2.1 Waste Generation

Waste generation and disposal in Dhaka City is summarized below.

2.2 Primary Waste Collection

(1) Legal Basis of Waste Collection

Primary Waste Collection Secondary Waste Collection

Households Dustbins/ Final Disposal

(2) DCC Initiative in Primary Waste Collection

In 2002, DCC introduced an approval system of NGOs/CBOs/private organization for providing

2.3 Secondary Waste Collection and Road/Drain Cleaning

(1) Allocation of Resources

Owner Receptacle Trucks Truck Driver

(2) Comparison of Efficiency between Open Truck & Container Carrier

As for overall collection/transport efficiency (ton/hour), container carriers achieved on average 2

(3) Slow Motion in Vehicle Repair

(4) Lack of Management

2.4 Final Disposal

(1) Remaining Capacity of Landfill Site

(2) Legitimacy of Landfill Site

(3) Operation and Management of Landfill Site

(4) Heavy Equipment for Landfill

Estimated Volume of Recycled Wastes in Dhaka City

a) Estimated generation b) Estimated recycled c) Recycle rate d) Contribution to

2.6 Legal Aspect

(1) Job Allocation

(2) Missing Function

2.8 Financial management

(1) Revenue and Expenditure of DCC

Financial Balance of SWM (million Taka)

(2) SWM Expenditure by Type of Operation

Road & Drain

(3) SWM Cost by Type of Operation

(1) Initiation of the Privatization Project

(2) Prospect of the Privatization Project

3. Framework of Master Plan

3.1 Numerical Framework of Master Plan

(2) Solid Waste Generation Amount

3.2 Scenario for Improvement

(1) Alternative Scenarios

Scenario 1: with the same amount as 2004

(2) Adopted Scenarios

Targets of Waste Disposal

Present Target for