Khalid Mehmood Shaikh

It may be added that while holding posts of MD KWSB and others, The consultant has been heading the PPPs for last many years as DG PPP Unit. At this post, the Consultant is responsible for macro oversight on all projects being carried out in Sindh province under PPP mode. He played an instrumental role in executing the Enhancing PPP Project in collaboration with the ADB, whereby not only a PPP project risk-evaluation company has been setup which shall evaluate all proposed PPP Projects, but the Government of Sindh has also been provided a loan to support its VGF. Recognizing his efforts, the 2018’s Economist Intelligence Unit’s Infrascope placed the Sindh PPP Unit as sixth best performer for Enabling PPP Environments in Asia (the list only contains countries but mentioned two provinces within, i.e. Sindh and Gujrat owing to their exceptional performance). Under his command, the PPP Unit has been able to execute projects under Highways, (four projects), Education (4 projects worth hundreds of schools going to private parties), education (rounds of project procurements which have enabled around 130 health facilities being managed by the private partners, a manifestation of NGO-Public Partnership, a difficult but doable model) and above all, a Teacher Training PPP Project which shall pave way for the outsourcing of syllabus, and private sector held authority for the teachers’ training of Sindh. He also led the team for the 100 MW energy project in Nooriabad, first of its kind in any provincial government. Currently Consultant is pursuing a mega high project Malir Expresseway, An Industrial city near Dhabeji, and Waste to Energy and Sewage Water to Portable and Industrial Grade water provision projects in addition to many health, education and road projects. The Projects which were executed, contracted out, and under procurement under the supervision of the Consultant can be viewed at www.pppunitsindh.gov.pk

As the head of Water Agency for Karachi, with a population of around 20 Mn, it was a gigantic task to ensure projects are done with the maximum participation from the private sector, hence, many projects in water sector were desginged which are ensuring provision of water through tertiary treatments whereby private party shall treat and sell sewage water to the industry thereby reducing the public sector role. As MD KWSB, the Consultant has designed outsourcing of various integral parts of KWSB to the private sector to bring efficiency in the public private partnership mode. He has also been able to introduce a mobile app (KWSB OTS) for the distant areas where piped water was not possible.

As a PD for KNIP, the undersigned introduced many projects under World Bank banner, including resource mobilisations for municipal governments, including creating an idea of municipal revenue board for municipal governments, enhancing revenues by carrying out survey for property tax, and municipal utility tax etc. The Consultant also developed projects which integrated smaller parts of city with a complete solution of provision of parking, parks, maximum footpaths and creating space for greenery, etc, to make the specific city area as liveable city. The Consultant designed the whole project and negotiated with the World Bank.

As a Financial Advisor, The Consultant developed resource manual for the Karachi Metropolitan Corporation, (KMC) City LG institution. He also improved the MUCT recovery mechanism, which is the largest source of revenue for the Metropolitan City. He also worked and improved Asset Management Register (AMR) and Wider Market Revenue manuals and ensured their execution. As a Financial Advisor, his duties included development of AMR, WMI and negotiations with the provincial government for the recovery of their revenues, helping in finalising Provincial Finance Commission (PFC) Award. The Consultant had also developed the PFC award twice while working with the provincial Government.

As a Director ERU/ Addl Finance Secretary, he is responsible with the negotiations of the contracts and reform programs with World Bank, ADB, EU and many other donor agencies. As Dir ERU, he has undertaken 50 million dollar Public Financial Management Program which has focus on improving public finance, increasing resources and reducing expenditure with special focus on PPPs. Under the said post, he is also heading PPPs in Sindh which the consultant himself set up, developed PPPs in Sindh is hallmark of efficiency and development in the region excluding India.

In a very limited time, the consultant transformed the loan strapped organisation into a financially discipline organisation. Its revenue increased, its employees related liabilities shrank and its procurement plan started to develop. He also helped develop a small PPP node in the Water Agency which learned the PPP skills in very limited time. Now they are switching over to PPP mode from traditional mode.

As Administrator of a city municipal corporation, Mr. Khalid promoted private investment in the entity, thereby taking this loss making company into a profitable municipal institution in the span of only eight months. He outsourced whole activities of Solid Waste Management (SWM) and awarded a full contract to private party which exhibited remarkable improvement in the service delivery in the SWM. Also he outsourced many tax collection in the private sector and developed market project in the PPP mode.

Responsible for the over all financial prudence of the Karachi Municipal Corporation. As the head of the Finance of KMC, he is supposed to bring financial discipline in the expenditures and promotion in revenue. With a vast experience in the Public Private Partnership Initiatives, he brings home the expertise of doing Mega Infrastructure Projects by raising private finance. He is personally leading a team which is working on Mass Transit Projects including Yellow Line Bus Rapid Transit Project, Commercial Estate Projects and many more. The other most important function he carried out, was to develop a regime of Asset Management System for the public sector assets of KMC. With the hard work of six months, the KMC was able to identify, document and update its assets which ranged from 5-6 billion US$. He introduced transparency and accountability in the Asset Management System by developing an Asset Management Register (AMR) which went online and everybody could look at the assets of KMC just by clicking the website.