By: Shamdhad Ali Chandio
It is an open secret that by learning from China, Japan, South Korea, and Southeast Asia, Pakistan can make its public sector and public private partnerships projects more effective, with a special focus on Sindh’s development.
It is not new that development is essential for developing countries, not only for economic stability but also for survival among world powers on the global map. In the 21st century, economic development has become a key component for struggling states. History has witnessed that this is possible only through effective project management.
Today, in the race for global stability, development projects stand as the backbone of economic growth and public welfare. It is evident that every country striving for economic strength allocates hundreds of billions of dollars to numerous development initiatives through well-planned projects. Many state governments devise strategies to improve service delivery to the public as an integral part of a democratic state.
However, project management mainly follows two principal mechanisms: Public Sector Development Projects and Public-Private Partnership (PPP) projects.
Fortunately, Asian states are not excluded from these mechanisms and actively use both models for development purposes: Public Sector Development Projects (PSDP) and Public-Private Partnership (PPP) projects. Each model possesses distinct strengths depending on the sector, scale, and governance capacity.
Public Sector Development Projects (PSDP) are fully government-funded and managed projects aimed at public welfare, national security, and long-term development. These projects are commonly implemented in sectors such as railways, dams, rural roads, health, and education. On the other hand, Public-Private Partnership (PPP) projects involve collaboration between government and private-sector entities, where risks, financing, and operations are shared to enhance efficiency, innovation, and timely delivery.
Furthermore, if we take a closer look at regional comparisons, we can easily assess the significance of each development mechanism.
In South Asia, India, the neighboring state of Pakistan, has developed a strong PPP framework for highways and metro systems, while PSDP dominates the railway sector. Comparatively, Pakistan utilizes PPPs for transport and energy projects, whereas PSDP is primarily employed for social development and regional equity. Similarly, Bangladesh relies mainly on PSDP, with gradually expanding PPP initiatives.
In Southeast Asia, the Philippines and Indonesia lead in PPP-based transport projects, whereas Vietnam prefers PSDP for achieving national connectivity.
If we took glance at East Asia, China follows PSDP for mega projects; Japan and South Korea apply hybrid models.
Last but not least, Pakistan is also moving toward blended models, using PPPs for efficiency-driven sectors and PSDP for inclusiveness. If we ponder at the provincial level, governments across Pakistan have also launched several mega projects aimed at improving public welfare and regional development. Retrospectively, Pakistan’s recent infrastructure initiatives reflect a clear commitment to economic growth. Projects such as the Nandipur Power Project, a 425-MW thermal power plant, and the PSDP-funded Khawazakhela–Besham Expressway, a major road infrastructure project with an estimated cost of PKR 79.2 billion approved under the PSDP in 2023, demonstrate how public sector development can address essential energy and transport needs. Balochistan province is not excluded; recent investments in Gwadar, including the Eastbay Expressway developed at a cost of PKR 32 billion, and the New Gwadar International Airport, inaugurated in 2024 with an investment of approximately USD 230–240 million, depict the effectiveness of grant-based and government-to-government cooperation for strategic assets. It is imperative to recognize that Sindh has also left no stone unturned in contributing to development; it has one of the largest PPP portfolios in Pakistan, covering infrastructure, transport, water, industry, education, health, and technology, valued at around Rs. 700 billion.
Sindh has witnessed significant development through Public-Private Partnerships (PPP) in recent years. The Malir Expressway, a high-speed access-controlled corridor, stands as the largest PPP infrastructure project in the province. Similarly, the 12.2 km Ghotki–Kandhkot Bridge, the longest bridge over the Indus, has been developed under PPP arrangements.
The M9–N5 Link Road Project, a 22 km road segment, has commenced toll operations on its initial section, improving connectivity. Dhabeji Special Economic Zone, the biggest industrial zone in Thatta and linked with CPEC, has been developed through private sector collaboration. Pakistan’s first tech park, the NED Technology Park, valued at an estimated Rs. 25 billion, is another milestone achieved with private partners.
Water supply projects such as the Nabisar-to-Vajihar initiative support Thar IPPs, while the DHQ Hospital in Badin is now managed by private operators under a health sector PPP. Road infrastructure improvements continue with the Karachi–Thatta and Hyderabad–Mirpurkhas dual carriageways. In Karachi, the 5 MGD desalination project provides potable water through advanced PPP technology.
Other notable achievements include Regional Blood Centers in Jamshoro, Sukkur, and Shaheed Benazirabad, built via PPP or donor-linked models, and the management and operation of public sector schools (EMOs), aimed at improving educational outcomes.
It is apprised that many of these PPP projects span roads, health, water, industrial zones, and IT sectors, improving infrastructure and service delivery in Sindh. Apropos, the PSDP remains Pakistan’s core vehicle for public investment in strategic sectors, including infrastructure, water resources, transport, and social services.
Opportunely, there were 11 PSDP-based schemes in Sindh, particularly in Karachi and Hyderabad, during the tenure of 2024 to 2026, which were assigned to PIDCL under the federal PSDP framework. The combined value was worth Rs. 4.15 billion (2024-25), focusing on smaller urban and civic infrastructure works.
It is a no-denying fact that the PSDP remained the heart of Water & Irrigation Projects in the Government of Sindh. It includes the Greater Karachi Bulk Water Supply Scheme, 33 Water Sector Project Proposals for 2025-26, including three from Sindh, which contribute significantly to irrigation, reservoirs, and hydropower development.
In a nutshell, even when the situation is bleak, every dark cloud has a silver lining. The development success of a country like Pakistan not only depends on the number of projects, but also establishing on their quality, planning, and effectiveness. Learning from Asian peers—Singapore’s readiness, China’s economic integration, Malaysia’s PPP discipline, South Korea’s digital oversight, Vietnam’s performance focus, Indonesia’s accountable decentralization, and Japan’s maintenance culture—can help a struggling state like Pakistan make PSDP and PPP initiatives more effective and sustainable.
As a matter of fact, by learning more lessons from developed nations, Sindh stands like a rising sun over a landscape of opportunity; by harmonizing development projects with industrial zones, renewing the urban fabric of Karachi and Hyderabad, promoting public welfare, and nurturing transparent governance, the province can illuminate a path of balanced and sustainable progress.
With careful planning as its roadmap and transparent administration, and insights drawn from successful Asian models, Pakistan now has the opportunity to transform its ambitious projects into sustainable initiatives that deliver real growth and prosperity across all regions, including Sindh. With sound project appraisal, institutional coordination, and continuity in dedicated planning, Sindh can transfer every infrastructure investment seeds of inclusive and sustainable growth. Such exemplary successful projects from Asian states offer guiding lights, showing Pakistan and especially Sindh, the path to accelerate its economic development and rise on the map of the world.
The writer is a government servant & Project Management Research Fellow.
