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Head of Special Monitoring Unit

https://smu.punjab.gov.pk/system/files/styles/thumbnail/private/WhatsApp%20Image%202025-07-04%20at%2010.46.25%20AM.jpeg?itok=f4gU6JupAmjad Hafeez

Amjad Hafeez brings over 20 years of experience in the corporate and public sectors and currently leads the Special Monitoring Unit (SMU) in the Chief Minister’s Office, Punjab. He has held senior advisory roles in the Ministries of Water and Power, Foreign Affairs, and Industries & Production. He played a pivotal role in the execution of 11GW of CPEC-related power projects and led industrial energy conservation programs under international collaborations. Prior to joining SMU, he served as Deputy Secretary in the Prime Minister’s Office at the Strategic Reforms Implementation Unit. Amjad Hafeez holds an MPhil in Engineering for Sustainable Development from the University of Cambridge and a BE in Electrical Engineering from UET Lahore.

 

About the Special Monitoring Unit (SMU)

Introduction

Established in 2014, the Special Monitoring Unit (SMU) serves as an independent, autonomous body under the Chief Minister’s Office. It plays a central role in driving the delivery of government priorities, addressing implementation challenges, and promoting performance across departments through proactive monitoring and evaluation.

Vision

To serve as the central coordinating and problem-solving body responsible for ensuring the effective delivery of the Government of Punjab’s strategic priorities for its citizens.

Mission

To identify and resolve obstacles that hinder the performance of government departments, ensuring timely and effective implementation of development projects.

Core Functions

Strategic Planning & Target Setting

  • Support departments in defining clear goals, delivery roadmaps, milestones, timelines, and  performance trajectories
  • Align departmental initiatives with the broader Punjab Spatial Strategy and other government priorities

Monitoring & Evaluation

  • Conduct regular Quarterly Progress Reviews and stocktake sessions to track departmental performance
  • Independently evaluate monitoring data and present accurate findings to the Chief Minister
  • Identify gaps, risks, and implementation barriers early to ensure corrective actions

Stakeholder Engagement & Problem Solving

  • Facilitate inter-departmental coordination and communication
  • Act as a platform for deliberative consultation to resolve issues and finalize delivery agendas

Performance Management

  • Ensure departments have the capacity and tools required to implement strategic plans
  • Promote accountability and transparency by encouraging evidence-based decision-making

Public Communication

  • Develop and implement strategies to communicate government initiatives and policies to the public effectively
  • Enhance the visibility and understanding of reforms and development programs

Key Objectives

  • Enable radical improvements in public service delivery in priority sectors
  • Guide special initiatives of the Chief Minister through strategic oversight
  • Support the Advisory Council on Governance (ACG) with administrative and strategic inputs
  • Institutionalize a culture of results-driven governance through structured reporting and reviews
  • Foster collaborative problem-solving among departments and agencies