Public Sector Companies for Sustainable Development: Reform Trajectory of Pakistan’s Lahore Waste Management Company

Understanding the shifts and effects of local government reforms requires analyzing the three key dimensions of autonomy, performance, and participation, as highlighted by Schwab, Bouckaert, and Kuhlmann (The future of local government in Europe: Lessons from research and practice in 31 countries). Nomos Verlagsgesellschaft mbH, 2017). We explore the interconnections between these dimensions and Sustainable Development Goal (SDG) 16 as we analyze the reform journey of Lahore Waste Management Company (LWMC) in Pakistan. To achieve this, the chapter uses qualitative data obtained through in-depth interviews with senior management at LWMC. By conducting a thorough thematic analysis, we can connect the findings from the interviews to the principles outlined in subgoals 16.6 and 16.7. This analysis sheds light on how different aspects of each principle can contribute to the achievement of these subgoals. It is evident that the lack of stability in local governments in Pakistan and the absence of a clear legal framework pose significant challenges to the effective institutionalization of SDG 16. It is evident that the challenges faced by LWMC, a public sector company, stem from the inadequate foundations and designs of local governance structures, as well as the slow implementation of the institutional legal framework. These issues directly impact the principles of SDG 16, which focus on promoting peaceful and inclusive societies for sustainable development. Furthermore, without tailoring new reform strategies to the existing local structures, they may not effectively address governance issues.