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The aim of administrative reform— a special public policy instrument of governments— is to improve the capacity of public service delivery systems. This study examines the reform-led service delivery situation of public institutions at the local level in South Asia. The study offers an in-depth qualitative study with gleaned data, focusing on primary education in the country in relation to MDGs basic education. Local administration in the country has been a ‘low modicum of self-governance to provide public services. Institutional capacity dealing with educational management has called into question. Primary education in the country is quantitatively discussed while qualitatively is in a state of disarray. As a thorough academic qualitative study with a country-specific case has by far not been explored yet, it fills the information gap. Little is known about the public service delivery capacity with primary education at the local level. This study implicates governments and development partners such as the UN SDGs for effective partnership in development in an era of post-CVID-19 crisis.

One method to develop leaders is through leadership development programs designed specifically for an intended context. The International Leadership Association (ILA) provides questions for designing programs such programs. This article reflects data collected during the process of developing a leadership program serving the broader agricultural community in Virginia. The International Association of Programs for Agricultural Leadership (IAPAL) reports that programs for leadership development in agricultural contexts typically include 12 seminars over two years, with less than one-third of the seminars agriculturally related. The profile includes sources of financial support and allocation of administrative duties. A survey of agricultural leaders reveals a strong desire for such programming. The stakeholders sought a program including emerging and experienced leaders with travel for on-site experiential learning. The findings have implications for the state and broad leadership development. Those who develop leadership programs for other contexts may benefit from the guiding questions and data.

Family businesses do not perpetuate themselves. Entrepreneurs must nurture and propagate the values that led to the creation of the very thing most precious to them‐their business.This of course depends on stability. Nor do these cherished values propagate themselves. To be made meaningful for others, and for future generations, family experiences, values, and achievements must be communicated to others via language, narrative and storytelling, or other forms embedded in the narrative such as symbols. Often a variety of different socially constructed stories may be necessary contingent upon situation, purpose, or need.