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Malawi faces mounting challenges in meeting the growing demand for food, water, and energy to satisfy the needs of a rapidly growing population. Relying on secondary data, the paper argues that while the existing policy initiatives have increased food production to a certain extent, the demand for water and energy has also increased, leading to degradation of the resource base, and contributing to an increase in water-related diseases. Despite the inherent interconnections between water, energy and food production, agencies often work in a fragmented and isolated way. Poor sectoral coordination and institutional fragmentation have triggered the unsustainable use of resources and threatened the long-term sustainability of food, water, and energy security in the country, posing challenges to achieving the Sustainable Development Goals (SDGs) in the country. Consequently, this paper substantiates that a nexus approach can enhance understanding of the interconnectedness of the sectors and strengthen coordination among them. However, it requires but it requires a major shift in the decision-making process towards taking a holistic view, and development of institutional mechanisms to coordinate the actions of diverse actors and strengthen complementarities and synergies among the three sectors. The framework for cross-sectoral coordination and managing the nexus challenges is also suggested. ; https://grassrootsjournals.org/jelp/0102m00234.html#status

An estimated 90% of all confirmed COVID-19 cases occur in rural and urban areas around the world, where all industries and sectors have been severely impacted. The ongoing COVID-19 pandemic has highlighted and intensified many of the difficulties and uncertainties local governments face in carrying out their responsibilities. Apart from restoring normalcy, local governments in the National Capital Region face specific challenges, as they must double their efforts and interventions to achieve the Sustainable Development Goals (SDGs), as well as restore and reinforce community resilience in both short and long-term response and action. Local government plays a significant role in providing social services in normal times and ensures that these public services are accessible in times of adversity and distress, as well as acting as first responders in disaster prevention, rescue, and restoration. While the world has not yet crossed everyone, and some issues remain unresolved, the author agrees that unprecedented decisions and good practices from neighboring countries should have been taken to protect citizens, especially the most vulnerable. The author examined and reviewed the various mechanisms used by various local governments in Metro Manila, as well as the SDG framework, to analyze the challenges and good practices for local responses to the pandemic and mitigating its effects. The author finds that identifying the challenges faced by various local governments in Metro Manila as well as how they deal with these challenges and recognizing their good practices would aid local governments in long-term sustainability planning and development.

Brick-and-mortar (B&M) retailers in India are constantly devoting their time, effort, energy, and money in discovering and adopting retailing theories, models, and frameworks that are practiced by the B&M retailers in the developed countries that have matured markets and consumers. This is a clear example of a serious timing issue. We believe the Indian market and consumers are moving towards the same maturity levels, but it is still a long way to go as the Indian consumers belong to the widest variety of religions, regions, languages, cultures, sub-cultures, ethnicities, and socioeconomic backgrounds with divergent needs. In addition to expecting world-class overall store-image, they yet require retailers to facilitate honest and authentic human-led engagement. This means, thoughtful and logical integration of existing theories aligned to, the Indian market; consumer's maturity level; divergent consumer needs are crucial, and this is the core of our theory. The ToR-b adopts elements of retailing theories that are known and suitable for retailing in the Indian context, in addition to identifying (i) new elements influencing honest and authentic humanled engagement; higher consumer-level customization; higher levels of consumer-orientation, (ii) significance of their association and determination with return on investment, (iii) their role in influencing the long-term sustainability of a retailer, and most importantly (iv) their ability to enhance interest among existing and potential employees, investors, and consumer's minds with a particular retailer. Insights from multiple empirical and qualitative studies, field experiments, and evaluation of consumer-level transactions involved in building this theory made us strongly believe that the overall phenomenon of B&M retailing in India is truly complex and complexity is necessary to an adequate description of a phenomenon. We hope that in addition to laying a foundation for new directions to guide future research on Indian retailing, our theory will ...