This paper examines the effect of foreign direct investment (FDI) on youth unemployment in the Southern African Development Community (SADC) region using panel data from the World Bank World Development Indicators for the period 1994-2017. Results from the Feasible Generalized Least Squares (FGLS-Parks) technique show that FDI has an insignificant effect on reducing youth unemployment in the SADC region. This could be because the type of FDI in the region is partly mergers and acquisitions, which has fewer jobs creating capacity compared to Greenfield investment. This suggests the need for governments in the region to pursue labour-absorbing FDI policies and also ensure that foreign investment inflows are channelled towards labourintensive sectors that have high labour absorptive capacity such as horticulture and floriculture.
The need to bolster primary health care (PHC) to achieve the Sustainable Development Goal (SDG) targets for health is well recognized. In Eastern and Southern Africa, where governments have progressively decentralized health decision-making, health management is critical to PHC performance. While investments in health management capacity are important, so is improving the environment in which managers operate. Governance arrangements, management systems and power dynamics of actors can have a significant influence on health managers’ ability to improve PHC access and quality. We conducted a problem-driven political economy analysis (PEA) in Kenya, Malawi and Uganda to explore local decision-making environments and how they affect management and governance practices for health. This PEA used document review and key informant interviews (N = 112) with government actors, development partners and civil societies in three districts or counties in each country (N = 9). We found that while decentralization should improve PHC by supporting better decisions in line with local priorities from community input, it has been accompanied by thick bureaucracy, path-dependent and underfunded budgets that result in trade-offs and unfulfilled plans, management support systems that are less aligned to local priorities, weak accountability between local government and development partners, uneven community engagement and insufficient public administration capacity to negotiate these challenges. Emergent findings suggest that coronavirus disease 2019 (COVID-19) not only resulted in greater pressures on health teams and budgets but also improved relations with central government related to better communication and flexible funding, offering some lessons. Without addressing the disconnection between the vision for decentralization and the reality of health managers mired in unhelpful processes and politics, delivering on PHC and universal health coverage goals and the SDG agenda will remain out of reach.
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