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dc.contributor.authorHuss R.
dc.contributor.authorGreen A.
dc.contributor.authorSudarshan H.
dc.contributor.authorKarpagam S.S.
dc.contributor.authorRamani K.V.
dc.contributor.authorTomson G.
dc.contributor.authorGerein N.
dc.date.accessioned2022-02-11T10:16:20Z
dc.date.available2022-02-11T10:16:20Z
dc.date.issued2011
dc.identifier.citationHuss, R., Green, A., Sudarshan, H., Karpagam, S. S., Ramani, K. v., Tomson, G., & Gerein, N. (2011). Good governance and corruption in the health sector: Lessons from the Karnataka experience. Health Policy and Planning, 26(6). https://doi.org/10.1093/heapol/czq080
dc.identifier.issn2681080
dc.identifier.urihttps://www.doi.org/10.1093/heapol/czq080
dc.identifier.urihttp://hdl.handle.net/11718/25377
dc.description.abstractStrengthening good governance and preventing corruption in health care are universal challenges. The Karnataka Lokayukta (KLA), a public complaints agency in Karnataka state (India), was created in 1986 but played a prominent role controlling systemic corruption only after a change of leadership in 2001 with a new Lokayukta (ombudsman) and Vigilance Director for Health (VDH). This case study of the KLA (2001-06) analysed the: Scope and level of poor governance in the health sector;KLA objectives and its strategy;Factors which affected public health sector governance and the operation of the KLA.We used a participatory and opportunistic evaluation design, examined documents about KLA activities, conducted three site visits, two key informant and 44 semi-structured interviews and used a force field model to analyse the governance findings.The Lokayukta and his VDH were both proactive and economically independent with an extended social network, technical expertise in both jurisdiction and health care, and were widely perceived to be acting for the common good. They mobilized media and the public about governance issues which were affected by factors at the individual, organizational and societal levels. Their investigations revealed systemic corruption within the public health sector at all levels as well as in public/private collaborations and the political and justice systems. However, wider contextual issues limited their effectiveness in intervening. The departure of the Lokayukta, upon completing his term, was due to a lack of continued political support for controlling corruption.Governance in the health sector is affected by positive and negative forces. A key positive factor was the combined social, cultural and symbolic capital of the two leaders which empowered them to challenge corrupt behaviour and promote good governance. Although change was possible, it was precarious and requires continuous political support to be sustained. � The Author 2010; all rights reserved.
dc.language.isoen_US
dc.relation.ispartofHealth Policy and Planning
dc.subjectcapital
dc.subjectcorruption
dc.subjectGovernance
dc.subjecthealth care sector
dc.subjectIndia
dc.subjectleadership
dc.titleGood governance and corruption in the health sector: Lessons from the Karnataka experience
dc.typeArticle
dc.rights.licenseCC BY-NC
dc.contributor.affiliationLeeds Institute of Health Sciences, University of Leeds, Nuffield Centre for International Health and Development, 101 Clarendon Road, Leeds, LS2 9LJ, United Kingdom
dc.contributor.affiliationKaruna Trust, Karnataka State, Bangalore, India
dc.contributor.affiliationIndian Institute of Management, Centre for Management of Health Services, Ahmedabad, India
dc.contributor.institutionauthorHuss, R., Leeds Institute of Health Sciences, University of Leeds, Nuffield Centre for International Health and Development, 101 Clarendon Road, Leeds, LS2 9LJ, United Kingdom
dc.contributor.institutionauthorGreen, A., Leeds Institute of Health Sciences, University of Leeds, Nuffield Centre for International Health and Development, 101 Clarendon Road, Leeds, LS2 9LJ, United Kingdom
dc.contributor.institutionauthorSudarshan, H., Karuna Trust, Karnataka State, Bangalore, India
dc.contributor.institutionauthorKarpagam, S.S., Karuna Trust, Karnataka State, Bangalore, India
dc.contributor.institutionauthorRamani, K.V., Indian Institute of Management, Centre for Management of Health Services, Ahmedabad, India
dc.contributor.institutionauthorTomson, G.
dc.contributor.institutionauthorGerein, N., Leeds Institute of Health Sciences, University of Leeds, Nuffield Centre for International Health and Development, 101 Clarendon Road, Leeds, LS2 9LJ, United Kingdom
dc.description.scopusid54083169300
dc.description.scopusid26643161500
dc.description.scopusid26635875700
dc.description.scopusid54398802000
dc.description.scopusid7006683305
dc.description.scopusid7006165204
dc.description.scopusid6508082401
dc.identifier.doi10.1093/heapol/czq080
dc.identifier.endpage484
dc.identifier.startpage471
dc.identifier.issue6
dc.identifier.volume26


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