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Richard Clay Wilson Jr.

Contributor

Richard Clay Wilson Jr. served in local government for 38 years, including 29 years as city manager of Santa Cruz, Calif., retiring in 2010 to write about management in the public sector. He is the author of Rethinking Public Administration: the Case for Management, a revised edition of which was published in January 2016, and The Loma Prieta Earthquake: What One City Learned, published in 1991.

Before becoming assistant city manager in Santa Cruz in 1979 and then city manager in 1981, Wilson served as finance director and assistant city manager in El Cerrito, Calif. He received his bachelor's degree in political science from the University of California at Santa Barbara and his master's degree in public administration from the University of Kansas at Lawrence.

We know that we could save a lot of money in the future by spending a little now. But we hardly ever do it.
The real problem is this: Public management doesn't have the kind of authority that's taken for granted in the private sector.
It's easy to point to politics. But the poisoning of the city's water reflects a failure of essential institutions of government.
It's in the political arena where things happen in government -- for better or worse -- and where they always will.
When officers are promoted to management, they need a new mindset. As Ferguson and Baltimore demonstrate, they're not getting it.
We need to overcome our disinclination to honestly examine the performance of our public-sector institutions.
We say we want professional management in the public sector, but it's in the interest of neither politicians nor public employees.
The Affordable Care Act and Ferguson have some troubling things in common.