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In this contribution to SSIR, urban planner Elwood M. Hopkins discusses how “Detroit’s experiences hint at a model where philanthropy and business routinely supplement and complement government.” He writes, “prior to Detroit’s bankruptcy, the city had already established a tradition of collaboration among foundation presidents, government leaders, and corporate CEOs. An existing scaffolding of informal working relationships and communication channels allowed these actors to respond to the acute crisis in a coordinated way.  … There was a culture capable of incubating and supporting such solutions. Leaders had already learned how to overcome frictions inherent in cross-sector collaboration, and to complement one another, strategically aligning the strengths of each sector. These were critical, if nascent, capabilities. And as more US cities look for unconventional approaches to solve their most pressing problems, these capabilities may hold the key to success.”