000			01814nab a2200205 4500
003			OSt
005			20230719152228.0
007			cr aa aaaaa
008			230719b |||||||| |||| 00| 0 eng d
100			_aReckhow, Sarah _955981
245			_aGoverning Without Government: _bNonprofit Governance in Detroit and Flint/
260			_bSage, _c2020.
300			_aVol 56, Issue 5, 2020:( 1472-1502 p.).
520			_aScholars across the social sciences have shown how economic, social, and political changes are weakening local governments and contributing to rising nonprofit activity in urban politics. But these trends could now add up to a new form of decision-making in some American cities. The convergence of public sector austerity and a burgeoning philanthropic and nonprofit sector have created space for what we call “nonprofit governance.” In some cities, nonprofit leaders can guide urban policy, sometimes with limited input from elected officials or citizens. First, we apply insights from studies in comparative politics to demonstrate how nonprofit leadership can expand, particularly in the context of a weak state. Next, we assess trends in public sector capacity, based on local government employment in Midwestern U.S. cities. We closely examine Detroit and Flint due to dramatic declines in local government capacity and recent public sector crises in both cities, focusing on the role of nonprofits in each. These leading-edge cases allow us to trace the development of nonprofit governance and explore different forms of nonprofit and local government relationships.
700			_aDowney, Davia _955982
700			_aSapotichne, Joshua _955983
773	0		_09296 _916911 _dSage Publications _tUrban Affairs Review
856			_uhttps://doi.org/10.1177/1078087419847531
942			_2ddc _cEJR
999			_c13855 _d13855