For much of the United States, Detroit has become shorthand for failure--not just because of the dilapidation of the town’s iconic industry, but because the entire metropolis seems like a dystopian disaster. It is the second-most-segregated metropolitan area in the country; the city’s population is 82 percent African American. No other American city has shed more people since 1950--Detroit is only half its former size. Its city government fails at the most basic tasks. A call to 911 will bring a response, on average, in about 20 minutes. (Such emergency calls are depressingly common in the metropolitan area: There are 1,220 violent crimes per 100,000 people.) And that’s to say nothing of corruption in the municipal ranks. This year alone, at least 48 Detroit public-school employees have been investigated for fraud--which might help explain why only one in four high school freshmen ever receives a diploma. Unemployment in Detroit stands at a staggering 28 percent. And, in key measures of economic vitality in the nation’s 100 largest metropolitan regions, Detroit finishes dead last.

All this might make Detroit seem like the most hopeless case in the global history of the city. But it is hardly the worst and certainly not hopeless. Europe is filled with cities that have risen from similarly miserable conditions.

Take Belfast, which suffered not only industrial decline and disinvestment, but also paralyzing religious guerrilla warfare. Although it received the same sort of hammer blow from globalization as Detroit, it now has steady job growth after decades of losses. Its economic output leapt 35 percent per capita between 2000 and 2005. And, throughout the European continent’s industrial belt--the parts that are distinctly not Disneyland for American yuppies--there are many other examples of old redoubts of manufacturing (Bilbao, Leipzig, Sheffield, St. Étienne) that have enjoyed the very same sort of dramatic recoveries. This is not to oversell the optimism that these cities should inspire. They will never recover their full manufacturing might or swell with quite so many residents as before. Still, they represent realistic models for the rescue of Detroit.

It is strangely fitting that the recent auto bailout endowed Detroit with a new corporate patron hailing from Turin, Italy. Like Detroit, Turin was once a grand capital of the auto industry, which accounted for 80 percent of the city’s industrial activity, most of it with Fiat, Chrysler’s new owner. But the Italian auto industry didn’t fare much better than the American one in the face of new competition. Fiat’s Turin operations went from 140,000 workers in the early 1970s to a mere 40,000 in the early ’90s. And with the collapse of Fiat came the collapse of Turin. Its population plummeted almost 30 percent in 25 years. National and local leaders focused more on combating domestic terrorism from the Red Brigades than on providing basic services. The city spun through four mayors in seven years and accumulated a budget deficit in the mid-’90s of 120 billion lira.

Recovery from this kind of spiral begins with political leadership. And, in 1993, the city elected a reformist mayor, Valentino Castellani, who devised a breathtakingly ambitious plan for the city. Potential investors were never going to have faith in Turin unless the city spelled out its strategy with specificity, so the plan laid out 84 “actions” for development, which Turin vowed to implement by the year 2011. Despite its gritty condition, the city promised to develop a tourism industry and the transportation network to support it. It used its own funds, plus money from national, regional, and provincial governments and private companies, to create a range of institutions--business incubators, foundations, research laboratories, venture-capital funds, and technology parks--that would promote its information-technology and green-energy industries. Other efforts built on Turin’s historical strengths. Turin may no longer have had cheap industrial labor, but it still possessed people with a deep understanding of production and design. They simply needed new outlets and markets for their core competencies.