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TOM BROKAW
Published: April 19, 2009
DURING these uncertain times we’ve yet to hear a phrase with the resonance of Franklin Roosevelt’s “The only thing we have to fear is fear itself,” but there are a couple of minor-chord expressions that should have staying power.

One is the observation of Rahm Emanuel, the White House chief of staff, that “you never want a serious crisis to go to waste.” Another comes from my boss, Jeff Immelt, the chief executive of General Electric, who has warned, “This is not a cycle; it’s a reset.”

Taken together, these remarks challenge us to go beyond trying to quickly fix the immediate problems of toxic mortgages, risky banks, a struggling American car industry and escalating health care costs. If the American people are tuned into the need to change the irresponsible, inefficient practices and systems that created those problems, why not enlist them to take the next step and radically change the antiquated public structures that exist beyond the Beltway?

Here are a few examples. It’s estimated that New York State has about 10,500 local government entities, from townships to counties to special districts. A year ago a bipartisan state commission said that New Yorkers could save more than a billion dollars a year by consolidating and sharing local government responsibilities like public security, health, roads and education.

One commission member, a county executive, said, “Our system of local government has barely evolved over the past one hundred years and we are still governed by these same archaic institutions formed before the invention of the light bulb, telephone, automobile and computer.”

In accepting the commission’s recommendations, Gov. David Paterson promised to work diligently to put the changes into effect. When his budget was presented this spring it included several of the proposed changes, but it immediately met stiff resistance even from members of his own party who were determined to protect their parochial interests. It appears that few of the original recommendations will survive.

In my native Great Plains, North and South Dakota have a combined population of just under 1.5 million people, and in each state the rural areas are being depopulated at a rapid rate. Yet between them the two Dakotas support 17 colleges and universities. They are a carry-over from the early 20th century when travel was more difficult and farm families wanted their children close by during harvest season.

I know this is heresy, but couldn’t the two states get a bigger bang for their higher education buck if they consolidated their smaller institutions into, say, the Dakota Territory College System, with satellite campuses but a common administration and shared standards?

Iowa, next door, is having its own struggles with maintaining population, especially among the young. As the Hawkeye State’s taxpayers grow older and less financially productive, the cost of government services becomes more expensive.

Yet Iowa proudly maintains its grid of 99 counties, each with its own distinctive courthouse, many on the National Register of Historic Places — and some as little as 40 miles away from one another. Each one houses a full complement of clerks, auditors, sheriff’s deputies, jailers and commissioners. Is there any reason beyond local pride to maintain such duplication given the economic and population pressures of our time?

This is not a problem unique to the states I have cited. Every state and every region in the country is stuck with some form of anachronistic and expensive local government structure that dates to horse-drawn wagons, family farms and small-town convenience.

If this is a reset, it’s time to reorganize our state and local government structures for today’s realities rather than cling to the sensibilities of the 20th century.

If we demand this from General Motors, we should ask no less of ourselves.

Tom Brokaw, a special correspondent for NBC News, is the author, most recently, of “Boom! Talking About the ’60s.”