Case Analysis
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MovingtheRooseveltHouse-2.docxMoving the Roosevelt House
In 2018, Jefferson County Public Health Clinic of Jefferson, Alabama, purchased the 1800’s Roosevelt House located at 1208 North Eighth St. The Roosevelt house was built between 1855 and 1865 and held a special place in the hearts of Jeffersonians.. But Jefferson Clinic had other concerns besides the history of the house. It was in the midst of an expansion and the grand residence stood on property slated for a new parking lot. Within a few weeks, contractors were allowed to remove the plumbing, wiring and other fixtures in preparation for the demolition.
Shortly thereafter, two citizens began an effort to preserve what was one of fewer than one hundred remaining structures in the city that predated the Civil War. Clinic officials granted the activists until April to organize a move for the 3,700-square-foot two-story Italianate brick building: if no plan could be organized, the building would be razed, but if their efforts were successful, they would have until November to complete the move.
Lacking funding, a buyer, or even a lot for relocation of the house, the pair embarked on a six-month odyssey of meetings with developers, historic societies, city and state officials, and dozens of other individuals and organizations in hopes of finding a solution to the dilemma. In early May, a private developer offered to donate a lot just five blocks away to the corner of Ninth and Harris Streets, across from the Home National Historic Site.
The move would also require the demolition of a structure on the new property deemed not worthy of saving. A complex transfer of ownership was arranged, and the Jefferson Clinic itself committed to pay 80 percent of the cost of the move. In October, the city council agreed to cover the remaining $55,000 for the move with federal grant money and spend $60,000 of city development funds for demolition of the other building. The local paper quoted Mayor Tim Hallogan on the project: “I am pleased that everyone cooperated and worked together to make this happen, and I am looking forward to seeing the house begin a new life at a new location.”
In mid-November, with much fanfare, the Roosevelt was rolled five blocks—where it was parked on a side street for thirty days. At that time, it became apparent that not only was there was no permanent foundation for the building, there was no design and none in development. As could be expected, much criticism followed in the local press. The city council balked at the mayor’s request for an additional $822,000 to design and build a foundation to begin restoration. A temporary rock pad was constructed and the house was lowered onto a temporary foundation of railroad ties.
In February 2019, the city council approved a much-reduced request of just under $280,000. Finally, a new foundation was constructed under the building during the summer of 2019. But all was not done: future renovation costs were estimated at more than $1 million, perhaps as much as $2 million.
Use these questions to help you create a narrative in which you incorporate the course material, and your in-depth research on the material, to describe the problem(s), the public environmental concerns, the political dynamics and public policy issues of the case. Do not use a Q&A format to answer each question individually.
1. Who are the stakeholders?
2, What is the role of Jefferson Clinic officials, Mayor and City Council membership?
3. What went wrong in moving the Roosevelt? What organizational
theory(ies)/concepts would apply and how?
4. What should the public manager consider in addressing the problems of the case?
From the perspective of a city manager, what complexities are inherent in the case? Again, consider the organizational theories/concepts from the course.
5. In what ways might the environment shape the public manager’s job in this case?
6. What competencies would best prepare a public manager to be effective in
resolving the problems of the Roosevelt case?
7. How will you know if government is effective in addressing the problems of the case? What would demonstrate “success” in the eyes of the stakeholders?
