Florida International University's Institute of Government and Metropolitan Center have completed four years of a "reengineering" process at the Miami-Dade Housing Agency, one of the largest Public Housing Agencies (PHA) in the nation. Consistent with Elaine Morley's approach (1988), this effort has required rethinking everything from filing and record keeping to management information systems (MIS) redesign to performance appraisal conduct. Per Osborne and Plastrik's (2000) work, fiscal crisis - in this case, actual and threatened cuts in federal support - has been a critical catalyst to the reengineering effort. Management and street-level staff alike have come to realize that the agency must become more efficient and responsive to stakeholder needs, and has done so through systems redesign.
