This paper describes the strategies used by the Research Department chief of the Cleveland (Ohio) Public Schools to restructure a department beset with staff cuts, district reorganization, and a demoralized staff. The reform movement for accountability is challenging school district research departments to provide timely, meaningful, objective information in the most efficient way possible. The following strategies were employed: (1) departmental functions were not division-based, but left as a set of tasks to be completed by the department; (2) no one specific staff member was asigned to a function, but rather staff teams were assigned to a function; (3) projects were grouped on the basis of comparability of a particular criterion; (4) assessment of projects was conducted in the context of the district operation; (5) access to computer technology was facilitated, allowing more creativity; and (6) Department visibility was prioritized. A list of four references, two charts, and four tables of statistical data are appended. (FMW)