Browsing by Author "Bruininks, Robert H."
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Item Directory of State-Operated Residential Facilities Serving Mentally Retarded People in 1979(1979-12) Clumpner, Jane L.; Krantz, Gordon C.; Bruininks, Robert H.Item Executive Summary: President's Recommendations for Strategic Positioning(University of Minnesota, 2005-05-06) Bruininks, Robert H.Item Financing the Future: Advancing Excellence Through Cost Reductions and Productivity, June 2011(University of Minnesota, 2011-06) Bruininks, Robert H.Following the release of the Future Financial Resources Task Force report in fall of 2009 and its presentation to the University of Minnesota’s Board of Regents, President Robert Bruininks adopted all five task force recommendations and appointed a cross-functional, University-wide team to begin implementing them.Item Interview with Robert Bruininks(University of Minnesota, 1995-05-09) Bruininks, Robert H.; Chambers, Clarke A.Clarke A. Chambers interviews Robert Bruininks, current President of the University and former Dean of the College of Education and Human Development.Item Principles: Proposed New Gopher Football Stadium(University of Minnesota, 2003-09-23) Bruininks, Robert H.Item Six Presidents: One University: A Conversation about the University of Minnesota(University of Minnesota, 2015-05-04) University of Minnesota; Kaler, Eric W.; Bruininks, Robert H.; Yudof, Mark G.; Hasselmo, Nils; Keller, Kenneth H.; Magrath, C. PeterItem Transforming the U for the 21st Century(University of Minnesota, 2007-09) Bruininks, Robert H.In July 2004, the Board of Regents set the goal of raising the University’s profile as a world-class research and land-grant university system. Within weeks, University leadership launched Transforming the U, a systemwide strategic positioning initiative that has provided a comprehensive plan for the future.Item Transforming the U Progress and Impact(University of Minnesota, 2011) Bruininks, Robert H.Strategic alignment—between aspirations and goals; between goals and strategies; and between strategies and specific priorities and decisions—is absolutely essential to truly transformative change...to ensure that the momentum we’ve built over the past six years is, in fact, carrying us toward a better future, this report was constructed around the following question: To become a top public research university, what areas of focus absolutely must be addressed? Reflecting on this question, 13 essential areas were identified upon which a strong public university should focus its resources and expertise in order to become world class.Item Transforming the University of Minnesota, President's Recommendations, May 6, 2005(2005-05-06) Bruininks, Robert H.