Strategic Plan 2002-2007
Division of Continuing Studies
Executive Summary
VISION
We strive to be a national leader among peer institutions in providing high-quality and relevant educational opportunities and services to individuals throughout their lives.
MISSION
We foster professional and personal development by sharing the knowledge and expertise of the university and making its resources available to individuals of all ages.
PRIORITIES AND GOALS
Advance Lifelong Learning
The Division will extend the resources of the university to serve nontraditional students of all ages through its professional and personal development courses, campus-wide coordination of continuing education noncredit and credit programs, Summer Sessions, and evening and distance-learning programs. Goals to advance this priority:
- Provide credit and noncredit lifelong-learning opportunities and expand continuing education programs for professional and personal development
- Coordinate and streamline campus planning and budget allocations for Summer Sessions, and spring and fall semester evening and distance-learning credit courses
- Manage and improve the interinstitutional budget, personnel, and program-planning processes between UW-Madison and UW-Extension
- Foster internal and external partnerships to increase continuing education opportunities
Amplify the Wisconsin Idea
The Wisconsin Idea is a core value of UW-Madison—a value of sharing and applying knowledge, creating and strengthening partnerships and collaborations, and expanding access to lifelong learning for the people of Wisconsin, the nation, and the world. The continuing education and outreach activities within the Division all advance the priorities and initiatives identified in the campus strategic plan. Goals to advance this priority:
- Address societal issues through multidisciplinary approaches
- Increase lifelong-learning opportunities
- Enhance Wisconsin's economic development and contribute to the global economy
- Foster technology transfer, e-learning and other distance-learning options
Provide High-Quality Campus and Community Services for Nontraditional Students
The Division provides a range of cross-college services for nontraditional students, community-based educational and career counseling for adults, and marketing and public relations for continuing education, Summer Sessions, and evening and distance-learning programs. Goals to advance this priority:
- Expand educational services and support for nontraditional students
- Strengthen and promote career services for community adults
- Provide marketing services for lifelong-learning programs
- Build public and institutional awareness of and support for Divisional and institutional lifelong-learning programs and outreach services
Nurture Human Resources
The strength of the Division of Continuing Studies grows out of its people and programs. DCS will continue to foster a culture that: expects and supports ongoing professional development for all employees, ensures an efficient administration that provides support for instruction and the provision of services, and recognizes exceptional efforts in credit and noncredit instruction. Goals to advance this priority:
- Promote professional development and growth of faculty and staff
- Promote efficient administration to support instructional programs and the provision of student services
- Recognize the delivery of high-quality credit and noncredit courses and programs
Strategic Plan 2002-2007
Introduction
The Division of Continuing Studies strategic plan is intended to help create a vision of where we want to be in the next five years. We will use the plan to:
- Guide resource-allocation decisions
- Set priorities for Divisional and departmental activities
- Enhance collaboration within the Division and throughout the university
- Create a basis for professional-development allocations
- Create measures of success upon which to provide feedback to department chairs and directors
- Provide a format for the annual Divisional progress report to the Provost
The plan dovetails with the Advance Learning: Lifelong Learning, Amplify the Wisconsin Idea and Nurture Human Resources priorities of UW-Madison's 2001 strategic plan; it also meets all of UW-Extension's priorities for continuing education and lifelong learning. Additionally, as Associate Vice Chancellor for Extended Programs and the point person for the Advance Learning: Lifelong Learning and Amplify the Wisconsin Idea priorities of the UW-Madison strategic plan, the Dean along with his staff and the Assistant Vice Chancellor for Extended Programs will continue working cross-campus to advance these institutional goals and initiatives.
Audiences
Undergraduate, graduate, professional and nondegree students
Professionals and paraprofessionals seeking professional development
Adults of all ages interested in personal enrichment, career development and educational advancement
Government and community organizations
Business partners
Alumni and friends
Children and teens
UW-Madison administrators, faculty, and academic and classified staff
UW System and other UW institutions
Guiding Principles
Our core values and principles will help determine and define the critical issues for the Division of Continuing Studies for the next five years.
Our publics
We believe that knowledge empowers people and that our programs and services must positively influence people throughout all walks and stages of life.
We value the dignity of individuals and the diversity of society, and commit ourselves to providing accessible, relevant and respectful lifelong-learning programs to meet the needs of our diverse audiences.
Our programs
We are committed to extending the resources of UW-Madison to people throughout the state and the world in the tradition of the Wisconsin Idea.
We value individual initiatives, partnerships with public and private groups, and interdisciplinary, cross-college and interinstitutional efforts.
We base our programs and services upon assessments of student and societal needs and we respond to those needs in timely and effective ways.
Our institutional environment
The goals and objectives of the Divisional strategic plan are aligned with and designed to support and advance the priorities of the UW-Madison 2001 Strategic Plan.
We value school/college assessments and strategic planning and believe that the strongest lifelong-learning programs arise from department /unit / school / college missions and strategic plans.
We value continuous efforts toward improvement in administration, teaching, research and student services, and an environment that enhances learning opportunities and encourages personal and professional development of our faculty and staff.
We are committed to serving the citizens of Wisconsin through collaborative programs within UW-Madison, and with UW-Extension and other UW System institutions.
We are dedicated to providing leadership in lifelong learning through continuing education programs in all their forms, including Summer Sessions, distance education and evening credit courses, noncredit workshops, alumni-learning programs, and support services for nontraditional learners of all ages.
Environmental Scan
Our students make their decisions based on: the perceived quality of the courses; the types and formats (credit or noncredit, professional or personal development, workshops, seminars, distance education, semester-long programs, independent learning); the price and convenience (real and personal costs, time frame); and the location (on-campus, off-campus, distance education). These factors also affect the time and effort spent on course design and instructional delivery. In order to thrive in the competitive continuing education environment, the Division must constantly meet client needs and find new ways to collaborate with the public and private sectors. Additionally, our adult and student services must meet the needs of our diverse audiences.
Each department/unit within the Division produces a strategic plan with environmental scans, as well as strengths, weaknesses, opportunities and threat analyses. The Division also incorporates the strategic planning components of schools/colleges/units in its cross-campus coordination and service roles.
Continuing Education Trends
Market research shows that Wisconsin citizens have high regard for the UW-Madison "brand name" and believe our continuing education programs are of high quality.
Many established core noncredit programs continue to generate healthy enrollments.
The growth in licensure and recertification for professional fields creates more demand for lifelong-learning opportunities.
Credit-based continuing education courses and degrees, particularly for educators and professionals, are regarded as far more valuable than noncredit options.
Certificate programs offer a broad-based curricular approach to professional education and are projected to grow.
The development of new courses, and conversion of existing courses, for delivery via distance technology (online, TV, satellite, CD-ROM, compressed video) continues in departments.
Onsite course delivery to businesses, government and nonprofit organizations is growing.
Educational partnerships with public- and private-sector organizations will increase.
Outcome-based testing and assessments for professional development programs are valuable in attracting and retaining business and professional clients.
Opportunities and Challenges
Other educational institutions, as well as private corporations and associations, represent strong competition for us.
The impact on overall campus enrollments of the downturn in the national and state economies, and the decline in travel after the September 11 terrorist attacks, is not yet fully known.
Our uncertain economy and reduced state, county, and local agency budgets will result in fewer public-sector employees enrolling in our programs.
Due to program-revenue requirements, we must seek grants and alternative funding to remove the fiscal barriers that currently prevent underprivileged populations from being able to afford lifelong-learning programs.
The Division's academic departments face many faculty retirements in the near future, and the trend of replacing these faculty with academic staff will continue.
Division of Continuing Studies Components
The Division of Continuing Studies provides cross-campus leadership, develops and implements policy, fosters internal and external partnerships, and allocates the budgets in planning and coordinating: 1) lifelong-learning programs; 2) Summer Sessions, evening and distance-learning credit programs; 3) campus and community services for nontraditional students; and 4) cross-campus marketing support for these efforts.
The Division's "student body" consists of adults interested in professional development, personal enrichment and career advancement; students taking Summer Sessions, evening and distance-learning credit courses; and youth, alumni and learners in retirement.
The Dean also serves as Associate Vice Chancellor for Extended Programs and plays a key role in carrying out the campus strategic priorities to Advance Learning: Lifelong Learning and Amplify the Wisconsin Idea.
Lifelong-Learning Programs
UW-Madison remains a national leader in providing continuing education programs to local, state, national and international audiences. The Division coordinates an Interinstitutional Agreement between UW-Madison and UW-Extension through cross-campus leadership, policy development, coordination of the instructional budgets, and provision of UW-Madison's continuing education programs. UW-Madison schools and colleges provide nearly 2,100 noncredit continuing education courses to 70,000 participants each year.
The Division directly serves more than 22,000 students each year through more than 760 lifelong-learning courses in communications, governmental affairs, health and human issues, teacher education, liberal studies and the arts. We also provide consultation and research services, and the instruction for more than 300 Independent Learning courses to approximately 3,000 people.
Summer Sessions, Evening and Distance-Learning Credit Courses
The Division stimulates innovative and special courses for undergraduate, graduate, and special students through UW-Madison Summer Sessions, and evening and distance-learning credit courses. Summer Sessions attracts nearly 13,000 students, 20 percent of whom are nontraditional students. The summer curriculum consists of 1,600 credit courses in almost 70 sessions, varying in length from one to 14 weeks. Evening and distance-learning credit courses provide learning opportunities for thousands of nontraditional students; enrollment continues to grow, with some 6,270 students currently taking more than 155 courses.
Amplifying the Wisconsin Idea
The Division's current efforts to foster the Wisconsin Idea include: 1)funding nine new outreach programs through the Wisconsin Idea Program Initiative (a competitive three-year program); 2)developing the new Wisconsin Alumni Lifelong Learning program in conjunction with the Wisconsin Alumni Association; 3)partnering with campus units and area businesses on community programs focusing on the sciences, arts and humanities; 4) coordinating the Advanced Placement Institute for teachers; 5) supporting the Windows on the World program to enhance understanding of world cultures; 6) funding the University Summer Forum to explore issues of importance to society; and 7) supporting the Participatory Learning and Teaching Organization (PLATO), the campus' learning-in-retirement organization.
Campus and Community Services for Nontraditional Students
The Adult Career and Educational Counseling Center (ACECC) serves adults who are considering returning to school or changing careers through on-campus consultation and workshops, and by reaching out to diverse community settings (libraries, businesses, governmental offices and community festivals). ACECC provides information and group and individual counseling and advising to some 6,000 adults each year. The Office of University and Guest Students provides advising, admissions, records, and other services for some 4,750 nondegree university students (high-school students, working adults and learners in retirement) who enroll in or audit credit courses.
Marketing and Promotion
The Division's Program Information Office (PIO) offers a wide array of individual, departmental and institutional marketing support services for faculty and staff conducting credit and noncredit programs. This centralized service-unit markets not only the Division's lifelong-learning programs, but also those of schools/colleges across campus. PIO designs and produces hundreds of brochures and catalogs every year to help faculty and staff promote their courses, and it annually publishes: 1) UW-Madison's summer publications, including the Summer Bulletin/Timetable and Teacher Programs Directory; 2) two Evening and Distance Learning timetables of credit courses; and 3) three Continuing Education Programs catalogs of noncredit opportunities.
Strategic Priorities, Goals and Initiatives
Advance Lifelong Learning
The Division will extend the resources of the university to serve nontraditional students of all ages through its professional and personal development courses, campus-wide coordination of continuing education noncredit and credit programs, Summer Sessions, and evening and distance learning programs.
Following are goals and selected initiatives to advance this priority:
I. Provide credit and noncredit lifelong-learning opportunities and expand continuing education programs for professional and personal development
Strengthen governmental affairs programming by becoming the national leader for online Certified Public Manager Program offerings, and by developing leadership programs for senior public managers and fire-service executives. (Professional Development and Applied Studies [PDAS], ongoing)
Strengthen aging and long-term-care programs with new initiatives in mental health, institutional staffing, substance abuse, and employment in retirement. (PDAS, ongoing)
Strengthen current certificates in Business Spanish and Business French and continue to build relationships with Spanish-speaking populations in Dane County. (Liberal Studies and the Arts (LSA), 2002-2003)
Provide statewide leadership in the arts and continue to be the premier provider of arts and humanities noncredit and credit continuing education in Wisconsin. (LSA, ongoing)
Continue the Arts Seminars Abroad, Performing Arts Study Tours, Arts Study Abroad for Teachers, and Medieval travel- study programs as long as they remain economically viable, and study the feasibility of adding venues. (LSA, ongoing)
II. Coordinate and streamline campus planning and budget allocations for Summer Sessions, and spring and fall semester evening and distance-learning credit courses
Maintain fiscal commitment to Summer Sessions to ensure that it remains a vibrant part of the university year, serving at least 13,000 students. (DCS administration and Summer Sessions deans, ongoing)
Continue to support the Division's leadership role in expanding the annual Summer Advanced Placement Institute for high school teachers. (DCS, ongoing)
Provide funding for new and innovative courses, particularly certificate and degree programs, available in nontraditional and distance-learning formats. (DCS, Summer Sessions and Outreach deans, ongoing)
Ensure that undergraduate breadth courses are available in the evening and via distance learning over a four-semester period, and that selected evening courses remain open to nontraditional students later in the registration process. (DCS, ongoing)
Conduct and monitor market research and encourage schools/colleges to conduct market research to determine the needs and preferences of nontraditional students. (DCS, Summer Sessions and Outreach deans, ongoing)
III. Manage and improve the interinstitutional budget, personnel, and program-planning processes between UW-Madison and UW-Extension
Streamline and reduce the annual reporting requirements to UW-Extension for continuing education departments and Cooperative Extension programs. (DCS, ongoing)
Maintain oversight of the institutional 104-fund cash reserves, encouraging schools/colleges to reinvest their income in the development of new courses, programs and delivery options. (DCS and Outreach deans, ongoing)
Work with UW-Extension to replace the current registration system for continuing education programs (registration, cashier, mail management and student records) with an improved, cost-effective and efficient system. (DCS, 2002-2004)
Clarify the responsibilities between UW-Extension and UW-Madison concerning the development of new, and revision of existing, Independent Learning courses; migrate more courses to the Web, and improve marketing. (DCS, ongoing)
IV. Foster internal and external partnerships to increase continuing education opportunities
Use and support the Summer Sessions and Outreach deans' councils to provide essential links with all schools and colleges. (DCS, ongoing)
Extend the Certified Public Manager Program through new contracts with state and municipal agencies, and with nongovernmental organizations, community-based organizations and other currently under-served agencies that work with the public sector. (PDAS, ongoing)
Continue to develop a statewide HIV Prevention Training System to coordinate training events; and strengthen partnerships with the state AIDS/HIV Program and HIV Prevention Community Planning Council, the Department of Public Instruction, and other community organizations. (PDAS, ongoing)
Continue the long tradition of nurturing the arts statewide through the highly visible School of the Arts in Rhinelander and Wisconsin Regional Arts programs, and continue to build endowments for these two programs. (LSA, ongoing)
Amplify the Wisconsin Idea
The Wisconsin Idea is a core value of UW-Madisona value of sharing and applying knowledge, creating and strengthening partnerships and collaborations, and expanding access to lifelong learning for the people of Wisconsin, the nation, and the world. The continuing education and outreach activities within the Division all advance the priorities and initiatives identified in the campus strategic plan.
Following are goals and selected initiatives to advance this priority:
I. Address societal issues through multidisciplinary approaches
II. Increase lifelong-learning opportunities
III. Enhance Wisconsin's economic development and contribute to the global economy
IV. Foster technology transfer, e-learning and other distance-learning options
Provide research-based expertise to state agencies, educational institutions and the private sector
- Conduct applied research and disseminate research findings on HIV prevention to the Wisconsin AIDS/HIV Program, the Department of Public Instruction, AIDS service organizations, and community-based organizations in Wisconsin. (PDAS, ongoing)
- Work with the Wisconsin Alumni Research Foundation and Geron Corp. to produce an international conference on embryonic stem-cell research. (DCS, 2002-2003)
- Manage the Wisconsin Idea Program Initiative, a $1,000,000 one-time competitive grant program that in 2001 launched nine new programs that are designed to become self-sufficient (e.g., Building State and Regional Platforms to Support Knowledge-Based Clusters will mobilize university, industry and businesses to advance clusters of state businesses [Center for World Affairs and the Global Economy, 2001-04]; and Workshops on Geospatial Informational Technologies will develop coordinated land-use planning, land- records management, environmental protection, transportation and infrastructure-management training [cross-campus, 2001-2004]).
Expand continuing professional education and retooling programs
- The new Master of Science for Professional Educators will offer half its courses over the Web and half on campus in summer. (School of Education Wisconsin Idea Program Initiative, 2001-2004)
- Medication Use Safety will provide a professional training program for health-care organizations to improve medication-use safety via CD-ROM and face-to-face programs. (Pharmacy Wisconsin Idea Program Initiative, 2001-2004)
Advance science education and scientific literacy
- Coordinate, enhance, and cosponsor such efforts as the Wisconsin Idea Explorations in Sciences community program, the Center for Biology Education's coordination of Wisconsin Society of Science Teachers 2002 programs, and the first annual International Bioethics Forum. (DCS, campus and community partners, ongoing)
- Wisconsin Idea Education and Research in Space Sciences will provide a space-and-earth-sciences certificate program for K-12 teachers, and outreach programs to the public. (Graduate School Wisconsin Idea Program Initiative, 2001-2004)
- Work with the William T. Evjue Wisconsin Idea Distinguished Chair (Professor Bassam Shakashiri) to extend his science-education outreach activities and develop an endowment for science education and literacy. (DCS, ongoing)
Promote understanding of cultures and societies through the arts and humanities
- Partner with the Center for Humanities and develop community-based Wisconsin Idea presentations on issues of importance to society. (DCS, 2002-2003)
- Cultural Maps, Cultural Tours will explore the Midwest's languages and expressive cultures via courses, workshops and the Web. (Center for the Study of Upper Midwestern Cultures Wisconsin Idea Program Initiative, 2001-2004)
- Develop a partnership with the Wisconsin Academy of Sciences, Arts and Letters for delivering community programs. (DCS, ongoing)
Foster the academic development of precollege youth and postsecondary education partnerships
- Continue to fund and foster such programs as the Wisconsin Teacher Enhancement Program and the Summer Advanced Placement Institute, which provide professional development opportunities for K-12 teachers. (DCS, ongoing)
- Publish the annual Directory of Summer Teacher Programs, which promotes courses and programs for PreK-12 teachers. (PIO, ongoing)
- Work with the Graduate School and Chancellor's Office to develop an annotated and searchable K-12 Web portal highlighting school/community partnerships and UW-Madison resources that serve K-12 teachers and students. (DCS, ongoing)
Develop new alumni and learning-in-retirement continuing education programs
- Determine if the new Wisconsin Alumni Lifelong Learning program for alumni, developed with the Wisconsin Alumni Association (WAA), can become fiscally self-sufficient by 2004. (DCS and WAA, 2002-2004)
- Continue to participate in the UW-Madison On the Road statewide external relations programs, to provide opportunities for state citizens to connect with UW-Madison and to increase awareness of the benefits the university offers the state. (DCS, ongoing)
- Expand the Participatory Learning and Teaching Organization learning-in-retirement group beyond the current 400 members and foster other learning-in- retirement efforts. (DCS, ongoing)
- Determine the feasibility of a building and program endowment to expand opportunities for the growing number of learners in retirement. (DCS, ongoing)
Promote service-learning efforts focused on social issues
- Develop service-learning partnerships with the Morgridge Center for Public Service Learning and explore the possibility of offering a regional conference on service learning. (PDAS, 2002-2003)
- Strengthening the Capacity of Community-Based Organizations for Developing Service-Learning Opportunities will build new partnerships between the university and United Way in Madison. (Community Scholars Program/CALS Wisconsin Idea Program Initiative, 2001-2003)
Promote international education and partnerships
- Explore international exchange programming in health education and community development through creating programs with other countries in management exchange and in coping with farm stress. (PDAS, 2002-ongoing)
- Provide funding and marketing support for educational initiatives with an international focus, such as the Southeast Asian Studies Summer Institute, University Summer Forums, Windows on the World and the Multiple Caribbeans program. (DCS, ongoing)
- Work with International Studies and the WAA to determine the feasibility of new outreach programs focusing on international issues. (DCS, ongoing)
Provide High-Quality Campus and Community Services for Nontraditional Students
The Division provides a range of cross-college services for nontraditional students, community-based educational and career counseling for adults, and marketing and public relations for continuing education, Summer Sessions, and evening and distance learning programs.
Following are goals and selected initiatives to advance this priority:
I. Expand educational services and support for nontraditional students
Continue to provide high-quality student services including admissions, academic advising and support programming for nontraditional students throughout their lifetimes. (University Special and Guest Students [USGS], ongoing)
Expand student services through Web-based admissions, advising, registration and informational programming for nontraditional students. (USGS, ongoing)
Increase and coordinate scholarship and grant programs for returning adult and single-parent students. (USGS, ongoing)
Continue to provide high-quality individual and group educational and career-development opportunities on campus for community adults and university employees (Adult Career and Education Counseling Center [ACECC], ongoing)
II. Strengthen and promote career services for community adults
Expand community-based educational and career-development opportunities and workshops for adults, offered at Borders East bookstore, government and social-service agencies, community festivals, career fairs, businesses, Madison libraries, and community organizations. (ACECC, ongoing)
Expand on-site consultation and training efforts to businesses and public and private organizations; actively provide transitional support, workshops and vocational inventories throughout the community. (ACECC, ongoing)
Offer welfare-to-work training for employers and professional development training opportunities for employees on campus. (ACECC, ongoing)
Expand outreach services and workshops for multicultural populations, and create and expand opportunities for minorities and other clients in need of financial assistance. (ACECC, ongoing)
III. Provide marketing services for lifelong-learning programs
Develop a coordinated marketing program that incorporates primary- and secondary-market research to determine customer needs, provide programs to meet those needs, and better promote the services and programs of divisional departments/units. (PIO, ongoing)
Build "brand" identity and better awareness of programmatic efforts through a uniform graphic identity for institutional advertising and a "family of brochures" to better market lifelong-learning programs. (PIO, ongoing)
Maintain and improve client mail-lists to increase response rates, and expand electronic marketing through better use of e-mail and promotional Web sites. (PIO, ongoing)
Improve institutional marketing through better organizing and distributing the Summer Bulletin/Timetable, Evening and Distance Learning timetables, Teacher Programs Directory, Continuing Education Programs catalogs, and advertisements. (PIO, ongoing)
Expand on-campus consultation and marketing services and increase partnerships with campus units and external organizations to improve marketing efficiency. (PIO, ongoing)
IV. Build public and institutional awareness of and support for divisional and institutional lifelong-learning programs and outreach services
Update and improve the institutional continuing education Web page and determine the feasibility of developing a database structure for easier searches of lifelong-learning opportunities across campus. (DCS, 2002-2003)
Promote and strengthen the visibility of the Division both internally and externally through public relations activities including news tips, news releases and feature stories. (PIO, ongoing)
Nurture Human Resources
The strength of the Division of Continuing Studies grows out of its people and programs. DCS will continue to foster a culture that: expects and supports ongoing professional development for all employees, ensures an efficient administration that provides support for instruction and the provision of services, and recognizes exceptional efforts in credit and noncredit instruction.
Following are goals and selected initiatives to advance this priority:
I. Promote professional development and growth of faculty and staff
Encourage units to develop long-range plans and provide opportunities for the professional development and growth of faculty and of academic and classified staff. (DCS departments/units, ongoing)
Encourage and support staff participation on campus-wide, community, state, national, and international committees and organizations. (DCS departments/units, ongoing)
Support the institutional priority to improve the campus climate among students, faculty and staff; and support skills training in cultural and ethnic diversity and in working with people with disabilities. (DCS departments/units, ongoing)
II. Promote efficient administration to support instructional programs and the provision of student services
Work with faculty and staff committees to plan the future of the Division's academic programs in the face of anticipated faculty retirements over the next two to five years, and the trend to replace continuing education faculty with academic staff. (DCS and departments, 2002-2005)
Support the use of new technology for instruction through summer, evening and distance- learning planning and funding mechanisms. (DCS, ongoing)
Develop fiscal models that give flexibility to schools/colleges/units in providing summer, evening and distance-learning courses for nontraditional students. (DCS, ongoing)
Help Divisional departments/units develop grant and contract applications for research, program development, and service to underprivileged populations. (DCS, ongoing)
Provide the Provost's Office with fiscal and grants administration services and support for the new Ira and Ineva Reilly Baldwin Wisconsin Idea Endowment. (DCS, 2002-ongoing)
III. Recognize the delivery of high-quality credit and noncredit courses and programs
Nominate faculty, staff and students, and creative programming and services, for institutional, state, and national awards in outreach programming. (PIO, ongoing)
Feature successful courses, programs, faculty, and students in institutional and divisional Celebration of Excellence programs and in catalogs, brochures and advertisements. (PIO, ongoing)
Division of Continuing Studies
Office of the Dean
Howard Martin, Dean and Associate Vice Chancellor for Extended Programs
Room 203, 905 University Ave.
Madison WI 53715-1005
Phone: 608-262-5821