College Curriculum

Goal 3: Review and revise college curriculum.

Objectives

1. Initiate college-wide curriculum revision to reduce or eliminate barriers between majors and allow for expanded, student-driven options in developing majors within the college.
2. Increase inclusion and representation of global majority voices in curriculum.
3. Provide students with more opportunities for stronger, scaffolded career development and professionalization components of curricula.
4. Expand experiential learning opportunities for students in all majors.

Progress Updates

• In Progress

  Objectives 1 & 2: Below are the major curriculum-related projects currently in progress and in various stages of review by James Madison College faculty:

  • Governance, Environment, and Sustainable Development (GESD, proposed by Drs. Das Gupta and Elemo-Kaka, currently under review by the college) centers “development,” as the process of expanding human capabilities by increasing people’s choices to live full and creative lives. Given that we are a college of public affairs, this major seriously considers how governance, political institutions, and policymaking processes infuse economic development, social development, and environmental sustainability.  Ultimately we are concerned with the consequences of these institutions and processes for lived experiences. The major looks to the past to understand the context that has influenced contemporary development paradigms and priorities and how they shape complex relationships between countries of the Global South and Global North.  Furthermore, given climate change and the ever-increasing variety and intensity of environmental pressures, the major then looks ahead to envisioning forms of economic and social development that prioritize a sustainable future, enhancing human wellbeing through public policy and governmental frameworks. 
  • A proposal for a public affairs major with multiple concentration areas and academic pathways is currently under development by Drs. Mark Axelrod, Gene Burns and Tobin Craig. The proposal has not yet reached full faculty deliberation.
  • Work continues on review and improvement of MC 201. Committee identified improvement of the course in its current team-taught format as the best option. Learning goals for the course were drafted by the committee and circulated to faculty and deans for review. The course is currently running in a revised format incorporating feedback from the committee and building on improvements in recent years. 

  Additional In Progress Updates

  • Strategy 4.4: Revise MC100/401 to make the course more consistently useful for student’s career readiness.
    • Pilot program for revised MC100 will be implemented for Fall 2025 Semester. Program will be evaluated following that semester, with additional updates made based on feedback.
    • Committee work continues on review and update of MC 401. Committee took preliminary feedback from staff and faculty in AY23-24 and will seek student input in AY24-25. Pilot revision is currently in progress, with proposal for revised course progressing through college’s processes for review and approval in spring semester 2025.
• Ongoing
  • Strategy 3.1: Strengthen career readiness opportunities through strategic partnerships between faculty and Career Services.
    • Career Services Office (CSO) had a presence at all four “Meet the Majors” events in Fall 2023.
    • CSO and MC 201 faculty collaborated on alumni careers panel event during Fall 2024 Semester.
  • Strategy 3.3: Expand equal access to JMC’s Career Exposure Program through scholarship support and a recruitment/application process that prioritizes underserved populations.
    • In 2023, 10/26 (38%) of participants received scholarship support from the college to participate in our Career Exposure Program.
    • In 2024, 8/14 (57%) of participants received scholarship support from the college to participate in our Career Exposure Program.
    • For a number of years our recruitment/application process has included outreach to the college’s DEI office, which supports efforts to recruit a diverse array of applicants—especially those from underserved populations.  
  • Strategy 3.4: Comprehensively review National Association of Colleges and Employers Career Readiness Competencies and JMC graduate career paths every 2-5 years in relation to the curriculum.
    • In Fall 2023, CSO consulted with JMC’s Curriculum Review Committee on trends in Madison career outcomes and employer perceptions of our graduates’ preparedness for professional pursuits.
  • Strategy 4.1: Increase investment in education abroad and education away opportunities and funding for first-generation, low-income students so that all JMC students can opt for educational opportunities beyond campus.
    • Experiential learning programs were/are a focus for the 2024 and 2025 Give Green Day programs.
    • Field Experience:
      SS24: 3 students; each awarded $1500; $4500 total
      US24: 7 students; awards ranged from $1500-$3000; $17,000 total
      FS24: 4 students; awards ranged from $2000-$3000; $9,000 total
    • Education Abroad:
      SS24: None
      US24: 25 students; awards ranged from $1,500-$3,000; $56,000 total
      FS24: 2 students; $1,500 each; $3,000 total
  • Strategies 4.2 & 4.3: Review and expand education away experiences within the U.S. Explore creation of programs that encourage interrogation of social problems and public policy. Review and expand the short-term education away and education abroad experiences.
    • Preliminary review started in US24.
    • Team met with Associate and Assistant Dean to discuss current EA programs and potential avenues for growth.
    • Progress ongoing to identify co-sponsorship opportunities for programs offered at MSU by other units.
    • Addition of new faculty-led program (The Jews of Poland) for US25.
• Next Priorities
  • Strategy 3.1: Strengthen career readiness opportunities through strategic partnerships between faculty and Career Services.
    • Career Services Office (CSO) plans to visit one course from each of Madison’s four majors in the 2024-25 academic year for a fresh perspective on the transferable skills students might highlight via their resumes, cover letters and personal statements.
    • CSO plans on continued outreach and engagement with Meet the Majors events and supporting development MC 100 syllabus.
  • Strategy 3.2 & 4.1:
    Increase investment in scholarships that support students’ internships and participation in fee-based career programming.
    
    Increase investment in education abroad and education away opportunities and funding for first-generation, low-income students so that all JMC students can opt for educational opportunities beyond campus.
    
    • MSU is preparing to launch its updated 2022-2032 Comprehensive Campaign in March 2025. With the university’s overall fundraising goal increasing to $4 billion, each unit is reviewing how to scale its efforts accordingly. For JMC, this means increasing our campaign goal from $12 million to $25 million—equating to approximately 25% growth. While ambitious, this target is achievable.
      
      Experiential learning will be an essential priority for JMC’s campaign. Experiential learning support is crucial for undergraduate students, as it equips them with practical experience that enhances their employability upon graduation. Study away and study abroad (international) programs are integral to academic growth, personal development, and professional advancement. Scholarship assistance is vital to making these transformative experiences accessible, especially for first-generation and low-income students. Unpaid and low-paid internships support, as well as undergraduate research, provides students with the opportunity to work closely with faculty and industry mentors and engage in impactful research activities, projects, etc. This experience not only enriches their academic journey but also prepares them for life after graduation.