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Dune has 
i oe 

— ge 

the most impressive were those r r of 
Concordia’s Campaign for a New Mii 
nium. Our Capital Campaign has 
unqualified success. By June 1999 — the 
end of the period officially covered by this 
report — it was clear that our initial objec- 
tive of $55 million would be met, and 
possibly our stretch-goal of $65 million. 
When the Campaign officially closed on 
October 1, 1999, more than $77 million 
had been donated and pledged. 

The success of the Campaign carries sev- 
eral important messages. First, Concordia’s 
larger community is deeply committed to 
the University and has demonstrated this 
commitment in the most tangible fashion. 
The students led the way, voting to tax 
themselves for the next 10 years on a per- 
credit basis, thereby pledging what will be 
more than $9 million. The Board of Gover- 
nors, staff and faculty have contributed 
$6,102,150 over a five-year period. The 
remainder has come from generous dona- 
tions by our alumni and the corporations 
they helped us solicit. During this cam- 
paign, the percentage of graduates making 
donations to the University has risen from 
15.5 per cent to 34.5 per cent. 

While the entire Concordia community and 
many special friends deserve our gratitude, 
it is important to mention a few particularly 
noteworthy donations. An anonymous 
donor will provide $7 million toward the 
construction of the new science building at 
Loyola (as yet unnamed); the Molson Foun- 
dation and Ned Goodman have made major 
pledges to the Faculty of Commerce and 
Administration; Richard and Carolyn 
Renaud and Power Corporation have dedi- 
cated their impressive donations to 
need-based undergraduate and graduate 
student aid, and important donations have 
been made by Francesco Bellini, Charles 
and Andrea Bronfman, Brian Edwards, 

Mel Hoppenheim, Abe and Harriet Gold 
and Stephen and Gail Jarislowsky, to 
mention only a few. 

we were 
we are 
we will 
we salute 


A second message is that our Concordia 

staff, when teamed with first-rate commit- 

ted volunteer canvassers such as Ronald 
Corey, Jacques Ménard, Richard Renaud, 

Leonard Ellen, Brian Steck, Louis Tanguay, 
rian: cemeer , John Parisella, Peter 
McAuslan and Christine Lengvari (again, 
to mention only a few), are capable of 
absolutely first-class performances. 

A third very clear message, confirmed as 
well in other university fund-raising cam- 
paigns, is that Canadians are beginning to 
appreciate that the cuts in government 
funding of higher education during the past 

five years must be compensated for by other 

sources of income. Unless Canadian uni- 
versities can, at the very least, recover the 
funds lost through reduced government 
grants, they will not be able to retain top 
professors, upgrade educational infrastruc- 
ture, maintain buildings properly, introduce 
state-of-the-art pedagogical technology, and, 
most important, increase student aid to 
eliminate economic barriers to higher edu- 
cation. As always, the difference between 
barely acceptable competence and hoped-for 
excellence is the amount of private sector 
funding that universities can attract. 

With respect to Concordia, the success 

of this Campaign will permit us to greatly 
increase undergraduate bursaries and 
scholarships and graduate fellowships and 
assistantships, upgrade our classrooms, 
studios and laboratories, engage new pro- 
fessors and researchers in key areas and 
put some funds aside for the major con- 
struction projects planned for both 

It is true, of course, that our extensive 
building plans cannot be realized on the 
basis of funds pledged in this Campaign; 
substantial government investment, to 

be negotiated in the months to come, 

and further fundraising will be required. 
However, an important start has been 
made. There is every reason to believe, 
with the success of the Capital Campaign, 
that the important advances in recent years 
at Concordia will continue. 

peHhen & Kouy 

Frederick Lowy 
Rector and Vice-Chancellor 




for ec real world 

Concordia University — 
serving the community 

Concordia University is known as an innovative 
university, strongly committed to its students, often 
providing opportunities for those who would other- 
wise not have access to higher education while 
keeping the doors open to students with conven- 
tional CEGEP degrees. 

In part, Concordia has been able to be flexible 
and accessible because it has successfully brought 
together the traditions of its two founding institu- 
tions, the Jesuit-based Loyola College and Sir 
George Williams University, which started with 
evening classes for working adults. 

The merger came about because the two institu- 
tions needed each other to grow. Loyola needed a 
government charter to be a full-fledged university, 
and Sir George Williams needed space to house its 
growing programs. The new two-campus university 
appropriately took its name from Montreal’s motto, 
“Concordia Salus,” which means “well-being 
through harmony.” 

The new university faced some daunting 
challenges; the whole academic structure and 
curriculum needed to be re-engineered, a task 
of mammoth proportions. 

Another challenge was philosophical in nature. 
It meant combining the tradition of educating 
young men (and by 1959, young women) in an 
idyllic setting so they can debate existing knowl- 
edge and go on to be community leaders, with the 
relatively new liberal concept of providing access to 
higher education and skill enhancement for the 
working class. 

In effect, Concordia’s beginnings comprise both 
educational models — that of the classical liberal 
arts college and that of the accessible urban educa- 
tional facility. That’s why Concordia aims to impart 
critical thinking skills and knowledge on both theo- 
retical and practical levels, and strives to be as open 
as possible to anyone who desires an education. 

Common concern 

Despite their differences, there was an obvious 
point of convergence between the philosophies of 
the founding institutions: a deep concern for com- 
munity education. 

The Jesuit order, which was founded in the 16th 
century, set out to provide education for life, to make 
“good Christians, good citizens, good scholars.” The 
YMCA, with its focus on the working class, came up 
with an original approach: after-hours classes that 
could be taken on a part-time basis. 


Concordia has carried these ideals forward over 
the past 25 years. Unlike many other universities, 
Concordia has never placed much emphasis on 
whether a student is studying part-time or full- 
time, in the day or in the evening; 
accommodating students’ needs has been a prior- 
ity. Hence, Concordia has an almost even split of 
part-time to full-time students, as well as male to 
female. The University is also home to many stu- 
dents who are the first in their families to receive a 
post-secondary education, and to many who are 
returning to study after a hiatus spent in the work 
force or domestic life. 

“When you join together 
two lively institutions, 
each with its own 
philosophies and ways of 
doing things, each firmly 
dedicated to freedom of 
thought and speech, you 
must expect a measure 
of friction. We look for- 
ward now to a new period 
of creative friction.” 

— John O’Brien 

Creative friction 

Former Rector John O’Brien said at the time of 
the Concordia’s birth, “When you join together two 
lively institutions, each with its own philosophies 
and ways of doing things, each firmly dedicated to 
freedom of thought and speech, you must expect a 
measure of friction. We look forward now to a new 
period of creative friction.” 

At Concordia, creative friction has not only 
meant a way of pulling together different tradi- 
tions, but it has also resulted in more choices for 
students and the community at large. 

As the University approaches its silver anniver- 
sary, these are good reasons to celebrate the past, 
the present, and most of all, a promising future. 



St. Ignatius of Loyola was a Spanish 
churchman and soldier who 
in 1540 established the Society of 
Jesus. Since then, the Jesuits, as 
they became known, have been 
g teachers and Roman Catholic 
missionaries around the world. 
George Williams was a clerk in a Lon- 
don dry-goods store who started an organization for the 

religious and educational welfare of young men 
like himself. His Young Men’s Christian 
Association spread across the British 
Isles and to North America, and in the 
2oth century, changed from a Protes- 
tant to a secular organization. Williams 
was knighted for his achievement. 

Loyola Campus 

Loyola Campus grew out of the English- 
language program of the Jesuit Collége 
Sainte-Marie. It became a separate entity in 
1896, when it moved to the former Sacred 
Heart Convent at Bleury and Ste. Catherine 
Streets. It grew and subsequently moved to 
the former Tucker School on Drummond St., 
just south of Ste. Catherine (later the site of 
the LaSalle Hotel, now the Hotel Europa). 

In 1916, the college moved to Montreal’s west 
end, where it continued to grow and flourish, 
and by the 1920s, it had moved away from its 
collége classique traditions. The early campus 
buildings are in the style sometimes called 
English Collegiate Gothic. In the 1960s, 
there was more building development as the 
college grew. 

Sir George Williams Campus 
The Sir George Williams Campus is a distant 
offshoot of the evening education program 

at the YMCA. Sir George Williams College 
became a separate entity in 1926 and was 
based in the 1911 YMCA Building on Drum- 
mond St. The Norris Building was opened in 
1956 to meet the growing needs of Sir George 
Williams, which had been granted a univer- 
sity charter in 1948. The campus was based 
principally in this building until the construc- 
tion of the Henry F. Hall Building in the 
1960s began to pull the campus west. The 
annexes, the J.W. McConnell library complex, 
the Guy Métro Building and the Faubourg 
Tower are within blocks of each other, and 
the Visual Arts Building is south of this 
nucleus, on René Lévesque Blvd. W. and 
Crescent St. As the University grows, so 
does the need for more space downtown. 


Some highlights over the years 






















Loyola 1976 

Loyola College is established as an institu- 
tion separate from Collége Ste-Marie. 

Loyola moves to its present west-end 

A Loyola school of social work opens, the 
first such school in Canada. 

Loyola departs from the traditional collége 1976 
classique mould and takes the shape of a 

four-year undergraduate college on the 

North American model. Degrees are grant- 

ed by the Université de Montréal, of which 

it is technically an affiliated college. 

The Science Faculty is created, and 

engineering courses are introduced. 

The Commerce Faculty is established. 

Majors are introduced in English, History, 1976-77 
and Economics, in the Faculty of Arts. 

Honours programs are introduced in 
English, History and Economics. 

The Evening Division is launched. 
The Faculty of Engineering is created. 

Innovative programs like Communication 
Studies and Exercise Science are 


Sir George Williams — 

The YMCA begins giving evening classes to 
men in vocational and general education 

Sir George Williams College develops out 
of the evening education program of the 
YMCA, taking the name of the founder 

and admitting women as well as men. 

— ; 1978 
University-level courses are introduced 

in Arts, Science, Commerce and 

Day courses are introduced. 

In the fall, the first graduating class, 

nicknamed the “Guinea Pigs,” receive 1979 
their degrees. 

The College receives a formal charter. 

A three-year Engineering program is added 
to the curriculum. 1980 

The Quebec legislature approves a request 

to amend the College's university charter, 

changing its name to Sir George Williams 1980 

A Faculty structure is implemented, creat- 
ing Faculties of Arts, Science, Commerce 
and Engineering. 

The University severs all financial ties with 1984 
the YMCA. 

The first doctoral programs are introduced. 

On the recommendation of the Quebec 1985 
government, talks begin between Sir 
George and Loyola about a union. 

Concordia University 

Concordia University is established as the 
result of the merger of Loyola College and 

Sir George Williams University. 1990 

First year of operation, with five Faculties: 
Faculties of Commerce and of Engineering, 
a Sir George Faculty of Arts and Faculty of 
Science, and a Loyola Faculty of Arts and 

The Faculty of Fine Arts is created. 


The first shuttle bus service is inaugurated: 1990 
it comprises a single 13-passenger van, 

which makes seven trips per day between 

the two campuses. By 1978, the time is 

ripe to switch to 36-passenger yellow 1990 
school buses. In 1992, Concordia shuttle 

buses are upgraded to the burgundy, 
wheelchair-accessible vehicles we see on 

the road today. 
. injane 1990 
Concordia University gets a new coat of 

arms from the College of Arms in London. 

It uses symbols from the University’s par- 

ent institutions: the sun, which had long 

been recognized as a mark of Jesuit insti- 

tutions; the triangle, which symbolizes 

the YMCA concern with the whole person 

(body, mind and spirit); and the open 1990 
book, which represents education. The 

colours are maroon, gold and white. 

The library loan system is automated, 1992 

which means students no longer have 

to fill out loan cards. They still, however, 
have to search for items on a paper 
catalogue. In 1992, the library undergoes 
further changes, inaugurating CLUES, 
Concordia Libraries Users’ Enquiry System, 
and a computerized catalogue system. 

The first issue of Concordia University 
Magazine, the official alumni magazine, 
is launched. 

Several schools and colleges are approved 

by Senate, Concordia’s academic governing 1992 
body. The Centre for Mature Students, the 
Liberal Arts College, Lonergan University 
College, the Simone de Beauvoir Institute, 
and the School of Community and Public 
Affairs all find their beginnings here. 

The Science College is established one 
year later. 


American novelist and short-story writer 
Elizabeth Spencer is writer-in-residence. 
In subsequent years, F.R. Scott, Michel 
Tremblay, Adele Wiseman, Neil 
Bissoondath, Tomson Highway and Gail 
Scott, among others, hold this position. 

Students vote for the creation of the 

Concordia University Students Association. 1992 
The name is changed to the Concordia 

Student Union in 1994. 

The student newspaper, the Link, begins 
publication, replacing the Loyola News and 
the georgian, its two predecessors. 1993 

The Institute for Co-operative Education, 

known as the Centre for Co-operative 

Education since 1986, is established. 

Its students alternate terms of study 1998 
with work, giving them experience before 

they graduate. 

Concordia’s second student newspaper, 
The Concordian, resumes publication after 
a hiatus of several years. 

The Faculty of Arts and Science, for 
the first time since the merger, has a 
single dean. 

A revised Concordia shield is launched, 
one that is based on the coat of arms. In 
1988, a new Concordia logo is also adopt- 
ed, incorporating a modern typeface with 
the shield. 

Concordia’s mission statement is approved. 
It commits the university to be welcoming 
and responsive to the needs of a diverse 
and multicultural student population, 

and to provide quality teaching, research, 
creative activity and service to society, 
preparing its graduates to be responsible 
critical citizens. 

a a ae oe a 


A Policy on Sexual Harassment is adopted, 
in keeping with the notion that employees 
and students have the right to personal 

Recycling bins are launched in several 
buildings, and the program expands in 
later years to include vermi-composting 
for the cafeterias. 

The first ‘Shuffle’ between campuses raises 
$19,444 for student scholarships. The 6.5- 
km walk, in which faculty, staff, students 
and friends participate, is introduced to 
supplement existing student aid. The 
1998-99 Shuffle raised almost quadruple 
that amount. 

The first Concordia Homecoming weekend 
takes place. It is aimed especially at alum- 
ni and the general public. 

A tragedy occurs on the ninth floor of the 
Henry F. Hall Building when Mechanical 
Engineering Professor Valery Fabrikant 
opens fire, killing four colleagues and 
wounding a member of the support staff. 
Five years later, a memorial of four marble 
tables is installed in the lobby of the 

Hall Building to commemorate our loss. 
Fabrikant is tried and convicted. 
Independent external committees review 
Concordia’s research and administrative 
policies, resulting in the Arthurs and 
Cowan Reports. 

Working closely with the Coalition for 

Gun Control, Concordia University launches 
a petition advocating the prohibition of 
handguns in Canada. A law is ultimately 
passed by Parliament. 

The newly built J.W. McConnell Building is 
inaugurated. It houses a top-notch library, 
the Leonard and Bina Ellen Art Gallery 
(which used to be the Weissman Gallery in 
the Hall Building), a cafeteria and class- 
room space. A time capsule is sealed inside 
a column at the entrance of the building. 
The new building incorporates the facade 
of the former Royal George Apartments, 

on Bishop St. 

The School of Graduate Studies replaces 
the Division of Graduate Studies in an 
effort to expand post-graduate studies, 
group together issues of interest to gradu- 
ate students, and facilitate administration. 

Concordia University is declared a smoke- 
free environment. The University had 
already adopted a no-smoking policy 

in classrooms in 1976. 

The groundwork is laid for the develop- 
ment of new university buildings to carry 
Concordia into the next century. 

Among other improvements, a 

new science building is 
planned for the Loyola 
campus, as are new 
facilities at Sir 
George Williams. 




Millennial vision 

The University’s senior administrators met over 
three days last April to discuss Concordia’s future. 
They agreed that while Concordia should remain 
an autonomous and comprehensive university, its 
objective is to be increasingly recognized nationally 
and internationally for its innovation, flexibility 
and responsiveness in meeting societal needs 

and in advancing the career goals of its diverse 
student body. 

Students should be given the opportunity to 
acquire critical thinking, numeracy and informa- 
tion technology skills that will make them 
well-rounded, articulate and employable citizens. 

Accessibility will remain a cornerstone of our 
mission. That means providing flexible scheduling 
and innovative program options to accommodate 
students’ individual circumstances and needs. 
Concordia University will be known as "the place to 
go" and the “university of first choice” for students 
because it responds to their needs, provides quality 
education and prepares students for success in the 
world beyond. 

Achieving these goals requires hiring and 
retaining faculty at a time when competition for 
professors is stiff. Concordia must also continue 
to improve student services, invest in space, tech- 
nology, training and equipment, and forge a better 
relationship between the academic, administrative 
and support sectors. 

In all, the senior administrators made 65 recom- 
mendations that are now being examined. 

Academic planning 

The introduction of a general education require- 
ment — a core of basic courses — was widely 
discussed during the 1998-99 academic year, 
and approved by University Senate. The Faculty 
of Arts and Science expects to deliver most of 
these courses, starting in September 2000. 


There is also a plan for a new international 
college in the humanities and social sciences on 
the Loyola Campus. It will provide students from 
beyond Quebec’s borders with a foundation year 
program to better integrate them into the university. 

New programs 

Four new telecommunications courses in Electrical 
and Computer Engineering are the latest in a 
growing collaboration between the Faculty of 
Engineering and Computer Science and industry. 
The Faculty has designed the courses and is 
receiving help from a consortium of companies 
that includes Bell Canada, Teleglobe, Vidéotron 
and Ericsson to provide students with state-of-the- 
art laboratories, as well as internships and jobs. 

Graduate certificates are becoming more and 
more popular because they allow working profes- 
sionals to beef up their credentials without taking 
too much time away from their careers. Several 
were introduced this year in Engineering and in 
the Faculty of Commerce and Administration. 
Managers already working in such fields as health 
care, entertainment and community work will 
acquire valuable skills in marketing, administration 
and fundraising. 

Two important programs accepted their first 
students last fall. Students in Software Engineering 
will study both Computer Science and Engineering 
fundamentals over four years. At Concordia’s Mel 
Hoppenheim School of Cinema, Digital Film Ani- 
mation students will produce films on Softimage 
3D, software that was used to create special effects 
and character animation in Titanic, Men in Black 
and Contact. 

The University has also begun working with a 
software company, Ubi Soft, and will soon be talk- 
ing with Cinar, a television company that produces 
educational, non-violent films for children, about 
possible partnerships with the Fine Arts Faculty. 

CFl and other research 
Concordia is getting more than its share of projects 
approved by the Canada Foundation for Innovation 
(CFI). The fund, created by the federal government 
to add $36 million to the country’s university and 
medical science infrastructure, is funding six pro- 
jects at Concordia. The Quebec government has 
matched each with significant contributions. 
Concordia’s biggest CFI project is a $15-million 
interdisciplinary research facility for information 
technology, to be developed by the Faculty of Engi- 
neering and Computer Science and the Faculty of 
Fine Arts. 

2 a ae we a 


Another important project involves a biotechnol- 
ogy and bioinformatics facility — a genomics 
centre — in the Faculty of Arts and Science. Other 
projects include an environmental research labora- 
tory and research on quality assurance for software 
and hardware systems. 

Dean of Graduate Studies and Research Claude 
Bédard reports that Concordia has also had its best- 
ever success rate this year with FCAR grants in the 
Nouveaux Chercheurs category from the Quebec 

Budget battles 

After years of cutting from the post-secondary 
education budget, the Quebec government handed 
out an additional one-time only $170 million to the 
province’s universities this year. 

Concordia’s share is $15.4 million; this windfall 
will be used to reduce the debt. Although much lower 
than those of many other universities, Concordia’s 
debt stood at about $30 million, so the new money 
will not only cut it in half, but also save the university 
$1 million annually in interest charges. 

Unfortunately, after years of maintaining a 
balanced budget despite cuts to its operating bud- 
get, a deficit is predicted this year of just under 
$3.5 million. 

Room to grow 

Space — that is, room in which to grow — had 
been a perennial problem for Sir George Williams 
University, and Concordia has only recently begun 
to find new solutions to this concern. 

Concordia has acquired downtown property that 
it used to rent, the Guy Métro Building and the 
Faubourg Tower, and has bought another piece of 
land, which, with the help of the City of Montreal, 
it has converted into park space. The university has 
also bought the old York Theatre, which is in a 
state of disrepair, and the 
lot on which it sits. 
The goal is to build 
buildings on 
these sites for 
computer sci- 
ence, the 
visual arts and 


Teoncordia university 

5h SON ste BTINGS 

aduate Students 1 

1 scholars: aod nancial 

(Gey arerosaents| 




for the real world 

Student enrolment 1998-99 

Undergraduate 21,120 
Graduate 3,512 
TOTAL 24,632 
Full-time 13,402 
Part-time 11,230 

Enrolment by Faculty 

Arts and Science: 11,840 
Commerce and Administration: 5,121 
Engineering and Computer Science: 3,144 
Fine Arts: 2,363 
Independent: 2,164 
TOTAL: 24,632 
Enrolment by sex 

Female: 13,075 
Male: 11,557 

Enrolment by first language 

English: 15,057 
French: 3,726 
Other: 5,849 
International students 

Undergraduate: 974 
Graduate: 313 
TOTAL: 1,287 

Mature students 
(Aged 21, without conventional 
academic prerequisites) 1,689 

Faculty profile’ 

Full-time faculty:? 663 
Part-time faculty: (CUPFA only) 795 
Professional librarians: 25 
TOTAL: 1,483 
Staff profile* 

Full-time (permanent) staff: 1,050 
Part-time (permanent) staff: 24 
TOTAL: 1,074 

" Excluding faculty in Continuing Education 
? Includes Limited Term Appointments (LTAs) 
> Excluding contract employees 

ees, working on a Contract or casual basis. 

Undergraduate awards given out in 1998-99 
Internal: 461 students received $510,453.43 
External: 54 students received $83,803.83 

Graduate awards given out in 1998-99 
Internal: $1,059,376 (282 awards) 
External: $2,165,633* (159 awards) 

* Estimate 

Research grants, contracts 
and infrastructure (1998-99) 

Sources of Research funding 

Federal government: $8,419,625 
Quebec government: $2,367,998 
Concordia internal: $1,390,056 
Canadian private: $1,271,656 
Canadian foundations/associations: $150,403 
Other Canadian sources: $234,664 
Non-Canadian sources: $481,619 
Overhead cost recovery:* $1,563,000 
Total: $15,879,021 
Awarded By Faculty 

Arts and Science: $7,242,101 

Engineering and Computer Science: $5,843,954 
Commerce and Administration: $559,165 

* There were approximately 2,000 additional employ- 



Fine Arts: $569,115 
Other: $101,686 
Overhead Cost Recovery:* $1,563,000 
Total: $15,879,021 

* Quebec funding formula 

University* research groups and centres 

Centre for Building Studies (CBS) 

Concordia Centre for Composites (CONCOM) 

Centre for Industrial Control (CIC) 

Centre for Research in Human Development 

Centre for Studies in Behavioural Neurobiology 

Concordia Computer Aided Vehicle Engineering 

Centre for Pattern Recognition and Machine 
Intelligence (CENPARMI) 

Centre for Signal Processing and Communication 

Computational Fluid Dynamics Laboratory 
(CFD Lab) 

Electromagnetic Compatibility Laboratory 
(EMC Lab) 

Concordia Centre for Broadcasting Studies (CCBS) 

Centre for the Study of Learning and 
Performance (CSLP) 

Centre for Community and Ethnic Studies (CCES) 

Inter-institutional research centres 

Centre for Algebra, Number Theory and 
Computation/Centre interuniversitaire en 
calcul mathématique algébrique (CICMA) 

Inter-University Research Centre in Computer 
Architecture and VLSI/Groupe de recherche 
interuniversitaire en architecture des ordina- 
teurs de haute performance et VLSI" (GRIAO) 

Concordia - UQAM Interuniversity Chair in 
Ethnic Studies 

Other affiliations 

Centre de recherche informatique de Montréal 

Institut interuniversitaire de recherches sur les 
populations (IREP) 

Centre d'expertise et de services en applications 
multimédia (CESAM) 

Participation in the Networks 

of Centres of Excellence 

Canadian Institute of Telecommunications 
Research (CITR) 

Institute for Robotics and Intelligent Systems 

Intelligent Sensing for Innovative Structures (ISIS) 

Mechanical Wood-Pulps Network 

Microelectronic Devices, Circuits and Systems 

Sustainable Forest Management (SFM) 

TeleLearning Research Network (TL-RN) 

* There are also other research centres affiliated with 
specific Faculties. 

Quebec grants: $119,975,081 
Tuition fees: $33,609,394 
Ancillary services: $16,552,525 
Continuing Education: $5,284,773 
Student services: $6,397,461 
Rental properties: $2,588,019 
Miscellaneous fees and 

other income: $7,454,542 
Research grants and donations: $13,210,657 
Designated accounts 
Donations, grants and 

other income: $15,272,116 
TOTAL Revenue: $220,344,568 


Academic: $91,782,849 
Administrative: $19,369,157 
Operational services: $12,556,731 
Library: $10,134,821 
Instructional and Information 

Technology Services: $7,108,387 
Interest: $2,037,508 
Rents: $3,445,437 
Unusual expenditures: $858,505 
Student services: $6,017,664 
Ancillary services: $15,353,999 
Continuing Education: $4,681,256 
Rental properties: $2,333,197 
Research expenditures: $2,176,096 
Special projects: $1,374,203 
Research: $12,946,757 
Designated funds 
Trust and other funds: $4,178,543 
Specified gifts to Concordia 

University Foundation: $10,733,389 
TOTAL Expenditures: $207,088,499 

Senior administrators: 

Frederick Lowy, 

Rector and Vice-Chancellor 
Jack Lightstone, 

Provost and Vice-Rector, Research 
Marcel Danis, Vice-Rector, Institutional 



Relations and Secretary-General 848-4806 
Charles Emond, Vice-Rector, Services 848-4819 
Larry English, Chief Financial Officer 848-4310 
Martin Singer, Dean, Arts and Science 848-2081 
Mohsen Anvari, Dean, Commerce and 

Administration 848-2703 
Nabil Esmail, Dean, 

Engineering and Computer Science 848-3060 
Christopher Jackson, Dean, Fine Arts 848-4602 
Claude Bédard, Dean of 

Graduate Studies and Research 848-3803 

Donald Boisvert, 

Dean of Students 848-3500/3520 

Board of Governors 1998-99 

Officers of the Board 

The late Reginald K. Groome, 0.C. (Chair) 
Lillian Vineberg (Vice-Chair) 

Jacques Ménard, C.M. (Vice-Chair) 

Eric Molson (Chancellor) 

Frederick Lowy (Rector and Vice-Chancellor) 

Representing the community-at-large 
Dr. Francesco Bellini 
Alain Benedetti 

Ronald Corey 

Marianne Donaldson 
Dr. Leonard Ellen 

Leo Goldfarb 

Reginald K. Groome, 0.C. 
George Hanna 

Peter Howlett 

Paul Ivanier, C.M. 
Ronald Lawless 
Christine Lengvari 
Hazel Mah 

Sr. Eileen Mcilwaine 
Donald W. McNaughton 
L. Jacques Ménard, C.M. 
Eric Molson 

John Parisella 

Richard Renaud 

Miriam Roland 

Brian Steck 

Lillian Vineberg 
Jonathan Wener 

Susan Woods 

Representing alumni 
Brian Neysmith 
Benoit Pelland 
Alexander J. Carpini 

rector’s report insert 

Representing teaching staff 
Dr. Steven Appelbaum 

Dr. Tannis Arbuckle-Maag 
Dr. William Byers 

Dr. June Chaikelson 

Dr. Terrill Fancott 

Dr. Elizabeth Sacca 

Representing graduate students 

Colin Dennis 

Representing undergraduate students 
Mauro Franco 

Chris Palin 

Jonathan Plante 

David Smaller 

Representing administrative 
and support staff 
Susan O'Connell 

Secretary of the Board 
Amely Jurgenliemk 

Pierre Frégeau, Concordia University Part-time 
Faculty Association (CUPFA) 

Senate 1998-99 

Regular Voting Members 


Frederick Lowy, Rector and Vice-Chancellor 

Jack Lightstone, Provost and Vice-Rector, 

Martin Singer, Dean, Faculty of Arts and Science 

Mohsen Anvari, Dean, Faculty of Commerce & 

Nabil Esmail, Dean, Faculty of Engineering & 
Computer Science 

Christopher Jackson, Dean, Faculty of Fine Arts 

Claude Bédard, Dean, Graduate Studies and 

Arts and Science faculty members 
William Byers 

John Capobianco 

Marika Pruska-Carrol (P/T) 

June Chaikelson 

lan Irvine 

Lorna Roth 

Randy Swedburg 

Patricia Thornton 

Reeta Tremblay 

Commerce and Administration 
faculty members 

Clarence Bayne 

Abolhassan Jalilvand 

Ahmet Satir 

Engineering and Computer Science 
faculty members 

H.F. Li (replacing C. Lam 1998-99) 
Charles Giguére 

Hormoz Poorooshasb 

Fine Arts faculty members 
Liliana Berezowsky (P/T) 
Catherine MacKenzie 
Leopold Plotek 

Undergraduate students 
Brigitte Banville 

Bana Berro 

Jennifer Bhandari 

Julian Cleary 

Aliya Haer 

Kirsten Lund 

Lys Stevens 

vacant (3) 

Graduate students 
Paul Hemens 
James Johnson 

Regular Non-voting Members 

Marcel Danis, Vice-Rector, Institutional 
Relations, and Secretary-General 

Charles Emond, Vice Rector, Services 

John O'Brien, Elected Speaker (Chair) 

Permanent Observers 

William Curran, Director of Libraries 

John Woodrow, Director of Instructional and 
Information Technology 

Lynne Prendergast, University Registrar 

Donald Boisvert, Dean of Students 

William Sellers, Fellow of the Centre 
for Mature Students 

Larry English, Chief Financial Officer 

Amely Jurgenliemk 



For more information 

General (514) 848-2424 
Advancement: 848-4856 
Alumni Affairs: 848-3818 
Athletics: 848-3850 
Bookstores: 848-3615 (SGW) 848-3620 (Loyola) 
Centre for Mature Students: 848-3890/3895 
Concert Hall: 848-7928 
Concordia Student Union (CSU): 848-7474 
Continuing Education: 848-3600 
Dean of Students: 848-3535 
Industrial Liaison: 848-4873 

Institute for Co-operative Education: 
Leonard and Bina Ellen Art Gallery: 
848-7777 (Webster) 848-7766 (Vanier) 

Office of the Registrar: 
Public Relations: 
Research Services: 

Faculty of Arts and Science 

Applied Human Sciences: 


Chemistry and Biochemistry: 

Classics, Modern Languages 
and Linguistics: 

Communication Studies: 




Etudes francaises: 

Exercise Science: 




Mathematics and Statistics: 



Political Science: 



Sociology and Anthropology: 

Teaching of English as a 
Second Language (TESL): 

Theological Studies: 

Faculty of Commerce and Administration 

Aviation MBA: 

Decision Sciences and Management 

Information Systems: 
Diploma in Accountancy: 

Diploma in Administration/Sports 

Executive MBA: 
Undergraduate program: 

Faculty of Engineering 
and Computer Science 

Building, Civil and Environmental 

Computer Science: 

Electrical and Computer Engineering: 

Mechanical Engineering: 

Faculty of Fine Arts 
Art Education: 

Art History: 
Contemporary Dance: 
Creative Arts Therapies: 
Design Art: 


School of Cinema: 
Studio Arts: 


Colleges and Schools of the 

Faculty of Arts and Science 

Liberal Arts College: 

Lonergan University College: 

School of Community and 
Public Affairs: 

Science College: 

Simone de Beauvoir Institute: 

School of Graduate Studies 

Desigr Concordia Marketing ¢ 

[Vor Rus 

face Dares 4 





848-2065 . 
848-2140 Concordia 

848-2475 ll 








ommunications P342 

please retain for handy reference 

Working with the community 

Concordia continues to nurture partnerships with 
groups in the wider community. Some are with 
industry, as in the growing relationship with 
BioChem Pharma, which started the ball rolling 
for a new genomics centre. Others include a suc- 
cessful relationship between the School of Cinema 
and Mel Hoppenheim’s Cité du Cinéma, which 
supports aspiring filmmakers. 

This year, the University has also started work- 
ing with Montreal Technovision, a consortium 
of telecommunications companies which asked 
universities for help in training better qualified 
high-tech graduates. Concordia was the first to 
sign on and other universities have followed. 

Other partnerships Concordia has forged are 
with community groups, such as the Cree of 
northern Quebec, who attend a specially designed 
management program in the Faculty of Commerce 
and Administration. 

At the level of the individual learner, Concordia’s 
Centre for Continuing Education continues to offer 
not-for-credit courses in various disciplines, includ- 
ing computers and communications and English as 
a second language through its popular Language 

The Institute in Management and Community 
Development, also operating out of Continuing 
Education, offers a five-day summer workshop to 
community leaders from across the country. 

International links 

Connections to the international community 
figure prominently in Concordia’s academic activi- 
ties. Hundreds of students attend Concordia on 
exchange from countries such as France, Mexico, 
Sweden and Brazil. In addition, Concordia faculty 
and administrators visit institutions in other parts 
of the world to share knowledge and resources. 

Agreements with external funding sources such 
as the Canadian International Development Agency 
(CIDA) and the Association of Universities and 
Colleges of Canada (AUCC) continue to flourish. 
One of the most important is with a South African 
university (University of the North, QwaQwa 
branch), in which 19 students have been pursuing 
Concordia Master’s degrees in pedagogy from their 
home in South Africa. 

Similarly, the Faculty of Commerce and Admin- 
istration has an agreement to provide financial 
services training in China, and Engineering and 
Computer Science has research ties with Southeast 
University in China and the Jordan University of 
Science and Technology. The Faculty of Fine Arts 
exchanges graduate students with the Glasgow 
School of Art in Scotland. 

This year, Concordia’s Rector and Arts and 
Science faculty members also visited Cuba in 
order to formalize links between the University of 
Havana and the Departments of Mathematics and 
Statistics, Psychology and the TESL Centre. Other 
Concordians are working on such new projects as 
the design of transportation systems in the cities 
of China, and the training of students in financial 
mathematics in Poland. 

Government ties 

A significant event at the municipal level occurred 
in the spring, when Mayor Pierre Bourque asked 
Montreal’s universities to accompany him and a 
number of businesses to China on a trade mission. 

Not only did Concordia representative Marie- 
Andrée Robitaille get a chance to strengthen 
existing links with Chinese educational institu- 
tions, but she also developed ties with the 
businesses on the trip. For instance, an official 
from Desseau-Soprin, the third-largest engineering 
firm in Canada, will be sitting on the External 
Advisory Board for the Faculty of Engineering and 
Computer Science. 

Because Quebec has been focusing lately on the 
development of information technology programs, 
Concordia was able to secure extra funding to the 
tune of about $1.5 million for its new software engi- 
neering program and three graduate certificate 


Highlights of 1998-99 

Radio Day 

Two local CBC Radio shows 
kicked off the 1998-99 school 
year by broadcasting from the 
atrium of the J.W. McConnell 
Building. Daybreak, hosted by 
the popular Dave Bronstetter, 
and Homerun, with replacement 
host Susan Bell, bantered with Concordians and 
ran interviews with students, administrators and 
faculty members. 

Whooping it up 

The alumni phase of Concordia’s Campaign for 

a New Millennium was launched in style at the 
Molson Centre, with a family skating party in the 
afternoon of September 26 and a gala auction and 
NHL hockey game in the evening. The Capital 
Campaign proved to be a smashing success, 
exceeding the $55-million goal by over $22 million. 

Over the four days of Homecoming 98, there 
were reunion dinners, a football game, an art show, 
and invited speakers, notably firebrand business 
columnist Diane Francis. 

These festivities were preceded by the annual 
6.5 km “Shuffle” between campuses on September 
25. Five hundred Concordians, mainly staff, 
walked, ran or biked to Loyola and raised more 
than $62,000 for student scholarships. 

20th anniversary of our colleges 
Concordia’s five colleges are celebrating their 20th 
anniversaries. The celebrants include the Simone 
de Beauvoir Institute for women’s studies, the 
Science College, the interdisciplinary Lonergan 
University College, and the School for Community 
and Public Affairs. 

In March, the Liberal Arts College held a 20th 
reunion weekend, complete with a dinner dance 
at a downtown hotel. 

Stingers score big-time 

Concordia’s Stingers football team went all the way 
to the national championship Vanier Cup for the 
first time, losing to the Saskatchewan Huskies in 
the dying moments by a score of 24-17. 

The women’s hockey team, always a power- 
house, won the Canadian Interuniversity Athletic 
Union championship again, making them the only 
winners of the two-year-old title. Corinne Swirsky 
was named top Canadian woman athlete by the 
CIAU, a first for a Concordian. 




UN’s Mary Robinson pays a visit 

Mary Robinson, former president of Ireland and 
now United Nations High Commissioner for 
Human Rights, chose Concordia as her only 
stop in Quebec on a Canadian tour. She 
was here at the invitation of the 


Simone de Beauvoir Institute in 
November. She was one of many 
fascinating campus speakers over 
the course of the year, including 
Maude Barlow, Linda McQuaig, 
Jello Biafra, Phil Fontaine and 
Bob White. 

Paul Martin, Annie Proulx, 
Ed Broadbent granted 
Fall convocation in November saw hon- 
orary doctorates given to finance minister Paul 
Martin and composer Henryk Gorecki. 

At the five convocation ceremonies held in mid- 
June, honorary doctorates were given to 
novelist Annie Proulx, human rights 
activist and former leader of 
the NDP Edward J. Broadbent, 
U.S. journalism scholar James 
W. Carey, Concordia builder 
and scholar Robert Wall and 
businessmen Peter Munk, 
Charles Sirois and Charles- 
Albert Poissant. A total of 3,011 
happy students were given their 
hard-won degrees. 

Dr. Lowy, 0.C. 

Concordia Rector Dr. Frederick Lowy, a distin- 
guished psychiatrist and medical ethicist, was 
named an Officer of the Order of Canada recently 
for his life-long commitment to education and 
health care. 



rash ere 





What will Concordia University look like in the 
coming years? Here are some thoughts on the future 
of the University: 

Jack Lightstone, 
Provost and Vice-Rector, Research 
Concordia has decided to buck a 30-year trend in 
Canadian education towards ever-increasing spe- 
cialization at the undergraduate level. Tomorrow's 
students need a broadly based education in their 
chosen fields, and beyond, for an 
adaptable career, a satisfying 
personal life, and active citi- 
zenship. In addition to 
reversing within-discipline 
overspecialization by overhaul- 
ing existing undergraduate 
programs, we will require virtually 
every undergraduate to take some courses outside 
his or her disciplinary sector by September 2000. 
However, there are some major obstacles. First, 
it will be increasingly difficult to hire full-time fac- 
ulty in areas of high demand and also to retain 
many of our most promising young faculty in these 
same areas because of increased competition from 

universities outside Quebec. We must make nearly 
5° more appointments in the near future in order 
to maintain academic quality and meet our com- 
mitment to increase enrolment in key areas. 

Second, we are running out of sufficient and 
appropriate space, particularly in relation to accom- 
modating students in high technology and the 

Third, we must expand the University’s informa- 
tion technology backbone in our classrooms, study 
areas and for dial-in Web access. We need many 
more support personnel to help professors and stu- 
dents adapt to this exciting form of pedagogy. 

Marcel Danis, Vice-Rector, Institutional 
Relations and Secretary-General 

With the blurring of the roles of government, busi- 
ness and not-for-profit or para-public organizations, 
and an aggressive media reinforcing public skepti- 
cism of how government- and donor-funded 
organizations spend money, we have to show 
greater accountability, transparency and responsive- 
ness. Concordia must become an institution of 
success and best practice, as well as an institution 
of higher learning. 

I intend to bring a strong, estab- 
lished image of Concordia to 
our government leaders, offi- 
cials and their staff. Due in 
part to the efforts of the Gov- 
ernment Relations Office, 
additional government funding 
in the amount of $1.8 million for 
the 1998-99 academic sector has been secured. 

University Advancement, Alumni Affairs and the 
Capital Campaign have been restructured as one 
unit to establish a common purpose and consistent 
message and allow greater collaboration and a bet- 
ter alignment of the academic planning priorities 
of the University in faculty-based advancement 

A young university like Concordia needs to focus 
its marketing and communications efforts on the 
recruitment of students and faculty. Our Commu- 
nications area (Public Relations, Marketing 
Communications, Information Services and Trans- 
lation), through an integrated and co-ordinated 
model, will cultivate and refine how the outside 



world perceives Concordia, while supporting the 
University as a whole and addressing the needs of 
the Faculties and departments. 

Charles Emond, Vice-Rector, Services 
Students want comfortable, safe surroundings and 
a broad range of technology that will both acceler- 
ate their learning as well as give them easy access 
to information about their university, about their 
studies and about themselves. 

Concordia University’s two campuses have seen 
a lot of investment in the past few years and we are 
planning to construct new facilities and further 
improve existing buildings. 

We have managed to acquire properties and 
vacant land around our downtown campus. Cen- 
tred on the métro station, the land will eventually 
allow for an amalgamation of our downtown cam- 
pus — even some green space. In the immediate 
future, we are planning expansion in key academic 
sectors, and we hope to add some new indoor 
recreation facilities. 

We also have plans for the con- 
struction of a new science 

building and the renovation of 
the Drummond Science Build- 
ing on the Loyola Campus. 

We are contemplating cre- 
ative partnerships with the 
private sector. The challenge will be 
to amass the funding required to begin construc- 
tion as soon as possible. The government of 
Quebec recently indicated its financial support for 
converting our rentals into owned property, and we 
hope to begin construction in the year 2000. 

Martin Singer, Dean of the 

Faculty of Arts and Science 

We have welcomed 50 full-time, tenure-track profes- 
sors into our ranks during the past two years and 
expect to hire another 50 in the next three years. 
The Faculty is increasingly being recognized for its 
research prowess in many fields; our departments 
received approximately $8 million in research 
grants last year. This includes the first instalment of 
a $3.2 million grant from the 
Canada Foundation for Innova- 
tion and the provincial 
government, earmarked for a 
special genomics project that 
will create a state-of-the-art 
biotechnology centre. 

Many challenges lie ahead. One 
of our more pressing challenges is the search for 
proper facilities on both campuses. With enrol- 
ments steady and set to increase, we are proposing 
to construct a world-class teaching and research 
facility for the sciences on the Loyola Campus. This 
would coincide with a regrouping of the social sci- 
ence and humanities departments downtown. 

We are also moving ahead with plans to interna- 
tionalize our Faculty. Our move to privatize the 
education of our undergraduate students arriving 
from outside will provide us with the incentive to 
step up recruitment around the world. 

Although we cannot predict the course of events 
beyond our control, the years of danger appear to be 
behind us, leaving the future ripe for opportunity. 

Mohsen Anvari, Dean of the Faculty 

of Commerce and Administration 

A truly exciting five-year period in the life of our 
Faculty is coming to an end. Our accreditation to 
the American Assembly of Collegiate Schools of 



Business (AACSB) in April 1997 has significantly 
contributed to the Faculty’s reputation as one of 
Canada’s best business schools. 

Several strategic partnerships are evolving with 
such organizations as the Cree Economic Author- 
ity, the Bank of Montreal, and IBM. 

We have reinforced our relationship with the 
International Air Transport Association (IATA) 
and expanded our role in aviation management 
education. In fact, Concordia now 
has the best known such pro- 
gram in the world. Next year, 
we will offer a Global Aviation 
MBA program to students 
around the world, largely 
through the advanced technol- 
ogy developed by our new Centre 4 
for Instructional Technology. 

Backed by generous support from industry 
leaders, we plan to offer three new technology- 
based programs in investment management in 
Montreal and Toronto. 

The quality of our entering students has 
improved by leaps and bounds and our newly 
established placement centre is a roaring success. 
We continue to recruit outstanding faculty mem- 
bers in a very tight employment market. 

We look forward to the construction of our 
new business school building. 

Nabil Esmail, Dean of the Faculty of 
Engineering and Computer Science 
Wider accessibility to universities, the needs of 
industry, and the digital revolution are all shaking 
up longstanding academic methods and practices. 

We have already overhauled our undergraduate 
programs. We now offer undergraduate degrees in 
six major areas of information technology: telecom- 
munications, computer engineering hardware 
systems, computer engineering software systems, 
systems electronics, software engineering, and com- 
puter science. Our building, civil, mechanical and 
industrial engineering programs have also been sig- 
nificantly influenced by the digital revolution. 

The classroom of the near future will be strongly 
influenced by the fusion of digital and multimedia 
techniques with the basic principles of engineering. 
A new kind of instructor-student interac- 
tion is on its way to Concordia 
classrooms, as teaching methods 
and learning techniques reflect 
the influence of computers and 
multimedia. Bap 

We are about to establish one “| 
of Montreal’s largest computer 
research laboratories, the Interdisci- 
plinary Research Facility, thanks to a major Canada 
Foundation for Innovation grant. 

In these and other ways, the Faculty of Engineer- 
ing and Computer Science is staying on the leading 
edge of change to prepare the engineers of tomor- 
row and the researchers of the 21st century. 

Christopher Jackson, 

Dean of the Faculty of Fine Arts 

Our status as Canada’s largest and most compre- 
hensive Fine Arts Faculty would be hard to 
maintain without the commitment of the Univer- 
sity and the province to provide us with upgraded 
facilities on both campuses. 

According to plans, all our Visual Arts and inter- 
disciplinary programs are to be housed in an 
environmentally controlled “smart” building that 
will feature up-to-date studios, classrooms and 
research laboratories. 


For the first time in about a decade, there will be 
space where students and faculty can meet infor- 
mally, ensuring contact across 
disciplines. Also, we will finally 
provide all 300 graduate stu- 
dents with appropriate places 
in which to work. 

We will have community- 
oriented exhibition spaces, a 
cinema where our students’ award- 
winning live action and animated films can be 
shown, and a black-box theatre that will bring 
experimental productions by the Theatre and 
Dance departments into the downtown core. 

Research involving digital technologies, some 
undertaken in conjunction with the Faculty of 
Engineering and Computer Science, will be 
brought to the public, a reminder to everyone that 
Montreal’s high-technology industries, including 
film, all forms of animation and multimedia pro- 
ductions, are of growing international significance. 

Claude Bédard, Dean of Graduate 
Studies and Research 

Graduate education is evolving to cater to the needs 
of a population that is increasingly more educated. 
We need to offer new short programs that respond 
to the needs of active professionals and undergrad- 
uates alike. 

Society faces problems of increasing complexity, 
which demand more versatile people and educa- 
tional approaches to tackle them. A 
key challenge for the School of 
Graduate Studies is to actively 
promote the concept of inter- 
disciplinarity at Concordia so 
that new partnerships emerge 
around the creation of innova- 
tive programs. 

With the injection of more than $20 million at 
Concordia in research infrastructure from the fed- 
eral and provincial governments within the 
competitive Canada Foundation for Innovation pro- 
gram, researchers at Concordia will soon have 
access to state-of-the-art facilities in areas as diverse 
as psychology, environmental engineering, 
mechanical engineering, fine arts, electrical engi- 
neering, and bio-informatics. 

A new and more vigorous approach is also under 
development regarding intellectual property and its 
commercialization. Thanks to new funding from 
Quebec, Concordia is defining a new technology 
transfer corporation in partnership with other Que- 
bec constituents. These are strong indications of 
the fact that Concordia University is moving toward 
a much higher level of research activity and 
enhanced standing among research institutions. 

William Curran, Director of Libraries 
Accessing information is indeed faster now than it 
has been in the past, but faster does 
not mean better, it just means 
faster. Information used to be 
found in the library’s collec- 
tion, right in the building; 

now the collection is world- 
wide, in many formats, and the 
rate of access occurs at a much 
faster pace. 

The shift to a digital environment is coming at a 
time when many academic disciplines are explod- 
ing into interdisciplinary studies. Certain 
disciplines make extensive use of sound record- 
ings, videos, images, and computer software; so, 
too, must academic library collections that support 
those disciplines. Research is a very complex 

Libraries can no longer limit themselves to “text 
only.” This has a profound impact on academic 
library collections, but also on the equipment 
needed, the platforms required, the printing 
devices, the software and most importantly, on the 
staff expertise needed to “animate” the informa- 
tion. Without this animation, there can be no 
knowledge; there is only a warehouse. 

Technology is an “enabler,” a tool that helps real- 
ize goals and objectives more effectively. The basic 
alphanumeric components that we called literacy in 
the 2oth century will still be necessary in the 21st. 
Yahoo and AltaVista will not replace libraries. It is 
people who have vision, perseverance, commitment 
to service, communication skills and networking 
abilities, not machines. 


Lynne Prendergast, 

University Registrar 

The Concordia student of the near future will have 
to juggle many different and conflicting priorities. 
More applicants might choose the co-op option, 
alternating periods of internship and study. In any 
case, employment, community involvement, family 
and other concerns will play a part in their decision 
about how much time can be devoted to furthering 
their education. 

Concordia will make it easier for them by being 
responsive and innovative in the services we offer. 
Flexibility is the key, whether in schedules, course 
offerings, payment schedules or modes of access to 
courses and services. Our flexibility will give 
Concordia the edge as the university of first choice. 

Increased globalization will lead to demand for 
more varied exchange programs with other institu- 
tions around the world. Nonetheless, the biggest 
change is likely to be in the increased demand for 
distance learning — the “virtual classroom.” 

Even in remote locations, students will want full 
delivery of services, and almost 
immediately. They will want 
information about the Uni- 
versity, and how to apply, 
register, obtain grades, and 
take examinations. Internet 
admissions counselling and 
academic advising will become 
more and more popular. 

The challenge will be to continue to be innova- 
tive in the traditional environment while 
seamlessly integrating our response to new expec- 

Donald L. Boisvert, Dean of Students 

The pace of change, particularly in information 
technology, and financial pressures on students are 
significantly more compelling than they were only 
IO or 15 years ago. Students still want a good educa- 
tion, but they are more anxious about what this 
might mean in terms of employment. They also 
want to enhance their chances of professional suc- 
cess by further honing their skills. 

Universities have become more 
sensitive to the constraints and 
obligations under which stu- 
dents often function and have L 
adapted and developed ser- 
vices to help them acquire the 
skills and abilities they need to 
enhance their success in university 
and beyond. 

While the demands of university study can be 
quite rigorous, student life also remains a signifi- 
cant arena for personal growth, and for building 
relationships that can last a lifetime. Concordia’s 
Student Services is committed to fostering individ- 
ual as well as intellectual development. 

We will strengthen our network of support pro- 
grams and activities, while paying close attention to 
calls for greater student academic success. Indeed, 
the success of each individual student contributes 
to the excellence of the University as a whole. 

Ann Vroom, former Director 

of Alumni Affairs (now Executive 
Director of Recruitment) 

Graduates have always provided the backbone of 
personal and financial support for our institution 
through social and philanthropic activities. 

More recently, they have taken on new roles as 
Concordia advocates to business and government, 
community ambassadors, stu- 
dent recruiters and mentors, 
faculty advisors, fundraising 
leaders and volunteers in 
university governance. 
These roles will grow in 
importance as funding cuts to 
education force our institutions 
toward greater external linkages and demographic 
shifts stiffen the competition for new students. 

University faculty and administrators will seek 
advice from alumni on subjects ranging from cur- 
riculum design to links with business and 
government. We are currently developing a 
national network of alumni volunteer recruitment 





Alumni will look to their university for network- 
ing opportunities and lifelong educational 
resources. We will increasingly use our home page 
( to draw 
alumni together, offering online mentoring and 
career services, e-mail forwarding, and a learning 
gateway to all Concordia resources. 

Alumni will always be invaluable to Concordia. 
We want our graduates to feel the same way about 
their alma mater. . 


Maria Paradiso, Executive Director 

of Communications 

To meet the challenge of a knowledge-based econ- 
omy, Concordia will need the support of strong 
marketing programs that are responsive to market 
needs. The realities of today’s marketplace are 
focused on tomorrow, not yesterday. Gone are the 
days of depending on reputation alone. 

A comprehensive, accessible, urban university 
with a balance between traditional values and mod- 
ern thinking, Concordia is well positioned to take 
up this challenge. Current plans 
to restructure a number of 
our programs and refine our 
delivery systems should pro- 
vide us with a competitive 
edge. Our commitment to 
sound marketing research will 
play an equally important role in 
ensuring we remain responsive. 

Perception is often taken for reality. The refine- 
ment of how the outside world perceives Concordia 
is the greatest challenge facing Concordia’s Com- 
munications Group. To help meet this challenge, I 
have completed a comprehensive communications 
plan that will address the needs of Faculties and 
departments, yet is designed to support the Univer- 
sity as a whole in its commitment to integrated 
marketing. It should provide an excellent basis for 
the task of marketing this extraordinarily rich and 
vital institution to Quebec, the rest of Canada and 
the world. 

John Woodrow, Director of Instructional 
and Information Technology Services 
Information technology is dramatically altering our 
lives. Videoconferencing on the Internet, wireless 
and portable technology, speech recognition and 
synthesis, palm computers, electronic commerce 
and high-definition television are 
all existing technologies. Smart 
cards replacing money are in 
experimental use. 

Where might we be a few 
years from now? 

There will be a set of inter- = 
woven computer-powered devices a 
through which we will be able to communicate. 
Intelligent assistants (i.e., proactive computers 
rather than ones that we control) and access to vir- 
tually any service, any information, instantly, 24 
hours a day, are not beyond the realm of possibility 
— they are merely extensions of what already 

The effect on the traditional education system 
will be profound. University campuses will likely 
still exist — human contact will still be a funda- 
mental form of communication — but the role of 
the campus will likely be very different. Universi- 
ties will perhaps return to their roots as being a 
meeting-place of extreme experts in narrow fields. 

Much of our social development has been based 
on knowledge as power; technology is rapidly level- 
ling this playing field, and universities will need to 
change to adapt to this new paradigm. 

Concordia has seized the motto of real education 
for the real world. We will utilize technology, 
invent and develop technology, and, as we are part 
of it, we will change the world. 

] 1998-99 

$ P 0 T LIGH T 



A sample of prize-winning students at Concordia: 

Andreas Arvanitogiannis, PhD 

Andreas Arvanitogiannis, a PhD graduate in 
Psychology at the Centre for Studies in Behavioural 
Neurobiology (CSBN), won a prix d’excellence 
from the Montreal Board of Trade for the best 
doctoral thesis defended in 1998 by a student 

in one of Montreal’s four universities in natural 
sciences and engineering. His work may eventu- 
ally make it possible to treat problems like 

drug dependence, compulsive gambling and 
depression. Arvanitogiannis, who also did his 
undergraduate work at Concordia, is now doing 
post-doctoral work at the CSBN. 

Christina Semeniuk, BSc 

Honours Ecology student Christina Semeniuk was 
the winner of the 1999 Governor-General’s Silver 
Medal at spring convocation for having the highest 
cumulative GPA in the university, as well as a score 
of other prizes and scholarships. As a member of 
the Science College, the undergraduate student was 
able to do several original research projects and 
have her work published, an incredible opportunity 
for a Bachelor’s student. She was accepted into a 
PhD program at the University of Aberdeen in Scot- 
land, but will first study sharks and marine biology 
for her Master's at Simon Fraser University. 

Jethro Bushenbaum, 

Diploma in Accountancy 

Jethro Bushenbaum, a graduate of Concordia’s 
Diploma in Accountancy program, achieved the high- 
est grade in Canada at the rigorous four-day Uniform 
Final Examinations (UFE), which is administered 

by the Canadian Institute of Chartered Accountants. 
Fellow Concordians joined him in taking the top 

five spots in Quebec, with another tied for ninth. 

All six are already working at accounting firms. 

Laurent Jabre, BEng 

Laurent Jabre began seriously tinkering with 
machines as a 15-year-old in his native Lebanon. 
He took apart his remote-control toy car and turned 
it into a device to open and close doors at the push 
of a button. He was the top student in Mechanical 
Engineering last spring and is now a Canadian 
citizen. He is employed at CAE’s flight simulator 
division, working on flight controls. 

Mary St. Hilaire, BSc 

When Mary St. Hilaire started her BSc seven years 
ago, she could only attend part-time. As a physically 
challenged person, staying at school all day pre- 
sented complications, such as toting food around 
with her and carrying textbooks. St. Hilaire 
acquired an assistance dog, Linus, in 1995, and a 
professor modified a laboratory for her to be able 
to access it independently. She received her degree 
amidst much applause at spring convocation. St. 
Hilaire is now starting a MSc program in McGill’s 
Department of Neurology and Neurosurgery. 

Jody Patterson, BFA 
Graduate Jody Patterson said that it was the multidis- 
ciplinary approach taken by Concordia’s Art History 
Department and the way faculty supported her efforts 
that piqued her interest, and allowed her to incorpo- 
rate her varied background into her studies. She won 
an internship to study at the Leonard and Bina Ellen 
Art Gallery last year, and will be staying at Concordia 
to pursue a Master’s degree, possibly on the role of 
video in Canadian contemporary art. With the help 
of a Northern Science Training Program grant, she 
visited Igloolik this summer to study an all-Inuit 
video company, Isuma Productions. 



A taste of what Concordia faculty are up to... 

Tracking the revolution online 

Michael Dartnell, an expert on terrorism and 
political violence who teaches in the Department 
of Political Science, has received a $45,000 grant 
from the Institute of Peace in the U.S. to study 
online anti-government activism. Dartnell has 
been documenting groups that have used the 
Internet as a vehicle for their messages. 

Diabetes breakthrough 

Adjunct Professor of Biology Brian Kennedy, a 
researcher at the pharmaceutical company Merck 
Frosst, identified a possible cause for type 2 dia- 
betes along with McGill Professor Michel 
Tremblay. They fed genetically engineered mice a 
high-risk North American diet, consisting of 50 per 
cent fat, but the mice, who were missing a particu- 
lar enzyme, stayed slim and healthy. 

Catching the bugs 

Sofiéne Tahar and Ferhat Khendek, both professors 
in the Department of Electrical and Computer 
Engineering, have been working on software to 

test nearly every function of a given hardware or 
software system. In effect, they are aiming at qual- 
ity “assurance,” which happens during the early 
phases of the development of a product, as opposed 
to quality “control,” which happens once the prod- 
uct is complete. 

Art teachers 

Jean-Claude Bustros, from the Mel Hoppenheim 
School of Cinema, and Gerry Gross, from the 
Department of Theatre, won Distinguished Teach- 
ing Awards from the Faculty of Fine Arts. Bustros’s 
students talk of his formidable knowledge of exper- 
imental and narrative cinema, and Gross has been 
lauded for academic rigour and his ability to impart 
to students a love of research. 

Management gurus 

Steven Appelbaum and Dina Giannopoulos, who 
both teach in Management in the Faculty of Com- 
merce and Administration, won Distinguished 
Teaching Awards from the Faculty. Appelbaum is 

a veteran professor and former dean who has won 
the award in the past, and who last year picked up a 
National Leader in Management Education Award, 
sponsored by the Financial Post and Bell Canada. 
Giannopoulos has a PhD in Psychology and teaches 
courses on organizational behaviour, human 
resources management and managerial concepts. 


How staff members have been working to make 
life easier at Concordia: 

Preparing for a Banner year 

Concordia’s Financial Services Department prepared 
to switch to a new financial information system, SCT 
Banner 2000, which was purchased last year and is 
meant to ward off any Y2K problems. Larry Tansey, 
Manager of Processes, Systems and Policies, said the 
old system was an “awkward animal,” with two or 
three steps for every task; in comparison, Banner is 
more accessible and efficient. 

The hazards of waste 

Nabil Bissada, Hazardous Material Coordinator and 
Radiation Safety Officer, supervises the disposal of 
dangerous waste on campus. Last year, he collected 
11,692 kg of hazardous waste, up from 2,000 kg 10 
years ago. The figure keeps climbing because an 
increasing number of students, staff and faculty are 
becoming educated about the disposal of this mate- 
rial. Bissada has given safety seminars to more 
than 2,000 Concordia employees over the years, 
teaching them how to recognize hazards, dispose 
of waste, manage spills and protect themselves. 

Calling the Helpline 

Geoff Selig coordinates a team that helps students 
and employees figure out their computer troubles. 
Operating out of the Instructional and Information 
Technology Services Department, the IITS Helpline 
started as an informal service seven years ago. 
Today, it is staffed by five employees who help users 
access the Internet from home, work out software 
glitches, figure out why their printer isn’t working, 
and more. You can reach them at 848-7613. 

The 1998-99 Rector’s Report was produced 
by the Concordia University Public Relations 

Research and Coordination: Eugenia Xenos 

Design and production: Christopher Alleyne, 
Concordia Marketing Communications 
Translation: Concordia Translation Services 
Special thanks to Archives for their help 
Public Relations Department 

1455 de Maisonneuve Blvd. W. 

Montreal, Quebec H3G 1M8 

Tel: (514) 848-4880 

Fax: (514) 848-2814 


Public Relations web site: 

Concordia web site: 

Pour obtenir la version frangaise de ce Rapport, 
veuillez téléphoner au 848-4880. 


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