Celebrating all things garnet and gold
The unification of Sir George Williams University and Loyola College in 1974 laid the foundation for Concordia — an institution defined by growth and innovation. Over the past 50 years, the university has expanded its student body, faculty, research and global reputation. Five faculty deans reflect on this remarkable evolution and offer insights into the future.
“We’ve always been interdisciplinary, we’ve always been diverse — it’s in our DNA,” says Dean Pascale Sicotte. The faculty continues to push boundaries through research on aging, synthetic biology and immigrant inclusion, fostering critical thinking and lifelong learning. “We want to create spaces where everyone has a voice, where important discussions take place, and where we can rethink the world of tomorrow.”
Dean Annie Gérin highlights the faculty’s transformation from courses held above a YMCA to world-class facilities ranked among the top 100 art and design schools globally. “It’s incredible how far we’ve come,” she says, pointing to alumni winning Oscars, Junos and Governor General’s Awards. The faculty continues to innovate with initiatives like Curriculab, which integrates decolonization and sustainability into curricula. “My hope is that we’ll continue being agile and innovating in response to the ever-changing art world.”
“Remarkable growth,” observes Dean Mourad Debbabi of the Gina Cody School. With more than 11,000 students and a strong reputation in aerospace, electrification, smart cities, cybersecurity and software engineering, the faculty ranks among the best in Canada and beyond. “The future looks like more growth, innovation and societal impact,” he says, citing new programs in AI and cybersecurity, a $123-million grant for electrification research, and plans to expand into quantum computing.
Renamed in 2000, the John Molson School of Business has seen tremendous growth in reputation and research. “That was huge for our positioning among business schools globally,” says Dean Anne-Marie Croteau. With top-ranked MBA programs and recognition as a Principles for Responsible Management Education (PRME) Champion, the school is dedicated to being “relevant, responsible and respected.” The ultimate goal? Achieving the prestigious “triple crown accreditation” from leading global business education bodies.
“We didn’t have an official home for health at Concordia — now we do,” says Dean Véronique Pepin. Launched in 2023, the School of Health unites Concordia’s expertise in biomedical sciences, clinical research and community health. It integrates Loyola Campus’s PERFORM Centre while maintaining a department-free model, fostering interdisciplinary collaboration. “We want to be a leading school of health known for its innovation and agility.”
Whether on the bustling Ste. Catherine Street or De Maisonneuve Boulevard in downtown Montreal’s Quartier Concordia, or on the vibrant stretch of Sherbrooke Street in Notre-Dame-de-Grâce (NDG), Concordia’s presence is undeniable. The university doesn’t just occupy space; it breathes life into the city.
Thousands of students fill the streets and public transportation, heading to classes, labs, the sports field or the library. More than 50,000 individuals — including faculty, staff and visitors — fill cafés, shops and restaurants during the day, and bars, music venues and other sites at night. They bring a youthfulness, energy, joie de vivre and international flavour, helping solidify Montreal’s ranking as one of the top 10 student cities in the world.
The university also supports the city in ways that may be less evident, yet more quantifiable. According to Economic Impact Assessment of Concordia University, an independent report released in December 2023, Concordia generated nearly $2 billion in value added to the economies of Montreal and Quebec in 2022 alone.
“This assessment puts a dollar figure — a very significant one — on what we’ve long known: that Concordia alumni, researchers and students, as well as the university itself, provide our local economy with a major, quantifiable economic benefit,” says President Graham Carr.
The report breaks down these contributions into three principal areas: $925 million in human capital enhancement through the university’s 179,000 graduates working in the province; $301 million through research conducted and disseminated by Concordia; and $763 million spent by Concordia as well as its students and visitors from outside Quebec.
Much of the university’s current public face is relatively new. From 1999 onward, Concordia’s transformation was dramatic, reflecting its growing ambition, research profile and international reputation. The first major step involved revitalizing the underutilized Loyola Campus, followed by the approval of the $350-million Concordia Space Plan in 2000.
Over the next decade, Concordia transformed Loyola from a sleepy suburban site to a thriving campus, while also expanding its downtown presence. The university moved out of rental spaces and acquired key properties, including the Guy Métro Building, the Grey Nuns site and the Faubourg Tower. These developments allowed Concordia to offer state-of-the-art facilities across faculties.
Concordia’s investments have helped transform underdeveloped areas, set environmental standards with LEED-certified buildings, and bolstered Montreal’s reputation as a hub for technology, entrepreneurship and sustainable development.
“Without those properties added between 2000 and 2012, Concordia would not be what it is today. It would not have been able to grow nor attract leading faculty and researchers,” says Michael Di Grappa, BA 84, vice-president of Services and Sustainability.
© Concordia University
