ACCT5920 Managing Intangible Resources - 2018

Semester 1
6 Units of Credit
On Campus

1. Course Details

Summary of Course

This course is offered by the School of Accounting. It is an elective course within various ASB postgraduate programs. This course does not have a prerequisite.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

Traditional financial statements (such as the balance sheet and profit and loss statement) fail to identify competitively significant intangible organisational resources, such as intellectual capital, organisational reputation and brand-names, knowledge-sharing, and a capacity for innovation and creativity etc. Consequently, conventional accounting procedures do not make ‘visible’ significant drivers of contemporary organisational performance. However, senior executives and managers of contemporary organisations are becoming increasingly aware of the importance of these so-called ‘invisible’ or ‘intangible’ resources.
These resources reside in the competencies of individual organisational participants, networks of intra- and inter-organisational relationships, and the structural legacies of these competencies and relationships. Google, Apple, Facebook, McDonalds Corporation etc. are examples of large companies that must successfully leverage from these resources to create value for stakeholders. A key aim of this course is to make these intangible resources ‘visible’, consider the challenges of measurement and then to determine pragmatic approaches for their effective management and measurement.
Students will engage with these issues in real industry examples throughout the course especially in their main assignment.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in-chargeDrNatalie BuckmasterRoom 3109, Quadrangle Building – Ref Monday, before and after class and by appointment

Communication with staff

Students will be advised of arrangements for consultation during class. The lecturer will be available for phone or face-to-face consultations at a set time each week. Students are encouraged to attend during this time. Most matters can be addressed via email. It should be noted that only emails sent from the official UNSW student email accounts will be replied to.

Please note that common written etiquette must be observed when conducting any written communication with staff members. Communications that use, for example, short hand and “SMS” language are not permitted.

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

At university, the focus is on your self-directed search for knowledge. Seminars, course readings, exams and other resources are all provided to help you learn. You are therefore required to attend all seminars, and read all required readings in order to fully grasp and appreciate the concepts introduced in this course.

It is up to you to choose how much work you do in each part of the course: preparing for seminars, completing assignments, studying for exams, and, seeking assistance or extra work to extend and clarify your understanding.

You must choose an approach that best suits your learning style and goals in this course. Seminar questions and self-study questions are provided to guide your learning process.

Learning Activities and Teaching Strategies

The course consists of a formal face to face seminar and self-directed study. There is a three hour seminar per week. During this period there may be facilitator-led instruction, discussion of pre-setquestions, case analyses, presentations by course participants, team-based tasks, and periods of interactive conversation (the latter requiring the ad hoc contribution of all course participants).

The scheduled weekly three hour seminar constitutes the core learning forum of the course. Seminars introduce and explain concepts that are critical to this course, and provide opportunities to discuss these with reference to pragmatic examples. Seminars are designed to be interactive experiences. During the seminar, you are expected to raise questions and contribute to the discussion of real world examples, and contribute generally to creating a vibrant learning environment.

5. Course Resources

Reading Kit – ACCT 5920 Reading Kit (Semester 1, 2018).

Both the textbook and reading kit are compulsory references for ACCT 5920. They are available at the UNSW Bookshop. For Semester 1, 2018, you can buy second-hand copies of the textbook and reading kit if you wish. Course Website This Course uses Moodle and the login URL for Moodle. Under the course code ACCT5920. You are required to have a Unipass and Unipin to access the website. In addition, you must also be enrolled in the course to access the website. Please note that students are responsible for updating themselves on any information that appears on Moodle. This course also uses the OpenLearning Platform (OLP).

During the session, you must:

  • Maintain your official student email address and ensure that it does not have an “Over Quota” problem;
  • Check your assessment marks and inform your seminar leader of any discrepancies or problems with them; and
  • Update and download Powerpoint seminar slides and other additional materials.

Information provided on Moodle includes:

  • Announcements;
  • Assessment results; and
  • Course-related administrative matters such as detail information for each assessment. I

Information provided on the OLP includes:

  • Course content such as Powerpoint Slides and case study activities.

The weekly activities incorporate:

Week One: Introduction

  • Accenture (2003), "Intangible Assets and Future Value", An Accenture Survey, conducted by the
  • Economist Intelligence Unit, 2003.
  • Institute of Chartered Accountants in Australia. (2007). Untouchables – Intangible Assets.
  • Sveiby, K.E. (1997). The New Organizational Wealth. Berret-Keohler Publishers, Inc., San Francisco, ch.1.

Week Two: Characterising Intangible Resources

  • Carmeli A. (2004). "Assessing Core Intangible Resources", European Management Journal, Vol. 22, No. 1, 110-122.
  • Fernandez, E., Montes, J. and C. Vazquez. (2000). "Typology and Strategic Analysis of Intangible
  • Resources: a resource-based approach", Technovation, 20, 81-92.
  • Sveiby, K.E. (2001). "A Knowledge-based Theory of the Firm to Guide in Strategy Formulation", Journal of Intellectual Capital, Vol. 2, No. 4, 344 -358.

Week Three: In Seminar Case

  • Google Corporation (2009). Annual Report.

Week Four: Measurement 1 - Balanced Scorecard (BSC)

  • Singleton-Green, B. (2004). New Reporting Models, ICAEW, London.
  • Kaplan, R.S. and D.P. Norton. (1996). The Balanced Scorecard: Translating Strategy into Action.
  • Harvard Business School Press, U.S.A., ch.2.
  • Kaplan, R.S. and D.P. Norton. (2004). "Measuring the Strategic Readiness of Intangible Assets",
  • Harvard Business Review, Vol. 82, No. 2, 52-63.

Week Five: Measurement 2 - Intangible Asset Monitors (IAM)

  • Danish Ministry of Science and Innovation. Intellectual Capital Statements – New Guidelines, pp.1-13.
  • Brennan, N. and B. Conell (2000). "Intellectual Capital: current issues and policy
  • implications", Journal of Intellectual Capital, Vol. 1, No. 3, 1469-1930.
  • Mouritsen, J., P.N. Bukh and B. Marr. (2004). "Reporting on Intellectual Capital: why,
  • what and how?", Measuring Business Excellence, Vol. 8, No. 1, 46-54.
  • Systematic Software Engineering. (2004). Intellectual Capital Statement

Week Six: External Structure – Environmental and Social Responsibility

  • Amory, B., Hunter, L. and P. Hawken. (1999). "A Road Map for Natural Capitalism", Harvard Business
  • Review, May-June, 145-158.
  • Reinhardt, F.L. (1999). "Bringing the Environment Down to Earth", Harvard Business Review, July-
  • August, 149-157.
  • Sasse, C.M. and R.T. Trahan. (2007). "Rethinking the New Corporate Philanthropy", Business Horizons, Vol. 50, No. 1, 29-38.

Week Seven: External Structure – Customer Relations

  • Meyer, C. and Schwager, A. (2007). "Understanding Customer Experience", Harvard Business Review, February, pp.117-126.
  • Reinhartz, W. and V. Kumar. (2002). "The Mismanagement of Customer Loyalty", Harvard Business Review, July, 86-94.
  • Prahalad, C. and V. Ramaswamy. (2000). "Co-opting Customer Competence", Harvard Business Review, January-February, pp.79-87.

Week Eight: Internal Structure - Knowledge Management 1

  • Hansen et al. (1999). "What's your Strategy for Managing Knowledge", Harvard Business Review. March-April, pp.106-116.
  • Nonaka, I. and H. Takeuchi. (1995). The Knowledge-Creating Company. Oxford University Press, Oxford, ch.3.

Week Nine: Internal Structure - Knowledge Management 2

  • Davenport, T.H. (1998). Working Knowledge: How Organizations Manage What They Know. Harvard
  • Business School Press, Boston, MA., 1998, ch.4.
  • Klein, D.A. (1998). The Strategic Management of Intellectual Capital. Butterworth-Heinemann, U.S.A, ch.8.
  • Zack, M.H. (1999). "Managing Codified Knowledge", Sloan Management Review. Summer, pp.45-58.

Week Ten: Managing & Measuring Human Competence

  • Amabile, T.M. (1998). "How to Kill Creativity", Harvard Business Review. September-October, pp.77-87.
  • Brett. J., Behfar, K. & Kern, M. (2006). "Managing Multicultural Teams", Harvard Business Review, November, pp.84-91.
  • Gratton, L. & Erickson, T. (2007). "8 Ways to Build Collaborative Teams", Harvard Business Review, November, pp.101-109.

Week Eleven: Major Assignment & Review Week

No prescribed reading for this week.

Week Twelve: Major Assignment Presentation Night

No prescribed reading for this week.

6. Course Evaluation & Development

​Each year feedback is sought from students about the courses offered in the School and continual improvements are made based on this feedback. In this course, we will seek your feedback through UNSW's myExperience survey feedback and invitations by the lecturer in charge to discharge feedback informally. Previous student feedback indicated that pragmatic illustrations and real world cases which could bring the key themes of the course to life would be helpful. As a result of this feedback, videos and practical case studies were introduced to elaborate on key course concepts. Prior feedback has also suggested that students want to be able to apply the course content in meaningful ways via the delivery of highly effective innovative business presentations which have become an important component of this course.

7. Course Schedule

Week 1: 26 Feb


Week 2: 05 Mar



Intangibles , Importance, Drivers of Change and Examples of Intangible Resources

Week 3: 12 Mar



Characterising Intangible Resources




Week 4: 19 Mar



Intangibles Measurement Framework- The Balanced Scorecard

Week 5: 26 Mar



Measuring Customer Resources (Customer relationships and engagement) (Reputational Capital)

Mid Semester Break: 02 Apr


Week 6: 09 Apr






Week 7: 16 Apr



Managing Knowledge Resources Part 1

Week 8: 23 Apr

Newspaper Task on Intangibles





Week 9: 30 Apr



Managing Knowledge Resources Part 2

Week 10: 07 May



Managing Human Resources (Human Capital/ Engagement Methodologies and Measurement)

Week 11: 14 May



Major Research Assignment

This assignment requires extensive academic research

Week 12: 21 May



-Major Research Assignment & Presentation Due

Each team is allocated time to present the results of their Major Research Assignment in class with immediate feedback offered by your lecturer





Week 13: 28 May

8. Policies

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Goals and Outcomes

The Business School Program Learning Goals reflect what we want all students to BE or HAVE by the time they successfully complete their degree, regardless of their individual majors or specialisations. For example, we want all our graduates to HAVE a high level of business knowledge and a sound awareness of ethical, social, cultural and environmental implications of business. As well, we want all our graduates to BE effective problem-solvers, communicators and team participants.

You can demonstrate your achievement of these goals by the specific outcomes you achieve by the end of your degree (i.e. Program Learning Outcomes—henceforth PLOs). These PLOs articulate what you need to know and be able to do as a result of engaging in learning. They embody the knowledge, skills and capabilities that are identified, mapped, taught, practised and assessed within each Business School program.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as outlined in the UNSW Assessment Design Procedure. It is therefore important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the course components and assessments of the courses within your program of study.

Program Learning Outcomes

  • Undergraduate
  • Postgraduate Coursework
Knowledge You should be able to identify and apply disciplinary knowledge to business situations in a local and global environment.
Critical thinking and problem solving You should be able to identify and research issues in business situations, analyse the issues, and propose appropriate and well-justified solutions.
Written communication You should be able to prepare written documents that are clear, concise and coherent, using appropriate style and presentation for the intended audience, purpose and context.
Oral communication You should be able to prepare and deliver oral presentations that are clear, focussed, well-structured, and delivered in a professional manner.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Workplace skills (Co-op programs only) You should be able to conduct yourself in a professional manner in the work environment, communicate effectively in diverse workplace situations and be able to apply discipline knowledge and understanding to real business problems with initiative and self-direction.
Related PLO Documents View the Undergraduate Honours PLOs (pdf)
Knowledge You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and professional practice to business in local and global environments.
Critical thinking and problem solving You should be able to identify, research and analyse complex issues and problems in business and/or management, and propose appropriate and well-justified solutions.
Written communication You should be able to produce written documents that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Oral communication You should be able to produce oral presentations that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Related PLO Documents View the Master of Philosophy PLOs (pdf)
View the Doctor of Philosophy PLOs (pdf)

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate CapabilitiesBusiness School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Research capability
  • Teamwork
  • Workplace skills
  • Written communication
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Workplace skills
  • Written communication
Professionals capable of ethical, self- directed practice and independent lifelong learning
  • Ethical, social and environmental responsibility
  • Workplace skills
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • Ethical, social and environmental responsibility
  • Oral communication
  • Written communication

The Business School strongly advises you to choose a range of courses that assist your development against these PLOs and graduate capabilities, and to keep a record of your achievements as part of your portfolio. You could use these records for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.


UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

  • Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
  • Paying another person to perform an academic task and passing it off as your own
  • Stealing or acquiring another person’s academic work and copying it
  • Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz:


The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at:

For UNSW policies, penalties, and information to help you avoid plagiarism see: as well as the guidelines in the online ELISE tutorials for all new UNSW students: For information on student conduct see:

For information on how to acknowledge your sources and reference correctly, see: If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website


It is expected that you will spend at least nine to ten hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of eighteen to twenty hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload


Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Special Consideration

You must submit all assignments and attend all examinations scheduled for your course. You can apply for special consideration when illness or other circumstances beyond your control, interfere with your performance in a specific assessment task or tasks. Special Consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable.

General information on special consideration for undergraduate and postgraduate courses can be found in the Assessment Implementation Procedure and the Current Students page.

Please note the following:

  1. Applications will not be accepted by teaching staff. The lecturer-in-charge will be automatically notified when you lodge an online application for special consideration
  2. Decisions and recommendations are only made by lecturers-in-charge (or by the Faculty Panel in the case of final exam special considerations), not by tutors
  3. Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession
  4. Special consideration requests do not allow lecturers-in-charge to award students additional marks

Business School Protocol on requests for Special Consideration

The lecturer-in-charge will need to be satisfied on each of the following before supporting a request for special consideration:

  1. Does the medical certificate contain all relevant information? For a medical certificate to be accepted, the degree of illness and its impact on the student must be stated by the medical practitioner (severe, moderate, mild). A certificate without this will not be valid. Students should also note that only medical certificates issued after physically visiting a registered medical practitioner will be accepted. Medical certificates submitted for Special Consideration should always be requested from a registered medical practitioner that you have seen at a medical practice. Certificates obtained online or via social media may be fraudulent and if relied upon could result in a breach of the UNSW Student Code.
  2. Has the student performed satisfactorily in the other assessment items? To understand what Satisfactory Performance means in this course, please refer to the 'Formal Requirements' section in Part A of your Course Outline

Special Consideration and the Final Exam in undergraduate and postgraduate courses

Applications for special consideration in relation to the final exam are considered by a Business School Faculty panel to which lecturers-in-charge provide their recommendations for each request. If the Faculty panel grants a special consideration request, this will entitle the student to sit a supplementary examination. No other form of consideration will be granted. The following procedures will apply:

  1. Supplementary exams will be scheduled centrally and will be held approximately two weeks after the formal examination period.

    Supplementary exams for Semester 1, 2018 will be held during the period 14 - 21 July, 2018. Students wishing to sit a supplementary exam will need to be available during this period.

    The date for all Business School supplementary exams for Summer Term 2017/2018 is Wednesday, 21 February, 2018. If a student lodges a special consideration for the final exam, they are stating they will be available on this date. Supplementary exams will not be held at any other time.

  2. Where a student is granted a supplementary examination as a result of a request for special consideration, the student’s original exam (if completed) will be ignored and only the mark achieved in the supplementary examination will count towards the final grade. Absence from a supplementary exam without prior notification does not entitle the student to have the original exam paper marked, and may result in a zero mark for the final exam.

The Supplementary Exam Protocol for Business School students is available at:

For special consideration for assessments other than the final exam refer to the ‘Assessment Section’ in your course outline.

Protocol for Viewing Final Exam Scripts

The UNSW Business School has set a protocol under which students may view their final exam script. Please check the protocol here.

Given individual schools within the Faculty may set up a local process for viewing final exam scripts, it is important that you check with your School whether they have any additional information on this process. Please note that this information might also be included in your course outline.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations.
Level 1, Room 1035, Quadrangle Building.
02 9385 4508

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
02 9385 2060

Educational Support Service
Educational Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
02 9385 4734

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
02 9385 3331

UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
02 9385 5418

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