Concordia University

John Molson School of Business

ACCO 435 Strategic Accounting Case Analysis
Winter Term 2022
General Information:
Course Number: ACCO 435/4

• Section A, Monday, 14.45 – 17.30, MB 2.435SGW

Instructor: Dr. Afua Asante

Office: MB14.210
E-mail: afua.agyekum@concordia.ca
Office Hours: Zoom office hours : Wednesdays 10 am to 12 noon
Zoom link will be posted on Moodle.

1. Course Description and Objectives

ACCO 435 Strategic Accounting Case Analysis (3 credits)
Prerequisite: ACCO 320, 330; COMM 401 previously or concurrently.

This course integrates topics in financial and management accounting, finance, and business strategy
covered in previous courses. Students are involved in a case environment that requires them to analyze
the external and internal environments of a business, perform financial analysis, evaluate alternatives, and
recommend a plan of action. Students are introduced to enterprise resource planning (ERP) platforms used
in companies, asset financing, and aspects of commercial lending to assess financing alternatives.

NOTE: Students who have received credit for this topic under an ACCO 470 number may not take this
course for credit.

The objective of this course is to consolidate and reinforce qualitative and quantitative tools and skills
necessary for case analysis. This course integrates all prerequisite courses taken in the undergraduate
program. It differs from a Strategy course in that students are expected to show strong quantitative skills,
thus supporting alternatives with Financial and Managerial Accounting methods and tools.

This course will provide a head start to those students choosing to pursue the CPA designation. They will
develop case writing and analytical skills essential for the graduate level CPA Professional Education
Program (CPA PEP). In addition, they will develop group case writing and presentation techniques and
skills essential in completing the CPA Capstone Module 1, demonstrating their teamwork, leadership skills,
communication, self-management, professional and ethical behavior, and ability to integrate the knowledge
of all six technical competency areas: 1-Financial Reporting, 2-Strategy and Governance, 3- Management
Accounting, 4-Audit and Assurance, 5-Finance and 6-Taxation.Course participants will be expected to play
the role of business advisors or consultants, tasked to assist management in making a sound business
decision. This will require students to write a group Case Report and deliver a convincing group PowerPoint
presentation before a simulated organization’s Board of Directors (BOD) or Management Team. A case
write-up methodology will be provided to assist students in delivering an effective case. The case question
thoroughly integrates all management disciplines (strategy, marketing, human resources, operations,
information technology, finance, accounting, and taxation). Students will be exposed to topics such as

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Financial Ratios, Capital Budgeting, Variance Analysis, Cost Allocation, Business Valuations, Financing
options and considerations, and Information Systems - ERPs.

In addition, business strategies and tools to be reviewed include mission, vision, strategy, SWOT, PESTEL,
Porter’s 5 Forces, Value Chain Analysis, Balanced Scorecard, and various forms of expansion and
divestiture (mergers, acquisitions, strategic alliances, and joint ventures). As a result, the exercises and cases
covered in this course have been carefully selected to ensure a high degree of integration and are generally
representative of most syllabus areas. Students will be required to be part of a group and tasked to analyze
cases.
Note that students are responsible for all material contained in the syllabus, irrespective of the extent to
which it is covered in class, unless advised to the contrary.

2. Learning Outcomes
The table below illustrates the CPA competency map topics to be covered during the ACCO 435 course.

CPA Related CPA Competency Area Coverag ACCO

Competency e Level 435
Map Section material
Lectures 1-4
2-Strategy 2.1 Governance C- and analysis of
and B cases
Governance 2.2 Mission, Vision and Values
B-
A
2.3 Strategy Development B-
A
2.4 Strategy Implementation B-
A
2.5 Enterprise Risk Management B
Lectures 1-3,
3-Management 3.1 Management Reporting Needs and Systems C- 5-8 and 11 and
Accounting B analysis of
3.2 Planning, Budgeting and Forecasting cases
C-
B
3.3 Cost Management B-
A
3.4 Revenue Management C-
B
3.5 Profitability Management B-
A
3.6 Organizational Performance Measurement B-
A
3.7 Individual Performance Management B-
A
Lectures 9-13 and
5-Finance 5.1 Financial Analysis and Planning B- analysis of cases
5.2 Treasury Management A
C-
B
5.3 Capital Budgeting B-
A
5.4 Valuation B
5.5 Financial Risk Management C-
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 B
5.6 Corporate Finance Transactions C

Coverage level legend:

• C Level: demonstrate knowledge of the theory and can explain, describe and demonstrate
knowledge that is low to moderate in complexity for a routine situation.
• B Level: demonstrate knowledge and application of the theory. Be able to analyze problems, and
draw logical conclusions in routine situations that have low to moderate complexity.
• A Level: demonstrate knowledge and application of the theory. Be able to analyze problems in
sufficient depth and draw conclusions in routine situations that have low to moderate complexity. In
cases of non-routine and moderate complexity, candidates are expected to be able to see some of
the interrelationships.
Additional learning outcomes include Business Leadership, Teamwork and Communication.

Business Leadership – each group needs to elect a team leader who will be responsible to coordinate the
work activities and delivery schedule, organize meetings and practice runs, and manage the team HR and
communication needs. The learning outcome is to develop leadership abilities and effectively operate as a
led team.

Teamwork – students are required to gain the ability to build effective working relationships within their
team and amongst their peer groups.

Communication – students need to develop their abilities to write group cases effectively, concisely and
clearly. The students will also improve their capabilities in effective group case presentations, defending
their recommendations and implementation plan before a Board of Directors. The dress code for the
presentations will be business attire.

3. Teaching Method, Class Contribution and Attendance

Lectures will rely on two complementary approaches: formal teaching by the instructor as well as interactive
exercises, case analysis, presentations, and discussions (either in groups or individual).
Student participation is mandatory as class discussions are an integral part of this course.

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4. Learning Plan

Required
Refresher Experiential
Meeting Topics Covered Required Readings
Readings (From Learning Activity
Previous Courses)
Lecture 1 Strategic Case Analysis Chapters 1-3, Current N/A Conference
Jan 10th - Introduction to Course Trends and Traditions in Organizer’s
Zoom and Review of Course Management Accounting Dilemma Case
Outline Case Analysis by [coursepack]
- The Strategic Case Spraackman
Analysis Approach [coursepack]
Lecture 2 Strategy Development HBS Strategy Execution Strategic Digital
Jan 17th - Mission, Vision, Values Module 2: Building a Management Transformation at
Zoom - Environment Scanning Successful Strategy by Concepts by Hitt et La Presse Case
and Industry Analysis Simons [coursepack] al., South Western [coursepack]
- External and Internal Cengage.
Analysis
- Generating Alternatives
and Strategy Selection
Lecture 3 Strategy Chapter 2, Management - Same as above - Digital
Jan 24th Implementation Accounting: Information Transformation at
- Balanced Scorecard & for Decision Making and La Presse Case
Strategy Maps Strategy Execution (6th continued
ed.) by Atkinson et al. [coursepack]
[Moodle/course reserves]
Lecture 4 Governance and - Chapters 1-3, N/A Brights Lodging
Jan 31st Management Control Management Control and Travel Case
Systems Systems (4th ed.) by [coursepack]
- Roles and Merchant & Van der
Responsibilities of Stede [Moodle/course
Corporate Governance reserves]
Bodies - Chapters 13 & 14,
- Types and Levers of Management Control
Controls Systems (4th ed.) by
- Enterprise Risk Merchant & Van der
Management Stede [Moodle/course
reserves]
Lecture 5 Decentralization HBS Strategy Execution Chapters 9, 11 & Wirecard Case
Feb 7th - Budgetary Control and Module 8: Linking 12, Managerial [coursepack]
Responsibility Performance to Markets Accounting: Tools
Accounting by Simons [coursepack] for Business
- Transfer Pricing Decision-Making
- Divisional Performance by Weygandt et al.,
Evaluation Wiley.
Lecture 6 Performance HBS Strategy Execution - Same as above - Spruce Street
Feb 14th Management Module 12: Aligning Shelter Case
- Management Evaluation Performance Goals and [coursepack]
- Individual Performance Incentives by Simons
Measurement [coursepack]

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 Concordia Common Online Midterm Examination on
Sunday October 17, 2021, 9:30 a.m. – 10:45 a.m.
administered via Moodle
Lecture 7 Cost Management and Chapter 5, Management - Chapter 5, VMD Medical
Feb 21st Pricing Accounting: Information Managerial Imagining Center
Zoom - Activity Based Costing for Decision Making and Accounting: Tools Case [coursepack]
and Pricing Strategy Execution (6th for Business
- Allocating Service ed.) by Atkinson et al. Decision-Making
Costs [Moodle/course reserves] by Weygandt et al.,
Wiley.
- Chapters 13 &
14, Cost
Accounting: A
Managerial
Emphasis by
Horngren et al,
Pearson (Custom
Edition for
Concordia
University).
Lecture 8 Incremental Analysis Chapters 6 & 7, Dennison
th
Mar 7 and Decision-Making Managerial Manufacturing
Zoom Accounting: Tools International Case
for Business [coursepack]
Decision-Making
by Weygandt et al.,
Wiley.
Lecture 9 Capital Budgeting HBS Strategy Execution - Introduction to GuitarPro Inc.
Mar 14th Module 7: Designing corporate Finance Case [coursepack]
Asset Allocation by Booth & Cleary
Systems by Simons by Wiley.
[coursepack] - Chapter 13,
Managerial
Accounting: Tools
for Business
Decision-Making
by Weygandt et al,
Wiley
- Chapter 21, Cost
Accounting: A
Managerial
Emphasis by
Horngren et al,
Pearson (Custom
Edition for
Concordia
University).
- Canadian Tax
Principles by Byrd
& Chen, Pearson.

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Lecture Capital Budgeting and - Same as above - - Same as above - Whirlpool Europe
10 ERP Case [coursepack]
Mar 21st
Lecture
Individually Scheduled Group Presentation of Craft Brewery Case
11
[This case will be posted on Moodle in week 4]
Mar 28th
Lecture Business Valuation - Introduction to Cloverleaf Diary,
12 corporate Finance Inc [coursepack]
Apr 4th by Booth & Cleary
by Wiley.
- Canadian Tax
Principles by Byrd
& Chen, Pearson.
Lecture Business Valuation - Same as above - HydroOne IPO
13 continued Case [coursepack]
Apr 11th Financing and lending
options

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5. Course Materials

Required Refresher Readings

Mastery of the content provided in your previous undergraduate courses is expected. A list of reference
textbooks is provided below. These textbooks were used in your previous undergraduate courses and are
listed as Required Refresher Readings in the learning plan (section 4.) above.

References for Required Refresher Readings:

1. Hitt, Ireland & Hoskisson, Strategic Management Concepts: Competitiveness
and Globalization, South Western Cengage, Twelfth Edition.
2. Booth L& Cleary S.W (2013), Introduction to Corporate Finance, John Wiley & Sons, John
Wiley & Sons, Third Edition.
3. Weygandt, Kimmel, Kieso, Aly, Managerial Accounting, Tools for Business Decision-Making,
John Wiley & Sons, Third Canadian Edition.
4. Horngren, Datar, Foster, Rajan, Wilken Braun, Tietz, Cost Accounting, A Managerial Emphasis,
Pearson, Third Custom Edition for Concordia University.
5. Kieso, Weygandt, Warfield, Young, Wiecek & McConomy, Intermediate Accounting,
Volume I & II, Wiley, Eleventh Canadian Edition.
6. Byrd & Chen, Canadian Tax Principles, Volume I & II, Pearson, 2020-21 Edition.
7. CPA Canada Handbook

Required Readings
The learning plan (section 4. above) informs about the required readings before each lecture. You will find
the readings either in the ACCO435 coursepack or posted on Moodle (with a link to course reserves). For
the success in this course, it is absolutely necessary to read the required readings before class.

Students should note that not all material they are expected to learn will be explicitly covered in class. Class
lectures will focus on key areas and integration of content to help students progress in their understanding.
To maximize the benefits of class time, students should read the course material and do the recommended
case assignments prior to class.

Further course material:

Additional material, such as slides, videos etc. will be posted on Moodle on a weekly basis. IT IS EACH
STUDENT’S RESPONSIBILITY TO CHECK THE MOODLE CLASS FOLDER REGULARLY
AND DOWNLOAD THE COURSE MATERIAL.

Additional Technical Requirements:

1. Laptop or desktop computer and monitor equipped with a webcam, microphone, with Windows7
or higher
2. Hard wired Ethernet cable connection to your internet router or a 5GHz wifi internet connection
3. Recent version of Google Chrome (50+) browser
4. Microsoft Word and Excel
5. Access to a Printer

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6. Evaluation

The grade for this course will be computed as follows:

Group submissions of selected in-class cases (Note 1) Requirement to pass the

course:
4 passing-grades out of 6
submissions

Written Group Case Report (Note 2) 25%

Group Case Presentation & Question Handling (Note 3) 15%
Peer assessment for group work (Note 4) 5%
Moodle Online Midterm Examination (Note 5) 22%
Final Examination (Note 6) 33%
Total 100%

Details on Evaluation:
• A total of eight balanced groups will be formed per section, meaning that groups of six must be
formed before session 3 for all group work throughout the term. 31.01.2022: Brights Lodging
and Travel Case – Submit Recommendation (consisting here of a Strategy Map and Balanced
Scorecard)
• 07.02.2022: Wirecard Case – Submit Situation Analysis
• 14.02.2022: Spruce Street Shelter Case – Submit Situation Analysis
• 14.03.2022: GuitarPro Inc.Case – Submit Situation Analysis and Strategic Alternatives
• 21.03.2022: Whirlpool Europe Case – Submit Situation Analysis (consisting here only of a
quantitative analysis)
• 04.04.2022: Cloverleaf Diary, Inc Case – Submit Situation Analysis (consisting here only of a
quantitative analysis)

Note 1: Group submissions of selected in-class cases– Group Grade

A case-based course only works if each student prepares the cases to be discussed in advance. For this
reason, each group is expected to submit the following case deliverables before Monday 5 p.m. via the
correct Moodle submission folder of the respective session:
• 31.01.2022: Brights Lodging and Travel Case – Submit Recommendation (consisting here of a
Strategy Map and Balanced Scorecard)
• 07.02.2022: Wirecard Case – Submit Situation Analysis
• 14.02.2022: Spruce Street Shelter Case – Submit Situation Analysis
• 14.03.2022: GuitarPro Inc.Case – Submit Situation Analysis and Strategic Alternatives
• 21.03.2022: Whirlpool Europe Case – Submit Situation Analysis (consisting here only of a
quantitative analysis)
• 04.04.2022: Cloverleaf Diary, Inc Case – Submit Situation Analysis (consisting here only of a
January 8, 2022 Acco435 Outline Winter 2022 Section B Page 8 of 14
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 quantitative analysis)

To pass the course, each group must submit all six submissions. A passing/failing grade is applied to
each submission, which depends on whether the minimum requirements are exceeded for a submission.
A minimum of four passing grades needs to be obtained out of the six submissions to pass the course.
More information on the required group submissions and case analysis will be provided in the first
session.

Note 2: Written Group Case Report (Craft Brewery case) – Group Grade
The Craft Brewery case will be posted on Moodle in week 4. Each group is required to submit a written
Case Report on the Craft Brewery case with a substantial supporting appendix before Monday,
February 21st , 2022 5 p.m. on Moodle. Each team is responsible to submit in the appropriate Moodle
submission folder “Group Case Submissions” their group case deliverables.
The case report must be submitted as both pdf file and Word (.docx) file and the Excel spreadsheet for
the quantitative analysis should also be submitted.
The marking breakdown to grade your group case is as follows. Depending on the nature of the case,
some minor deviations can occur in themarking scheme.

Written Report (100%)

Layout, Completeness, Flow 10%
Executive Summary 10%
Situation Analysis 40%
Strategic Alternatives 20%
Recommendation and Implementation Plan 20%
More information on the case analysis will be provided in the first session.

Note 3: Group Case Presentation & Question Handling (Craft Brewery case) – Group Grade
Each group is required to present the Craft Brewery case. The presentation shall last 20 minutes and will
be individually scheduled per group in the week of Lecture 11.
Following the presentation, the group needs to be ready to answer various questions that will challenge
their findings, recommendations, and implementation strategies. The question period will be
approximately 15 minutes long followed by constructive feedback from the course lecturer.
The marking breakdown is as follows:

Presentation (100%)
Structure and Content 30%
Participants 25%
Visual Support 15%
Answering Questions 15%
Overall Performance 15%
More information on the case presentation will be provided in the first session.

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Note 4: Peer assessment for group work – Individual Grade
A team member´s group work contribution will be evaluated using the Peer Assessment System
https://pes.concordia.ca.
The peer assessment determines 5% of the final letter grade. It is important to provide each team member
constructive feedback, enforcing the team member’s strengths and highlighting the areas to improve. The
evaluation points given should reflect how the team member performed and they should be aligned to the
qualitative feedback provided.

More information on the peer assessment for group work will be provided in the first session and in
lecture 12.

Note 5: Moodle Online Midterm Examination – Individual Grade

The common online midterm examination provides individual feedback. It will be written and submitted
in the Concordia Moodle System. You will write the midterm remotely from your choice of location,
using Moodle, Word, and Excel or similar software on your computer/laptop.
The mid-term exam is scheduled for Sunday, February 20, 2022, 9:30 a.m. – 10:45 a.m.
Please note that there are no deferrals or alternate examinations available. Please obtain a medical note
if you are not able to attend for health reasons. If you have a valid reason for missing the mid-term exam,
your grade for it will be determined by the final exam result.
There will be an academic integrity form posted on Moodle. You need to review it, sign it and submit it
in the “Academic Integrity Form Submission” Moodle folder.
More information will be provided in the first session.

Note 6: Moodle/COLE Online Final Examination – Individual Grade

The common final examination will be written in-person on campus (subject to the evolving health
situation of the pandemic). If possible and allowed by the Exams Office, you will write your final exam
on campus in person, using your personal computer and the online interface with COLE. This is referred
to as a mixed mode exam. Mixed mode exams are taken by students on campus (in person) but are written
on a computer and may online take place on COLE.
Please inform the instructor in case you do not have a laptop available with Word and Excel or similar
software to write your final exam. For your information, Concordia library borrows laptop. For more
information visit: https://library.concordia.ca/technology/borrow/laptops.php
Lectures 5 to 13 are relevant for the final examination. The final exam will last three hours and will be
scheduled by the examination’s office during the exam period.
More information will be provided in the second half of the course.
The same “Academic Integrity Form Submission” from the midterm applies to the final examination.

Grading
At the end of the course the instructor will submit a letter grade for every student registered using the
grade point equivalents as illustrated in the following table. Grades will not be rounded up.
Score Range Letter Grade Score Range Letter Grade
< 50% FNS >=70% to <73% B-
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 >=50% to <53% D- >=73% to <77% B
>=53% to <57% D >=77% to <80% B+
>=57% to <60% D+ >=80% to <85% A-
>=60% to <63% C- >=85% to <90% A
>=63% to <67% C >=90% A+
>=67% to <70% C+

Additional information about the Evaluation and Grading System, Examinations, and Performance
Requirements is available:
http://www.concordia.ca/academics/undergraduate/calendar/current/sec16/16.html, section 16.3 of the
Undergraduate Calendar.

7. Academic Integrity
Academic Integrity: The Code of Conduct (Academic Integrity) at Concordia University states that
the “Concordia University places the principle of academic integrity, that is, honesty, responsibility
and fairness in all aspects of academic life, as one of its highest values. Instructors, students and
administrators are expected to be honest and responsible in their academic conduct and fair in their
assessment of academic matters”.
Plagiarism: The most common offense under the Academic Code of Conduct is plagiarism which the Code
defines as “the presentation of the work of another person as one’s own or without proper
acknowledgement.”
This could be material copied word for word from books, journals, internet sites, professor’s course notes,
etc. It could be material that is paraphrased but closely resembles the original source. It could be the work
of a fellow student, for example, an answer on a quiz, data for a lab report, a paper or assignment
completed by another student. It might be a paper purchased through one of the many available sources.
Plagiarism does not refer to words alone - it can also refer to copying images, graphs, tables, and ideas.
“Presentation” is not limited to written work. It also includes oral presentations, computer assignments
and artistic works. Finally, if you translate the work of another person into French or English and do not
cite the source, this is also plagiarism. In simple words: Do not copy, paraphrase or translate
anything from anywhere without saying where you obtained it! (Source:
http://www.concordia.ca/students/academic-integrity.html).
All students enrolled at Concordia are expected to familiarize themselves with the content of this code.

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8. Disclaimer
Intellectual Property:
Content belonging to instructors shared in online, hybrid, or in-person courses, including, but not limited
to, slides, online lectures, course notes, and video recordings of classes remain the intellectual property of
the faculty member. It may not be distributed, published or broadcast, in whole or in part, without the
express permission of the faculty member. Students are also forbidden to use their own means of
recording any elements of an online class or lecture without express permission of the instructor. Any
unauthorized sharing of course content may constitute a breach of the Academic Code of Conduct and/or
the Code of Rights and Responsibilities. As specified in the Policy on Intellectual Property, the University
does not claim any ownership of or interest in any student IP. All university members retain copyright over
their work.

Behaviour:
All individuals participating in courses are expected to be professional and constructive throughout the
course, including in their communications.
Concordia students are subject to the Code of Rights and Responsibilities which applies both when
students are physically and virtually engaged in any University activity, including classes, seminars,
meetings, etc. Students engaged in University activities must respect this Code when engaging with any
members of the Concordia community, including faculty, staff, and students, whether such interactions
are verbal or in writing, face to face or online/virtual. Failing to comply with the Code may result in
charges and sanctions, as outlined in the Code.

Extraordinary Circumstances
In the event of extraordinary circumstances and pursuant to the Academic Regulations the University may
modify the delivery, content, structure, forum, location and/or evaluation scheme. In the event of such
extraordinary circumstances, students will be informed of the changes.

Use of Urkund:
In order to uphold the University’s high academic integrity standards, a text matching software, Urkund,
may be used in some of the graded work to detect any potential plagiarism. Please review Urkund’s
privacy policy (https://www.urkund.com/about-us/privacy-policy/).

Use of Zoom (if applicable):

If applicable, Zoom will be used in this course to facilitate learning at a distance. It may be used to record
lectures and/or other activities in this course. If you wish to ensure that your image is not recorded, speak to
your instructor as soon as possible. Also, please note that you may not share recordings of your classes and that
the instructor will only share class recordings for the purpose of course delivery and development. Any other
sharing may be in violation of the law and applicable University policies and may be subject to penalties.

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For the remote section of ACCO 435 in winter term 2022 classes are being held using Zoom as the delivery
method:
• All lectures will be held online through Zoom. The meeting ID will be posted in Moodle. Under no
circumstances should your session identification and password information be given to anyone. Only
those registered in the course should be attending the lectures.
• Students should be on time for the sessions. A session may be locked shortly after the scheduled class
start time.
• When entering the Zoom classroom, students will have their microphones on mute, their full names
written, and video camera turned on. Zoom allows for different backgrounds to be used if you do not
want to show your study space.
• Behaviour throughout the lecture is expected to be the same as if attending an in-person lecture. This
includes, but is not limited to: use of the chat function if you have questions/comments, coming to class
prepared, listening and active participation.
• Attendance and participation is a key requirement in order to understand the course material and the
overall evaluation. If you are unable to come to class due to a special circumstance, please communicate
with the instructor to determine alternate participation.
• Academic integrity is to be maintained by the student at all times. See below for Concordia University
academic integrity guidelines.
Students are advised that external software, website and/or tool (“Third Party Technology”) will be used
in the course and students may be asked to submit or consent to the submission of personal information
(for example, name and email) to register for an online service. Students are responsible for reading and
deciding whether or not to agree with the Third Party Technology’s terms of use. Use of any Third Party
Technology is voluntary. Students who do not consent to the use the Third Party Technology should
identify themselves to the course instructor as soon as possible, and in all cases before the DNE deadline,
to discuss alternate and mutually acceptable modes of participation.

Note that, as a part of this course, some or all of the lectures and/or other activities in this course may be
recorded. Recordings will be focused on the instructor and will normally exclude students. It is possible,
however, that your participation may be recorded. If you wish to ensure that your image is not recorded,
speak to your instructor as soon as possible.

Please also note that you cannot share recordings of your classes and that the instructor will only share
class recordings for the purpose of course delivery and development. Any other sharing could result in a
violation of the law and applicable University policies, and may be subject to penalties.

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9. Student Services
The following student services are available (in alphabetical order):
1. Academic Integrity: http://www.concordia.ca/students/academic-integrity.html
2. Access Centre for Students with Disabilities: http://www.concordia.ca/students/accessibility.html
3. Career Management Services https://www.concordia.ca/jmsb/career.html
4. Concordia Library Citation and Style Guides: https://library.concordia.ca/help/citing/index.php
5. Counselling and Psychological Services: http://www.concordia.ca/students/counselling.html
6. CSU Advocacy Centre: https://www.csu.qc.ca/services/advocacy-centre/
7. Dean of Students Office: http://www.concordia.ca/offices/dean-students.html
8. Financial Aid and Awards: http://www.concordia.ca/offices/faao.html
9. Health Services: http://www.concordia.ca/students/health.html
10. HOJO (Off Campus Housing and Job Bank): https://www.csu.qc.ca/services/housing-and-job-bank-
hojo/
11. International Students Office: http://www.concordia.ca/students/international.html
12. Multi-faith and Spirituality Centre: http://www.concordia.ca/students/spirituality.html
13. Student Hub: http://www.concordia.ca/students.html
14. Student Success Centre: http://www.concordia.ca/students/success.html
15. Undergraduate Calendar: https://www.concordia.ca/academics/undergraduate/calendar.html

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