ROI Report - Dale Carnegie · Dale Carnegie process. The techniques used in this step pinpoints the...

ROIReport

MeasuringThe Impact

of BusinessImprovement

Initiatives

2121 Argentia RoadMississauga, OntCanada, L5N 2X4905 826-7300

www.carnegie.ca

By: Dave MatherCorporate Specialist

© Copyright material. Do not reproduce without permission

The Need for accountability

Collaboration with PRO

Results based approach

Total Client Satisfaction

Levels of evaluation

Six key steps

Implications in business initiatives

A focus on performance

Case Study

What's working in Canada

An Invitation

Contents3

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3Portions of this report designed for Dale Carnegie and Associates Inc. by Performance Resources

Short-term,tangible out-

comes onbehalf of along-term

strategy.

Mostorganizations are

rethinking theway in which

training has beendeveloped,

implemented,and applied.

In today’s global, competitive environment, new technology continues toevolve. Restructuring becomes almost constant, and customers demandenhanced service level at competitive prices. Most organizations arerethinking the way in which training has been developed, implemented, andapplied. These initiatives must be directly linked to important goals andstrategic initiatives.

The Bottom Line:Linking Initiatives with Strategy

The cost of delivering a vast array of training programs and business improvementinitiatives to a diverse network of employees has significantly increased in recentyears. Increased expenditures create the need for increased accountability. Thus,the ultimate level of accountability, the return on investment in training andcoaching, is an important trend within organizations.

The Dale Carnegie Business Group offers training, coaching, and consulting toachieve business objectives in an accelerated and cost-effective way. Oursystems achieve appropriate, tangible outcomes as well as entrenching corecompetencies and effective habits. Our goal is to provide short-term, tangibleoutcomes on behalf of a clear long-term strategy.

A comprehensive Level Five Return On Investment (ROI) evaluation of our workprovides appropriate information to substantiate the success of our processes inassisting our clients in advancing their business and executing their strategies.

The Need For Accountability


Collaboration With Performance ResourcesFounded in 1992, Performance Resources Organization (PRO) is an internationalconsulting firm specializing in the accountability of Human resources.

Based on the pioneering work of Dr. Jack Phillips, who developed the first ROIprocess model in the 1970’s, PRO is the leader in Human Resources accountability.PRO serves clients across the globe. PRO has developed impact studies for all typesof organizations including manufacturing, sales, service and government.

Programs evaluated include “soft skills,” including leadership and team development,to “hard skills” programs such as computer based training and technologyimplementation. Impact studies have been developed with target groups ranging fromentry level employees to top executives. PRO has clearly established itself as theleader in measurement and evaluation processes.


Results-Based Approach:

The Results-Based Approach developed for Dale Carnegie has several importantfeatures:

· A clearly established business need should be linked to an initiativebefore it is launched. Each initiative is developed, and delivered withdesired end results in mind.

· Business impact or ROI evaluations are developed on an on-goingbasis.

· A recommended measurement and evaluation plan is developed foreach process based on models and templates. Some processesrequire a comprehensive plan while others lend themselves to a morefundamental approach.

· It is essential that participants, executives, and managers clearlyunderstand their responsibility to achieve desired results. It is alsoimperative that each participant accept his or her responsibility toapply what they learn. Support and coaching from management isessential. Training does not produce results – people do.

Collectively, these four elements comprise a results-based framework, thefoundation for Dale Carnegie’s approach to successfully achieving desiredend results.

Evaluation At All Levels = Total Client Satisfaction

When the formal training and coaching is complete, participants provide informationabout the reaction to it in terms of key variables such as the effectiveness ofinstruction, usefulness of materials, and relevance of the content. This level Ievaluation not only serves as important satisfaction data from participants, it alsoprovides critical data needed to make adjustments in the learning process.All Dale Carnegie projects include Level I reports.

Support andcoaching frommanagement

is essential.Training does

not produceresults –

people do.


The success of any initiative is evaluated at several levels to ensure ultimatesuccess and total satisfaction. Although evaluations may not be conducted at alllevels, the capability and the process will be in place to evaluate all of the levelsoutlined below.

When the formal training and coaching is complete,participants provide information about the reaction toit in terms of key variables such as the effectivenessof instruction, usefulness of materials, and relevanceof the content. This level I evaluation not only servesas important satisfaction data from participants,it also provides critical data needed to makeadjustments in the learning process. All DaleCarnegie projects include Level I reports.

Dale Carnegie projects are designed to buildcompetencies, enhance knowledge, and shift thethinking or participants – by choice not coercion ormanipulation. For level II evaluations, specific ways tomeasure learning are necessary to judge the successor failure of the initiative in terms of acquisition ofskills, knowledge and changes in attitudes. Level IIevaluation is built into each Dale Carnegie process.

Level 2Learning

Level 1Participant

Satisfaction

Level 3On-The-JobApplication

Because it is necessary to apply newly acquiredskills, knowledge and attitudes to the job, DaleCarnegie processes include on-the-job assignments.With level III evaluation, specific follow-up datacollections are planned to gauge the success ofthese application commitments. Feedback regardingbarriers to successful applications is also gatheredand used as continuous improvement.

What are participants'reaction to the process andwhat do they plan to do with

what they learned?

What skills,knowledge, or attitudes

have changedand by how much?

Did participantsapply on-the-job

what they learned?


Level 5Return On

Investment

Level 4Business

Results

Because Dale Carnegie projects are linked to businessresults, it is important to assess changes in specificbusiness performance measures that are influenced ordriven by the initiative.

At level IV evaluation, a variety of business measuresmay be monitored and linked to the process.

Because the cost of implementing a businessimprovement initiative can possibly exceed thespecific benefits, the ultimate level of evaluation is ameasure of return on investment where the monetaryvalue of the coaching, training, consulting iscompared to the cost of providing it.

For level V evaluation, the cost vs benefit comparisonis developed using a standard ROI formula.

Collectively, these five levels of evaluation provide a comprehensivemeasurement and evaluation process for clients. This process follows thework of Kirkpatrick1 and Phillips2. Because evaluation at all five levels istime-consuming and can be expensive to develop, only specific initiatives(i.e. pilot projects) are targeted for this level of comprehensive evaluation.

1 Evaluating Training Programs, Donald L. Kirkpatrick, Berrett-Koehler Publishers, San Francisco, California 19942 Handbook of training evaluation and measurement methods (2nd edition) Jack J. Phillips, Ph.D., Gulf Publishing, Houston, Texas, 1991

Did the on-the-jobapplication produce

measurable results?

Did the monetary valueof the results exceed

the cost for the process?


Implications In Business Initiatives

Dale Carnegie Business Coaches link classroom processes to outputmeasures. Each participant (or team) develops action plans to link theapplication of lessons learned to performance measures already in placeat an organization.

Prior to the kick-off, during exploratory discussions with executives and/orparticipants, pre-program inputs are gathered to give the process a results-oriented framework.

During the process, team and/or individual action plans are developed andimplemented on-the-job between meetings or between follow-up, reinforcementconversations. This is to determine the degree to which participants areapplying what they learned and the degree of success attained.

The ROI process involves six key steps


STEP 1

Collecting Post Program Data

Data collection is central to the ROI process. Post program data is collected andcompared to pre-program situations or to expectations. Hard data, representing output,quality, cost, and time, and “soft” data, including work habits, work climate, and attitudesare collected. Several preliminary issues must be addressed before developing thedata collection plan. The planned evaluation levels and specific purposes of evaluationmust be determined. The data collection instruments appropriate for the situation andprogram are identified along with the actual timing of collection. Together, these issueswill influence the data collection method. Data can be collected using a variety ofmethods including:

• Follow-up surveys to determine the degree to which participants have utilizedvarious aspects of the training program. Follow-up questionnaires areadministered to uncover specific applications.

• On-the-job observation (by managers) captures actual skill application and use.• Post program interviews with participants to discover the extent to which the

training material has been utilized on-the-job.• Program assignments are useful for simple short-term projects. Participants

complete the assignment on-the-job utilizing a skill or knowledge acquired in thetraining program.

• Action plans are implemented on-the-job after the program is completed. A follow-up of the success of the plans provides evidence of training application.

• Participants, the participant’s supervisor, and the Dale Carnegie businesscoaches all agree on specific outcomes from the process.

• Programs are designed with a follow-up session in which we capture evaluationdata. Participants present their successes with the application of what they learned.

• Performance monitoring is useful where various performance records andoperational data are available to examine for improvement.

Only one or two methods would be used to evaluate a specific process. The importantchallenge is to select the data collection method(s) appropriate for the setting and thespecific initiative within the time and budget constraints of the client.


STEP 2

Isolating the Effects of Training

An often overlooked issue in most evaluation studies is the process to isolate the effectsof the training program. In this step of the model, specific strategies are explored whichidentify the amount of output performance that is linked to the training. This step is essentialbecause there are many factors which will influence the performance of participants in aDale Carnegie process. The techniques used in this step pinpoints the amount ofimprovement related directly to training. The result is increased accuracy and credibility ofthe evaluation process. The following strategies are utilized, as appropriate, by The DaleCarnegie Business Group.

· Control groups are sometimes used to isolate training performance. With thistechnique, one group participates in the process while another, similar, groupdoes not receive the training. The difference in the performance of the twogroups is attributed to the training.

· Trend lines are sometimes used to project the value of specific performancemeasures if the training had not been undertaken. The projection is compared tothe actual data after the training and the difference represents an estimate of theimpact of the training.

· Managers of participants estimate the impact of the training on the outputvariables. With this approach, the supervisors of participants are presentedwith the amount of improvement and are asked to indicate the percent of itrelated to the initiative.

· Senior management estimates the impact of the process. In these casesmanagement provides an estimate or adjustment to reflect the portion of theimprovement related to the process.

Collectively, these techniques provide a comprehensive set of tools to tackle this criticalissue of isolating the effects of the training.


STEP 3

Converting Data to Monetary Values

To develop an actual value for the return on investment, data collected in a Level 4 evaluationmust be converted to monetary values. This requires that a monetary value be placed oneach unit of measure linked to the Dale Carnegie component. Multiple techniques areavailable to convert data to monetary values, and the technique selected usually depends onthe type of data and the situation. Several strategies may be used from the following:

• Output data (i.e., production, productivity, sales) is converted to profit contribution orcost savings. In this strategy, output increases are valued based on their unit contributionto profit or the unit of cost reduction.

• The cost of quality is calculated and quality improvements are directly converted tocost savings.

• For programs where employee time is saved, the average wages and benefits establishthe value for time. Since some training programs focus on improving the time required tocomplete projects, processes, or daily activities, and the value of time becomes animportant and necessary issue.

• Historical costs are used when they are available for a specific performance measure.In this case, company records are utilized to establish the specific value of animprovement.

• When available, internal and external experts may be used to estimate a value for animprovement. In this situation, the credibility of the estimate hinges on the expertise ofthe individual (s) providing input.

Participants estimate the value of this data. For this approach to be effective, participantsmust be capable of offering an appropriate value for the improvement. Managers ofparticipants provide estimates when they are willing and capable of placing values on theimprovement. This approach is especially useful when program participants are not capableof providing this input or in situations where supervisors need to confirm or adjustparticipant’s estimates.

This third step in the ROI model is very important and is absolutely essential to determine themonetary gain from the project. The process is challenging, particularly with non-quantifiabledata, but can be methodically accomplished using one or more of the above techniques.


STEP 4

Tabulating Costs

The other part of the equation on a cost/benefit analysis is capturing thecost of the training. This step involves monitoring or developing all of therelated costs to the program. Among the cost components that will beincluded with a Dale Carnegie process are the following:

• Fees for the project

• The cost of the facilities for the training, unless on site

• Travel, lodging, and meal costs for participants, and facilitators, if applicable

• Salaries plus employee benefits of the participants engaged intraining, if the training is conducted on company time

• Administrative and overhead costs allocated to the program in some convenient way.In addition, specific costs related to the needs assessment andevaluation should also be included, if appropriate. The conservativeapproach is to include all of these as fully loaded costs.


STEP 5

Calculating Return On InvestmentThe return on investment is calculated using the program benefits and costs.The cost/benefit ratio is the benefits divided by costs. In formula form it is:

Benefit Cost Ratio =BenefitsProgram Costs

The return on investment uses the net benefits divided by program costs.The net benefits are the benefits of the training minus the costs. In formula form,the ROI becomes:

ROI(%) = Net Benefits X 100 Program Costs

This is the same basic formula for ROI used in evaluating other investmentswhere the ROI is traditionally reported as earnings divided by investment. TheROI from some initiatives is quite large. For programs involving sales employees,supervisors, and managers, the ROI can be quite large, frequently over 100%.

Since Labour Ready in Canada began working with the Dale CarnegieBusiness Group in 2000, they have achieved remarkable results.This year Steve says, “We will put 4.5 million on the bottom line.This is a 50% increase over last year. Every year since 2000 we’vegrown exponentially on the top. Our sales growth has been double digit.In some years we had thirty percent sales growth.

Steve Cardy states, “Using our customized Dale Carnegie Process, wetook 100% turnover down to 20% and expect to reduce that to 10% bythe end of this year. This tells us we are gaining equity in our people.That all began with the right recruitment process we developedtogether.”


STEP 6

Capture Intangible Benefits

In addition to tangible, monetary benefits, most Dale Carnegie process will have intangiblenon-monetary benefits. The ROI calculation is based on converting both hard and soft datato monetary values. Other data items may not be converted to monetary values, but areidentified in the evaluation. These intangible benefits include items such as:

· increased job satisfaction,

· improved teamwork,

· improved customer service,

· increased customer satisfaction,

· reduced employee complaints,

· reduced customer complaints,

· reduced conflicts.Depending on the evaluation project, other unique intangible data items could be identified.During the data analysis, every attempt is made to convert all data to monetary values.

For example, all hard data such as output, quality, and time are always converted tomonetary values. The conversion of non-tangible data is also attempted for eachperformance measure. However, if the process used for conversion is too subjective orinaccurate and the resulting values lose credibility in the process, then the data is listed asan intangible benefit with an appropriate explanation.

For some initiatives, intangible benefits are extremely valuable, wielding as much influencewith decision makers as hard data measures.

Most salespeople are about features and benefits and what their companycan do. Now our reps, through specific questioning, connect with ourcustomer’s genuine wants and needs.”

- Steve Cardy, Area Director of Operations for Canada, Labour Ready


A Focus on Performance

The Results-Based Approach requires a different strategy tocommunication with clients. Traditionally, communication has focused onissues such as what participants need to learn, how many participants willattend the program, and the reaction of participants to the program. Whilethese remain important issues, they do not reflect the ultimateaccountability of the program. Typical communication will also involve thefollowing issues:

Linkage with Business Needs Since a Dale Carnegie process is linked tobusiness needs, client communications must focus on problems, concerns,and opportunities as they relate to specific business measures. Wheninitiatives are implemented or completed, the impact on specificimprovements in business performance is discussed, reviewed, andreported.

Specific Behavior Changes Because the culture and the climate oforganizations are constantly changing, new and enhanced behaviors arerequired at all levels. Dialogue with clients includes expected behaviorchange as compared to actual behavior. Specific objectives for desiredbehavior change of participants may be included. It is imperative thatplanned behavior changes support specific business needs.

Developing/Approving Business Impact Objectives Projects havespecific business impact objectives. The client is involved in establishing theobjectives. Training objectives reflect desired changes in businessmeasures to be accomplished by the participants involved in the program.Ideally, the objectives set should be Specific Measurable, Attainable,Realistic, and Time Phased (SMART).The client may have the responsibility for the ultimate approval of theobjectives.

Collecting Data At times, the client will be required to collect evaluationdata or assist in the collection of data. Active client involvement in a followup evaluation will usually enhance the quality and quantity of data, as wellas the success of the program.

Reporting Results When a comprehensive evaluation is conducted,the client is presented the information.


Case Study

The IssueLabour Ready experienced massive growth as it launched 18 new branches throughoutCanada in the first 90 days of 2001 - adding to its current 15 locations. They were underpressure to operate at a high performance level in a short time. As Steve Cardy explains,“We are a sales organization and the targets are the targets. It is unacceptable to misssales expectations. As we open our new branches, we need to quickly hit our targets.”Labour Ready Temporary Services, Ltd. is the nation’s leading provider of temporarymanual labour. Labour Ready was founded in 1989 and currently operates 834 branchesin Canada, the United States, and the United Kingdom.

The Business NeedTo keep up with their high level growth, Steve recognized that they needed support tokeep up with their increasing capacity demands. Steve explained, “Because we weremore than doubling our number of branches, I needed to figure out a recruitment processthat made sense. One of the things I’ve discovered is that training will never fix the wrongperson. If you don’t start with the right person, it’s very difficult to get that person toperform at a level you want. I needed to pull in some systems, training, and coaching forour district managers who had to go out and hire complete teams in less than 90 days.We had 15 branches and we wanted to hire 18 new branch managers and 36 customerservice representatives while running our current branches. I knew that hiring the rightpeople would reduce turnover. At that time we were experiencing over 100% turnover atthe branch manager level.”

Steve also recognized the need to create a clear vision of what Labour Readyrepresented in the industry. To rise above competition, they knew they had to becomeserious about their commitment to provide a safe work environment for their workers anddistinguish themselves in the temporary labour industry as a sustainable organizationproducing long-term results.


Case Study

The Solution

Dale Carnegie Business Group worked with the management team to create genuinealignment within the Labour Ready management team. Once aligned, they were able tocreate commitments for their organization, which quickly became the foundation for theirbusiness model.

The ResultSince Labour Ready in Canada started working with the Dale Carnegie Business Groupin 2000, they have achieved remarkable results. This year Steve says, “We will put 4.5million on the bottom line. This is a 50% increase over last year. Every year since 2000we’ve grown exponentially on the top. Our sales growth has been double digit. In someyears we had thirty percent sales growth.

Steve Cardy states, “Using our customized Dale Carnegie Process, we took 100%turnover down to 20% and expect to reduce that to 10% by the end of this year. This tellsus we are gaining equity in our people. That all began with the right recruitment processwe developed together.” Labour Ready in Canada had a tough beginning in 1999 as theylost money and were considered a ‘poor stepchild’ of their American parent company.Then a year later they broke even. Every year since then they have surpassed financialgoals set. Last year they had the highest percentage growth year over year. Steve Cardyis very optimistic for the future, “I see us doing 50 million with 6 million on the bottom line.”

Top Line Growth

(Continued)

“At first we had no idea how productive an account rep could become.Our U.S. counterparts get pretty excited when someone produces a half amillion in sales. With our Dale Carnegie coaching, we have over fourpeople producing over a million dollars each and they’ve hit that targetthree months ahead of forecast. When we talk to prospective customers weknow exactly what questions to ask. Most salespeople are about featuresand benefits and what their company can do. With the Dale Carnegieapproach, our reps, through specific questioning, connect with ourcustomer’s genuine wants and needs.”

- Steve Cardy, Area Director of Operations for Canada, Labour Ready


If you are serious about harnessing the awesome power of yourcurrent resources, please consider the following:

What’s Working in CanadaFor years we’ve worked with hand picked teams from companies in a variety of sectorsfocused on producing unprecedented results. They create an environment with built-inaccountability where individuals engaged in the fundamentals of getting things done onbehalf of where the business is going. These teams have leaders who develop clearplans; set remarkable goals; engage their people in focused actions; and supporttraining that produces specific, bottom-line outcomes and measurable results.

For Example:

Vaughan Gibbons, President of Niagara’s V. GibbonsConstruction reports:

“We wanted to become more productive and efficient. We found ourselvesoverlapping tasks - costing us time and money. Since our team’s DaleCarnegie experience, we see 3 to 5% more profit. In the constructionbusiness, that’s huge.”

Teams from one Ontario Johnson Controls plant produced reductions in scrapand other measurable outcomes adding millions in cost savings to the bottomline. According to Warren Martin, former Plant Manager (now promoted to headoffice in Michigan):

“The scrap rate became half of what it was the previous year... That changealone is worth in the seating plant one-half million dollars per year. In oneyear, Johnson Controls had $4.2 million U.S. in scrap for the business unit,$2.6 of that was at our plant. I started showing people bar graphs showing ourproportion of the total operating unit. One Dale Carnegie team took one linerepresenting 12% of our sales, from a 6% to 1% scrap rate. This was a$390,000 dent in our $2.6 million scrap rate. A significant accomplishment!”

“When companies fail to execute, chances are theydon’t measure, train, develop, and reward people whoget things done.”

Kevin D. CroneCEO, Dale Carnegie Business Group


An InvitationEngage in a business advancement conversation with one of ourBusiness Coaches. Tell them where you are going. We can helpyou determine the gap between strategy and results. You'llexperience a brief but powerful Digital Analysis (Reality Check) toclarify where you are and what elements of your business requirefocused action.

Dale Carnegie Business GroupHead Office

2121 Argentia Road, Suite 103Mississauga, Ontario L5N 2X4

Tel: (905) 826-7300 / 1-800-361-2032Fax: (905) 826-5565

Email: [email protected]


Partial List of ClientsEllis DonErnst & YoungFarm Boy Inc.F-B Tool & Die Ltd.Ford CanadaFuture ElectronicsG & K Work Wear Corp.Giant Tiger StoresGlaxo Smith Kline Inc.HatchHershey CanadaHonda Canada FinanceHSBC Bank of CanadaING InsuranceInvestors GroupIrving OilJanssen Ortho Inc.JM Schneider Inc.Johnson ControlsJohnson & JohnsonLabour ReadyLallemand Inc.Lauzon Plancher de BoisLiptonLyrecoMagna / DecomaManulifeMap InfoMaritime Life AssuranceCo.McCain Foods CanadaMcKinsey & Co.Mercedes-Benz CanadaMerck Frosst Canada Ltd.Microsoft Canada Inc.Moeller ElectricNational BankNational Grocers RetailNatural Resources CanadaNedermanNikon Optical CanadaNortel NetworksNovartis

P & H FoodsPepsi Bottling Group Co.PfizerPrice Waterhouse CoopersQuadco Equipment Inc.Queen’s UniversityReckitt BenckiserRentokillRimply Manufacturing – MagnaRogers AT&T WirelessRonaRoyal Bank of CanadaRoyal York HotelSanofli Bio Ingredients –CanadaSecond Cup Ltd.SiemensSobeys Inc.Sprint CanadaStanfields LimitedStora Enso Magazine PaperSwan Dust Control Ltd.SymantecTD Canada TrustTech Data Canada Inc.Terasen GasTextron Automotive Co.The Hudson’s Bay Co.The City of BathurstThe Safety GroupToronto Stock ExchangeTotten Sims Hubicki AssociatesTransworld SignsUltraMar LimitedUnivar Canada Ltd.Vanbots Construction Inc.Vancouver PoliceVolkswagon CanadaWal-Mart CanadaWeyerhauser CanadaWyethZellersZenon Environmental

Abell Pest ControlAdesa TorontoADT Security ServicesAIC Group of CompaniesAliant Inc.AlstomAshland CanadaAstra ZenecaAvaya CommunicationsBallard Power SystemsBank of MontrealBASF CanadaBC HydroBMW CanadaBombardier AerospaceBorg WarnerBouclairBrite ManufacturingBrowns Shoes Inc.Cadillac FairviewCanada Customs & Revenue AgencyCanadian Human Rights CommissionCanadian PressCanadian TireCapital OneCaraCascades Inc.Chamber de l’assurancedes DommagesCIBCCity of BurnabyCorrection Services of CanadaCoyle Corrugated Containers Ltd.Crown Wallpaper CompanyCTBR (Clin Trials Bio Research)DaimlerChrysler CanadaDana CanadaDanone Inc.Deloitte & ToucheEastern Construction


Ontario – South Central2121 Argentia Road, Suite 103Mississauga, Ontario L5N 2X4Tel: (905) 826-7300 / 1-800-361-2032Fax: (905) 826-5565Email: [email protected]

Ontario – East1420 Blair Place, Suite 104Ottawa, Ontario K1J 9L8Tel: (613) 737-6636 / 1-800-465-3133Fax: (613) 613-737-5229Email: [email protected]

Contact Us:Dale Carnegie Business Group

Offering Dale Carnegie® in Canada

Dale Carnegie Business Group – Head Office2121 Argentia Road, Suite 103Mississauga, Ontario L5N 2X4

Tel: (905) 826-7300 / 1-800-361-2032Fax: (905) 826-5565

Email: [email protected]

Dale Carnegie Business Group – Regional Offices

British Columbia4401 Still Creek Drive, Suite 226Burnaby, BC V5C 6G9Tel: (604) 299-5115 / 1-800-663-2661Fax: (604) 299-5657Email: [email protected]

Quebec6363 Trans-Canada Hwy. Suite 215St. Laurent, Quebec H4T 1Z9Tel: (514) 747-3381 / 1-888-747-3381Fax: (514) 747-7209Email: [email protected]

The Maritime ProvincesNew Brunswick, Nova Scotia& Prince Edward Island58 Church AvenueSussex, New Brunswick E4E 1Y7Tel: (506) 432-6500 / 1-800-561-2220Fax: (506) 432-6508Email: [email protected]

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