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Administration in Social Work
ISSN: 0364-3107 (Print) 1544-4376 (Online) Journal homepage: https://www.tandfonline.com/loi/wasw20
From Needs-Based Segmentation to Program
Realignment: Transformation of YWCA of Calgary
Donna S. Finley , Gayla Rogers , Michael Napier & Jill Wyatt
To cite this article: Donna S. Finley , Gayla Rogers , Michael Napier & Jill Wyatt (2011) From
Needs-Based Segmentation to Program Realignment: Transformation of YWCA of Calgary,
Administration in Social Work, 35:3, 299-323, DOI: 10.1080/03643107.2011.575346
To link to this article: https://doi.org/10.1080/03643107.2011.575346
Published online: 31 May 2011.
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Administration in Social Work, 35:299–323, 2011
Copyright © Taylor & Francis Group, LLC
ISSN: 0364-3107 print/1544-4376 online
DOI: 10.1080/03643107.2011.575346
From Needs-Based Segmentation
to Program Realignment: Transformation
of YWCA of Calgary
DONNA S. FINLEY
Framework Partners, Inc., Calgary, Alberta, Canada
GAYLA ROGERS
Faculty of Social Work, University of Calgary, Alberta, Canada
MICHAEL NAPIER
Framework Partners, Inc., Toronto, Ontario, Canada
JILL WYATT
United Way of Calgary & Area, Calgary, Alberta, Canada
This article delineates how a social service organization was
transformed, enabling the transition from severe financial strain
to healthy financial sustainability, now eight years running. By
applying a client needs-based segmentation that informed a program and service realignment, the YWCA of Calgary significantly
improved its program and service delivery.
KEYWORDS needs-based segmentation, program and service
alignment, process improvement, strategy implementation, performance improvement, organizational effectiveness, transformation
In memory of Judi Osborne, YWCA of Calgary Board Chair, 2001–2003. Judi had the
vision, courage and foresight to lead YWCA of Calgary to a whole new level of performance
and impact in the community.
The authors would like to recognize the contributions of Mario Siciliano, formerly COO
of YWCA of Calgary.
Address correspondence to Gayla Rogers, Faculty of Social Work, University of Calgary,
2500 University Drive NW, Calgary, Alberta, Canada T2N 1N4. E-mail: grogers@ucalgary.ca
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D. S. Finley et al.
INTRODUCTION
Segmentation is a concept often used in public and corporate planning that
can also be applied in a nonprofit context. Specifically, nonprofit organizations can benefit by segmenting their stakeholders (including clients) into
needs-based clusters to more effectively serve them. This paper describes
how in 2001, a struggling nonprofit organization, the YWCA of Calgary,1
implemented a segmentation model based on the needs of its clients to
strategically realign its programs and services, and emerged as a leading
social services organization in the community.
Segmentation, in this context, involves arranging the current and potential clients of an organization into clusters according to their current and
evolving needs. These clusters of needs underpin their motivations for using
various programs and services. In the case of the YWCA of Calgary at the
time of this strategic planning initiative, multi-barriered women2 made up
the largest demographic client segment (72%). Historically, the YWCA of
Calgary approached serving these women with a standard menu of services
based on what the organization traditionally offered rather than what the
women may have actually required. Programs and services were typically
designed around funding availability, not necessarily around the organization’s strategic direction and clients’ needs. The array of programs and
services being offered in 2001 did not evolve from actual client needs and,
therefore, over time the programs increasingly underserved the YWCA of
Calgary’s client base. These misaligned programs and services were not comprehensive, lacked coordination and integration, and had unclear financial
viability. Increased demand for services by clients, fierce competition for dollars, the search for a niche in the sector, and the hiring of a new CEO created
the conditions required for transformational change within the organization.
Success was quickly realized. By 2003, post-program realignment, the YWCA
of Calgary was stabilized and the threat of financial disaster from 2001 was
averted.
This paper describes the types of segmentation used by the YWCA of
Calgary as the basis from which realignment of core programs and services
could occur. It offers a model for linking such a strategic framework to
operational priorities as the means for making decisions about expanding,
contracting, creating, or outsourcing programs and services. In the subsequent sections, this paper reviews the relevant literature, presents the needsbased segmentation applied by the YWCA of Calgary, discusses the program
realignment that occurred, and assesses the success of this organizational
transformation.
Transformation of YWCA of Calgary
301
SEGMENTATION LITERATURE REVIEW
Market Segmentation
Segmentation involves assessing and then clustering a group of individuals
(e.g., clients, members, funders, partners) based on a predetermined set of
criteria. There are multiple forms of segmentation, each of which provides
value toward strategy setting and/or operational planning.3
Traditionally, social service organizations segment their clients by demographics such as age, income, ethnicity, gender, and health status. This
observation is consistent with McCarthy and Jinnett (2001), who found
that other types of nonprofit organizations typically define their client
groups geographically, demographically, or by some behavioral characteristics. These methods of classifying clients, while useful at an operational
level, cannot account for the increasing complexity or the evolving nature
of clients’ situations. Furthermore, these models do not enable a strategic
overview of the multiplicity of products and services offered within a given
community.
In the past 40 years, segmentation has taken many forms, each specific
to its intended use, and each with a different level of operational or strategic intensity. Frank, Massy, and Wind (1972) are among the first researchers
to develop a taxonomy of segmentation in the nonprofit sector. This taxonomy was set up as a matrix, which is based on variables either directly
measurable (observable) or inferred (unobservable), and variables independent of or related to goods and services (general and product-specific,
respectively). While this method can be effective for segmenting clients
demographically based on service use, it is operationally focused because
it has limited application when reconceptualizing a full range of service
offerings.
In a later paper, Robbins and Robbins (1981) use a frequency-ofparticipation segmentation method. This model allows organizations to
segment participants into three common categories: those not disposed to
participate, those disposed to participate but are not currently doing so,
and those already participating. While this method allows an organization
to develop strategies to increase participation, it does not determine why
people are participating. Therefore, developing strategies to target one of
these three groups will be challenging without knowing what motivates
one’s decision to participate.
Todd and Lawson (2001) use attitude, interest, and opinion variables
to segment patrons in the arts; these variables focus on demographics and
statistics. While this method provides valuable insight as to who is attending events or partaking in services, it does not directly inform strategy; it
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D. S. Finley et al.
does not help us understand who is not attending and why. This method
does, however, help in defining sub-segments and setting tactics that support
strategic outcomes.
After employing a straight statistical demographic segmentation and
only finding semi-interesting results, Pawson and Troy (2004) investigated
an aesthetic approach to segmentation. The authors use product-specific
unobservable (inferred) variables and are largely concerned with the aesthetic appeal of organizational offerings. Sewall (1978) claims that aesthetic
interest is a key decision-making factor when deciding whether to attend an
event/program. Therefore, segmentation based on preferences is intuitive as
consumer reactions to product and/or service attributes are not indicative of
functionality.
Clopton, Stoddard, and Dave (2006) build on preference-based modeling by conducting a survey of patrons of arts events. The survey contained
basic demographic questions in addition to questions on preferences.
Data were used to segment customers based on their relative preferences for the arts in general. This allowed the authors to compare and
contrast how each of the segments behaved based on the other survey
questions. Furthermore, the authors tested the significance and nature of
the relationships between the market segments that emerged and typical demographic variables. While the comparison with demographics is
interesting to the organization, it is what can be learned from the preferencebased segments that effectively repositions the strategic direction of the
organization.
Similar to preference-based segmentation is a needs-based segmentation model described by Rogers, Finley, and Galloway (2001), who
explained how social service organizations can benefit from conducting
and implementing a needs-based segmentation approach. Using this segmentation method and learning from other nonprofit sectors, such as the
performing arts, social service organizations can better serve the community. Furthermore, the organization’s staff, board, and volunteers will be
better equipped to meet the current and evolving needs of clients. As
Greengrove (2002) described, needs-based segmentation is fundamentally
a strategic process that drives product and service development, and brand
strategy.
Performance-based segmentation is defined by fundamental needs that
may or may not be explicitly expressed by the client. Nonprofit organizations
typically struggle to define who their clients are and are generally preoccupied with chasing funding. Identifying and understanding core needs
enables the organization to take the next step: identify the clusters of
client needs the organization is best equipped to serve and the clusters
of client needs that are better served by (or jointly with) other service
providers.
Transformation of YWCA of Calgary
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Needs-Based Segmentation
The reason for employing a needs-based segmentation approach is that the
needs that individuals would like to have satisfied are “the basic reasons for
the existence of true market segmentation” (Haley, 1968).
In order to best serve their clients and achieve their mandate while
doing so, nonprofit organizations must think and act with strategic intent.
A needs-based segmentation allows service providers to understand the
groups of clients it currently serves, should serve, and can best serve based
upon clients’ and potential clients’ current and evolving needs, backgrounds,
motivations, and expectations, as well as the organization’s desired future
state.
Such a needs-based segmentation approach was employed by Finley,
Gralen, and Fichtner (2006) to pull a performing arts organization out of
bankruptcy protection and reposition it into a sustainable organization4 that
maintains a sizable surplus. Needs-based segmentation guides the design,
growth, and closure of programs, services, and processes to meet the
targeted needs of clients. Figure 1 is a depiction of the movement from
demographic-based to needs-based segmentation.
Typically when organizations develop strategies, they focus on demographics and firmographics (demographics of organizations or “firms,” rather
Powerful
in defining
sub-segments
and setting
tactics.
Firmographics
• Size of
organization
• Sector
Demographics • Size of clientbase
• Age
• Gender
• Language
• Geography
Behaviours
• Convenience
sensitivity
• Quality
sensitivity
• Price
sensitivity
Needs-based
• Security
• Power
• Esteem
• Confidence
• Tangible
resources
Powerful in
setting
strategy and
designing
programs and
processes.
Traditional Focus
FIGURE 1 Process from demographics to needs-based segmentation (color figure available
online).
Source: Framework Partners Inc. planning tool.
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D. S. Finley et al.
than of people). When using demographics and firmographics to develop
strategy, organizations become focused on “doing things right,” and outcomes tend to be operational details. Organizations can also segment their
markets by behaviors (e.g., what do my clients consider when deciding
to access my program or service?). However, even behavioral segmentation tends to be tactical; it informs the implementation of the organization’s
promotional strategy and does not contribute to that strategy’s development.
Using needs-based segmentation, organizations can think of the clients
they serve and could serve (prospective clients) at a higher level—“are
we doing the right things?” The needs-based segmentation approach helps
define an organization’s target market, or more specifically, target client.
A primary target client is a segment of the market that the organization
can best serve with its programs and services, which are provided with
the highest level of expertise and/or lowest cost of implementation. An
organization’s secondary target client is generally served with programs and
services complementary to the organization’s primary breadth of services
that are less actively promoted. Lastly, the organization will opportunistically serve clients; those needs-based segments that the organization can
efficiently serve, however, are not part of the organization’s target market.
By identifying and deeply understanding an organization’s primary target clients, programs and services can be tailored to meet all the needs of the
target client. An organization can become more effective and focused, and
achieve better client retention because the organization now understands
and appreciates the depth and breadth of the programs and services it must
deliver.
Once the strategically focused needs-based segmentation is complete,
demographics, firmographics and behavioral characteristics can be used to
sub-segment the needs-based segments for operational decisions/purposes.
One case example is provided by the YWCA of Calgary. One needsbased segment might include anyone (i.e., women, children, and men)
who requires abuse counseling. This segment of the market can be targeted and served with focused programs and services. However, it could be
that women require a female counselor and men require a male counselor.
While the entire needs-based segment is targeted and served in the same
way, the sub-segment of gender plays an important role and informs strategy to ensure that when hiring counselors the appropriate ratio of female to
male counselors is considered.
Ideally, an organization would differentiate clients by their needs and
create as many specific needs-based segments as possible in order to exhaustively meet every need of every client. In reality, this is not feasible and it
is recommended to limit the number of needs-based segments from six to
nine. One must consider weighing the increased revenue/expenses from
better meeting the needs of one’s clients with the increased cost of altering
Transformation of YWCA of Calgary
305
promotion, funding, and/or HR plans (Peltier & Schrobrowsky, 1997), or
realigning programming.
Greengrove (2002) discussed a needs-based segmentation from the
medical sector where it was discovered that needs-based segments can be
independent of pathology. In other words, it is better for doctors to treat
the patient and not the pathology (e.g., in some cases, the needs of a breast
cancer patient are more aligned to those of a gastric cancer patient opposed
to the needs of other breast cancer patients).
A more relevant example to social services of using needs-based
segmentation is the United Way (UW) of Las Vegas who examined the
“exchange” relationship between donors and fundraisers in the 1990s.
Donors and non-donors were clustered based on “needs” that included general attitudes toward charities, reasons for giving, perceptions of the UW, and
individual ranking of particular causes. The UW of Las Vegas’ needs-based
segmentation approach increased donations nearly 25% in the first year of
implementation, and UW Las Vegas was instantly the fastest growing UW in
the United States (Peltier & Schrobrowsky, 1997).
This example of the UW of Las Vegas also applies to program and
service alignment. Caramanica, Cousino, and Petersen (2003) argue that program and service alignment to an organization’s strategic direction is the
first step to success. If different departments are implementing programs
and services that do not align with the mandate of the organization, then
this misalignment creates uncertainty amongst its staff, clients, funders, and
the programs and services. Furthermore, the risk of mission-drift arises as
the organization or departments within the organization lose focus as to
the purpose of the organization. Aligning organizational objectives to the
organization’s strategic direction is akin to and just as important as aligning
programs and services to target clients.
Ideally, an organization defines its mission and then identifies its primary and secondary target clients before developing the programs and
services it intends to offer. However, most social service organizations have
been operating for several years (even decades) and suffer from legacy client
targets that have evolved with the operation of the organization, not through
strategic thought and mission alignment. Employing the ‘strategy’ of providing programs and services “because those are the programs we have
always offered” will likely lead to offering programs and services that do not
sufficiently meet clients’ needs.
In 2001, the YWCA of Calgary experienced this same series of legacy
issues. However, through its program and service realignment analysis (discussed later in this paper), the organization clustered all programs under one
of three categories: growth, restructuring, and divestiture. After this analysis,
the YWCA of Calgary was better equipped to realign its current program and
service offerings with the needs of its target clients.
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THE PROCESS OF NEEDS-BASED SEGMENTATION
The needs-based segmentation process describes how an organization can
move from traditional segmentation methods to identifying needs-based segments, determining which clusters of client needs can be served best by the
organization and which client segments are best left to be served by other
organizations. Box 1 in Figure 2 illustrates how most organizations assume
they are serving one type of client with one primary need or a limited set
of common needs. Box 2 shows how clients can be segmented into clusters
based on their differentiating needs. Some of these clusters may develop
overlap, while some clusters may be very distinct and separate from all others. Box 3 highlights that by deliberately selecting specific groups (segments)
of clients that the organization can best serve, the organization defines a
unique value proposition and becomes more effective at serving the clients
within the chosen segment(s) (the dark circles in Box 3). The value proposition is a tight explanation that staff and volunteers can use when advocating
for the organization or explaining to clients, funders, and the community
how the YWCA of Calgary can help.5 This focus on unique value propositions increases the opportunity for forging partnerships with other service
providers in order to better serve clients’ needs (the light circles in Box 3).
Partners and potential partners also become more aware of the services of
the original partnering organization (in this case, YWCA of Calgary) and can
redirect/refer clients as well.
The internal process of moving an organization’s client focus from Box
1 to Box 3 usually takes time and encompasses lengthy discussions for
those engaged in the organization’s strategic planning. Nonprofit organizations typically do not have the resources for internal strategic reflection—a
systemic weakness in the nonprofit sector. However, as nonprofit organizations face increasing client wait lists and decreasing funding, a more
Segmentation divides clients into clusters with similar needs.
Value
Proposition 1
Value
Proposition 2
Value
Proposition 3
Value
Proposition 4
Many organizations
perform assuming one
cohesive set of client
needs
In reality, there can be
multiple sets of
differing client needs
Understanding differing
expectations and
consciously targeting
selected needs to serve is
key to effective performance
FIGURE 2 Segmentation model (color figure available online).
Source: Framework Partners Inc. planning tool.
Transformation of YWCA of Calgary
307
systematic re-examination of their strategic direction leading to program and
service realignment is warranted.
Once an organization has segmented its clients and identified those
clusters it can best serve, there is an opportunity to streamline and redesign
programs and services to meet the needs of the target segments. This step
in the process may include divesting programs and/or services that are no
longer required because they no longer meet the needs of the organization’s
target segments or because these programs/services are not effective from a
cost-benefit perspective. This process of restructuring and repositioning may
be revolutionary for some organizations and, therefore, it is vital that consensus is reached within the group so that the actions to take will be supported
by the organization. It is also important to engage key stakeholders in the
realignment process to build commitment and understanding of the need
for restructuring. These stakeholders will more likely support such a potentially disrupting change (in the short run) if they are included throughout
the realignment process, kept abreast of progress, and encouraged to submit input. Also, by including updates throughout the process, revaluation of
a large restructuring plan is not unveiled on unsuspecting staff, volunteers,
clients, and funders.
Over-streamlining an organization’s focus so that it leads to stagnation, or the prevention of expansion and/or renovations is not common
nor much of a threat to an organization undergoing such a transformation.
However, planners are advised to be aware of this possibility. To avoid this
risk, significant client analysis (including a re-evaluation of the needs-based
segmentation) should be completed about every five years to ensure the
organization remains in line with evolving client needs. Also, preventing
large expenditures such as renovations could be a positive outcome if the
organization would have otherwise dissolved before the renovations are
complete, or shortly thereafter.6
The act of dividing clients into distinct segments allows an organization
to selectively develop programs, tailor services, and communicate specific
messages to targeted groups of clients (and funders) in order to maximize organizational effectiveness. Thus, in the face of declining financial
resources and increasing demand for quality service, a client needs-based
segmentation can be an effective and efficient strategy when nonprofit organizations are making decisions about program priorities, best uses of limited
resources, and/or better methods of targeting funders due to the clarity
gained from the client-focused programs and services.7
THE CASE OF YWCA OF CALGARY
While the academic literature on using needs-based segmentation to align
programs and services within primary and secondary target client markets is
limited, it is this very path that the YWCA of Calgary took in 2001 to achieve
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D. S. Finley et al.
a new level of sustainability. The motivation for the YWCA of Calgary to initiate such a strategic planning initiative was that the organization was facing
severe cash shortfalls. The organization’s board agreed that quick action was
required. As part of a comprehensive strategic planning effort, the board
approached the bank to refinance the organization’s debt; a decision was
made to sell its camp at Sylvan Lake; a serious cost-cutting program was
implemented so that payroll could be met; and a systematic rethink of the
YWCA’s programs and services was initiated to significantly improve service to clients. The staff was highly engaged in the restructuring process,
which created buy-in and commitment during the implementation phase.
While defining the strategic positioning is vital to the process, implementation follow-through on the part of the staff is equally important. The role
of the CEO during this sensitive time to take the board’s strategy work and
implement it with the staff was paramount to the transformation’s success.
Furthermore, the CEO (newly hired at the start of the transformation process)
had to skillfully manage the relationships between the board, senior management, and a third-party strategic planning consultant. The YWCA of Calgary
implemented its renewed strategic direction over five years (2001 to 2005).
Background
The YWCA advocates on behalf of women and children, particularly in the
areas of economic autonomy and domestic violence. The YWCA of Calgary
is one of the 36 YWCAs in Canada. Throughout its more than 150-year history, the YWCA in Canada has been a pioneer in meeting women’s emerging
needs (see Figure 3)
At the end of the 20th century, the YWCA of Calgary was struggling
to overcome a number of growing issues within the organization, including
long-term operation in a state of chronic financial vulnerability. With financial and human resources continuously constrained, the YWCA of Calgary
experienced difficulty in delivering its services. Changes to internal fundraising models also became a challenge for the organization; the need for
greater attention to donor stewardship, including reporting to donors and
the demonstration of program and service sustainability, stretched available
resources to the limit. Furthermore, competition in the market for additional
fundraised dollars was fierce at the time when the organization was attempting to decrease its dependence on government funding. In addition, while
the YWCA of Calgary’s profile in the local community remained relatively
high, public awareness and appreciation of the organization’s role within
the community and its implementation of programs and services were very
limited. The roles of the YWCA and YMCA remained significantly unclear
to the public, and their relationship with each other appeared competitive
opposed to collaborative.
Prior to initiating a strategic planning process, the YWCA of Calgary’s
programs and services were spread across a broad client base of women,
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Transformation of YWCA of Calgary
YWCA’s History
1919
Canadian
Women Get
Vote
Prayer and Shelter for Women
1985 Community
Model approved
(to accommodate
co-ed programs)
1995 First
Community
YWCA
Established
1
20 990
00 –
s
70
19
50
19
–8
0s
–6
0s
–4
30
19
0s
National
Centennial
0s
–2
1
19 890
00 –
s
18
18
70
50
–8
–6
0s
0s
1893
National
YWCA
10
1870 First
Canadian
YWCA
(St. John)
1954 First
YMCA/YWCA
Established
19
1894
World
YWCA
Shelter For Women and Children
Education & Shared Resources
Employment & Education Programs
Programs for Unemployed Women
Lending
libraries
(Montreal,
Quebec
City)
• School of
Cookery
(Toronto)
• School of
Domestic
Science
(Hamilton)
Evening classes
for employed
women (English,
bookkeeping)
Social Advocacy
• Hostess
Houses (for
wives of
service men)
• Farm Service
Force (camps
for women
and girls doing
farm labour)
Daytime
Programs
for Young
Mothers Researching and educating
on the role of women in
Canadian Society
FIGURE 3 Evolution of the YWCA of Calgary from 1850–2000 (color figure available online).
The YWCA of Calgary’s planning initiative, 2001.
children, and men. Multi-barriered women were the traditional focus for programs and services, which represented the largest client segment (72%) of
the YWCA of Calgary. Also, 70% of the YWCA of Calgary’s clients lived below
the poverty line. At the onset of the segmentation initiative, the YWCA of
Calgary’s programs and services fell into four categories: family violence prevention, housing, education and employment, and health and recreation. It is
evident that these categories were demographic—as described in Figure 1;
YWCA of Calgary was operating in Box 1 of Figure 2—and attempted to
serve the broadest array of individuals possible. This ultimately led to the
YWCA of Calgary being opportunistic in following funding sources and,
therefore, offering some programs and services that the target clients did
not require and from which they derived marginal benefit.
YWCA of Calgary’s Strategic Planning Initiative
STRATEGIC
ISSUES
With the urgency for change on YWCA of Calgary’s horizon in 2001,
the organization began the process of renewing its strategic direction.
The first significant step in achieving a new strategic direction was the
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D. S. Finley et al.
identification of strategic issues (i.e., the fundamental drivers for change).
To do this, the organization completed a situation assessment that examined its current strategy and how it fit within the current environment.
The organization’s strengths and weaknesses were articulated; a comparative assessment of other service providers was undertaken; a key
stakeholder analysis was completed; and key trends in six areas of focus
emerged.
From the aforementioned analysis and the YWCA of Calgary staff consultations, consensus was reached that two significant strategic issues were
eminent and needed to be urgently addressed:
1. Strategic positioning and clear market focus needed to be determined
by:
a. Identifying the types of clients the YWCA of Calgary can best serve
(perform a needs-based segmentation analysis);
b. Reframing core programs and services that reflect the evolving needs
of targeted clients (increase client satisfaction); and
c. Increasing public awareness and understanding of the YWCA of
Calgary and its services in the community.
2. Debt-restructuring and revenue enhancement needed to be addressed
and implemented by:8
a. Significantly enhancing the YWCA of Calgary’s ability to fundraise to
ensure the organization’s sustainability;
b. Articulating the means to realize organizational growth through transformational repositioning; and
c. Developing new revenue streams to support long-term sustainability.
The key driver for the YWCA of Calgary’s transformation was reframing
core programs and services to better reflect the evolving needs of targeted
clients. Addressing this fundamental issue allowed the YWCA of Calgary
to gain a better understanding of who its current and potential clients were
and what these clients needed the organization to deliver. By addressing this
issue first, a foundation was established for addressing other issues affecting
the organization. To better understand its clients, the YWCA of Calgary, with
the solicited support of a third-party strategic planner, initiated a needs-based
segmentation process.
NEEDS-BASED
SEGMENTATION
In the recent years leading up to YWCA of Calgary’s strategic planning initiative in 2001, the number of multi-barriered women coming to the YWCA of
Calgary had increased and continues to increase today. Clients seeking services at the YWCA of Calgary have increasingly higher levels of needs, more
barriers, and gaps in their ability to meet their most basic living requirements.
Transformation of YWCA of Calgary
311
Over the years, programs and services had mushroomed in an attempt to
meet all needs of all persons seeking service at YWCA of Calgary.
The first step included identifying the needs common to all clients
as well as the needs that distinguished groups of clients. Common needs
to YWCA of Calgary clients include: access to a continuum of programs
and services; transportation; access to other services (e.g., health care);
and a non-discriminatory and non-judgmental environment. The YWCA of
Calgary also identified seven categories of clients distinguished by unique
needs. Table 1 lists each client segment and describes the associated needs.
The board and staff worked together to determine which of these seven
segment