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ACC Strategic Plan

This page summarizes the Alpine Club of Canada's Strategic Plan 2025–2028, approved by the Board. It was informed by an extensive club-wide consultation process led by a third-party facilitator, drawing on input from staff, board members, section leaders, and ACC members. It captures the outcomes the ACC wishes to achieve over the next three years and the steps needed to reach them, with sections and members at the centre of everything the club does.

Vision, Mission & Ambitions​

Vision​

A thriving, united mountain community that transforms lives through adventure, deep connection and lifelong engagement, supporting the preservation of the mountain ecosystem.

Mission​

The Alpine Club of Canada, through its members, local sections, and backcountry huts, inspires and connects all who seek to experience the mountains across Canada by encouraging adventure and exploration, advancing mountain culture, and stewarding the wild places that inspire us.

Long-Term Ambitions​

  • Mountain culture across our national network – Members and partners feel connected to one another, to the collective and to their environment through shared experiences, stories, and a strong sense of identity rooted in a deep appreciation of the mountains.
  • Accessibility, inclusivity, engagement and skills development – All who wish to experience the mountains through the ACC and its sections feel welcomed, prepared, and empowered to participate safely and sustainably.
  • Conservation – We promote the protection of mountain ecosystems and responsible recreation through leadership, education, and partnerships.
  • Financial sustainability, operational excellence, effective governance – We are equipped with the leadership, funding, and systems needed to remain sustainable and thrive in future years.

Guiding Principles​

  • Accessibility & Inclusivity – We are an accessible and inclusive community. We value diversity and equity as founding principles to participate in the club and recreate in the mountains.
  • Environmental Stewardship – We are committed to protecting the landscapes we explore. Through leadership and education, we promote and model responsible recreation and environmental care.
  • Effective Governance – We uphold transparency and accountability to proactively cultivate trust with our members and partners. We continuously adapt our organization and systems to ensure the club's long-term vitality and financial sustainability.
  • Embracing Change – Built upon a proud legacy, we embrace growth and innovation. We evolve our culture, programs, and services to meet the changing needs of our community.

Values​

  • Foster Belonging – Enhancement of the human spirit through connection to and value of mountains and mountain sport.
  • Inclusivity – Recognize that personal fulfillment in the outdoors has diverse expressions, but a common foundation in personal and environmental responsibility.
  • Generosity – Sharing knowledge of the mountain environment and recreational best practices with others.
  • Curiosity – Seek to continually understand and adapt. This applies to each other but also to our environmental footprint.
  • Safety – To practice and promote safety in the mountain environment at all times.
  • Respect – Respect of people, the environment, Indigenous ways, and our mountaineering legacy.

Strategic Priorities​

  1. Engaging and Unifying the ACC Community – The ACC is a strong, inclusive, and collaborative community across Canada and ACC's sections. This community is rooted in engagement and shared values of adventure, respect, and stewardship.
  2. Enhancing Capacity and Leadership – The ACC develops the leadership skills of its members to provide accessible, safe, and inspiring alpine adventures. The ACC sections and office have the necessary tools, governance clarity, and shared purpose to thrive together.
  3. Advancing ACC Values through Mountain Culture – We use storytelling, film, literature, art, and our archives to share our values.
  4. Ensuring Access – We act locally to ensure our members can access recreation areas responsibly.
  5. Supporting Climate Action – With our partners, we raise awareness and educate our members about climate change. We mitigate our impact and adapt our practices to the changing ecosystem.

2025–2028 Strategic Plan Goals​

Our three-year goals support our strategic priorities to make progress towards achieving our vision, in line with our mission and guiding principles. We build on a solid foundation of communications, information technology, diversified funding, and — most importantly — the people who work and volunteer for the ACC.

1. Engaging & Unifying the ACC Community​

  1. Foster inclusivity and belonging.
  2. Improve communication and awareness.
  3. Develop offerings for diverse members.
  4. Unify the national community and improve connectivity.

2. Enhancing Capacity & Leadership​

  1. Increase trip and activity opportunity.
  2. Modernize and expand training curriculum.
  3. Create a Facilities strategy for developing infrastructure across Canada.

3. Advancing ACC Values through Mountain Culture​

  1. Nurture our values through arts and community events.
  2. Develop awareness of cultural heritage, mountain films and arts.
  3. Learn about, honour, and respect Indigenous ways.

4. Ensuring Access​

  1. Support sections on local access issues.
  2. Identify and work on broader access concerns.

5. Supporting Climate Action​

  1. Develop transparent and actionable policies.
  2. Educate and model best practices.
  3. Engage and empower members around conservation issues.
  4. Enhance relevance and longevity.
Cross-Cutting Foundations

Every strategic priority above is supported by four foundational pillars: communications, information technology, diversified funding, and staff, volunteer, and section resources.

Retrospective: What We've Achieved So Far (2022–2025)​

The 2025–2028 plan builds on the progress made under the ACC's 2022–2025 strategic plan.

1. Increased Operational Efficiency​

Achievements:

  • Restructured and restaffed the Canmore office.
  • Documented processes and enhanced operational efficiency.
  • New IT systems: online hut bookings, new member management system, new accounting software.
  • Implementation of an Occupational Health & Safety framework.

Lessons learnt:

  • Documentation and succession planning are key to mitigate the impact of staff turnover.
  • New IT platforms are an improvement, but they are not user friendly and have limited integration capabilities. A further upgrade is necessary.

2. Facilities and Programs Meet Member Needs​

Achievements:

  • Revamped offering of camps and courses.
  • Support for section trips.
  • Changes to the General Mountaineering Camp (GMC) with Independent Weeks and investment.
  • Over $3M invested in facilities maintenance and upkeep.
  • Nearly $2M invested in new facilities and assets.

Lessons learnt:

  • Expanded marketing outreach is required to ensure camps and courses break even.
  • The role of Volunteer Leaders at the GMC has evolved.
  • Maintaining backcountry facilities is increasingly complex and expensive.

3. Clear and Relevant Communications​

Achievements:

  • Launch of a new brand centered on the emotional bond that brings ACC members together.
  • Revamped Gazette and member communications.
  • Monthly newsletter and webinars for sections.
  • Communications dashboard to measure member engagement.
  • Renewed format and programming of the section forum.

Lessons learnt:

  • Striking a balance between honoring the club's legacy and attracting younger, more diverse members is challenging.
  • The rapid change in communication channels and technology is challenging for a federated, volunteer-led organization.

4. Diversity, Equity, and Inclusion​

Achievements:

  • Club-wide training on DEI, dedicated resources to support members and sections.
  • Launch of an Indigenous Relations working group to define the ACC's path towards Truth & Reconciliation.

Lessons learnt:

  • The values that bring us together offer a compass to navigate questions of diversity and inclusivity.
  • We are only at the start of our journey to learn, honour, and respect Indigenous ways.

5. Sustainability Integrated in All Aspects of Operations and Activities​

Achievements:

  • Consistent and on-going calls to reduce environmental footprint (carpooling, self-propelled travel, leave no trace, hut etiquette, backcountry waste management).
  • Gradual roll-out of alternative energy systems at ACC facilities.

Lessons learnt:

  • Efforts to mitigate our impact on the environment must continue.
  • We must adapt our practices to take into account the impact of climate change.

6. Structured Long-Term Funding​

Achievements:

  • Three-year budgets, five-year capital plans, and quarterly financial reports.
  • Sustained grant writing and development of corporate sponsorship.
  • Fund development strategy and implementation plan.
  • Recruitment of a Senior Fund Development Officer.

Lessons learnt:

  • A more granular monitoring of financial performance and better anticipating our future financial needs are paramount to ensure long-term financial sustainability.
  • Fundraising is required to execute projects outside the day-to-day operations of the club and to launch new programs and initiatives.

For the full plan document, including facilitation methodology and additional context, contact the Board of Directors at [email protected].

Last updated on by Terence Goldberg (Tejogol)