Corporate Strategy (adopted by the General Assembly in Besancon, France 2002)

Introduction

The beginnings

In 1984, a widely felt need for international exchange on mire conservation issues led to the foundation of the International Mire Conservation Group (IMCG). Its nucleus then was "Western" Europe with its many nations, its long history of peatland exploitation, and continuing threats to its large diversity of peatlands. Since then, a group of research scientists, consultants, government agency specialists, representatives from NGO's, and peatland site managers has been meeting on a regular basis to discuss national and international aspects of mire conservation in a relatively unstructured but open forum. The global developments of the 1990s changed the mire arena considerably. Geopolitical changes enabled people, knowledge, and ideas to cross the former Iron Curtain in both directions. The internationalisation of economic structures (EU, GATT) necessitated more information exchange and cooperation. The Internet facilitated improved worldwide networks, information exchange, and contact between individuals and organisations. New integral concepts (sustainability, wise use…) and international conventions (Ramsar, CBD, UNFCCC…) defined a long-term and global perspective for problems that were hitherto considered to be only regional. These developments also affected the IMCG.

Consolidation

The IMCG network expanded to include more people from many more countries. Meetings were increasingly held outside of "Western" Europe. The network was challenged to engage in international projects and to intervene in global developments. Gradually the IMCG evolved from a forum for international information exchange to a "global player" that is capable of contributing to mire conservation in a coordinated and structured fashion. Consequently, at its Congress in Quebec (Canada, August 2000) the IMCG decided to formalize its structure and primary objectives.

"The Society's objectives («the objects») are to provide and maintain a network of specialists who:
a. internationally promote, encourage and, where appropriate, co-ordinate the conservation of mires and related ecosystems; and
b. internationally enhance the exchange of information and experience relating to mires and factors affecting them."
IMCG constitution article 2

The IMCG's First Corporate Strategy

At the 2002 IMCG General Assembly in Besançon (France), it was agreed that the IMCG would benefit from and become more effective as an organisation if it developed a Corporate Strategy. Such a document would - provide a basis for organisational continuity and legitimacy within IMCG and - provide decision making and objective transparency within its membership and to the "outside world". This strategy communicates the IMCG's mission, vision, values, and aims. It will provide the future framework for organisational delivery and development.

Our Mission

The IMCG mission is to
maintain the diversity of mires and peatlands all over the world by
- conserving the full range of their natural functions and biodiversity; and by
- ensuring their wise and sustainable use.

Our Vision

Our vision is
that the global conservation network, including IMCG, will be effective in guaranteeing the maintenance of the diversity and functions of mires and peatlands.

Our Values

The IMCG is an open, transparent, and democratic organization that seeks to operate by the following principles:

Openness
IMCG membership is open to all individuals who endorse and - in the widest sense - contribute to the objectives of the IMCG.
"Ordinary members are those individuals who wish to take an active part in the activities of the IMCG. They are expected to become, or already be, positively involved in one way or another with activities that coincide with the goals of the IMCG." IMCG constitution article 4.2
IMCG is open for discussion and cooperation with all mire and peatland stakeholders, including those with other principles, interests, and aims. We disseminate all relevant and available information, experience, and know-how free and without restrictions.

Transparency
The IMCG organisation is transparent with clear responsibilities and rights. Membership of all executive organs is open to all members. Their meetings may be attended by and their decisions are available to all members.
The information we disseminate is accurate to the best of our possibilities.

Democracy
The IMCG wants to be a platform for all conceptions of mire and peatland conservation and wise use. Whereas decisions are taken by majority rule, minority views are given adequate considerations through open discussion.
The IMCG only works within the law.

Organizational structure
The IMCG is a network of voluntary members. The General Assembly of members is the highest decision making organ. It meets at least every two years at a biannual Congress.
The General Assembly charges the Main Board, elected from the members, with the governance of the IMCG in times between the Congresses.
The Main Board delegates tasks and powers to the Executive Committee, whose members are elected from and by the Main Board. The Executive Committee is responsible for the day-to-day management of the organisation. It consists of a chairman, a general secretary, a treasurer, and two additional members.

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