A. Officers of the Board
1)    Chairperson
2)    Senior Chair
3)    CEO (Executive Director)
4)    Vice Chair
5)    Secretary
6)    Asst. Secretary
7)    Treasurer
8)    Asst. Treasurer
B. Members of the Board
The number of the members will be determined by the board according to the growth of MDTC and the new/future necessities of service.
Officers of the Board of Directors must be at least 18 years old.
This governing body is authorized to conduct the affairs of the organisation between meetings of the board of Directors. It is to meet as frequently as is necessary to fully and adequately conduct the business of the organisation. At a minimum, there should be at least 4 meetings annually. 
Voting at the Officers of the Board of Directors meetings shall be by show of hands on a majority basis. If there is a tied vote then the chairperson shall have a second vote.
Power to set up sub-groups and working parties as deemed necessary and these sub-groups and working parties shall be accountable to the committee.
MINUTES: Minutes of each meeting of the board of directors and its executive committee are to be produced, distributed to each member of the governing board, and archived for future reference. The minutes also are to be available to the organisation’s shareholders and officers, with the exception of discussions related to personnel evaluation and other such confidential information.
C. Committees
The Committees of the Board of Directors generally meets eight times per year, including an annual meeting during which Officers are elected and Board Committee members are appointed. The Board of Directors shall have the following Committees:
1.    Audit Committee
2.    Compensation Committee
3.    Conflict of Interest and Managing Innovations Committee
4.    Development Committee
5.    Finance Committee
6.    Governance Committee
7.    Government and Community Relations Committee
8.    Research and Education Committee
9.    Safety, Quality and Patient Experience Committee
D. Principal Responsibility
The board of Directors is crucial to MDTC and is responsible for many specific tasks. The board’s main task is to govern and oversee the operations of the organisation through acting as fiduciary. In other words, the board is legally, financially, and morally responsible for the organisation. Each individual member of a board is significant and holds many responsibilities that help contribute to his/her work on the board as a whole. The ten main tasks listed below outline crucial responsibilities of the board as a whole, focusing on how each individual member can effectively contribute to these tasks.
1. Strategic Planning: The board is responsible for setting the strategic direction of the facility. This includes long-term planning and setting goals and objectives.
2. Financial Oversight: The board oversees the financial health of the facility. They review and approve budgets, ensure the proper management of financial resources, and set financial policies.
3. Quality Assurance: The board ensures that the facility provides high-quality care. They establish quality standards, monitor performance against these standards, and implement improvements when necessary.
4. Risk Management: The board identifies and manages potential risks to the facility. This includes legal, financial, and operational risks.
5. Governance: The board sets the governance structure of the facility, including the roles and responsibilities of senior management.
6. Compliance: The board ensures that the facility complies with all relevant laws and regulations. This includes healthcare regulations, labor laws, and financial reporting requirements.
7. Community Relations: The board represents the facility to the community. They build relationships with community leaders, patients, and other stakeholders.
8. CEO Selection and Evaluation: The board hires and evaluates the performance of the Chief Executive Officer (CEO). They set the CEO's compensation and ensure that the CEO is effectively leading the facility.
9. Policy Development: The board develops policies that guide the operation of the facility. This includes policies on patient care, employee conduct, and ethical behavior.
10. Fundraising: In some cases, the board may also be involved in fundraising efforts for the facility.
E. Mission & Purpose
A board of Directors as a whole is responsible for creating and defining the mission of an organisation. This is usually done in the form of a mission statement. This statement includes:
1.    The purpose of MDTC
2.    The core values of MDTC
3.    What MDTC seeks to accomplish.
The mission statement is not set in stone. The board of directors is responsible for reviewing it regularly in order to assess whether any revisions are necessary. One way in assessing whether this is necessary is to look at the programmes, activities, and to make sure the organisation has not drifted from its purpose.
The board member is individually responsible for:
•    Knowing and understanding an organisation’s purpose and mission statement
•    Being able to explain what MDTC does and what population it targets
•    Being able to provide people with general information about MDTC’s programmes and activities
•    Explaining your personal reasons for being a part of the board and what your individual goals are.
F. Hire & work with CEO
The responsibility that the board has of choosing and hiring a chief executive officer is significant because he/she is essentially handling and managing the entire organisation. Before selecting an executive officer, the board of directors must wholly review the mission and purpose of the organisation and then agree on what their expectations are. They must agree on what kind of person they are looking for and what kind of person would positively contribute to MDTC.
In talking to and interviewing candidates, the board must:
•    Be clear about the job description and what the job essentials are
•    List both general and specific responsibilities
•    Look for desirable personal attributes, strong communication skills, and efficient management and organisational characteristics
•    Be honest about any problems MDTC is currently experiencing.
Lastly, the board is responsible for understanding what their tasks are and how they are different from those of the executive director. For example, they must be aware of the fact that their primary responsibility is governance of MDTC, while the chief executive officer is responsible for management and hiring all other staff. However, just as the chief executive officer is expected to support the board, the board must work well with and support the chief executive officer in his/her decisions.
The board member is individually responsible for:
•    Counselling (when necessary) and supporting the chief executive officer
•    Consulting the executive director and keeping him/her updated on your tasks and activities
•    Working collectively with the board to appropriately evaluate the work of the executive director
•    Advising the chief executive officer about the advantages of partnerships if you are knowledgeable about and/or part of another organisation.
G. Financial Oversight
The board is unanimously responsible for the careful and prudent use of money within the organisation. In order to meet this responsibly, the board should determine what the financial policies are. Most importantly, the board should help develop and approve the annual budget. This is a significant responsibility because approving the budget has a domino effect on all other priorities within the organisation. It is important that the approval is done by no one else—not even the executive or finance committee.
In overseeing the budget, board members should receive financial and accounting balance sheets and reports. This ensures that everybody is up to date on the financial situation and changes can be made if necessary. Lastly, board members as a whole should be insistent upon an annual audit. However, the board members should not perform the audit, but should regularly meet with an independent auditor who should be assessing the financial situation.
H. Responsibilities
•    Maintaining confidentiality of the board’s meetings and financial related issues
•    Never accepting/offering bribes or favours with anyone who is associated business-wise with the organisation
•    Being cautious and careful with any controlling and transferring of funds
•    Making sure he understands and is up to date with MDTC’s financial statements and situation
•    Fulfilling his role of a fiduciary.
•    Planning lunches/events to provide financial contacts for MDTC.
•    Suggesting nominees to the board who are achieved men/women you may know from the community
•    Conveying to the community enthusiasm about MDTC
•    Speaking to the community, friends, and other personal contacts about MDTC
•    Providing publicity for MDTC at events/galas
The role of the board of directors of MDTC focuses on the board responsibilities as a whole. The previous ten points attempt to shed some light on the role of the individual and how important he/she is in contributing to the overall make-up of the board. Most importantly, individual members must perform their jobs competently and efficiently while being able to work well with other board members and establishing a healthy and responsible working relationship with them.
I. Adequate Resources
The board of directors is responsible for:
•    Ensuring that MDTC has enough human and financial resources to serve its mission and purpose.
J. Communication
The board of directors is responsible for acting as the voice of MDTC. They are responsible for articulating the goals, mission, and purpose of the organisation in order to promote it and help the community understand what they do. They must ensure that they collectively listen to the needs of the community and make any necessary changes that will enable them to serve the community to the highest potential. Board members are also responsible for making sure MDTC can support outreach to the community through a significant and successful public relations strategy. Along with this, they should help in developing strategies for community outreach.
K. Annual Meeting
a)    The board of Directors of MDTC shall hold an Annual General Meeting (AGM) at not more than 15 month intervals.
b)    Where possible members shall be notified personally, otherwise notice will be deemed served by advertising the meetings in at least five public places giving at least seven clear days’ notice of the AGM.
c)    If face-to-face meetings are not required by local or national law and the organising documents, then communication technologies can aid in conducting frequent meetings.
d)    The business of the AGM shall include:
•    Receiving a report from the Chairperson of the group’s activities over the year.
•    Receiving a report and presentation of the last financial year’s accounts from the Treasurer on the finances of the group.
•    Electing a new Committee and considering any other matter as may be appropriate at such a meeting.
e)    The quorum for Annual General Meeting shall be at least 50% of which virtual communication is allowed to assure the participation of the majority of the members of the board.
L. Responsibilities
The board of directors will be responsible for its own conduct. This governing body is to establish written expectations for board members (including expectations related to service on committees, attendance at meetings, and programme activities), and annually evaluate its own performance. The governing body is to establish job descriptions for its officers (chair, treasurer, secretary, etc.).
M.  Global Ambassadors
MDTC invites celebrities with demonstrated interest in its health and humanity mission to use their fame to draw attention to MDTC’s vision in order to attract patients and investors. This may take the form of public advocacies, visits to branches, draw media attention, and use of their political access to promote MDTC causes.
These also include members of the governing body but not limited to members of the governing body who shall serve as ambassadors for the organisation, articulating its mission, accomplishments and goals to the public, and garnering support for the organisation.
N. Management Committee
1.    Chief Executive Officer (CEO) of Wonder International Hospitals
2.    Chief Administrative Officer (CAO)
3.    Chief Financial Officer (CFO)
4.    Chief Human Resources Officer
5.    Chief of Facilities Development & Engineering
6.    Chief of Policy Development and Strategy
7.    Chief of Monitoring and Evaluations
8.    Chief of International Relations
9.    Chief of Security
10.    Chief of Information Technology