Wonder Medical City is a duly registered private enterprise strategically formed to empower healthcare delivery, assuring patients that specialists, diagnostic and therapeutic tools will be made available to them for the first time in Ghana and the West Africa sub-region, improving their health and saving the lives of millions of people. It was registered in Ghana on 20th February 2014 at the Registrar-General's Department in Accra with the registration number BN587612014.

This proposal seeks to achieve extraordinary improvements in human health by providing all the specialties and specialists, all the latest equipment, a complete clinical and pathology laboratory, imaging diagnostic services, Critical Care Units for different purposes, and a well-supplied pharmacy. With your collaboration, we seek to provide quality healthcare that will make a difference by improving the health of the people of Ghana and Africa at large.

As the experience becomes successful in Ghana, we will extend our tentacles to disseminate to the entire continent of Africa where, except for South Africa, healthcare delivery in general, including hospitals and diagnostic tests, operates at the lowest levels in the world. The payment capacity of individuals in most African countries is on the rise as most economies develop to enter the lower middle-class range. African economies are among the fastest growing in the world. Today, the continent is poised to transform the global economic landscape. Annual growth is expected to average 7% over the next 20 years.

We are proposing to your organisation to have a joint venture with us to help solve the deficiencies in healthcare delivery not only in Ghana but also in Africa as a whole. With this collaboration, your organisation will leave a legacy and be ever remembered in the annals of history for the good they have done to elevate the quality of healthcare in Ghana and Africa as a whole.

Sustainable progress, peace, and justice require that all organisations contribute to the common good. Thus, Wonder Medical City (WMC) will integrate self-development and service to others, balancing individual and public concerns, focusing on higher, broader, and more public levels of service.
1. Responsibly maintaining itself, WMC will conduct its activities for the sake of others, whether for the public at large or a particular segment of the public.
2. It will have its corporate social responsibility in healthcare delivery, including outreach to the community and charitable donations to non-profit organisations.
3. WMC will recognise that its conduct and activities impact the public’s perception of private hospitals and that it shares responsibility for the public’s trust in private hospitals.
4. WMC will exhibit a responsible and caring attitude towards the environment in all of its activities.

Significant progress towards world peace and global well-being can be fostered through inter-religious, intercultural, and interracial work, and across artificial barriers of politics and ethnicity that tend to separate people and their institutions. WMC will maintain ethical, cooperative relationships with other for-profit and non-governmental organisations (NGOs), and should partner where possible and appropriate for the sake of the greater public good. WMC will be willing to work beyond borders of politics, religion, culture, race, and ethnicity, within the limits of the organising documents and with organisations and individuals that share common values and objectives.

As the Universal Declaration of Human Rights states, “All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood.” (Universal Declaration of Human Rights, Article 1). The family is the fundamental natural group unit of society, promoting human rights and human dignity. (Universal Declaration of Human Rights, Article 16):
1. WMC will not violate any person’s fundamental human rights, with which each person is endowed.
2. WMC ascertains that all people are born free and equal in dignity.
3. WMC will be sensitive to the moral values, religion, customs, traditions, and culture of the communities it serves.
4. WMC will respect the integrity of families and support family-based life.

“Everyone has the right to freedom of thought, conscience, and religion; this right includes freedom to change their religion or belief, and freedom, either alone or in community with others and in public or private, to manifest their religion or belief in teaching, practice, worship, and observance.” (Universal Declaration of Human Rights, Article 18).

WMC will respect religious freedom.

WMC will strive for openness, integrity, and honesty internally and towards shareholders and members of the public.

1. WMC will be transparent in all its dealings with the government, the public, shareholders, partners, beneficiaries, and other interested parties, except for personal matters and proprietary information.

2. WMC will be accountable for its actions and decisions, not only to its funding agencies and the government but also to the people it serves, its staff and members, partner organisations, and the public at large.

WMC will be honest and truthful in its dealings with its shareholders, project beneficiaries, staff, membership, partner organisations, government, and the public in general, and will respect the laws of any jurisdiction in which it operates.

1. WMC will provide accurate information, whether regarding itself and its projects, or regarding any individual, organisation, project, or legislation it opposes or is discussing.

2. WMC will fulfil its obligations under the laws of the nation in which it operates, and must be strongly opposed to, and not be a willing partner to, corruption, bribery, and other financial improprieties or illegalities.

3. WMC will have a policy for staff and volunteers to confidentially bring evidence to the governing body of misconduct by anyone associated with the organisation.

4. WMC will meet all of the legal obligations in the countries in which it operates. Such obligations may include laws of incorporation, equal employment opportunity principles, health and safety standards, privacy rules, trademark and copyright legislation, etc.

5. WMC will take prompt corrective action whenever wrongdoing is discovered among its staff, governing body, volunteers, contractors, and partners.

1. FORMAL STATEMENT. Our mission statement is to be determined by the Board of Directors.

2. BOARD OF DIRECTORS. Each member of the Board of Directors shall fully understand and support the mission of the organisation.

3. PUBLIC AVAILABILITY. The mission statement of the WMC shall be made available to all officers, members, staff, partners, donors, programme beneficiaries, and the public in general.

4. EVALUATION. The mission of the WMC shall be reviewed periodically (every two or three years) to determine if it is still relevant. Among the issues to evaluate:

a) whether the mission has been fulfilled, either by the organisation or another entity, and thus whether there is a need for the organisation as currently constituted to continue to exist

b) whether the mission should be revised to reflect societal changes

c) whether there is a desire for the organisation to address new needs which might require a new mission statement.

1. CONSISTENT WITH MISSION. Activities shall be consistent with the organisation’s mission. WMC’s mission is to serve as the foundation for strategic planning and as the blueprint for the organisation’s activities. WMC’s focus shall be directed towards ensuring that its goals are met.

2. EFFECTIVE AND EFFICIENT. The programmes of the organisation shall effectively and efficiently work towards achieving its stated mission.

3. FEEDBACK. The organisation shall regularly seek feedback on its activities from project beneficiaries, as well as other stakeholders.

4. EVALUATION. The activities of the organisation shall be critically examined periodically to determine their relevance to the mission, their efficiency and effectiveness, the value of continuing the programmes or revising them, and the need for new programmes. Among issues to evaluate are:

i. whether the activities are consistent with the current mission of the organisation or whether they need to be revised or discontinued in light of changes in the mission

ii. the efficiency and effectiveness of the programmes in achieving WMC’s objectives

iii. the outcomes for the programme beneficiaries

iv. the cost of the programme relative to its outcomes

v. whether new services should be offered. Evaluations shall be open and honest and include input from stakeholders.

5. PROFESSIONALISM. The organisation shall carry out its activities with professionalism and be centred on the concept of serving others.

6. PERCENTAGE OF EXPENDITURES. The organisation shall spend at least 65% of its total expenditures (including fundraising costs) on programme activities, and ideally more than 80%. If the organisation does not meet this 65% standard, it should provide reasons why its higher overhead and fundraising expenditures are reasonable. Possible explanations for not meeting this standard could be the higher administrative and fundraising costs of a new organisation and exceptions related to donor restrictions or unusual political and social factors.

To serve the people of Ghana and Africa with quality healthcare, providing all specialties, all medical treatments, and the latest medical equipment for diagnosis and/or therapeutics for the first time in the history of the region.

To support the global health movement by effectively addressing global and regional issues through our advocacy work, collecting and providing information and knowledge on medical science and good health, and through innovative services and tools that help in curbing poor health, offering information on healthcare or referral information for health-related issues.

Extend healthcare to expand happiness: A world in which individuals, politicians, civil society groups, and the daily lives of people are free of diseases.

We are grounded on the values of I CARE.

•    Integrity
•    Compassion
•    Accountability
•    Respect
•    Excellence

• To improve the delivery of healthcare in Ghana and our West Africa sub-region.
• To significantly reduce the number of patients seeking treatment abroad.
• To reduce the loss of life of patients, including foreigners, in emergency situations that currently cannot be treated within the borders of Ghana.
• To provide foreigners, tourists, the diplomatic corps, and corporate bodies with an option for excellent healthcare within Ghana.
• To train health and allied health human resources to help close the current deficit in the country.
• To have sister hospitals registered in other countries.

Your Health, Our Passion.

The philosophy of Wonder International Hospitals is based on the reality that every human being is a unique individual and that we all have a right to good health and should have access to means for a comfortable life in one way or another.

At Wonder International Hospitals, we are committed to respecting the following principles:

1. As coalition builders, we will work co-operatively with all individuals and groups, with for-profit and not-for-profit corporations and organisations, and with governments and international bodies committed to the fight to extend health to the needy, subject only to the policies and priorities set by our governing bodies.

2. We undertake to be open, honest, and accountable in our relationships with everyone we work with and with each other. We endeavour to perform our duties honestly, faithfully, and efficiently, respecting the rights of National Branches and our colleagues.

3. We will be politically non-partisan and non-sectarian in our work.

4. We will treat and cure vigorously and courageously wherever sickness has been reliably identified.

5. The decisions we take will be based on sound, objective, and professional analysis and high standards of medical research.

6. We will only accept funding that does not compromise our ability to address issues freely, thoroughly, and objectively.

7. We will provide accurate and timely reports of our activities to our stakeholders.

8. We will respect and encourage respect for fundamental human rights and freedoms.

9. We are committed to building, working with, and working through national branches worldwide.

10. In our operations and recruitment policies, we will strive to create equal opportunities for all and achieve balanced and diverse representation with respect to gender and religion, as the diversity of the movement we serve requires.

WMC seeks individuals to serve as Directors who are active in our communities. Many of these individuals are business and civic leaders who hold executive positions or have other relationships with companies or other non-profit organisations in Ghana and beyond.

1) Chairperson
2) Senior Chair
3) CEO (Executive Director)
4) Vice Chair
5) Secretary
6) Asst. Secretary
7) Treasurer
8) Asst. Treasurer

The number of members will be determined by the board according to the growth of WMC and the new/future necessities of service.

Officers of the Board of Directors must be at least 18 years old.

This governing body is authorised 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 four meetings annually.

Voting at the Officers of the Board of Directors meetings shall be by a show of hands on a majority basis. If there is a tied vote, then the chairperson shall have a second vote.

The 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 are also to be available to the organisation’s shareholders and officers, with the exception of discussions related to personnel evaluation and other such confidential information.

The Board of Directors is crucial to WMC and is responsible for many specific tasks. The Board’s main task is to govern and oversee the operations of the organisation by acting as a fiduciary. In other words, the Board is legally, financially, and morally responsible for the organisation. Each individual member of the Board is significant and holds many responsibilities that contribute to their work on the Board as a whole. The ten main tasks listed below outline crucial responsibilities of the Board, 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, labour 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 behaviour.

10. Fundraising: In some cases, the Board may also be involved in fundraising efforts for the facility.

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 WMC

2. The core values of WMC

3. What WMC 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 to assess whether this is necessary is to look at the programmes and activities, and to ensure the organisation has not drifted from its purpose.

Each board member is individually responsible for:

• Knowing and understanding the organisation’s purpose and mission statement
• Being able to explain what WMC does and which population it targets
• Being able to provide people with general information about WMC’s programmes and activities
• Explaining their personal reasons for being a part of the board and what their individual goals are

The responsibility that the board has in choosing and hiring a chief executive officer is significant because he or she is essentially handling and managing the entire organisation. Before selecting an executive officer, the board of directors must thoroughly review the mission and purpose of the organisation and then agree on their expectations. They must agree on the type of person they are looking for and who would positively contribute to WMC.

When talking to and interviewing candidates, the board must:

• Be clear about the job description and the job essentials
• 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 WMC is currently experiencing

Lastly, the board is responsible for understanding their tasks and how they differ from those of the executive director. For example, they must be aware that their primary responsibility is the governance of WMC, 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 or her decisions.

Each board member is individually responsible for:

• Counselling (when necessary) and supporting the chief executive officer
• Consulting the executive director and keeping him or 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

The board is unanimously responsible for the careful and prudent use of money within the organisation. In order to meet this responsibility, 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 everyone is up to date on the financial situation and changes can be made if necessary. Lastly, board members as a whole should insist upon an annual audit. However, the board members should not perform the audit themselves but should regularly meet with an independent auditor who should be assessing the financial situation.

• Maintaining confidentiality of the board’s meetings and financial-related issues
• Never accepting or 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 they understand and are up to date with WMC’s financial statements and situation
• Fulfilling their role as a fiduciary
• Planning lunches and events to provide financial contacts for WMC
• Suggesting nominees to the board who are accomplished men or women you may know from the community
• Conveying enthusiasm about WMC to the community
• Speaking to the community, friends, and other personal contacts about WMC
• Providing publicity for WMC at events and galas

The role of the board of directors of WMC focuses on the board's responsibilities as a whole. The previous points attempt to shed some light on the role of the individual and how important they are 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.

The board of directors is responsible for:
• Ensuring that WMC has sufficient human and financial resources to serve its mission and purpose.

The board of directors is responsible for acting as the voice of WMC. They are responsible for articulating the goals, mission, and purpose of the organisation in order to promote it and help the community understand what it does. 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 WMC 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.

a) The Board of Directors of WMC shall hold an Annual General Meeting (AGM) at intervals of no more than 15 months.

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 on 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 matters as may be appropriate at such a meeting.

e) The quorum for the Annual General Meeting shall be at least 50%, with virtual communication allowed to ensure the participation of the majority of the members of the board.

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.).

WMC invites celebrities with a demonstrated interest in its health and humanity mission to use their fame to draw attention to WMC’s vision in order to attract patients and investors. This may take the form of public advocacy, visits to branches, drawing media attention, and using their political access to promote WMC causes.

These also include members of the governing body, but are not limited to them, who shall serve as ambassadors for the organisation, articulating its mission, accomplishments, and goals to the public, and garnering support for the organisation.

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

The Practical Guidelines for WMC shall be developed for WMC (including Directors, Staff, as well as Senior Advisors) regardless of their location. Those working with WMC as volunteers or as paid consultants are expected to observe the spirit of this Code.

• We will consult actively with our National Chapters in the development and implementation of policies and activities that impact them.
• We will endeavour to respond to all requests from our National Chapters fairly and expeditiously.

• We will treat each other and those with whom we work with respect and consideration, being sensitive to our diversity in terms of cultural background, gender, region, religion, disability, family status, sexual orientation, etc.
• We will communicate and consult with each other openly and collegially, in a manner that assists each of us to fulfil our duties and responsibilities faithfully and efficiently.
• We will respect the privacy and private lives of our colleagues when dealing with personal information.
• We undertake to ensure adequate consultation with any staff member before making any decision that may impact upon that staff member.

In our work, conflicts may arise between our personal interests and the interests of WMC, National Chapters, or other stakeholders. We will disclose such conflicts and resolve them in a transparent manner, in the interest of WMC. The following paragraph is based on the general policy set out in the WMC Conflict of Interest Policy and spells out in detail the obligations of WMC employees in regard to this policy.

Appointments to all positions will be made on merit, regardless of gender, region, religion, disability, family status, sexual orientation, etc. We are committed to open, fair, and transparent appointment, recruitment, hiring, and procurement procedures and practices. Family members, friends, and organisations with which we or our families or friends are associated will not be accorded preferential treatment. If hiring or contracting members of the immediate families of WMC staff or the Board of Directors, that is, a partner, parent, child, or sibling, we will follow carefully the guidelines set out in the recruitment policy to ensure non-preferential treatment. To manage potential conflicts of interest, we will disclose such connections with potential applicants or candidates of whom we are aware. We will recuse ourselves from any recruitment or contracting process where we have a conflict of interest. We will ask shortlisted candidates to declare such relations at WMC or with the Board of Directors. We will not allow situations in which close family relatives or partners are in a direct reporting relationship to one another.

We require integrity and fair practices in all aspects of our activities, and we expect the same standards from those with whom we have relationships. We do not tolerate corruption and prohibit bribery in any form, whether direct or indirect. This includes facilitation payments, which are bribes and must not be made.

There are a variety of customs concerning the giving and receiving of gifts in different cultures. As the acceptance of a gift may appear to create an obligation, we will avoid giving or accepting gifts, favours, and gratuities in connection with official duties as required by the following policies:

• We will not accept directly or indirectly any discount, gift, entertainment, or favours (referred to as gifts) that may influence or be perceived to influence the exercise of our function, the performance of our duties, or our judgement.
• All gifts between the value of $20 and $100 will be registered as provided in the next paragraph, and all gifts with a value of $100 or more will be refused.
• Registration Process: All gifts will be reported to the supervising officer and recorded on a document managed by the Ethics Advisory Committee, which is available to all WMC staff.

• Official travel undertaken by us will be directly related to the work of the Secretariat and will be undertaken only when necessary. Only economical and bona fide travel expenses will be reimbursed. Only economy airfare will be paid, unless otherwise decided by the Managing Director in accordance with guidelines set by the Board.
• We will ensure that WMC resources are used effectively. Assets under our control will be used for no purpose other than the advancement of WMC’s objectives.
• When private travel is added onto WMC-related travel, we will notify our supervisor before the trip and will meet any extra costs that this may entail.

• We will not engage in any activity or transactions or acquire any position or function, whether paid or unpaid, that is incompatible with or detracts from the proper performance of our duties, and that may bring WMC as a whole into disrepute.
• We will arrange our private affairs so as not to engage in any activity that might impair the credibility of WMC by giving the impression that WMC is fostering individuals, public or private institutions whose behaviour is perceived as not being in accordance with WMC’s values.
• We will not use WMC business relationships to solicit or obtain favours or improper benefits in private life.
• We will not allow our political affiliations and/or activities to unduly influence or interfere with the political neutrality that is the hallmark of the WMC.

Where we receive any remuneration for public speaking, writing for a publication, or a media appearance, and WMC organisational information is involved or the appearance is a result of the individual’s employment or association with WMC, then the remuneration will be paid directly to WMC. However, the Managing Director may decide to forward such honorarium, partly or entirely, to the respective staff member.

We will not allow our actions and decisions in the course of our work to be improperly influenced by the prospect of future employment with others.

• We will be as open as possible about all decisions and actions we take, taking into account the need for confidentiality in some situations.
• We will treat information obtained in the service of WMC with confidentiality when its nature calls for it or when this is explicitly requested, and will not use any such information or materials to further a private interest. This obligation continues after the staff’s separation from WMC.

We are committed to reducing the environmental impact of WMC within all our operations and conduct. We will strive to integrate and apply environmental values into our decision-making processes and in our relationships with external partners and the movement.

1. CAPABLE AND RESPONSIBLE STAFF: The organisation shall seek capable and responsible employees and volunteers (collectively, "staff") who are committed to the mission of the organisation.

2. TRAINING AND WORKING CONDITIONS: The organisation shall provide proper training and orientation for new staff, and provide them with suitable working conditions.

3. WRITTEN HUMAN RESOURCE POLICIES: It shall have written human resource policies (or an employment manual) for its staff, including basic aspects of employment (benefits, vacation days, sick leave, etc.), and other fundamental policies such as confidentiality of information, computer policies (use of computer resources for personal work, ownership of computer resources), drug and alcohol policy, conflict of interest, and grievance procedures.

4. STAFF GROWTH AND DEVELOPMENT: The organisation shall provide opportunities for individual growth and staff development, and foster an atmosphere whereby supervisors encourage personal growth of staff.

5. FAIRNESS AND RIGHTS: All staff shall be treated with fairness and equity, and as individuals with rights to be honoured and defended. Their rights to freedom of association, conscience, and expression must be respected and protected.

6. CODE OF ETHICS AND CONDUCT: Each staff member shall be provided with the WMC’s code of ethics and/or conduct and any written human resource policies.

7. COMMUNICATION OF SERIOUS CONCERNS: Key staff shall be enabled to communicate serious concerns to a member of the governing board or officer.

8. STANDARDS AND RESPONSIBILITY: Staff shall be encouraged and guided in maintaining the highest standards of professional and personal conduct, and in taking personal and professional responsibility for their actions and decisions.

9. CONFIDENTIALITY: Guidance shall be provided for staff with access to official documentation or information regarding the maintenance of the integrity, confidentiality, and privacy of such information to protect any individual concerned.

1. WRITTEN POLICY. The governing body shall provide staff who have decision-making power with a written statement on how they shall handle potential conflicts of interest. Ideally, this statement will be signed by each individual at the start of their service with the WMC and periodically thereafter.

2. DISCLOSURE. Each officer shall disclose any institutional affiliation that they have which might possibly involve a conflict of interest.

3. GIFTS. The WMC shall establish a policy regarding gifts to staff members, such as requiring that staff refuse all significant gifts connected with their position, or turn them over to the organisation.

4. USING POSITION FOR PERSONAL BENEFIT. Staff members shall refrain from using their official position, whether regular or volunteer, to secure special privilege, gain, or benefit for themselves.

5. LOANS. If the organisation has provisions for making loans to staff, there is to be a policy describing how the loans operate, and all loans shall be disclosed to the governing body.

6. BEST INTERESTS OF THE WMC. Employees and staff should prioritise organisational goals over personal goals, putting the best interests of the entire programme ahead of individual desires.

1. ACCURACY AND TIMELINESS. Information provided about the organisation to shareholders, members, clients, staff, and the general public shall be accurate and timely.

2. ANNUAL REPORT. At least annually, the organisation shall prepare and make available to the public information on its programmes and services, and provide public access to appropriate records of those programmes and services.

3. CONFIDENTIALITY. The organisation shall maintain the confidentiality of personal information on staff, clients, and others, unless the individuals waive this right, or disclosure is required by law.

4. COMMUNICATIONS CHANNEL. The organisation shall provide a communication channel for the public should they wish to make enquiries regarding the WMC and its activities.

5. DISCLOSURE. The WMC shall assign at least one person to ensure that the organisation is complying with national and local laws regarding disclosure of information to the public.

1. ACCURACY AND IN CONTEXT. Information that the organisation chooses to disseminate to the media, policymakers, or the public must be accurate and presented with proper context. This includes information presented by the WMC with respect to any legislation, policy, individual, organisation, or project it opposes, supports, or is discussing. Forward-looking projections are to be presented clearly as such, and not as fact.

2. VERBAL AND WRITTEN STATEMENTS. The organisation shall have clear guidelines and approval processes for the issuing of verbal and written statements.

3. DISCLOSURE OF BIAS. The organisation shall present information in a fair and unbiased manner. Where a possible bias is unavoidable or inherent, it is to be disclosed.

1. MISSION CONSISTENCY. The organisation shall collaborate with other entities only if the relationship is consistent with the mission of the WMC.

2. SHARED VALUES. The organisation shall collaborate on the basis of shared values, common ground, and for the good of society.

3. MUTUAL BENEFIT. The WMC shall collaborate on the basis of equitable and genuine mutual benefit to each organisation.

4. TRANSPARENCY. WMC collaboration shall allow financial transparency and a two-way flow of information, ideas, and experiences.

5. ADAPTIVE TO CHANGE. Collaborations are to be adaptive to change. Changes in the relationship are to be developed through cooperation, and not forced by one or the other organisation.

1. SUPPORT FOR NGOs. The WMC shall express solidarity with campaigns and actions of NGOs, and promote the effectiveness and success of NGOs, when it does not compromise the integrity or values of the WMC.

2. NETWORKING. The organisation shall network with other ethical NGOs as a means of promoting the growth, effectiveness, and efficiency of the NGO sector and the ability to advance the public good.

1. WMC OBJECTIVES AND INDEPENDENCE. The organisation shall enter into a partnership agreement with a government or intergovernmental body only when it is beneficial to the achievement of the WMC’s objectives and does not compromise the independence or self-control of the organisation.

2. APPROPRIATE AND MUTUALLY BENEFICIAL. The organisation shall seek to dialogue and cooperate with government and intergovernmental agencies when such cooperation would be both appropriate and mutually beneficial and could increase the WMC’s effectiveness in dealing with issues and priorities on its agenda.

3. MISSION-LED. The organisation shall not enter into a partnership with a governmental or intergovernmental body solely to promote the sustainability or competitive advantage of the WMC independent of achieving its mission objectives.

4. POLITICAL FAVOUR. The organisation shall not change its policies or non-partisan nature in order to curry political favour.

1. MISSION-LED. The organisation shall not enter into collaboration with a for-profit corporation if motivated by financial reasons that are independent of achieving its mission and objectives.

2. PRIVATE OBJECTIVES AND INDEPENDENCE. The organisation shall enter into collaboration with a for-profit corporation only when it is beneficial to the achievement of the WMC’s objectives and does not compromise the independence or self-control of the organisation.