Asia Pacific Forum of National Human Rights Institutions Members’ feedback on the management of the APF was again positive and the median rating of various strategic management services, shown in Figure 13, remains high (4.1 out of 5). A number of members commented on the effectiveness of the APF secretariat, for example: “the work done by the secretariat promptly responds to the needs of the member institutions in dealing with the human rights issues both at a national and international level.” Figure 13: Members’ ratings of the APF’s strategic management services – 2010 to 2014 2014 Strengthening of the APF's governance and organisational structure 2013 2012 Mainstreaming gender into the APF's operations 2011 2010 Completing all monitoring, evaluation and reporting requirements Serving Forum Council and sub-committees Implementing the decisions of the Forum Council Proper annual financial accounting and records Professionalism of secretariat staff 0 1 2 3 4 5 In 2014, the APF commenced an 18-month period of strategic planning aimed at producing its fiveyear Strategic Plan 2015–2020. The APF has adopted a participatory approach to strategic planning, drawing on its members’ and other stakeholders’ (partners, donors, experts and NGOs), expertise and knowledge. Members have been engaged in analysing the context for the operation of NHRIs in the region, in arriving at a consensus on the priority human rights issues and on key NHRI functions, providing robust guidance to the APF in planning its objectives for the coming five years. A member institution in their annual survey of APF performance commented that they had been “particularly impressed with the strategic planning process for 2015–2020 and the secretariat’s vision to make the APF’s governance structure more effective and efficient moving into the future.” 44