ANNUAL REPORT 2014–2015 In particular, our members say they place value on: • Mutual learning and exchange, which emphasises the role of the APF to bring members together to exchange information and examples of good practice • APF services in all areas, including accreditation advice, capacity building, training, communications and promoting gender equality • The role the APF to support the development of collective action to address regional (or subregional) issues of mutual concern Another important outcome was the decision to initiate a governance reform process for both the Forum Council and the Advisory Council of Jurists. This decision was made in recognition of the growing membership of the APF and it is currently in an early discussion phase. Figure 8 indicates the current satisfaction levels of members with different aspects of the APF’s governance. While the feedback is overwhelmingly positive, there is a clear sense that governance and organisational structure could be improved across the board. This supports the initiation of the governance reform process. • The role of the APF to strengthen the voice of members. 2. Member satisfaction with APF governance and organisational structure Comments provided by individual APF members demonstrate the high value that members place on ownership and “collective decision making” in relation to APF policy and operational decisions. In 2014, the APF commenced an 18-month period of consultation and review to produce its five-year Strategic Plan for 2015–2020. Feedback from the Human Rights Commission of Malaysia highlights the importance of maintaining collegiality as APF membership grows in the coming years: We adopted a participatory approach to guide our strategic planning process, drawing on the expertise and knowledge of our members and other stakeholders, including partner organisations, UN agencies, donors and experts. We worked with our members to analyse the context in they operate in order to arrive at a consensus on the priority human rights issues and on key member functions. This extensive consultation, led by a fivemember working group of the Forum Council, provided robust guidance to the APF in planning its objectives for the coming five years. With the expansion of the APF’s membership, the Commission believes that there is a need to ensure that the sense of collegiality is strengthened so that member institutions could work closely together especially in terms of sharing experience, expertise and good practices. The APF will continue to respond to the needs of our diverse and growing membership. We will closely monitor governance indicators and respond accordingly as we progress through the new 2015– 2020 Strategic Plan. Figure 8: Member satisfaction with the APF’s governance and organisational structure Overall satisfaction with the APF's governance and organisational structure 1 5 8 very high Our institution's sense of collegiality with other members of the APF 4 Our institution's sense of ownership of the APF 4 8 10 9 The accountability of the APF's governance 1 The efficiency of the APF's governance 1 8 5 4 9 8 7 high 6 medium low 8 very low no response 10 Source: APF Member Survey 2015 33