Annual Report 2012–2013 The APF operates as an independent, non-profit legal entity, with a board of directors – the Forum Council – that reflects the APF’s broad regional diversity. The key elements of the APF’s organisational structure are as follows: • The Forum Council is the decision-making body of the APF. Established by the APF constitution, the Forum Council is comprised of one voting councillor nominated by each full member. It sets the APF’s policies and priorities, determines membership applications and exercises all the powers set out in the constitution. • The Forum Council elects, from within its membership, a chairperson and two deputy chairpersons of the APF. • Forum Councillors can establish committees of councillors to administer different aspects of the APF’s operations. A management committee has been established to oversee the operations of the APF. • The APF secretariat is responsible for implementing the decisions of the Forum Council. The Director of the secretariat reports to the Chairperson of the Forum Council on a regular basis and to the Forum Councillors. The Forum Council meets each year as part of the APF’s annual meeting and on other occasions as required. Meetings are run according to the APF rules of procedures for Forum Councillors’ meetings. 5.1. Strategic management Evaluation findings Outcome indicator Strategy Performance rating On track During the year, the APF secretariat was responsible for the strategic management of the organisation and its operations, which involved: • servicing the APF Chairperson, meetings of the full Forum Council and sub-committees established by the Council and providing policy advice to the ICC Chairperson • implementing all the activities approved by the Forum Council in the APF’s strategic plan • completing all monitoring, evaluation and reporting requirements • identifying international issues and pursuing activities that support the APF’s mission and vision for the region • identifying and pursuing opportunities to increase regional participation and representation across the breadth of its activities including the involvement, wherever possible, of non-member institutions, governments and civil society • identifying and implementing risk management strategies for all project activities and the overall operation of the APF • implementing a long-term fund development strategy, and • managing in an effective, efficient and equitable manner the APF’s financial and human resources. Members’ feedback on the management of the APF was again unanimously positive and their median rating of various strategic management services, shown in Figure 13, remain consistently high (4.6 out of 5 in 2012 and 2013). Members’ comments support this finding. 5. Effective, efficient and strategic management of the APF | 47