3.5 Conclusion 95. The strategic objectives for 2016 are underpinned by an optimally capacitated Secretariat which will lead efforts to increase the number of country reviews and more effective implementation of NPoAs as well as have the ability to conduct multiple reviews concurrently while generating valuable institutional knowledge from its work in monitoring and engagement on national governance practices. 99. The APRM was born into the African political landscape because of the creativity, commitment and farsighted vision of African leaders who realised that good governance is a prerequisite to the sustainable and inclusive development of the continent. Since its establishment, the APRM has registered a number of achievements and rekindled the hope of Africans that the vice of maladministration that has afflicted the continent for so long and perpetuated their misery can indeed be addressed through self- and peer-review and consultative, cooperative and constructive mutual engagement, by Africans and for Africans. That hope and promise was translated into concrete results especially in the first years of its existence. However, the APRM has also encountered its share of challenges, ranging from management deficiencies, to waning political support, all the way to nearfinancial bankruptcy. 96. The Reinvigoration pillar consists of repositioning, re-energising and intensifying commitment to APRM's mandate. The major focus will be in repositioning the APRM, in collaboration with other institutions, as one of the mechanisms for monitoring and supporting attainment of the AU Agenda 2063 and the global 2030 Sustainable Development Goals. In the First Ten-Year Implementation Plan of Agenda 2063, the APRM is expected to contribute to the goals relating to the adoption of democratic values, practices, universal principles of human rights, justice and the rule of law as well as the creation of capable institutions and transformational leadership. 100.Today the APRM is turning a corner; the political direction has changed; a new and fully-fledged CEO has been appointed; financial pledges have come forward; a sense of purpose and energy has returned. Indeed, the AUC Strategic Plan 2014–2017 identifies as one of its opportunities “good governance through the APRM”. Considering that not all members of the AU are participating in the APRM, this is a notable vote of confidence in the Mechanism, but also a direct challenge for the institution to live up to its promises. It is against this backdrop that we write this Strategic Plan for the next five years. 97. The Renewal pillar includes the review, refinement and further development of APRM tools and processes including its research and information gathering instruments for drafting the Country SelfAssessment Report. The renewal phase will also include reimagining the philosophy behind the APRM, to make the Mechanism more relevant in a changing world. 98. The Strategic Plan took the ideas presented at the expert meeting to a higher level. The draft Strategic Plan was presented and further refined at an APRM staff retreat organised specifically for the purpose and with generous help from experts from the strategic planning department of the AU Commission. The final draft was then presented to the Revitalisation Committee meeting convened by Kenya from 9–10 May 2016. The Committee considered the Strategic Plan in depth, provided detailed guidance for its further enhancement and endorsed it unanimously. A revised version of the Strategic Plan that incorporated the feedback and guidance from this Committee was presented to the 77th meeting of the APRM Panel and the special meeting of the national organs that was held in Johannesburg from 20–23 May 2016. –19–