Chapter IV: Strategic Plan 2016–2020 4.1 Strategic Concerns and Priorities (v) Work diligently to improve the relationship between the different continental APRM organs, including through the introduction of clearer and more precise terms of engagement for members of the APR Panel; 101. The situational analysis presented in Chapter III shows that although the APRM was launched with great ambitions and enthusiasm, and recorded great achievements during much of its first decade of existence, it lost its direction over the past few years in particular. The factors responsible for the crises are many and varied. Addressing the root causes of the crises is the starting point of this Strategic Plan, but it goes further and aims to take the APRM to new heights, prepare it to tackle the new challenges and responsibilities, including the monitoring and follow-up work in the context of Agenda 2063 and the SDGs. (vi) Work diligently to harmonise and strengthen coordination between the continental APRM Structures on the one hand and national APRM organs on the other; (vii) Launch a concerted effort to fully integrate the APRM into the AU structures and processes as envisaged in the Malabo Summit Decision 2014 while retaining a degree of independence and operational autonomy to ensure the APRM delivers on its mandate without undue bureaucratic or political interference; 102. From the situational analysis in Chapter III, the directions we received from the presentations made by African leaders at the Special Summit of January 2016, the expert group meeting that was held in March 2016, the revitalisation committee meeting (Nairobi May 2016), and the meetings of the APR Panel and the national APRM organs (Johannesburg May 2016), and detailed technical analyses, we have drawn 16 issue areas, later categorised as one of eight key priorities, for the APRM to focus on during the strategy period. These are: (viii) Launch a coordinated campaign with all national and continental APRM organs to accelerate progress towards universal membership of AU member states in the APRM; (ix) Establish follow-up, monitoring and evaluation capacity within the APRM Secretariat; (x) Develop new tools and knowledge products to enhance APRM’s standing as the authoritative think tank on African governance; (i) Launch a broad-based and sustained programme of advocacy to bring back the political support for the APRM as well as enhance its brand recognition throughout the continent and beyond; (xi) Undertake research and consultations with a view to devise ways and means of enhancing compliance with, and enforceability of, APRM recommendations at national level and submit recommendations to the APRM Committee of Focal Points and the APR Forum; (ii) Launch a broad-based and sustained resource mobilisation campaign; (xii) Undertake research and consultations on how best to reduce the cost of country reviews, including through the use of modern IT facilities, without compromising on the quality of the process and the outcome; (iii) Build the human resource capacity of the APRM Secretariat so as to enable it to run more than one country reviews at the same time; recruit the high-calibre staff APRM work demands and institutionalise state-of-the-art human resources strategy for recruitment and retention of high level talent; (xiii) Develop new approaches, tools and instruments with which to assist in the monitoring evaluation work required in the context of Agenda 2063 and SDG 16 goals of building capable, inclusive and responsive governance institutions, and foster transformative leadership in Africa; (iv) Working with the APRM Panel of Eminent Persons, the APRM Committee of Focal Points, and the APRM Forum, bring back a panel selection process that is entirely merit-based and not driven by political considerations alone; (xiv) Systematise and institutionalise APRM engagement with civil society and research and –20–