4.4 Strategies and Actions to pursue 109. In line with Table 4.1, this section summarises the conditions that must exist, and the list of actions that need to be taken, in the pursuit of the key outcomes and the lead actors in the process. (i) Develop and submit a Draft Declaration to the August 2016 APR Forum Meeting through which participating countries can renew their commitment to the vision, mission and operational objectives of the APRM; Outcome 1: Shared Values Advocacy & Communication (ii) Develop and submit for approval a well-thought communication policy and implement the same; 110. The APRM is an African intergovernmental initiative. As such it was born out of the political will, commitment and determination of the generation of political leaders who appreciated the essential role of good governance in Africa’s efforts to extricate itself from the perils of poverty, disease, civil and cross-border conflict, exploitation, and general state of under development. If that political will, born of necessity, was there at the origin of the APRM as an initiative, it must continue to exist for the APRM to deliver on its hallowed mandate to foster the adoption of policies and practices that conform to the standards of shared values including good governance, democracy, competitive elections, human rights, humanitarian issues, civil society participation and gender equality. (iii) Ensure such a policy addresses ways and means of enhanced and sustained engagement with relevant stakeholders; (iv) Identify key players in the field and determine appropriate methods of engagement; (v) Conclude memoranda of understanding or other, less formal, methods of engagement as appropriate with stakeholders; (vi) Ensure APRM influence in setting the agenda of the good governance discourse in Africa is measurably improved; (vii) Renewed commitment on the part of the APRM Secretariat for transparent, accountable and highly professional management of APRM resources; 111. Essential as it is, sustaining political will and political support requires constant effort from APRM stakeholders. Whatever we do to revitalise the APRM, therefore, we must start from the foundation – the political will and continued support of its member states. (viii) Renewed dedication for high quality of engagement in the conduct of our primary responsibility, i.e. review of national policies and practices in the four thematic areas according to the agreed standards; 112. Unlike many of our priorities, the issue of political support is not something that can be achieved once and left there; it needs to be reflected in everything we do on a daily basis. (ix) Improved and highly professional communication of our work with member states, national APRM bodies, civil society and other stakeholders; 113. Also, no campaign or strategy is a substitute for high quality work and effective communication of the product with our constituency. APRM cannot achieve its objectives without a communication strategy that is state-of-the-art, dynamic, and flexible. The Communication Strategy must build and enhance the APRM brand, and lead to broad international recognition for the APRM and its activities. (x) A commitment to establish and run an organisation that embodies the very principles of good governance we are there to foster at the continental level and serve as a model that leads by the force of its own example; (xi) Ways of engaging national parliamentarians identified and pursued; and (xii) Working relations with the Pan-African Parliament strengthened. 114. In order to communicate about APRM and its activities effectively while at the same time sustaining political backing for the work of the APRM, we shall pursue the following action plan: –24–