the repositioning of the APRM so that it plays a central role in the implementation of Agenda 2063 and the 2030 Sustainable Development Goals (SDGs)”. (i) Launching a broad-based and sustained programme of awareness building and advocacy to rally political support; (ii) Initiating a broad-based and sustained resource mobilisation campaign; 34. The vote of confidence in the APRM from the Summit, and the appointment of a full-fledged Chief Executive Officer (after a seven-year hiatus), sent an important signal of the APRM’s value to the AU system. These developments also reinvigorated the APRM Secretariat as it embarked on fulfilling its mandate and regaining the confidence of stakeholders. (iii) Building the human resource capacity of the Secretariat; (iv) Working with the APRM Panel of Eminent Persons, the APRM Committee of Focal Points, and the APRM Forum, to reinvigorate the institution and to improve relationships between the different APRM organs at national and continental levels; 35. Since the Summit, and at the time of preparing this Strategic Plan, APRM had completed Country Review Missions (CRM) in Chad and Senegal, with other missions in the pipeline for Côte d’Ivoire, Sudan and Liberia. In addition, the first “secondgeneration” review is also under consideration for Kenya. (v) Working diligently to improve the coordination between the continental Secretariat, the national APRM structures and relevant AU institutions; (vi) Embarking on a concerted effort to fully integrate the APRM into the AU structures and processes as envisaged in the Malabo Summit Decision 2014 and enhancing the relevance of the APRM to Africa’s regional economic integration agenda; Integration to the AU 36. The APRM’s integration into the AU structures as an autonomous entity with the status of a specialised agency will further strengthen its role and impact, and contribute to the realisation of Agenda 2063. As the Special Summit noted, “democracy, good governance and socio-economic transformation cannot be contracted to external parties”, and this philosophy remains at the core of the APRM. (vii) Partnering in a coordinated campaign with all national and continental APRM organs to accelerate progress towards universal membership of AU member states in the APRM; (viii) Establishing follow-up, monitoring and evaluation capacity within the Secretariat; 37. APRM is not a panacea but it represents a great stride in the right direction. However, to maintain faith and interest in the APRM, it is imperative that it is seen to be making a difference on the ground; assisting governments to advance beyond their current state of practice, and significantly improving the status quo by strengthening transparency, accountability and public participation in government. That is why the development of a Strategic Plan on how to achieve these goals has become a priority for the APRM. (ix) Developing new tools and knowledge products to enhance APRM’s standing as the authoritative think tank on African governance; (x) Undertaking research and consultations to enhance compliance with, and enforceability of, APRM recommendations; (xi) Pursuing new approaches, tools and instruments to assist in the monitoring evaluation work required in the context of Agenda 2063 and SDG 16; Highlights of the APRM Strategic Plan (xii) Systematising and institutionalising APRM engagement with civil society and research and academic institutions so as to enhance APRM influence in setting the agenda of conversation on African governance; and 38. The APRM Strategic Plan for 2016–2020 is the result of broad consultations and introspection, and is founded on key strategies of revitalisation to achieve measurable results. Highlights of the strategies, presented in more detail in this document, include: (xiii) Developing initiatives on the role of regional and international ratings agencies and the potential role of the APRM in this field. –5–