The realization of the vision will require SNEC to pursue several supporting strategic objectives. The development of institutional capacity has to start from the selection of policy researchers who comprise the cream of the analytical talent in the government. The selection and development of high quality researchers must be supported by a capacity building program aimed at honing their skills in policy analysis and presenting their results to discerning domestic and international audiences. SNEC must build up this talent pool not only from its current staff resources but identify and develop potential resources in the government to be used by SNEC in the future as needed. This is a core requirement for the success of the SNEC institutional model. The policy research oriented divisions in SNEC, viz. economic policy, social policy and governance are primarily concerned with this objective.

However developing the analytical capacity of individual researchers is just one of the requirements for upgrading the institutional capacity to SNEC to respond to emerging challenges. It is critical that SNEC has the capacity to carefully select and prioritize the research agenda so that it truly captures the need of the hour as well as structural adjustment requirements. This is clearly the function of the SNEC Management and Council. The researchers should also be supported by high quality research facilities such as computing equipment, office infrastructure and access to information. SNEC should develop as a warehouse of information on socioeconomic developments in Cambodia which is available to its researchers. Where data are lacking or insufficient SNEC should have the mandate and resources to mobilize the needed data by sanctioning quick surveys and access information where available but not disclosed. This objective is the concern of all the four SNEC divisions but the division dealing with administration has the main responsibility for mobilizing adequate resources to provide the necessary infrastructure support to achieve this objective.

Realizing the vision will clearly need adequate resources. This will mean implementing a strategy of actively mobilizing resources from external donor agencies for SNEC’s future development. Where resource gaps emerge the government must fill them. Since SNEC’s membership comprises several key policymakers in the government, it provides a good opportunity to promote partnerships and coordination mechanisms to enable SNEC mobilize the best analytical talent in the government and to enhance its profile within the government. This objective should be addressed by all the four SNEC divisions.

The strategic objectives of SNEC could be stated as follows:

• Institute a capacity building program for SNEC researchers for ensuring sustainability of SNEC and high quality of SNEC outputs;
• In parallel, develop institutional capacity to provide high quality analysis of policy issues and make objective and practical recommendations for resolving them;
• Strengthen partnerships with external partners for enhancing SNEC resources and internal coordination mechanisms for promoting recognition of SNEC as a premier policy research institution at high levels in the government.