IEG's strategic objectives are based on its overarching goal of enhancing development effectiveness through excellence and independence in evaluation. IEG 's strategic objectives include moving to a higher plane, shortening the feedback loop, building evaluation capacity, investing in knowledge and partnerships and managing for results. A discussion on each of these objectives is given in this section.

IEG's goal is to deliver evaluation products and services of the highest quality that reinforce accountability, learning, and capacity development. To fulfill its mission of enhancing development effectiveness through excellence and independence in evaluation, IEG has adopted the following objectives for its work:1. Move to a higher planeThe Bank's understanding of development has evolved toward a more comprehensive agenda, increasingly addressing country policy reforms, capacity building, and global concerns. Therefore, IEG must expand the scope of evaluation to a more global and strategic perspective by:

• Reorienting the focus of evaluation from the project level to the country/thematic global levels
• Seeking replicability at a higher level and applicability at the system level.

2. Shorten the feedback loopEvaluation must interact with development in "real time" to maximize its relevance and impact, which involves:

• Identifying priorities earlyConnecting evaluation with key Bank business processesDelivering fast responses while maintaining intellectual rigor
• Building learning opportunities into evaluations.

3. Building evaluation capacityBuilding evaluation capacity in developing countries leads to improved performance, better allocation decisions, improved accountability, and trust in public institutions. IEG provides training and professional development opportunities to staff, borrowers, and civil society, and uses participatory approaches in its work. In addition, IEG strengthens evaluation capacity by:

• Promoting evaluation capacity development at the country levelEncouraging borrowers to take ownership of evaluationsSeeking the participation of the poor and of civil society in evaluations
• Identifying and strengthening centers of excellence in evaluation.

4. Invest in knowledge and partnershipIEG continually sharpens its own evaluation skills, improves its knowledge base, and adopts innovations. IEG works with partners to broaden its methods, reduce evaluation overload for countries, and increase opportunities for dissemination of lessons learned. IEG invests in knowledge and partnership by:

• Utilizing modern information technologyConnecting to evaluation research inside and outside the BankCooperating with partners in joint or parallel evaluationsWorking with partners to harmonize evaluation methods and work programs
• Supporting professional networking.

5. Manage for resultsOnly evaluation that influences behavior and contributes to the overall success of the Bank's development strategy adds value. IEG manages for results by:

• Finding what works and what does not workProviding objective advice to the Board, management, and staff
• Helping the Bank, Bank members, and partners to learn from experience.