Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) Report Number: ICRR0022823 1. Project Data Project ID Project Name P110693 VN New Model University Country Practice Area(Lead) Vietnam Education L/C/TF Number(s) Closing Date (Original) Total Project Cost (USD) IDA-47860 30-Nov-2017 149,113,884.70 Bank Approval Date Closing Date (Actual) 24-Jun-2010 31-May-2021 IBRD/IDA (USD) Grants (USD) Original Commitment 180,400,000.00 0.00 Revised Commitment 165,100,000.00 0.00 Actual 149,113,884.70 0.00 Prepared by Reviewed by ICR Review Coordinator Group Judith Hahn Gaubatz Judyth L. Twigg Eduardo Fernandez IEGHC (Unit 2) Maldonado 2. Project Objectives and Components DEVOBJ_TBL a. Objectives According to the Financing Agreement (page 4) and the Project Appraisal Document (PAD, page 7), the project objective was as follows:  To develop an autonomous research-based university to demonstrate a new policy framework on governance, financing, and quality in Vietnam's higher education system. Page 1 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) The project objective remained unchanged. Targets for several key project indicators were revised; however, as the changes reflected upward revisions of targets due to the lengthened project period, a split assessment/rating is not applicable. b. Were the project objectives/key associated outcome targets revised during implementation? Yes Did the Board approve the revised objectives/key associated outcome targets? No c. Will a split evaluation be undertaken? No d. Components 1. Policy and Regulatory Framework (Appraisal: US$ 6.2 million; Revised: US$ 5.4 million; Actual: US$ 5.1 million): This component aimed to develop policy and regulatory frameworks for a new model university, capable of self-governance with appropriate institutional structures and policies in place and demonstrating autonomy and accountability in its relationship with the Ministry of Education and Training (MOET). Activities included: developing policies and essential documents; developing codes and procedures on financial management, guidelines on quality management, and a human resources policy framework; establishing an information technology system that would integrate all systems; and developing admissions policies. 2. Academic and Research Development (Appraisal: US$ 36.1 million; Revised: US$ 30.4 million; Actual: US$ 29.7 million): This component aimed to develop policies and capacity for academic programs and research including close collaboration with industry and private sector partners. Activities included: developing policies on responsibilities of academic departments; establishing a long term teaching and research strategy, based on German methods; internal and external accreditation processes; providing start-up support grants for professors; and equipping libraries and laboratories. 3. Campus and Facilities Development (Appraisal: US$ 108.6 million; Revised: US$ 112.1 million; Actual: US$ 110.0 million): This component aimed to construct an entirely new campus located on 50.5 hectares of land in Binh Duong Province, using a combination of the highest German and Vietnamese design and construction standards that were environmentally friendly. The campus consisted of four main areas: academic and research, science park, sports and support services, and student and faculty housing. 4. Project Management, Monitoring and Evaluation (Appraisal: US$ 5.3 million; Revised: US$ 4.4 million; Actual: US$ 4.3 million): This component was to support project management and coordination (e.g., planning, procurement, financial management, and communications) and monitoring and evaluation. e. Comments on Project Cost, Financing, Borrower Contribution, and Dates Page 2 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) Project cost  The original project cost at appraisal was US$ 200.62 million. This was later revised to US$ 165.1 million, of which US$ 149.1 million was spent.  Over the course of the project, there was a loss of approximately US$12.82 million due to SDR/US$ exchange rate fluctuations. Financing  The project was financed by an IDA Credit of US$ 180.4 million. This was later revised to US$ 165.1 million, of which US$ 149.1 million disbursed.  US$ 15.3 million was cancelled from the Credit due to savings realized in campus construction costs. Borrower contribution  The estimated Borrower contribution at appraisal was US$ 20.2 million. This was later revised to $0. Dates  November 2017: The project was restructured due to significant delays in construction of the new campus. The project closing date was extended from November 2017 to November 2020 and targets for several key project indicators were revised upwards, to account for the lengthened project period.  August 2019: The results framework was revised to clarify definitions of indicators.  November 2020: The project was restructured to allow for approval of the financial sustainability plan and the completion of activities, which had experienced delays due to COVID. The project closing date was extended from November 2020 to May 2021.  May 2021: US$ 15.3 million was cancelled from the Credit due to savings realized in campus construction costs. 3. Relevance of Objectives Rationale Vietnam has been experiencing robust economic growth and a stable macroeconomic environment, which has significantly contributed to a reduction in poverty (from 58.1% in 1993 to 12% in 2009). As the country has achieved near universal primary and lower secondary education, the fastest growth has been taking place at the tertiary level. Enrollment in colleges and universities has nearly doubled, reflecting increased demand for higher education alongside government policies to expand access to the tertiary sector, such as introducing cost-recovery. However, there remain challenges in the quality of education (i.e. proportion of faculty with doctorates and student:faculty ratio) and low spending on research. Given the ambitiousness of the government of Vietnam's goals to increase enrollments in higher education while ensuring quality of Page 3 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) education and research (and supporting autonomy), it was decided to establish a limited number of new autonomous research-based universities under a “New Model Universities” program to demonstrate how to effectively implement these steps and achieve the goals. The government’s recent social and economic development plans (2012-2016, 2016-2020) identified the development of high quality human resources as a key action, in part by increasing enrollment in colleges and universities. The sector-specific Higher Education Reform Agenda (2006-2020) identified specific objectives to increase enrollment, increase quality, introduce research, and improve governance. The Bank’s Country Partnership Framework (FY 2012-16), in place at the time of project appraisal, identified increased capacity for innovation and value added as a key outcome, with the number of higher education students benefitting from Bank activities as a key indicator. The more recent Country Partnership Framework (FY 18-22) further sharpened the focus of education priorities to labor market readiness through the tertiary education sector. The "demonstration" aspect of the project was also a key element of the project objective. The relevance of the objectives is therefore rated High. Rating Relevance TBL Rating High 4. Achievement of Objectives (Efficacy) EFFICACY_TBL OBJECTIVE 1 Objective To develop an autonomous research-based university to demonstrate a new policy framework on governance, financing, and quality in Vietnam's higher education system Rationale The theory of change was clear, with key activities and outputs likely to contribute to the intended outcome to develop a new university model based on new policy frameworks on governance, financing and quality. The project concept originally arose from a political decision within the government of Vietnam to establish a "Vietnamese public university with a German footprint," marked by institutional autonomy, academic excellence, and self-governance. This planned Vietnamese-German University (VGU) was also to contribute to gradual changes in higher education policy. The university model was explicitly designed to be autonomous and research-based, with the intent of attracting high quality faculty, researchers, and students. The key outputs included policies and regulatory frameworks in the areas of governance, financing, and quality; management information systems; a new human resources framework; quality assurance systems; and state-of-the-art facilities including the construction of a new campus, labs, and libraries. These outputs would likely lead to the intermediate outcomes of increased self-governance, financial sustainability, increased research and collaborative capacity, increased academic quality, increased enrollment in higher education, and the demonstration effect for other higher education institutions in Vietnam. Page 4 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) Outputs  Construction and opening of the Vietnamese-German University (VGU). The number of enrolled students increased from 90 in 2010 to 1,566 in 2021 (target: 2,516). Of these, 425 students were female (target: 629). According to the ICR (page 23), the shortfall was due to limited space available for enrolling students, given that VGU was in temporary facilities while the new campus was under construction; however, with the opening of the new campus, it is expected that enrollment will increase. 484 scholarships were provided to female students and students from disadvantaged groups (target: 190).  Establishment of the University Charter, which delineates the main functions of VGU including legal status, mission, roles, tasks, and structure of internal bodies. The Charter established VGU's autonomy in the areas of revenue creation, revenue spending, and internal decision-making (such as human resources and curricula).  Establishment of VGU's organizational structure, which consists of three decision-making bodies inside the university: the University Council (which guides the Presidential Board); the Senate (which guides academic decisions at the university level); and the Faculty Council (which guides academic decisions at the faculty level).  Development of overarching academic management policies and guidelines on the roles and responsibilities of academic departments. The policies include: (i) academic activity management including general examinations, admissions, merit scholarships, and tuition fee regulations; (ii) regulations and guidelines on doctoral programs; (iii) regulations on student research activities; and (iv) regulations on management of scientific and technology activities.  Construction of a state-of-the-art library, including resource books and licenses for databases.  Development of business plan and financial sustainability models. After an internal review of the various models, VGU agreed on a model that would increase tuition fees by five percent annually. Financial management training was provided by an international consulting firm on topics such as risk management, delegation of authority, internal auditing, and budgeting and planning.  Establishment of a Strategy and Quality Management Department, which developed internal quality assurance guidelines and a handbook, and conducted workshops to train staff on internal and external evaluations.  Establishment of a Research Management Department and Industry Relations & Technology Transfer Centre, including the provision of modern laboratory equipment to establish 33 specialized laboratories and six combined research and teaching computing labs.  Awarding of 14 professorship start-up grants to develop research projects, build research capability, and participate in regional and international networks and forums.  The number of academic staff increased from 74 in 2016 to 91 in 2021 (target: 253). According to the ICR (page 21), the shortfall was largely due to the delay in opening study programs and lower enrollment than expected due to the delays in the construction of new campus; however, with the completion of the new campus facilities, it is expected that enrollment will increase along with faculty recruitment. VGU also developed a gender equity strategy and placed a gender equity specialist on the appraisal board for staff promotions to advise on gender issues and participate in the process of promoting staff. Page 5 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693)  Development of human resources policy framework guiding the recruitment and retention of high quality academic and administrative staff, and the establishment of a human resources department, which has compiled job descriptions and performance indicators for all departments and staff.  Development of an information technology system, which is enabling integration of all university systems and processes (including internal web and archiving systems).  Development of a five-year marketing strategy, which differentiates marketing to high school students, current VGU students, alumni, and industry partners.  Health and safety standards guidelines are in the process of being formulated, intended to create a safe working environment and mitigate risks. Outcomes Governance capacity  The University Charter was approved by the Prime Minister during project preparation for a period of five years. A revised Charter was developed in 2014 and given final approval in 2017. The Charter is undergoing a third revision, to reconcile some of the areas in the charter that may conflict with the national legal system, such as cost norms and permission to rent out part of the campus.  The institutional structure was drafted in 2013 and became official in 2016 through a Presidential Decision. According to the ICR (page 17), this governance structure has enabled the collection of knowledge, experience, and opinions for the university and has created transparency in the academic decision-making process. Financial sustainability  A Tri-Partite Partnership Agreement (TPA) was signed by VGU, the World Bank, and the German government in 2020, outlining funding sources for the next five years. Under the TPA, the government of Vietnam committed to fund most of the operational costs for VGU. However, although the document that operationalizes the TPA (including financial autonomy regulations and specific amounts to be committed by each party) has been drafted and is under review by the relevant government agencies, as of project closing it had not yet been formally approved, due to delays stemming from the COVID- 19 pandemic.  The revenue-to-expenditure ratio increased from 0.99 in 2016 to 1.13 in 2021 (using a cash-basis approach). Using an accrual-basis approach instead (i.e. accounting for cash is no longer included in the revenue), the ratio was 1.08. According to the project team, the aim was not necessarily financial autonomy, but financial sustainability (regardless of the source of revenues i.e. public funding vs. tuition). Academic and research quality  The number of internationally accredited programs increased from 3 in 2010 to 15 in 2021. This fell short of the target of 21 programs. Of note, the programs were accredited by international or German accreditation agencies. The ICR (page 20) also noted that given the institutionalization of accreditation within VGU and the strong links with accreditation agencies, there is a "strong likelihood" that any future programs will be accredited. Page 6 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693)  The number of international scientific indexing publications from VGU faculty increased from 18 in 2016 to 192 in 2021. This surpassed the target of 132. These articles, published in international journals, covered topics such as sustainable manufacturing, sustainable urban development, computational engineering, and material sciences economics.  The percentage of bachelor's degree graduates who acquired jobs related to their field of study and/or enrolled in graduate programs within 12 months after graduation increased from 74% in 2016 to 86% in 2020, then fell slightly to 82% in 2021. This achieved the target of 80%. According to the ICR (page 21), the decline in 2021 was due to the fact that the number of students enrolling in graduate programs decreased as graduates postponed their postgraduate studies due to the COVID-19 pandemic. Also, industry feedback from the last employability survey showed that industries were pleased with VGU graduates and wanted to absorb more VGU graduates.  100% of lecturers hold PhDs, achieving the target of 100%.  The number of collaborative research projects with national and international partners increased from 5 in 2016 to 72 in 2021 (30 international and 42 national). This achieved the target of 65.  During the period 2016-2019, VGU’s projects with private sector industry were valued at approximately US$251,274. Demonstration effect  Dissemination workshops and training sessions were conducted with MOET, VGU, international experts, policy makers, donors, and other universities to share the experiences of creating VGU as a model university. The dissemination of information included human resource policies and systems, quality management policies, knowledge transfer/ industry relations, and teaching excellence. For example, a large workshop was conducted in October 2020 on VGU's governance structure and academic development, and included 150 participants.  Experience and lessons from this project informed discussions of the amended higher education law (2019), the Bank-supported higher education sector analysis (2020), and preparation of the new Bank project Vietnam University Development (P166656). According to the ICR (page 15), VGU is now the model for the original government initiative to introduce foreign university models in Vietnam. VGU led the way in establishing international collaboration in setting up a transnational research university to support the Vietnamese higher education sector. Achievement of the objective is rated Substantial due to evidence of a governance structure that enables autonomy and transparency, financial sustainability, and sufficient quality of research and education, and that is having a significant demonstration effect. Although there were some shortfalls in achieving targets (number of students enrolled, number of faculty hired), these were largely due to construction delays but are likely to be met with opening of full capacity of VGU. There was also a shortfall in the number of programs receiving accreditation, although the likelihood of future programs being accredited is strong. Rating Page 7 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) Substantial OVERALL EFF TBL OBJ_TBL OVERALL EFFICACY Rationale Efficacy is rated Substantial due to full operationalization of the Vietnamese-German University as a model university, with governance, financing, and quality structures in place and evidence of autonomous and transparent governance, financial sustainability, and quality of education. Overall Efficacy Rating Substantial 5. Efficiency At appraisal, the economic analysis (PAD, Annex 9) discussed the potential economic impact of VGU on the country's economy (spending impact and knowledge impact) and the financial viability of VGU after project completion. The cost benefit analysis estimated the impact of VGU on increasing the skills and employability of its graduates, leading to benefits of higher lifetime wage earnings. Costs were calculated according to the number of students enrolled (including Vietnamese and German government transfers per student and tuition fees). Benefits were calculated as increased wages of bachelors and masters graduates, which were considered to be higher than the average university graduate in Vietnam. The net present value (NPV) of the project was originally estimated at US$ 509.86 million, and the corresponding internal rate of return (IRR) was estimated at 7.64 percent (ICR, page 59). At completion, the economic analysis (ICR, annex 4) updated the figures used in the cost benefit analysis. Enrollment figures were based on actual and projected enrollments given the delayed launch of academic programs. The NPV of the project was estimated at US$357.26 million. The corresponding IRR was estimated at 7.41 percent. The IRR is similar to that at appraisal, as expected benefits and costs will be realized once enrollment is at expected levels. However, the NPV is significantly lower than expected due to project delays. There were also some inefficiencies in project implementation, including a multi-layer management structure, coordination challenges, delays in approval of procurement plans, a temporary funding freeze, and overall delays due to political sensitivities. The total project financing was US$ 165.1 million, of which US$ 149.1 million was spent. The actual project period was eleven years, four years beyond the originally planned period. Over the course of the project, there was approximately 8 percent less budget available than planned due to exchange rate losses, and total project disbursements were approximately 98.4% of the revised project costs. Given the significant implementation delays (particularly in the key activity of campus construction, which affected subsequent activities), shifting project management arrangements, and lower than expected NPV, efficiency is rated Modest. Page 8 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) Efficiency Rating Modest a. If available, enter the Economic Rate of Return (ERR) and/or Financial Rate of Return (FRR) at appraisal and the re-estimated value at evaluation: Rate Available? Point value (%) *Coverage/Scope (%) 100.00 Appraisal  7.60  Not Applicable 100.00 ICR Estimate  7.40  Not Applicable * Refers to percent of total project cost for which ERR/FRR was calculated. 6. Outcome Relevance is rated High due to strong alignment with country conditions, Bank strategy, and government higher education strategy. Efficacy is rated Substantial due to full operationalization of the Vietnamese-German University as a model university, with governance, financing, and quality structures in place and evidence of autonomous and transparent governance, financial sustainability, and quality of education with significant demonstration effect. Efficiency is rated Modest due to significant delays in construction of VGU, thereby leading to an extended project period and lower enrollment during the actual project period. Overall, the outcome is Moderately Satisfactory, indicative of essentially moderate shortcomings in the project's overall preparation, implementation, and achievement. a. Outcome Rating Moderately Satisfactory 7. Risk to Development Outcome The institutional, partnership, and legal frameworks for VGU have been established through the University Charter and TPA. Financial sustainability of VGU is likely to be achieved through the finalization of the Special Financing Regime, in which the government of Vietnam gradually assumes all operational costs, and the projected increasing enrollments for VGU. Political commitment to the continued operations and goals of VGU also remains strong. 8. Assessment of Bank Performance Page 9 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) a. Quality-at-Entry Leading up to project preparation, the Bank had conducted a preliminary feasibility study on establishing the university based on governance statutes of the partnering technical university in Germany, which was then followed by the signing of founding documents between the two governments. Project preparation benefited from a US$700,000 Trust Fund grant from Korea, which supported activities to: (i) identify key processes and draft terms of reference for the university's systems; (ii) support academic and research and development planning, and curriculum development and training programs for the university's leadership, management, and teaching and research staff; and (iii) identify key processes and draft terms of reference for the designing, building, and equipping of VGU. There was also extensive technical assistance available due to the multiple partnership agreements established with German partners. The monitoring and evaluation (M&E) framework was overall well-designed with clear and relevant indicators, though with a shortcoming in the identification of indicators for measuring financial sustainability (see Section 9). Risks were appropriately identified and rated significant. As noted in the ICR (page 29), while several of these risks were clearly identified during project preparation with mitigation measures included, such as capacity building activities to develop autonomy, financial sustainability measures, initiatives to attract quality faculty, and campus construction challenges, the timeline to resolve the risks was longer than anticipated, contributing to significant delays. Other risks such as coordination challenges among implementing units and political commitment were not as clearly addressed. As noted in the ICR (page 35), in retrospect, the design was ambitious, because of the need to blend cultures, processes, and regulatory frameworks, and the time it takes to create from scratch a university that meets international standards. Quality-at-Entry Rating Moderately Satisfactory b. Quality of supervision The Bank team provided intensive supervision support, through both regular and interim supervision support missions and almost daily engagement by the in-country task team. This supervision included significant capacity building efforts for the counterpart teams and detailed reporting on project progress. However, although the project concept was initiated at the political level, cooperation and working relationships with the MOET bureaucracy, which had no relevant experience, took time. In addition, there were significant shifts in project management arrangements. The original structure was used for the period 2010-2016; however, in 2016, the MOET established a ministry-level Project Management Board (PMB) that was responsible for overseeing the implementation of approximately 30 donor projects, which led to transition delays. Project restructurings were well used to address obstacles and to refine the results framework. Implementation improved in the second part of the project period, as the MOET established a task force to improve campus construction, and the Project Management Unit was relocated to the construction site, with a new Director who had a strong civil engineering background and large civil works management experience. Overall, as noted by the ICR (page 35), despite significant implementation obstacles, the Bank Page 10 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) team effectively worked with the government to find appropriate solutions that would not compromise the integrity of the design. Quality of Supervision Rating Satisfactory Overall Bank Performance Rating Moderately Satisfactory 9. M&E Design, Implementation, & Utilization a. M&E Design The M&E framework and design were overall sound. Key indicators and targets were clear, relevant, and measurable, enabling tracking of implementation progress and achievement of outcomes, with the exception of identifying indicators to measure financial sustainability. The PDO-level indicator - development of a financial sustainability plan for VGU - would not necessarily capture whether the plan was actually adopted and implemented; the intermediate outcome-level indicator - revenue:expenditure ratio - is more appropriately outcome-oriented. Some targets were appropriately revised upwards during project restructurings, due to the extended implementation period. Of note, given the importance of the demonstration effect of this project, the results framework included an indicator on dissemination activities. Evaluative activities were included, such as the tracer studies to assess student employability. b. M&E Implementation According to the ICR (page 32), M&E activities were integrated into the routine functions of VGU and the relevant project management units. Therefore, data was collected in a timely manner, with "high quality and reliability." The project results framework was updated on a timely basis to inform supervision missions. Tracer studies on employment were implemented as planned, and VGU also established internal quality assurance systems to assess the quality of academic programs. c. M&E Utilization As noted in the ICR (page 33), M&E data was made available regularly for the results framework and was used to (i) analyze project progress toward reaching the project development objectives, (ii) determine modifications for the two project restructurings, and (iii) inform the analysis of the ICR. In addition, the results from the first employability survey led to a modification of the original indicator. M&E Quality Rating High Page 11 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) 10. Other Issues a. Safeguards The project was classified as an Environmental Category "B" project due to planned civil works. The safeguard policy on Environmental Assessment (BP/OP 4.01) was triggered. As part of project preparation, an Environmental Management Plan (EMP) was prepared, which identified potential environmental and social impacts from campus construction. In accordance with the EMP, contractors submitted plans for approval prior to starting construction activities, health and safety training was conducted for workers, and environmental quality monitoring checks were conducted. During the campus construction period, there were no occupational health and safety or environmental complaints received. A Grievance Redress Mechanism was put in place before construction activities started, with only one complaint from the locality in written form on the wastewater treatment for five households near the project area. The complaint was settled in January 2020. According to the ICR (page 34), safeguards performance was monitored and supervised regularly on a daily basis and consistently rated in the satisfactory range in Implementation Status and Results Reports. b. Fiduciary Compliance Financial management: Financial management performance was initially rated moderately unsatisfactory between September 2011 and December 2013. This was largely due to delays in approvals for Statements of Expenditures that led to delays in disbursements and delays in submission of audit reports. By December 2013, performance improved and the rating was maintained at moderately satisfactory until just prior to project closing, when it was upgraded to satisfactory. During the project period, the main issues were (i) lack of counterpart funding and (ii) delayed approval of project financial plans. Required audits were submitted to the World Bank in accordance with the Financing Agreement, and over the project period, the auditors’ opinions were unqualified. Capacity development workshops were conducted by Bank fiduciary specialists. Procurement: Procurement performance was overall in the satisfactory range, with a period of unsatisfactory performance between July 2018 and December 2019 due to transfer of project management responsibilities to the newly created PMB. The PMB had limited fiduciary capacity, which led to overall implementation delays, particularly in the areas of awarding goods and works contracts. Eventually, the PMB delegated implementation responsibility directly to the VGU project management units, thereby removing an internal layer of approval and significantly reducing the administrative bureaucracy, enhancing contract management and supervision, and allowing for a coordinated workplan among contractors. The ICR did not report on any procurement irregularities. c. Unintended impacts (Positive or Negative) Page 12 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) None reported. d. Other --- 11. Ratings Reason for Ratings ICR IEG Disagreements/Comment Moderately Outcome Moderately Satisfactory Satisfactory Moderately Bank Performance Moderately Satisfactory Satisfactory Quality of M&E High High Quality of ICR --- Substantial 12. Lessons Lessons from the ICR (page 36-37), adapted by IEG:  Developing a transnational university model -- involving two very different countries -- can require extra time and attention to the issue of differing cultural practices in operating a higher education institution. In the case of this project, there were complexities given that the German and Vietnamese systems involved different practices with regard to governance, teaching, and research. Although the project design and mitigation measures recognized the complexities of this type of institutional development, it took more time than anticipated to blend the two systems.  Bringing in experienced technical assistance from the very start can help to facilitate smooth implementation of a complex project. This project, which aimed to create a new state-of-the-art university from scratch, was highly dependent on the involvement of experienced civil engineers, construction managers, and specialists with technical knowledge of research equipment. The VGU staff had limited experience in purchasing research equipment, and as a result, staff and researchers depended on visiting scholars from German universities to support the development of technical specifications and capacity development. However, these visits were short, which often delayed the completion of technical specifications and led to further delays in the procurement of equipment.  Investment in one university institution as a demonstration model can be a successful approach to impacting the sector, as long as learning and dissemination are embedded in the project design and results framework. In the case of this project, key planned outputs included workshops and training sessions with Ministry and higher education officials, and the results framework included an indicator on dissemination activities. Page 13 of 14 Independent Evaluation Group (IEG) Implementation Completion Report (ICR) Review VN New Model University (P110693) 13. Assessment Recommended? No 14. Comments on Quality of ICR The ICR quality was overall satisfactory, in particular with regards to the quality of evidence. It was extremely thorough and provided detailed information on project implementation experience and outputs. Particularly given the "demonstration effect" aspect of the project objectives, the ICR provided strong evidence of the project's impact not just on the students but on the higher education sector and on government policies. In other words, results were not just about enrollment and employability, but other institutional outcomes. Lessons were informative and well drawn from project implementation. There were a couple of inaccuracies, such as the statement that the changes made at the time of the 2017 restructuring did not alter the scope of the project (page 15) -- some outcome targets were, in fact, increased -- and the statement that all the risks associated with campus construction and shared project management between MOET and VGU were correctly identified (page 29). a. Quality of ICR Rating Substantial Page 14 of 14