Putt, Judy2021-06-042021-06-04http://hdl.handle.net/1885/236768The key evaluation questions covered whether the Lae operations of Femili PNG was achieving the organisation’s four strategic priorities, which relate to service delivery and organisational resilience, and the impact it was having on its clients, the local community and more broadly. The evaluation was undertaken from March to June 2020. It was informed by prior contact with the service, and involved 40 interviews, mostly face to face, with staff and stakeholders. Femili PNG gave unfettered access to non-confidential information and reports, and provided invaluable statistics from its client data platform. Being based in Lae, a provincial capital and the second-largest urban centre of PNG, has its advantages because of the presence of justice services, such as the police and courts, and several dedicated FSV units such as the Family Support Centre at the hospital and the police’s Family and Sexual Violence Unit. However, it cannot be stressed enough that Femili PNG operates in a difficult and complex environment, in which levels of domestic, family and sexual violence are high, community and personal safety are often at risk, and the delivery of any service is hampered by a poorly resourced and politicised public sector. It was within this context that the introduction of a specialist and well-funded FSV service has made a significant difference to FSV survivors and service provision in Lae. The first chapter covers the purpose and scope of the evaluation, the methods and approach employed in the evaluation and then provides a short account of the environment in which Femili PNG began and operates in. The second chapter documents the origins of Femili PNG, its growth and development during the past six years. The chapter looks at the size of the organisation, and the different dimensions to its service delivery and practices. The third chapter assesses Femili PNG’s Lae operations against its four strategic priorities, namely effective and coordinated case management, strong partnerships with key stakeholders, operation and research based advocacy, and being a well-run and sustainable non-government organisation (NGO). The fourth chapter discusses the impact of Femili PNG’s Lae operations on clients, the local community and more broadly. It canvasses lessons learnt and suggests future directions.Australian Department of Foreign Affairs and Tradeapplication/pdfen-AUAuthor/s retain copyright202110.25911/KF24-P685