Annual Report 2025
Annual Report 2025
Annual Report 2025
AMANA designs and delivers solutions to problems of public value, working alongside public and private institutions across Indonesia and Southeast Asia.
Founder's Note
Founder's Note
Riding the Wave of Transition
Riding the Wave of Transition
We built AMANA a year ago, in a world that felt uncertain, and a year on, that uncertainty has not lifted. Fiscal pressure, shifting donor priorities, geopolitical strain, and the fast arrival of AI have settled in as standing conditions rather than passing disruptions. We do not treat that as a reason for gloom. We treat it as the environment we have chosen to be useful in. Uncertainty is, in fact, where our role begins.
01
How We're Built for This
How We're Built for This
02
What Year One Showed Us
What Year One Showed Us
03
What's Unfinished and What's Next
What's Unfinished and What's Next
Prasetya Dwicahya,
CEO & Managing Partner
Our Practice
Our Practice
How AMANA Creates Public Value
How AMANA Creates Public Value
Three capabilities, run as one value chain. Each moves a public problem a step closer to a durable outcome.
Three capabilities, run as one value chain. Each moves a public problem a step closer to a durable outcome.
01
Strategy & System Design
What it is. We diagnose the system and design the response.
What it means. To help institutions understand complex problems and design systems that work in reality.
What it creates. Standards that enter national instruments and hold after we leave.
01
Strategy & System Design
What it is. We diagnose the system and design the response.
What it means. To help institutions understand complex problems and design systems that work in reality.
What it creates. Standards that enter national instruments and hold after we leave.
02
Implementation & Delivery
What it is. We build and run the mechanism.
What it means. To move partners from plans to execution through tools, operating models, and adaptive support.
What it creates. Adopted solutions, institutional capability, measurable outcomes
02
Implementation & Delivery
What it is. We build and run the mechanism.
What it means. To move partners from plans to execution through tools, operating models, and adaptive support.
What it creates. Adopted solutions, institutional capability, measurable outcomes
03
Resource & Capital Mobilization
What it is. We show where resources create value and structure how they flow.
What it means. Structure and mobilize the resources needed to sustain and scale what works.
What it creates. Financing pathways, investment readiness, scalable impact.
03
Resource & Capital Mobilization
What it is. We show where resources create value and structure how they flow.
What it means. Structure and mobilize the resources needed to sustain and scale what works.
What it creates. Financing pathways, investment readiness, scalable impact.
Our First Year in Brief
Our First Year in Brief
Organization Scale
Organization Scale
In one year, we scaled from four founders to a sixty-person institution — trusted with 39 projects across some of the most complex mandates in the public sector.
In one year, we scaled from four founders to a sixty-person institution — trusted with 39 projects across some of the most complex mandates in the public sector.
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Projects
Meaningful initiatives across public service and system reform.
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Projects
Meaningful initiatives across public service and system reform.
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Clients
From government ministries to global institutions and private sector leaders.
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Clients
From government ministries to global institutions and private sector leaders.
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People
From 4 founders to 60 people, and counting.
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People
From 4 founders to 60 people, and counting.
Flagships by Pillar
Strategy & System Design
Strategy & System Design
Redefining How Public Services Are Measured
Redefining How Public Services Are Measured
Public-service modernization stalls when governance foundations and citizen-centred standards fall behind the technology. The gap is structural, and tools alone do not close it. The Ministry of Administrative and Bureaucratic Reform (KemenPAN-RB) evaluated public services on administrative compliance, which measured process and missed the citizen's experience.
Through the Australia-Indonesia Partnership (Prospera), AMANA built a human-centred public service playbook on a life-event approach, with a structured digital maturity model of defined levels and dimensions. We embedded the perspectives of different genders and of citizens beyond Jakarta into every output, so the standard measured the service people actually receive.
Public-service modernization stalls when governance foundations and citizen-centred standards fall behind the technology. The gap is structural, and tools alone do not close it. The Ministry of Administrative and Bureaucratic Reform (KemenPAN-RB) evaluated public services on administrative compliance, which measured process and missed the citizen's experience.
Through the Australia-Indonesia Partnership (Prospera), AMANA built a human-centred public service playbook on a life-event approach, with a structured digital maturity model of defined levels and dimensions. We embedded the perspectives of different genders and of citizens beyond Jakarta into every output, so the standard measured the service people actually receive.
ADOPTION
The playbook adopted as a key input for KemenPAN-RB’s draft omnichannel regulation and service evaluation instruments.
ADOPTION
The playbook adopted as a key input for KemenPAN-RB’s draft omnichannel regulation and service evaluation instruments.
The playbook’s framework became an input recommendation for KemenPAN-RB’s draft Ministerial Regulation on Omnichannel Public Service and for the evaluation instruments used by its Deputy for Public Services. KemenPAN-RB then invited AMANA to present directly to policymakers. When our initial proposal was rejected by a Deputy Minister, the team re-engaged, adjusted, and secured donor approval; the World Bank cited that flexibility as its reason to continue the collaboration.
The ripple. The National Data Center demand analysis AMANA produced for Komdigi was carried by the client into the National Economic Council (DEN) and the Digital Transformation Acceleration Committee, and AMANA was named as the team behind the PDN report.
The playbook’s framework became an input recommendation for KemenPAN-RB’s draft Ministerial Regulation on Omnichannel Public Service and for the evaluation instruments used by its Deputy for Public Services. KemenPAN-RB then invited AMANA to present directly to policymakers. When our initial proposal was rejected by a Deputy Minister, the team re-engaged, adjusted, and secured donor approval; the World Bank cited that flexibility as its reason to continue the collaboration.
The ripple. The National Data Center demand analysis AMANA produced for Komdigi was carried by the client into the National Economic Council (DEN) and the Digital Transformation Acceleration Committee, and AMANA was named as the team behind the PDN report.
"The Human-Centered Public Services approach is a critical foundation for accelerating improvements in public service quality by placing citizens at the center of service design and delivery. This approach strengthens service governance through integrated services, omni-channel delivery, more proactive service provision, and collaboration among stakeholders."
"The Human-Centered Public Services approach is a critical foundation for accelerating improvements in public service quality by placing citizens at the center of service design and delivery. This approach strengthens service governance through integrated services, omni-channel delivery, more proactive service provision, and collaboration among stakeholders."
Rini Widyantini
Rini Widyantini
Minister of Administrative and Bureaucratic Reform (PANRB)
Minister of Administrative and Bureaucratic Reform (PANRB)
Other Selected Works in Strategy & System Design
Other Selected Works in
Strategy & System Design
Implementation & Delivery
Implementation & Delivery
Digital Health Regulatory Sandbox: Building the Muscle to Regulate Digital Health
Digital Health Regulatory Sandbox: Building the Muscle to Regulate Digital Health
Digital-health innovation was moving faster than regulation. Telehealth, diagnostics, and digital platforms were reaching patients ahead of any framework to govern their risk. The Ministry of Health needed a way to test innovations in the open without either blocking them or approving them blind.
With the Ministry, AMANA designed and ran a Digital Health Regulatory Sandbox. It evaluated 28 innovations across telehealth, diagnostics, and digital health platforms, translating each agency problem into a structured pilot and evaluating what came out. When timelines slipped and the process hit obstacles, the team stayed operational and completed tasks alongside the Ministry rather than waiting on the sidelines.
Digital-health innovation was moving faster than regulation. Telehealth, diagnostics, and digital platforms were reaching patients ahead of any framework to govern their risk. The Ministry of Health needed a way to test innovations in the open without either blocking them or approving them blind.
With the Ministry, AMANA designed and ran a Digital Health Regulatory Sandbox. It evaluated 28 innovations across telehealth, diagnostics, and digital health platforms, translating each agency problem into a structured pilot and evaluating what came out. When timelines slipped and the process hit obstacles, the team stayed operational and completed tasks alongside the Ministry rather than waiting on the sidelines.
Elevated the Ministry from foundational sandbox awareness to independently running sandboxes and setting their own policy agenda.
Elevated the Ministry from foundational sandbox awareness to independently running sandboxes and setting their own policy agenda.
Findings fed directly into two national regulations, including the draft Ministerial Regulation on Telehealth and Telemedicine and the updated regulation on the Digital Health Sandbox. Measured against Bloom's Taxonomy, the Ministry's capacity to manage digital innovation moved from remember and understand to apply and analyze. It now raises its own questions about direction and sustainability and runs the mechanism itself.
The ripple. The sandbox created a public-private meeting ground that had historically been hard to convene. Surveyed innovators identified direct access to policymakers as the single highest-value outcome of the program. Every innovator that passed through gained a regulatory pathway, and AMANA became the national reference point other organizations consult when building similar mechanisms.
Findings fed directly into two national regulations, including the draft Ministerial Regulation on Telehealth and Telemedicine and the updated regulation on the Digital Health Sandbox. Measured against Bloom's Taxonomy, the Ministry's capacity to manage digital innovation moved from remember and understand to apply and analyze. It now raises its own questions about direction and sustainability and runs the mechanism itself.
The ripple. The sandbox created a public-private meeting ground that had historically been hard to convene. Surveyed innovators identified direct access to policymakers as the single highest-value outcome of the program. Every innovator that passed through gained a regulatory pathway, and AMANA became the national reference point other organizations consult when building similar mechanisms.
"AMANA's collaboration has supported the Ministry of Health's efforts to build a trustworthy digital health ecosystem that is conducive to innovation. Through the Regulatory Sandbox initiative, the MoH is increasingly well-positioned to develop a regulatory approach that adapts to developments in digital health technology. This initiative has also strengthened our capacity to evaluate innovations while continuing to prioritize safety, ethics, and data protection."
"AMANA's collaboration has supported the Ministry of Health's efforts to build a trustworthy digital health ecosystem that is conducive to innovation. Through the Regulatory Sandbox initiative, the MoH is increasingly well-positioned to develop a regulatory approach that adapts to developments in digital health technology. This initiative has also strengthened our capacity to evaluate innovations while continuing to prioritize safety, ethics, and data protection."
drg. Rudy Kurniawan
drg. Rudy Kurniawan
Head of Health Innovation & Financing Working Team, Center for Data and Information Technology, Ministry of Health RI
Head of Health Innovation & Financing Working Team, Center for Data and Information Technology, Ministry of Health RI
Resource & Capital Mobilization
Resource & Capital Mobilization
SROI Banyuwangi: Proving Where a Rupiah Creates the Most Value
SROI Banyuwangi: Proving Where a Rupiah Creates the Most Value
The Komite Percepatan Transformasi Digital Pemerintah (KPTPD) through, National Economic Council (DEN), with the British Embassy Jakarta, needed to know whether Digital Public Infrastructure actually improves social protection, and whether committed resources translate into impact for recipients. Administrative reports could not answer either question. The reflex under implementation pressure was to build another app.
AMANA proposed a measurement framework first. It ran a Social Return on Investment evaluation across three sites in Banyuwangi, added a Service Delivery Index survey when that need surfaced mid-project, and reached 111 respondents by mobilizing PKH facilitators already trusted in their communities. The point was to locate where resources were and were not converting into value before committing more of them.
The Komite Percepatan Transformasi Digital Pemerintah (KPTPD) through, National Economic Council (DEN), with the British Embassy Jakarta, needed to know whether Digital Public Infrastructure actually improves social protection, and whether committed resources translate into impact for recipients. Administrative reports could not answer either question. The reflex under implementation pressure was to build another app.
AMANA proposed a measurement framework first. It ran a Social Return on Investment evaluation across three sites in Banyuwangi, added a Service Delivery Index survey when that need surfaced mid-project, and reached 111 respondents by mobilizing PKH facilitators already trusted in their communities. The point was to locate where resources were and were not converting into value before committing more of them.
QUANTIFIABLE
IMPACT
QUANTIFIABLE IMPACT
PROVEN
BLUEPRINT
PROVEN BLUEPRINT
The SROI ratio came in at 1:1.35. The SDI score of 63.45/100 located the binding constraint in connectivity and institutional support rather than in field performance, which redirected the resourcing conversation. DEN elevated social protection as a priority and cited AMANA's findings to justify strengthening national digital infrastructure. The British Embassy gained visibility, and the findings opened doors for British private-sector investment. The host region earned model status without additional budget allocation.
Honest about maturity. This is resource mobilization in its diagnostic form: showing decision-makers where capital creates value. The next step is deployment. In 2026 AMANA is building its investment arm, AMANA Capital, to move from advising on allocation to structuring transactions and, where warranted, deploying capital into projects that are financially and socially profitable. The capability is early. We are naming the ambition and the current stage rather than dressing one as the other.
The SROI ratio came in at 1:1.35. The SDI score of 63.45/100 located the binding constraint in connectivity and institutional support rather than in field performance, which redirected the resourcing conversation. DEN elevated social protection as a priority and cited AMANA's findings to justify strengthening national digital infrastructure. The British Embassy gained visibility, and the findings opened doors for British private-sector investment. The host region earned model status without additional budget allocation.
Honest about maturity. This is resource mobilization in its diagnostic form: showing decision-makers where capital creates value. The next step is deployment. In 2026 AMANA is building its investment arm, AMANA Capital, to move from advising on allocation to structuring transactions and, where warranted, deploying capital into projects that are financially and socially profitable. The capability is early. We are naming the ambition and the current stage rather than dressing one as the other.
"The SROI findings gave us the evidence base to understand what's working in Perlinsos Digital before we scale it further, including to the 42 regions in our expansion plan."
"The SROI findings gave us the evidence base to understand what's working in Perlinsos Digital before we scale it further, including to the 42 regions in our expansion plan."
Rahmat Danu Andika
Rahmat Danu Andika
The Task Force of the Committee for
Acceleration of Government Digital Transformation (KPTDP)
The Task Force of the Committee for
Acceleration of Government Digital Transformation (KPTDP)
The AMANA Approach
The AMANA Approach
Three operating principles,
run as one connected logic.
Six operating principles, run as one connected logic.
AMANA sees public sector challenges as questions that cut cross discipline, sector, and institution, and build its teams and evidence the same way.
AMANA sees public sector challenges as questions that cut cross discipline, sector, and institution, and build its teams and evidence the same way.
Multidisciplinary by design
Our team draws on expertise across public policy, health, education, digital transformation, business, and law: brought together rather than siloed by sector.
Multidisciplinary by design
Our team draws on expertise across public policy, health, education, digital transformation, business, and law: brought together rather than siloed by sector.
Multidisciplinary by design
Our team draws on expertise across public policy, health, education, digital transformation, business, and law: brought together rather than siloed by sector.
Multisectoral in practice
We work across government, donor, and private sector context, carrying insight from one engagement into the next rather than starting from zero each time.
Multisectoral in practice
We work across government, donor, and private sector context, carrying insight from one engagement into the next rather than starting from zero each time.
Multisectoral in practice
We work across government, donor, and private sector context, carrying insight from one engagement into the next rather than starting from zero each time.
Holistic by necessity
Public-sector challenges cut across disciplines by nature. We address them the same way, combining perspectives instead of handing off a single-lens analysis.
Holistic by necessity
Public-sector challenges cut across disciplines by nature. We address them the same way, combining perspectives instead of handing off a single-lens analysis.
Holistic by necessity
Public-sector challenges cut across disciplines by nature. We address them the same way, combining perspectives instead of handing off a single-lens analysis.
DRAG TO MOVE
The method has a human engine, and it does not run on process alone.
The method has a human engine, and it does not run on process alone.
Life at AMANA
Life at AMANA
Things we build when nobody's watching
A few of the team members spend their time making visuals that react to sound, turning their mutual passion in sports into company engagement. Others have wandered into interests like food supply chains and agricultural finance, some of which have grown into real lines of inquiry. Others turn into something the whole team ends up using: like a simple activity-tracking tool that is now part of how people here stay active together.
READ ABOUT JASMANA MOVE?
READ ABOUT JASMANA MOVE?
Hierarchy doesn't own the good ideas here
Serious works!
Done by curious
people
!
The Next Phase
The Next Phase
Where the coming transitions land on the pillars
Where the coming transitions land on the pillars
AI raises the bar
on delivery
AI raises the bar on delivery
AI raises the bar on delivery
As AI moves through the advisory market, generic advice built on public data loses value first. Clients will pay for help at the technical level, at the point of delivery, where a recommendation becomes a working system. This pushes weight onto Implementation & Delivery and onto the depth of AMANA's public-sector track record.
As AI moves through the advisory market, generic advice built on public data loses value first. Clients will pay for help at the technical level, at the point of delivery, where a recommendation becomes a working system. This pushes weight onto Implementation & Delivery and onto the depth of AMANA's public-sector track record.
As AI moves through the advisory market, generic advice built on public data loses value first. Clients will pay for help at the technical level, at the point of delivery, where a recommendation becomes a working system. This pushes weight onto Implementation & Delivery and onto the depth of AMANA's public-sector track record.
Capital concentrates and turns selective
Capital concentrates and turns selective
Investment is concentrated around food security, energy resilience, and health innovation, and more of it arrives through blended-finance structures that combine public and private money, some structured as catalytic funds (e.g. ADB $14 billion catalytic fund for food resilience) to mobilize multi-stakeholder fundings. As resources tighten and investors grow choosier, the ability to show where capital returns both financial and social value stops being a nice-to-have. This makes Resource & Capital Mobilization central rather than optional.
Investment is concentrated around food security, energy resilience, and health innovation, and more of it arrives through blended-finance structures that combine public and private money, some structured as catalytic funds (e.g. ADB $14 billion catalytic fund for food resilience) to mobilize multi-stakeholder fundings. As resources tighten and investors grow choosier, the ability to show where capital returns both financial and social value stops being a nice-to-have. This makes Resource & Capital Mobilization central rather than optional.
Investment is concentrated around food security, energy resilience, and health innovation, and more of it arrives through blended-finance structures that combine public and private money, some structured as catalytic funds (e.g. ADB $14 billion catalytic fund for food resilience) to mobilize multi-stakeholder fundings. As resources tighten and investors grow choosier, the ability to show where capital returns both financial and social value stops being a nice-to-have. This makes Resource & Capital Mobilization central rather than optional.
Crises stop respecting
sector lines
Crises stop respecting
sector lines
Climate change reaches crop cycles, disease patterns, and resource security at once, and geopolitical pressure pushes every country to secure its own supply. Single-sector answers fail against problems that arrive braided together. This makes multidisciplinary Strategy & System Design the entry condition for serious work, not a finishing flourish.
Climate change reaches crop cycles, disease patterns, and resource security at once, and geopolitical pressure pushes every country to secure its own supply. Single-sector answers fail against problems that arrive braided together. This makes multidisciplinary Strategy & System Design the entry condition for serious work, not a finishing flourish.
Climate change reaches crop cycles, disease patterns, and resource security at once, and geopolitical pressure pushes every country to secure its own supply. Single-sector answers fail against problems that arrive braided together. This makes multidisciplinary Strategy & System Design the entry condition for serious work, not a finishing flourish.
The Next Phase
The Next Phase
In a time of transition, our responsibility is simple to state. Help institutions think clearly, deliver carefully, and mobilize resources responsibly.
In a time of transition, our responsibility is simple to state. Help institutions think clearly, deliver carefully, and mobilize resources responsibly.
Strategy without delivery stays unfinished. Delivery without resources cannot scale. Resources without public purpose lose their meaning.
Strategy without delivery stays unfinished. Delivery without resources cannot scale. Resources without public purpose lose their meaning.
This year belonged to the people who made it. To the clients who trusted a firm in its first year with mandates that mattered, and who let us sit close enough to the work to be useful. To the partners and donors who backed a method before it had a track record. To the communities in Indonesia and beyond, whose time and candour turned a study into something true. And most of all to the sixty people who carry AMANA: who show up before the roadmap exists, who treat a hard retrospective as a gift, and who chose work with public meaning when easier work was on offer. Whatever this report records, they wrote it in the doing.
The founders' letter opened on a world that felt like it was burning. We will not pretend the fire is out. But steadiness is its own kind of answer, and steadiness is what we intend to keep offering: quiet, patient work that turns uncertainty into outcomes people can feel. The turbulence continues. So does the work.