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Charity Insights:

Indonesia

You are currently viewing Charity Insights, which explores the landscape from the perspective of social purpose organisations in this country.

Use the toggle below to switch to Donor Insights and view how and why individuals give.

Perceptions on overall sector health.
The biggest challenges for the sector.
Dealing with demand.
Sources of income.
Types of income.
How funders can empower charitable organisations.
How leaders spend their time.
Engagement challenges.
Civil society collaboration.
Civil society network.
Impact.
How much the public trusts charities.
Perceptions of the Government.
VISIT THE CAF WEBSITE

Charity Insights:

Indonesia

You are currently viewing Charity Insights, which explores the landscape from the perspective of social purpose organisations in this country.

Use the toggle below to switch to Donor Insights and view how and why individuals give.

You are viewing:

Insights on charity data from

View in English

Kedermawanan masyarakat Indonesia merupakan kekuatan sosial yang masif, berakar kuat pada kearifan lokal gotong royong dan nilai spiritual. Namun, tingginya semangat memberi ini kerap berbenturan dengan ekosistem kelembagaan sosial yang belum sepenuhnya memadai. Kendala struktural — seperti tumpang tindih kebijakan, minimnya insentif regulasi bagi donatur, dan keterbatasan kapasitas tata kelola — masih menjadi hambatan utama dalam mentransformasi amal karitatif (charity) menjadi investasi sosial yang terukur dan berdampak sistemik.

Di tengah kesenjangan infrastruktur filantropi tersebut, kepercayaan publik dan sektor swasta menjadi fondasi yang harus dijaga. Masyarakat dan korporasi sesungguhnya siap mengeskalasi kontribusi mereka secara strategis. Namun, kedermawanan modern tidak lagi cukup hanya bersandar pada niat baik; para pemangku kepentingan menuntut tata kelola (governance) yang transparan, akuntabilitas, dan keterhubungan langsung dengan indikator keberlanjutan atau target pembangunan.

Dalam konteks inilah Perhimpunan Filantropi Indonesia (PFI) memposisikan diri sebagai orkestrator ekosistem filantropi nasional. PFI mengambil peran strategis untuk mengurai hambatan struktural tersebut melalui advokasi kebijakan, penguatan standar tata kelola kelembagaan, dan penyelarasan sumber daya lintas sektor. Lebih dari sekadar wadah kolaborasi, PFI bertindak sebagai jembatan yang mengonsolidasikan besarnya potensi kedermawanan lokal menjadi modal katalis, memastikan setiap kontribusi mampu mendorong solusi inovatif dan menciptakan dampak berkelanjutan berskala nasional.

Indonesian generosity is a massive social force, deeply rooted in the local wisdom of mutual cooperation and spiritual values. However, this strong spirit of giving often clashes with an inadequate social institutional ecosystem. Structural constraints — such as overlapping policies, minimal regulatory incentives for donors, and limited governance capacity — remain major obstacles to transforming charitable giving into measurable social investments with systemic impact.

Amidst this gap in philanthropic infrastructure, public and private sector trust is a foundation that must be maintained. Communities and corporations are indeed ready to strategically escalate their contributions. However, in modern philanthropy, it is no longer sufficient to rely solely on good intentions; stakeholders demand transparent governance, accountability, and direct links to sustainability indicators or development targets.

In this context, the Indonesian Philanthropy Association (PFI) positions itself as an orchestrator of the national philanthropic ecosystem. PFI plays a strategic role in addressing these structural barriers through policy advocacy, strengthening institutional governance standards, and aligning resources across sectors. More than just a platform for collaboration, PFI acts as a bridge that consolidates the enormous potential of local generosity into catalytic capital, ensuring that every contribution can drive innovative solutions and create sustainable impact on a national scale.

Sonny S. Sukada
Executive Director
Filantropi Indonesia

Data from

Indonesia

1

Perceptions on overall sector health.

Overall, would you say the charity sector in your country is…

Very healthy
Fairly healthy
Fairly unhealthy
Very unhealthy
Don’t know
Base: All charities answering =xx

2

The biggest challenges for the sector.

Which challenges are most pressing for your organisation? (select the top 3):

Financially and operationally fit

This aspect, which is about being financially and operationally fit with sufficient income from different sources, is the most challenging for charities around the world.

XX%
Financial sustainability
XX%
Increased competition for funding
XX%
Increasing costs
XX%
The balance of restricted and unrestricted funding
XX%
Meeting demand for services
XX%
Making the most of technology

Well networked

Being well connected and able to get support by working in partnership with others.

External awareness

Awareness of the political, economic, local and national context. Scanning the horizon for threats and opportunities.

XX%
Raising awareness of our charity
XX%
Government intervention
XX%
Persuading people that we can be trusted

People and culture

Having the right employees and prioritising their development and wellbeing, supported by effective leadership.

XX%
Hiring or maintaining a strong team
XX%
Securing and maintaining volunteer engagement

Evidencing impact

The ability to identify and communicate the needs being met and the impact this is having.

XX%
Measuring and demonstrating our impact
XX%
Making an impact

Purpose

Understanding what the organisational purpose is — and just as importantly, what it is not.

XX%
Communicating our mission
XX%
Clarifying our mission
Base: All charities answering = XX

3

Dealing with demand.

Increase(d) a lot
Increase(d) a little
Remain(ed) the same
Decrease(d) a little
Decrease(d) a lot
Don't know
Base: All charities answering =xx

How did organisations find coping with this increased demand over the last 12 months?

Difficult
Easy
Base: Organisations who experienced increased demand = XX

Which, if any, of these actions have you had to take in order to cope with increasing demand?

Indonesia
Global average
Base: Organisations who experienced increased demand = XX

4

Sources of income.

The proportion of charities that receive each type of funding:

Base: All charities answering =xx

If you received no more donations or funding from today, how long could you continue operating using only your reserves, any investments or earned income?

Have to stop operations immediately
Less than one month
1–3 months
4–6 months
7–12 months
Over a year
Survive indefinitely as don't rely on donations / funding
Don’t know
Base: Organisations who experienced increased demand = XX

5

Types of income.

How much of your funding is given as ‘restricted’ funds?

Restricted
Unrestricted
Base: All charities answering =xx

Geographically, where does your funding come from?

Inside our country
Other countries
Base: All charities answering = XX

6

How funders can empower charitable organisations.

Aside from giving more money, how could funders empower organisations like yours to do more good?

Indonesia
Global average
Base: All charities answering = XX

Which of the following statements, if any, do you feel apply to funders?

Indonesia
Global average
Base: All charities answering = XX

7

How leaders spend their time.

Roughly speaking, how much time do you spend on each of the following?

Working on more practical tasks that keep us running day-to-day
Working on more strategic things that are for the longer-term
Base: All Chief Executives or equivalent job title = XX

8

Engagement challenges.

Which of the following would you like to do a better job of engaging ?(select up to two)

Indonesia
Global average
Base: All charities answering = XX

9

Civil society collaboration.

How well does civil society in your country collaborate together for the greater good?

Not at all well
Not very well
Fairly well
Very well
Base: All charities answering = XX

10

Civil society network.

What are the barriers to developing your civil society network further?

Indonesia
Global average
Base: All organisations who don’t already have a ‘very strong’ network = XX

11

Impact.

How effectively do you do the following?

Not at all
Not very
Somewhat
Fairly
Very
Base: All charities answering = XX

Does your organisation use a formal framework or strategy for capturing and measuring impact?

No, we do not use one and have no plans to do so
Not yet, but one is in development
Yes, we currently use one
Don't know
Base: All charities answering = XX

12

How charities perceive public trust.

How trustworthy do you think the people of your country find the following types of organisations?

Local / regional charities
National charities
International charities
Not at all trustworthy Very trustworthy
Not at all trustworthy Very trustworthy
Public's average level of trust
Charity's average perception of public trust
Not at all trustworthy Very trustworthy
Base: All donors and charities answering = XX

13

Perceptions of the Government.

Overall, do you think the Government is a positive or negative influence on the charitable sector?

They don't do anything either way
Very negative
Negative
Mixed - they do some good things and some bad things
Positive
Very positive
I don't know what they do, so can't say
Base: All charities answering = XX

More about our partner.

In 2003, a number of individuals and non-profit organisations set up the Philanthropy Strengthening Initiative network in Indonesia. From this, in 2007, Filantropi Indonesia was formed. Filantropi Indonesia operates as an independent philanthropic organisation dedicated to improving the philanthropic sector to promote social justice and the Sustainable Development Goals (SDGs) in Indonesia.

Filantropi Indonesia presents as the Philanthropy Hub, a central platform for philanthropists and thought leaders to advance sustainable development in Indonesia. Our primary objective is to enhance the philanthropic capacity, accountability, and sustainability of organisations while promoting networking, co-creation, collaboration, and collective action in order to strengthen the philanthropic ecosystem.

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