The BAZNAS Strategy in Economic Empowerment (Coastal Region )
By: M Ridwan , I Andriyanto, and P Suharso
Editor: Ustaz Sofyan Kaoy Umar, MA, CPIF
Abstract.
The raising of unemployment and poverty,
particularly in the coastal region require a socioeconomic analysis to find the
solution. On the other hand, one of the zakat objectives is helping mustahik
(zakat recipients) in the economic sphere. They received zakat because of
limitations in the necessity of life, both in short and long period. This
research aimed to explore how zakat funds improve their welfare, particularly
in the sub-district of Jepara, which consists of fourteen villages. The
observation and interview technics utilized for information assembly, then
analyzed by Milnes and Huberman model. The results indicated that BAZNAS (Badan
Amil Zakat Nasional), as a national zakat board empowered ZIS (zakat, infaq,
and shodaqoh) funds through four models. The first, the consumptive model aimed
to help mustahik fulfill the needs in a short period, such as giving
compensation to the poor and orphans. The second, the creative consumptive
model, that gave direct assistance such as medical expenses, wheelchairs, and
house renovation. The third, the traditional productive model that gave
productive goods to whom has certain skills, such as sewing machines for a
sewing expert and goats for a livestock expert. The fourth, the creative
production model, which invested some of the ZIS funds to develop health
clinics in collaboration with the Islamic University in Jepara. The results
also obtained that ZIS fundraising is too small, furthermore, BAZNAS should
increase creativity, innovation and notice that the presence of a companion
team was important to support the success of empowerment program.
1. Introduction
The presence of small-scale fisheries in
Jepara regency give a significant contribution to the coastal communities in
employment opportunities and generates revenue for local government. The
characters of small-scale fishermen are who operate traditional fishing
equipment, have limitations in providing production factors for fishing, and
have fished grounds not far from the beach, so their operations are limited to
the areas around the coast. The condition would disrupt fisheries production
activities and indirectly has an impact on the lives of small-scale fishermen
because the location is highly dependent on environmental conditions such as
water conditions. This will naturally raise the problem of uncertainty in the
livelihoods of small-scale fishermen. Lately, the issue of fuel price increases
and the lifting of fuel subsidies also affect the fisheries sector whereas the
rise in fuel price will bring great influence to the fisheries sector,
particularly to the coastal fishing communities [1]. Therefore, small-scale
fishermen who have limited capital are devastated by the fuel price increase because they are not being able to go fishing and the income will ultimately
decrease. It also causes an increase in unemployment and poverty in fishing
families. All these issues that described earlier require an analysis of the
socio-economic portrait of the local community to understand the impact.
Accordingly, many management initiatives often fail because they forget the
importance of understanding the social and economic characteristics and the
needs of the small-scale fishermen. As a point of view, this research aims to
explore how zakat contributes on socio-economic livelihood, particularly how
BAZNAS Jepara creates strategic actions in empowering the coastal region
community.
Zakat is one of the pillars of Islam that is
mandatory and consists of two types, zakat al-fitr and Zakat al-mal. The role
of zakat is to improve society welfare through tackling poverty. Because of
its central position, zakat has operational guidance includes the kind of
treasures are exposed to zakat, minimum rates of property on which zakat
(nishab), the deadline for implementation of the zakat (haul), until the group
entitled to receive zakat (masharif al-zakah). Zakat is an important instrument
in Islamic economy sectors, whereas encouraging the advancement and Muslims’
prosperity all over the world [2]. This is because zakat is the worship of
maaliyah ijtimaiyyah, which has a strategic position for the well-being
development.
Institutions of zakat need to be regulated
and managed through an effective and efficient system particularly in the
collection, distribution, and good governance program, in order to become alternative economic empowerment of community [3]. According to Islam, state or
the agency who has the mandate by the state and on behalf of government acts as
the manager should manage zakat properly. Zakat management under the government
authority is more effective than if it is collected by the agencies with no
coordination, particularly in executing its functions and the impact on
wellbeing [4]. Moreover, productivity improvement along with equitable income
and an increase in employment availability will support the formation of good
socioeconomic circumstances of the community. Accordingly, the empowerment of
zakat fund, alms, and infaq is an alternative way to increase the community
welfare.
Zakat Community Development (ZCD) is one of
the most effective programs on the community empowerment. This program became
the major concern of BAZNAS because of many dimensions of the poverty problem,
not only the material but also the attitude of life. If zakat in the form of
consumptive, then the progress will be static, even there is a tendency to
increase the growth of the poor. Therefore, this program aims to reduce poverty
with a comprehensive approach in the various terms ranging from education,
economics, health, up to religion. The zakat empowerment is the distribution of
zakat to mustahik with managed and developed through productive behavior,
indicates that the utilization of zakat as capital that expected to improve
mustahik welfare [5]. It is included in the notion of zakat empowerment whereas
the zakat properties managed by amil (zakat board) result gains and distributed
to the mustahik periodically. Consequently, the empowerment of zakat means the
property distribution to mustahik in proper, effective, and benefits production
in accordance with Islamic law and social-economical function of zakat.
Many researchers have conducted the study to
explore the effect of zakat on community economic development, whereas Muhammad
Haris Riyaldi [6] concluded two factors affect the success of the productive
zakat recipients’ in the Baitul Maal Aceh (BMA). The first is the external
factor, which includes material support and zakat officer assistance of BMA. Moreover,
the second is the internal factor, which includes the spiritual and human
resources. Meanwhile, Iim Halimatusa'diyah revealed that the potential zakat
fund is significant to poverty alleviation where the management and utilization
of zakat were in proper [7]. Moreover, the utilization of zakat funds becomes
diverse such as social security system, labor insurance, pension insurance and
life insurance, as well as to cope with various problems such as housing,
capital access and the education of the poor.
Widi Nopiardo said that the use of productive
zakat in Tanah Datar experienced a decline in 2014 and 2015 due to the
innovation of distribution patterns, which originally only consisted of three
forms: level I, level II, and level III. Nevertheless, in the following year
the pattern of productive zakat distribution consisted of four forms, namely
level I, level II, level III, and entrepreneurial training [8]. Furthermore, he
explained that the utilization of productive zakat funds by the center of zakat
community care diverse into seven flagship programs, one of which was a
community empowerment synergic program. The program consisted of many
activities, which were the model of productive zakat utilization in increasing
mustahik income. Ismail & Possumah classify the utilization of zakat into
four models: The first, the traditional consumptive model, whereas zakat
distributed to mustahik directly. The second, productive consumptive model,
whereas zakat is realized in other forms from the original goods. The third,
the traditional productive model, whereas zakat is given in the form of
productive goods. This model able to create business opportunities and job
vacancies for the poor. The fourth, the creative productive model, where the
realization of zakat is in the form of capital or investment i.e. to build
social and economic projects [9].
2.
Research Methods
This is a descriptive qualitative research
[10,11], which aimed to describe the strategy formulation of the coastal region
economic empowerment, particularly in fourteen villages that were closed to
Jepara beach. Using SWOT analysis as a general tool to formulize the strategy,
this research produced the BAZNAS empowerment strategy based on combinations of
strengths-opportunities, strengths-threats, weaknesses-opportunities, and
weaknesses-threats. The data used in this study were primary data and secondary
data. The primary data originally came from the results of interviews with the
manager of the BAZNAS of Jepara Regency and mustahik who received ZIS funds in
the Jepara coastal area. While secondary data were obtained from reports
provided by BAZNAS Jepara regarding the collection and empowerment of ZIS funds
from 2014 to 2017. In order to test the validity of the data, the researcher
conducted credibility testing with several techniques such as the extent of
observation, increased persistence, source triangulation, and member check.
While the data analysis to support SWOT indicators referred to Miles and
Huberman analysis model [12] which included data reduction, data display, and
conclusion drawing.
3. Result and Discussion
3.1. BAZNAS Strategy in Economic Empowerment
Program
BAZNAS is an institution formed by the
government in order to achieve good governance of zakat. The raising of ZIS
fundraising showed the higher quality of governance. The utilization of zakat
funds varied according to the environment especially for poverty alleviation
[13,14]. As resulted through SWOT analysis and carrying out the activities, the
board implemented a principal policy that zakat should not be imposed but
through appreciation and awareness. Therefore, socialization and fund
collection must be carried out continually. Another policy is to strive for the
civil servant, state-owned enterprises, and regionally owned enterprises to
become sponsors and pioneers in the fulfilment of zakat, in accordance with the
letter of the Minister of Home Affairs about the invitation to distribute zakat
through BAZNAS
The utilization of ZIS funds could not
achieve success without qualified fundraising activity, therefore, the success of fundraising is the primary key of the program. The Data of Baznas
Jepara Fundraising, for example, Showed that the fund was used to empower the community's welfare
in fourteen villages located on the Jepara beach through the program. The program included; compensation to the poor, compensation to orphans, medical
assistance, wheelchair assistance, home renovation, scholarships, provision of
sewing machines, provision of goats, provision of venture capital, and
investment in clinical development at the Islamic Higher Education Foundation
of Nahdlatul Ulama (called YAPTINU) Jepara.
Based on data from Baznas Jepara, the
utilization of ZIS funds in fourteen coastal villages by BAZNAS of Jepara
Regency can be grouped into four models: The first, utilization of the
traditional consumptive model, whereas ZIS funds distributed to mustahik
directly, such as poor compensation, child benefits orphaned, and help with
treatment. The second, utilization of the productive consumptive model, which
funds are realized in other forms from the original goods, such as in the form
of scholarships, home renovations, and wheelchair assistance. The third, the use
of traditional productive model that funds allocated for productive zakat and
this is given in the form of productive goods such as goats, sewing machines,
and also business capital. Giving in this form can create business
opportunities that open job vacancy for mustahik. The fourth, the utilization
of ZIS funds in creative productive forms, which funds are used for the
investment of economic development projects. In this case, the board made it
happen in the form of investment in the construction of clinics in
collaboration with YAPTINU Jepara. However, the number of ZIS funds utilization
in fourteen coastal villages of Jepara is still dominated by a consumer model,
both the traditional and creative consumptive models. While the utilization of
traditional productive models only occurs in 2015 and 2017.
The criteria for recipients of ZIS funds in
BAZNAS of Jepara Regency are: The first, must be included in the eight asnaf
(groups of zakat recipients), preferably in the poor or poor category. The
second, widows who are still in productive age. The third, the widow has a
child, this is intended if the widow died, then her business could be continued
by her child. Whereas the mechanism for receiving ZIS funds is that mustahik
candidate submit himself to the zakat agency by bringing a copy of the identity
card, and certificate of incapacity. After that, the village zakat agency will
create a proposal, then, delegate it to the sub district zakat agency, and then
submit it to the BAZNAS of Jepara Regency. After the proposal submitted, the
board would communicate with the local village apparatus to survey the mustahik
candidates. If a discrepancy is found, the board will not receive them as the
nominee.
3.2. The utilization of ZIS funds,
particularly the productive model
The first related to operational management,
management is needed to advance the organization and achieve organizational
goals. Likewise, utilizing ZIS funds requires the management to obtain optimal
results [15]. Consequently, planning to utilize ZIS funds at BAZNAS Jepara must
make a priority scale and data inventory of mustahik skills. With the priority
scale and data inventory of mustahik capabilities, it shows that the board
should plan carefully in ZIS funds utilization. Mustahik candidates who have
certain abilities will be given venture capital in accordance with their
abilities. The selectivity is intended to make ZIS funds truly empower the
poor. Mustahik candidates who do not have any ability, but have the motivation
to change into better living, the board should conduct training and courses to
foster abilities in themselves mustahik. The goal is that the mustahik
candidate has the same opportunity to be productive. In addition to planning,
organizing must also be addressed by assigning tasks, authorities, and
responsibilities to qualified people. The utilization of ZIS funds in terms of
organizing is the division of tasks in training, mentoring, consultation and
supervision. The use of public facilities in the form of libraries can be used
to facilitate placing and conduct training as social capital to be creative.
Non-formal learning facilities such as libraries create non-formal learning
facilities in the coastal community [16–18]. In the case of supervision, the
board must supervise each program of utilizing the funds directly. BAZNAS
Jepara should supervise each fund utilization program routinely. This
supervision is necessary in order to avoid the possibility that mustahik use
the funds for other activities outside the program.
The second, Human Resources (HR). HR has an
important role in bringing the organization into the goal. The weaknesses of HR
professionalism have resulted in the lower performance of zakat organizations.
The requirements for qualified human resources are to have the capability and
understand their role in the zakat organization, and truthful [19]. These
requirements are collected in two ways, namely capable and trustworthy. These
two conditions have special features, namely the managerial ability to organize
zakat board and the ability to create innovations and breakthroughs in the
utilization of ZIS funds. As for amil who understands the law of jurisprudence,
BAZNAS Jepara need not doubt, because they came from scholars and community
leaders in Jepara.
The third, accountability. The accountability
is the ability to explain, answer, and accountable for all decisions and
actions are taken. Accountability is related to openness in taking
responsibility for something in front of others. As an institution that manages
funds from the public, BAZNAS Jepara is required to apply a good governance
system.
3. Conclusion
Based on the data and discussion, it can be
concluded that the ZIS funds utilization for fourteen villages in the coverage
area of BAZNAS Jepara through four models; The first, the consumptive model,
which is in the form of direct assistance to meet the short-term mustahik needs
such as the poor's compensation, orphans' compensation, and medical assistance.
The second, creative consumptive model, wherein the form of direct assistance
in the form of goods such as wheelchair assistance, house renovation, and
scholarships. The third, traditional productive model, by giving productive
goods to mustahik who have certain skills such as sewing machine, goats, and
business capital assistance. The fourth, creative and productive models, that
invests part of ZIS funds collected for the construction of a health clinic in
cooperation with YAPTINU Jepara. The majority of ZIS funds are utilized for
consumption purposes, only a small portion is used for productive purposes.
Therefore, it is recommended to BAZNAS Jepara increase the number of funds for
productive purposes, subsequently, the Mustahik economic empowerment program
can succeed. Moreover, the board should improve their managerial skills, create
training and form a companion team to help the success of the mustahik economic
empowerment program
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M Ridwan, Department of Syariah, IAIN Kudus,
Jl. Conge Ngembalrejo PO BOX 51 Kudus
P Suharso,
Department of Library and Information Science, Diponegoro University,
Jl. Prof. Sudharto SH. Semarang
Editor: Ustaz Sofyan Kaoy Umar, MA, CPIF,
Director of Baitul Mal Mina, NGO IndoCares, MTEC and Darul Quran Mina. Email:
ustazsofyan@gmail.com