Privileging downward accountability in Waqf management

Abstract

Purpose This paper aims to argue for the need of beneficiaries’ involvement in matters impacting them. The current effort to improve waqf management and the trend of waqf studies seems to focus on waqf financing/investment using sophisticated financial tools and inviting participation from business entities. There was no conscious effort to engage the beneficiaries/public as the means to inform and improve the way waqf properties are managed despite it being, arguably, the primary stakeholder. Design/methodology/approach This is a qualitative study informed by the concept of downward accountability. Interviews with staff involved in managing waqf properties are conducted. Data is interpreted, resulting in emerging themes. Findings This paper argues that the way waqf entity is structured and the staff’s value is important in determining whether benefit accrues to beneficiaries. Grounded on Islamic ethos, the values of individual staff is imperative in ensuring downward accountability is discharged. The closeness and empathy between staff and beneficiaries contribute towards a meaningful operationalisation of downward accountability. Research limitations/implications Because of the nature of methodology focusing on specific waqf practices in two specific waqf settings, the result must be interpreted within its context. Practical implications Waqf entity needs to have a structure where beneficiaries are meaningfully involved. Social implications This paper argues that the benefit of waqf establishment may not accrue to beneficiaries if it is undertaken without their engagement. Originality/value This paper raises the importance of engaging beneficiaries as one of the approaches in serving them. Any future project involving the targeted beneficiaries should involve them in some capacities.

Designing simple productive waqf models for Indonesia

“…Some of the challenges in managing waqf according to Laallam et al (2020), among others, include lack of accountability, lack of funding, mismanagement and lack of trained labor, where intellectual capital is among the most important for the efficiency and effectiveness of waqf institution operation. Meanwhile, Osman and Agyemang (2020) highlighted the need of beneficiaries/public involvement to improve the waqf management and ensure that the beneficiaries receive the benefits effectively.…”

Waqf Management: A Bibliometric Review

“…Based on the results of the meta-analysis of the above data, the following information was gleaned from previous research on the evolution of the field: First, research on waqf management continues to advance from year to year, particularly in terms of collection (Shulthoni & Saad, 2018), management (Osman & Agyemang, 2020), and distribution of the benefits of waqf assets to improve the socioeconomic life of the community (Hossain, 2020;Medias, Rahman, Susamto, & Pambuko, 2021;Shahriar et al, 2018). However, this success must be continuously evaluated on several points, including (1) the lack of an appropriate standard to measure the performance of waqf institutions (Noordin et al, 2017), so as to increase the level of public trust to become a waqif in private and public waqf institutions (R. Hasan, Ahmad, and Siraj, 2020).…”

Proposing Waqf New Form (WNF) In Waqf Land Registration System In Malaysia

“…Zain and Sori (2020) designed a potential sustainable and responsible investment (SRI) Sukuk model and sought the opinion of subject-matter experts and industry practitioners on the model, its attractiveness to investors, and its feasibility of its implementation in Malaysia. Osman and Agyemang (2020) argued for the involvement of beneficiaries in matters that impact them.…”