MANAGEMENT MODEL OF CASH WAQF FOR UNIVERSITY

Currently, many campuses have implemented operational fund management through waqf, including the Al-Azhar Egypt campus, Unida Gontor, UII Yogyakarta, and Darunnajah waqf . However, on the other hand, there are still many aspects of management as well as data and management that have not been digitized and published in general. so that this becomes a problem of waqf accountability itself. The purpose of this study is to clearly know the pattern of cash waqf management at the Unida Gontor and MUI campuses and be able to implement this model on all campuses. The methodology of this research is descriptive qualitative with an ANP analysis tool. The results show there are 3 problems in this cash waqf model. Among other things, the HR factor with a rather agreement value of 2%, universities with a rather agreement value of 12% and the operational value of rather agreement at 1%, and the strategy, namely the synergy between BWI and universities, using local wisdom and being used as waqf as a lifestyle with the rather agreement value by 16%.


INTRODUCTION
Currently, waqf is something that is unstoppable among Muslims, this has been proven by an extraordinary legacy, including the Khaibar Land Waqf by Umar Bin Khattab, Uthman Bin Affan's Well Waqf by Uthman Bin Affan's friend, the first campus waqf in the world Al-Qarawiyyin by Fatimah Al-Fihriyyah 859 AD, and the Al-Azhar campus in Egypt, Sulaiman Ar-Rajhi's largest endowment is 7.7 billion USD, even the world's top 11 campuses are funded by waqf such as the Massachusetts Institute of  (Republica, 2016). In addition, the extraordinary waqf in the domestic campus includes the Gontor waqf, the 1.6 T Darunnajah waqf, the UII Campus waqf, and the UMI Campus

Waqf.
In Islam, the practice of waqf has a very important position as well as zakat and alms. Waqf requires a Muslim to give up the property given to be used in the interests of worship and goodness. One form of application (hablum minannas) is mutual giving, such as zakat, gifts, grants, etc., because Islam advocates to give each other with the aim of helping Muslim brothers who are in distress and getting the pleasure of Allah, Allah says in surah at-Tawbah verse 60 (Nurhadi, 2019). Indonesia as a predominantly Muslim country has tremendous Zakat potential (Sugiyanto, 2018). The waqf property that has been given is no longer private property but belongs to the people. Waqf can be used as a potential economic institution to be developed as long as it can be managed optimally because waqf institutions are one of the national cultural assets from the social aspect that need attention as a support for life and national pride (Hazami, 2016). In addition, the existence of waqf has also facilitated the community with various adequate facilities and infrastructure so as to reduce the dependence of funds on the government (Wati, 2019).
Etymologically, Waqf comes from the Arabic al-waqf masdar form of the word "waqafa-yaqifuwaqfan". Sayyid Sabiq, in his book Fiqh al-Sunnah explains the definition are provisions in terms of the allocation of funds considering its considerable potential (Faisal, 2020).
Therefore, the stretching of this cash waqf needs to be transmitted structurally, systematically, and massively so that education financing funds become of economic value like in Al-Azhar and of better quality because in fact quality and economic value of education is a right for all people, especially Muslims. It has been proven by the existence of Baitul Hikmah at the time of Caliph Harun Ar-Rashid followed by his son Caliph Al-Ma'mun who ruled 813-833 AD. Therefore, a waqf strategy is needed to advance the potential of the campus. Management as a function of the company needs to be studied properly, with the aim of increasing competitiveness (Hisan, 2021).
In practice, waqf in Indonesia faces quite complicated problems, because generally waqf is non-productive and its operational costs seem to burden the community (Rusydiana & Devi, n.d.). One of poverty alleviation in Indonesia is the creation of a mechanism that is able to channel wealth from wealthy groups of people to groups of people who can't afford it (Amsari, 2019). This fact illustrates the condition that direct waqf is not productive waqf, meaning that waqf that is given its services directly to the community is not provided for production purposes. according to Munzir Kahf. Thus, the study examines a model that can be developed in universities in assisting the process of providing financing to the mauquf instead of using the cash waqf system specifically.

REVIEW OF LITERATURE
Etymologically, strategy is a noun that means blueprint, design, strategy, program, plan, tactic, policy, strategy, approach, and politics. Strategy comes from the Greek word strategy which means the art or science of becoming a general. The strategy was originally In determining the strategy of a company, there are two important components that are always considered, namely: a). Resource deployment (resource distribution), which is how the company distributes its resources to implement the company's strategy; b).
Strategy can be divided into three levels, namely strategy at the company or corporate level, strategy at the business level, and strategy at the functional level. The strategy at the company level is carried out in relation to competition between companies in the business sector that it runs as a whole. Strategies at this level are formulated by top management.
Strategy at the business level is an alternative strategy carried out by the company in connection with the business competition it carries out in each business unit. Strategy at this level focuses on operations that are relevant to a particular business unit. If the company has several business units operating in different markets, then a corporate strategy will be required. The business unit is left to determine its own strategy while the top management oversees the business unit to be consistent with the corporate strategy.
Functional strategies are aimed at organizational functions, such as marketing, finance, research, development operations, and human resources functions.
Waqf can contribute to the economic development of a country, which can reduce government spending, equalize income distribution, reduce poverty, and can increase economic growth. However, currently, the potential for waqf has not been optimally utilized in Indonesia (Fitri & Wilantoro, 2018). One of the instruments of the distribution of economic wealth in Islam is the waqf (Martinelli, 2019). The person who first introduced that Ibn Shihaab Az-Zuhri allowed the waqf of dinars and dirhams, by making the dinars and dirhams as business capital, which then the profits were channeled to waqf. Az-Zuhri gave a fatwa that the community was encouraged to donate dinars and dirhams for the construction of da'wah, social, and educational facilities for Muslims at that time.
The permissibility of cash waqf was stated by most of the Hanafi schools and also some scholars of the Shafi'i schools. In the past, waqf advanced because the Muslim community thought dynamically, inclusively, and not rigidly (Potensi & Wealth, 2018 However, cash waqf only had a significant effect in the 16 th century AD, namely, during the Turkish era, the construction of the city of Istanbul, could not be separated from cash waqf which grew rapidly so that it became a trading center. This can be proven by historical documents found in 1464 AD, which a hundred years later became the custom of the people of Istanbul. The concept of cash waqf through Social Investment Bank Limited (SIBL) in Bangladesh is packaged in the mechanism of the Cash Waqf Certificate instrument. It has provided alternative solutions to overcome the Muslim welfare crisis.
Compared to immovable property waqf, cash waqf has a greater opportunity to be modernized.
Cash waqf is waqf in the form of money which is then managed productively by nazhir, and the results are used for waqf. That is, a person who wants to waqf money should invest which then the profits are in waqf for mauquf alaih. Cash waqf has the potential to become a great power because the collected money functions as an endowment fund that is maintained in its principal integrity and will continue to accumulate along with the fundraising activities carried out by nazhir. The principle of cash waqf must be kept intact according to the waqf principle, while the results from the placement of cash waqf funds in the form of profit sharing can be invested in the productive business sector which will have a multiplier effect (Siregar, 2020 advantages than zakat, infaq, and alms. The zakat paid is then distributed and its form runs out as well as the benefits as well as alms and infaq. In contrast to waqf which has the main principle, namely in terms of waqf payments, the principal of the waqf must remain eternal while only the benefits are given so that the benefits of the waqf remain as long as the principal is still there. Indonesia (Hazami, 2016). Waqf as worship that has a social and horizontal dimension is certainly very important for the people because, in addition to zakat, waqf worship can also improve people's welfare and can eliminate poverty (Abdullah, 2018). Therefore we need the same concept and application, in order to advance the development of education through the campus world so that people do not feel burdened.

RESEARCH METHOD
The research uses the descriptive qualitative method. The tool used in this research is the Analytic Network Process method. The Analytic Hierarchy Process is the basis for developing the Analytic Network Process (ANP) method. ANP is a decisionmaking tool for a problem.
In the study, the selection of informants was carried out by purposive sampling by assessing the understanding of the informants regarding the problem of the weak

RESULTS AND DISCUSSION
The findings of this study analyzed data and information as a result of the research. The study examines the practical problems that occur regarding the distribution of financing that is still not using the system comprehensively or there are still halfmanual combinations with the system or vice versa. The information was collected from 2 (two) institutions, namely ICAST Gontor and MUI North Sumatra Province which became the object of this research where each of these institutions has its own process and each has advantages and disadvantages, then a breakdown of the problem is carried out to become a model of cash waqf management for universities. tall. After the description of each existing process, a study of the model that will be recommended is carried out according to the needs of the financing product system and which is able to support the management of waqf for universities for the benefit of universities and the wider community. Below is a picture of the framework for the management model of cash waqf management for universities as follows: Basically, universities in general still follow the standards of the campus world in general, namely from the results of tuition fees for local students and students, not to mention there is assistance from related ministries such as the ministry of religion or the ministry of education and culture. Currently, the financing for the campus world is expensive and very large so it often results in students and college students.

Figure 1 Model Framework
Currently, there are not many campuses whose management uses waqf as a support for their operational activities, including Al-Azhar Egypt, Unida Gontor campus, UII Yogyakarta campus, and UMI Makassar campus. But now many campuses are starting to manage waqf for their operational activities, such as the Airlangga Surabaya campus with Khadijah waqf outlets, the Unida Gontor campus with its motorbike waqf, and the UIN SU campus cash waqf with scholarships for students and college students who cannot afford it.
The implementation of cash waqf management for universities has many challenges, from the aspect of competent nazhir, fundraisers of waqf funds as well as attractive and good assets to be managed professionally and cash waqf reports that follow accounting standards 112. In essence, cash waqf management will be easy to implement if there is a strong and great synergy with various stakeholders including BWI, Ministry of Religion, BPN, FWP as well as the campus itself. Synergy and collaboration are the main keys to waqf management for universities.
In addition, the education and socialization sector is an important note, therefore BWI launched that waqf as a lifestyle where people donating don't have to be big and expensive and difficult, with 10,000 everyone can donate money and the most important thing is the target or object of wakif, namely the millennial generation and Generation Y, Z, and Alpha or the generation born in the '80s, '90s, 2000s and above, their potential is very large and very high and we will experience a demographic bonus in 2045 or 100 years after Indonesia's independence.
Technology and big data are the keys to managing cash waqf for universities to make it easier to implement because at this time we can no longer use conventional methods in managing waqf, it is time for waqf to go digital, all must be aware and aware of the technology.
Government intervention is the main key, however, the management of cash waqf for universities will not be carried out without political will or a political touch, so the role It is time for the campus world to be able to be financially free through productive waqf assets so that it is free from financing through students because currently the campus is not developing and advancing in terms of training, service, and teaching because it is not yet well established, independent and financially independent, it is time for the campus world to make tuition fees free etc. From the salaries of civil servants such as UII and Al-Azhar campuses, Egypt and related to research and development of a product or goods or research, it can be through productive waqf asset benefit funds.
The following will describe the cash waqf process carried out by the North Sumatra  (5), the Cash Waqf Certificate will be given to BWI for administration; The following is the process of managing cash waqf at UNIDA Gontor, namely: Candidates for waqf are required to make cash waqf according to the nominal agreed upon by the campus or from the Gontor itself. Those who manage the cash waqf funds are Laznas Gontor, Laznas Gontor is managed by 3 rd and 4 th -semester students who are selected and through a strict selection., Cash waqf funds the collected assets are managed into assets in the form of 1 motorbike to several motorbikes until they are finally bought into several cars. These motorbikes and waqf cars are the results of purchases from BMTs in the Gontor environment, using a Murabaha agreement to buy motorbikes and cars between Laznas and BMT, every month Laznas repays the waqf assets of motorbikes and cars., These waqf motorbikes and cars are rented out to students and lecturers and the rectorate, The UNIDA Gontor campus is the result of the management and development of the Gontor waqf assets. Gontor's productive waqf assets such as all UNIDA Gontor campuses, Ma'had Gontor, field, Convection, Catering, Laundry, etc. ICAST Gontor admits that with this cash waqf it is increasing not decreasing and Gontor's breath is waqf.
Below is a description of the waqf management model for universities, including internal problems covering aspects of HR, operations, and higher education along with a clear description of the solutions and strategies. which is 6%. It means that the level of agreement of respondents on the priority order of Higher Education and HR and Operational problems varies regarding answers and the rater agreement rate is 6%.

Figure 3 Results of Synthesis of HR Priorities Based on Average Values
Figure 3 above shows that based on the combined opinion of the respondents, the most priority human resource problem in determining the waqf management model for universities is mindset which is 44%, the second priority is occupied by careers by 36% and the third place is nazhir recruitment 34%, and the last place is expertise at 28%.
Respondent's answers to the priority order of HR in the form of mindset, expertise, Nazhir recruitment, and unpromising careers varied by 2%. Management Model of ….. 795 Figure 4 above shows that based on the combined opinion of the respondents, the most priority problem of synergy in determining the waqf management model for universities is High Risk. which is 55%, the second place is the policy at 50%, the third place is financial statements at 49% and the last place is no funds at 32%. The result of obtaining the rater agreement value of all respondents is weak by 12%, this means that the level of agreement of the respondents on the priority order of internal product problems in the form of high risk, policies, financial statements, no funds is 12%.

Figure 5 Results of Synthesis of Priority Operational Problems Based on Average Values
Figure 5 above shows that based on the combined opinion of the respondents, the most priority operational problem in determining the management model of waqf management for universities is the first place management at 67%, the second is business partners at 30% and those who occupy the final order is IT facilities by 23%. The results of the rater agreement value obtained by all respondents vary by 1%, which means that the level of agreement of respondents is moderate on the order of operational priorities in the form of management, business partners, and IT facilities by 1%.   is sharia compliance, which is 54%, the second place is insurance waqf at 45% and the third is in the third place is waqf innovation, which is 28%. The result of obtaining the rater agreement value of all respondents is weak at 9%, this means that the level of agreement of respondents is weak on the priority order of shariah compliance, insurance waqf, and waqf innovation, which is 9%. Management Model of ….. 797 Figure 8 above shows that based on the combined opinion of the respondents, the most priority operational solution in determining the waqf management model for universities is improving IT by 58%, and the second place is improving synergy by 41%.

Figure 8 Results of Synthesis of Strategic Priorities Based on Average Scores
The result of obtaining the rater agreement value of all respondents is 51%, this means that the level of agreement of the respondents is moderate on the priority order of operational solutions, including improving IT, increasing synergy by 51%.,

Figure 9
Results of Synthesis of Strategic Priorities Based on Average Scores Figure 9 above shows that based on the combined opinion of the respondents, the community's most priority solution in determining the waqf management model for universities is the synergy between campuses and BWI, which is 14%, and the second place is maintaining local wisdom, which is 14%, and the last place is waqf is a lifestyle, which is 13%. The results of the rater agreement value of all respondents are weak by 16%, which means that the level of agreement of respondents is on the order of priority, which is 16%.

CONCLUSION
The results of the study illustrate that the waqf management model for higher education can use the cash waqf mechanism that has been carried out by Unida Gontor and BWI. Internal problems related to waqf management for universities include 3 aspects, namely HR including nazhir recruitment, expertise, mindset, and unpromising careers. Management includes management, IT facilities, and business partners, as well as universities in the form of high-risk policy financial, and financial statements, and there are no funds. The solution also has 3 aspects including HR aspects, including those between universities and BWI, using local wisdom, and making waqf as a lifestyle.
After the analysis and research results have been carried out, there are suggestions for consideration, including: a) Regulator. From the beginning, prepare regulations related to waqf management models for universities and support various aspects needed; b) Campus Management and Practitioners. Universities should prepare themselves to be independent in terms of management and should learn and reflect on successful universities such as Al-Azhar Egypt, and Unida Gontor; c) Academics. Academics are also expected to continue to conduct research for the development of waqf management models for universities in the future so that they become a research and development center that is relied on by the waqf industry nationally and internationally.