International Journal of Islamic Thought and Humanities
Published by Sekolah Tinggi Agama Islam Taruna Surabaya
Vol. 2 No. 2 September 2023, Pp. 222-231
DOI: https://doi.org/10.54298/ijith.v2i2.102

Social Financial Inclusion of Digital Based and Cooperation to Increase
Competitiveness in Baitul Maal Wat Tamwil
Fatkhur Rohman Albanjari
University of Sayid Ali Rahmatullah Tulungagung, Indonesia
fatkhurrohmanalbanjari@gmail.com
Received: 01-08-2023

Reviewed: 09-08-2023

Accepted: 29-08-2023

Abstract
This research is aimed to find out the Social Financial Inclusion of Digital-based and Cooperation in Baitul Maal
Wat Tamwil (multisite study of BMT UGT Nusantara Pasuruan and BMT NU Ngasem Bojonegoro). This research
used descriptive qualitative method. Data analysis used in this research was done by collecting data sources
through profound interview, observation, and the Internet, social media of BMT UGT Nusantara Pasuruan and
BMT NU Ngasem Bojonegoro. The technic of analyzing qualitative data in this research was done gradually
through data colleting, data reduction, data display, and conclusion. The finding showed that digital
implementation of both BMT is done by using social media and promotion, submission and responsibility for
social financial management. The cooperation program was also done by both BMT in order that the social
financial can be inclusive. The cooperation concepts that was done by both BMT were; cooperation with interBMT sector, cooperation with off-BMT institutions, and cooperation with local organizations or communities.
The result showed that the inclusion of digital-based social financial and cooperation in this research is able to
increase the competitiveness of BMT.
Keywords: Social Financial Inclusion, Digital, Cooperation, Competitiveness, Baitul Maal Wat Tamwil

Introduction
The rapid development of digital in the era of society 5.0 is inseparable from the role
of Internet users in Indonesia and even the world. 2020 Indonesian Telecommunications
Statistics data which is written in the Central Statistics Agency catalog reveals that data on
internet users in Indonesia in the last five years has experienced very rapid development and
quite a significant increase, where in 2016 it was around 25.37% to 53.73% in 2020. (Statistik
Telekomunikasi Indonesia, 2020) Meanwhile, on a global scale, world Internet users are
expected to reach 4.95 billion people in January 2022. This amount of number has increased
by 3.99% compared to the previous year of 4.67 billion people.

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Tabel 1. The Data of Internet Users in Indonesia 2016 & 2020

Presentase

90
80

1 DKI Jakarta

70

2 DI Yogyakarta

60

3 Kepulauan Riau

50

4 Kalimantan Timur

40

5 Bali

30

6 Kalimantan Utara

20

7 Banten

10

8 Sulawesi Utara

0
Tahun 2016

Tahun 2020

9 Jawa Barat
10 Kalimantan Selatan

The Data of Internet Users in Indonesia

Source: BPS, National Socioeconomic Survey/BPS-Statistics Indonesia
The data above shows a fairly rapid development, where the Internet users have
increased in only 4 years. It can be seen as an opportunity for the banking and financial world
to take a more significant step by providing excellent service to the stakeholders. With the use
of technology, the users are able to transacting quickly, precisely, comfortably, and more
easily. Convenience occurs when making transactions online without requiring coming and
queuing at the institution. This is able to provide confidence, with efficient use of digital to
increase the number of service users in a philanthropic institution.
The use of media in philanthropic institutions helps to increase the literacy index and
social financial inclusivity for the surrounding community directly. The substantial agenda for
forming financial inclusion is to increase people's capabilities in using money, managing risk
and generating profits. This agenda also has a welfare impact on the surrounding community.
(I.S Beik & L.D Arsyianti, 2016, p.p 221) Another definition related to financial inclusion is
an overall agenda that aims to eliminate all forms of obstacles or challenges, either physical or
non-physical in terms of public access in using and utilizing financial services. (Strategi
Nasional Keuangan Inklusif, 2022)
The use of technology to manage social funds is an innovation that has great potential
in the terms of distribution and collection. This convenience and comfort is offered by
philanthropic institutions through services based on smartphone applications that are easy to
use by all levels of users of social activities, such as facilitating Nazir/Amil in operational
management of social funds, facilitating wakif/muzzaki in paying waqf/zakat to institutions,
etc. Such developments are also imitated by Islamic microfinance institutions, namely Baitul
Maal Wat Tamwil (BMT).
The role of BMT activities cannot be separated from the existence of social institutions
in it. This is unique compared to other Islamic microfinance institutions, that BMT can carry
out social and business functions. The baitul maal at BMT has the same function and role as
the Amil Zakat Institution, or in Indonesian it is called as LAZ (Lembaga Amil Zakat). Hence,
baitul maal in BMT must be encouraged so that it can run professionally to become an
established LAZ. The function of the BMT baitul maal activities includes efforts to collect
ZISWAF funds and various other social funding sources, it must also be able to work on the

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zakat distribution process for the needy people in accordance with existing provisions, based
on Law (UU) number 38 of 1999 concerning asset management. (M. Ridwan, 2004, p.p 126)
The existence of a community welfare development program through BMT can be
proven by the baitul maal program at BMT. There are various kinds of programs, such as;
zakat, infaq, sadaqah and endowments by using a digital system in their distribution and
collection. The program will further develop in BMT with the cooperation of external parties
such as the Amil Zakat Agency or the Amil Zakat Institution, even now the Indonesian Waqf
Agency also provides opportunities for BMTs to participate in advancing waqf in Indonesia.
One of the easy access to services that can be enjoyed by members of BMT UGT
Nusantara is the Mobile UGT application. The UGT Mobile Application online can find out
BMT members’ savings such as mutations in member savings and member savings balances.
Members who have Mobile UGT can find information on balances, account movements, term
savings, financing, and savings. Even the mobile can be used for zakat and infaq as well. It is
proven by more than 16,000 people who have downloaded the application.
BMT NU Ngasem also experienced this rapid development of social activities. This
BMT has a strategy that is utilizing the existence of technology effectively. It can be proven
on social media accounts Facebook, Instagram, and Youtube of BMT NU Ngasem
Bojonegoro, there are many posts on institutional products, which these posts are able to attract
customers quickly and easily. Even digital service services have been provided by BMT NU
Ngasem which is available in BMT NU Ngasem Mobile application. The Cooperation Program
is also carried out by BMT by utilizing the Cooperation Network with the public fugires of
Nahdhatul Ulama in Bojonegoro and around. Cooperation is also carried out among the sectors
in BMT related to the distribution and collection of social funds.
This research is expected that digital management of the baitul maal by BMT can
increase public awareness for more intense transactions. Apart from that, it also provides BMT
awareness to raise their social enthusiasm to provide services to the members quickly and
easily. So that it can alleviate underprivileged people from poverty, encourage people to be
economically empowered to create prosperity.
Literature review
1. Social Financial Inclusion
Financial inclusion is the availability of access to various institutions, products and
financial services according to the needs and capabilities of the community in order to improve
people's welfare. (Peraturan Otoritas Jasa Keuangan, 2016) Social finance is a term for
activities that play a role in collecting and distributing non-profit funds, such as zakat, infaq,
sadaqah, waqf and other social funds. In BMT, it is known as the Baitul Maal (Treasury),
where its activities receive deposits of zakat, infaq and sadaqah funds and optimize their
distribution in accordance with regulations and mandates. (M. Ridwan, 2004, p.p 126) Along
with that, social financial inclusion can be interpreted as an activity where people can access
digital services to facilitate transactions in collecting and distributing benevolent funds such as
zakat, infaq, sadaqah, endowments, and other social funds.
2. Digitalization
Digitalization is the terminology used to explain the process of shifting work using
media devices. Digitalization can also be interpreted as the use of technology for new business
activities and the provision of opportunities to create value within a company. Digitalization is
the development of work methods, scope and work environment. (I. Nurfalah & A.S
Rusydiana, 2019)

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Social Financial Inclusion of Digital Based and Cooperation to Increase Competitiveness
in Baitul Maal Wat Tamwil – Fatkhur Rohman Albanjari
3.

Cooperation
Cooperation is a work carried out by a group of individuals that involves interaction
and mutual cooperation with each other's tasks until the goal is achieved. It can also be
interpreted as a grouping that occurs between known creatures. Cooperation involves the
division of tasks where each individual/group does each job which is their responsibility in
order to achieve goals. (L. Thomas & E.B. Johnson, 2014, pp. 164) It means a joint activity to
achieve goals.
4. Competitiveness
Competitiveness is a company's ability to produce superior goods/services. Competing
in a company is very dependent on its relative level of resources or usually called as competitive
advantage. The urgency of competitiveness is to support productivity independently, increase
capacity, market efficiency. (M.E Porter, 2001, pp. 12-14)
5. Baitul Maal Wat Tamwil (BMT)
BMT is an integrated independent business center which the activities are developing
productive and non-productive businesses to improve the economic quality of small
entrepreneurs (its members). BMT activities are encouraging its members to invest and support
the economic financing of fellow members. (A.H Ridwan, 2013, pp. 23) BMT also carries out
activities to receive ZISWAF deposits and distribute them according to applicable regulations,
based on the agreement and trust of the members. BMT is an informal non-bank sharia
financial institution which was jointly established by non-governmental organizations. (Atjep
Djazuli, etc, 2002, pp. 183)
Research method
This research used a qualitative approach, while the type of research was in the form of
multiple sites case study. The research was carried out using observation, profound interviews
and document reviews, and object of research was namely digital-based social financial
inclusion and cooperation in increasing the competitiveness of BMT.
This research can be said as a multi-site single case since this study has the
characteristics as explained by Yin, (R.K Yin, 2014) those are: (1) representing critical cases;
(2) extreme cases (unique); (3) cases that represent others; (4) revelator case; (5) long case. It
is called as multi-site since this research was explored from various locations, those are BMTs.
The objects which became the sites of this research were BMT UGT Nusantara Pasuruan and
BMT NU Ngasem Bojonegoro.
The qualitative data analysis technique in this study was carried out in stages through
data collecting, data reduction, data display, and conclusion. According to Atkinson, the steps
of case study analysis were firstly proposing the establishment of a data repository using basic
relational database theory. (John Atkinson, 2014) The second step was involving coding to
identify data that is still scattered. These generated codes were then analyzed and rationalized.
The third step was analyzing the data of case study by producing various reports. The fourth
step was generating the final proposition by connecting the rationalized code back to the initial
proposition and where a corresponding new proposition is generated. The results of these four
steps reflected the inclusion of digitalization-based social finance and cooperation in BMTs.

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Result and Discussion
1. Digital Social Finance System in BMT
As a philanthropic institution, BMT also carries out social activities, those are
managing funds in the form of zakat, infaq, sadaqah and waqf (ZISWAF). The
management of these funds genuinely aims to realize a role in the social sector. One of the
outlooks of the BMT that manages funds in the social sector was the funds raised by the
BMT could alleviate the poverty of members either the surrounding communities.
Wulandari and Khotijah explained that the impact of digital implementation has
made it easier for muzakki and those who are desired to donate in any way, inseparable
from the increased acceptability of ZISWAF. In addition, the government imposes social
law restrictions to assist digital platforms in collecting ZISWAF. The widespread usage of
digital platforms, cooperation with markets and e-commerce has emerged as one of the
main factors contributing to the development of ZISWAF acceptability year by year. (T.
Wulandari & Siti A.K, 2022)
The digital service ecosystem for BMT social finance is designed around three core
institutional activities; the process of collecting, distributing and managing ZISWAF BMT
funds. The chart below illustrates how digitization enters each stage of BMT activities with
today's technological developments. The following are the three pillars of digitization.

Chart 1:
Platform
Collection
External Platform

Internal Platform

(Fintech, e-Wallet )

(Website, Applicaton,
Social Media)

Digitalization of
BMT Social
Finance

Management

Distribution

Application-based member services
E-commerce-based member services

Operational digitalization using:
- BMT core system
- Social finance report
- Information system
muzakki/wakif/munfik

Figure 1. Chart 1: Three pillars of digitalization of BMT

a. Digital system for collecting social funds

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Social Financial Inclusion of Digital Based and Cooperation to Increase Competitiveness
in Baitul Maal Wat Tamwil – Fatkhur Rohman Albanjari
ZISWAF activities at BMT UGT Nusantara Pasuruan and BMT NU Ngasem
Bojonegoro were carried out online through internal platforms such as social media
(Instagram, FB, etc.), then websites and supporting applications were created. BMT NU
Ngasem was an example of media promotion and platform for raising funds that is safe
and fast for BMT members. Subsequently, through an external platform where BMT
UGT Nusantara also collaborated with fintech for members to easily transferring from
any bank or from any fintech company to BMT so that transfers are convenient
anywhere and anytime online, an example of cooperation between fintech and BMT
UGT is LinkAja Syariah.
External platforms for raising funds through e-wallets or digital wallets are also
busy, especially using e-wallets which are easier, faster and safer under the auspices of
BI and OJK without monthly fee cut like in banking. The examples of popular e-wallets
are OVO, DANA, Gopay, LinkAja, Jenius, Isaku, and Sakuku. Several e-wallets that
have cooperated with BMT NU Ngasem Bojonegoro can transact with the mobile BMT
application provided by BMT for its members to access finance easily.
b. Digitalization of institutional management
Digitalization in management forms a system that is integrated with the center to
facilitate supervision and compliance. The Integrated Micro-banking System, Core
Micro Banking application or software from the small business incubation center has
been operated by more than 2000 BMTs (IMBX). The application has modules for teller
services, accounting, reporting, deposit financing, and customer service. (Komite
Nasional Keuangan Syariah, 2020) This helped the efficiency of the performance of
human resources in BMT as well as cost and efforts which also has an impact on
accelerating Islamic financial inclusion.
The implementation of digital-based social financial management was also carried
out by BMT NU Ngasem Bojonegoro. In this case, the manager (Muzakki) of BMT
directly supervises the distribution and collection of funds through digital applications.
This digital application named "Baitul Maal BMT NU Ngasem" provides easy service
and distribution of funds. Muzakki can directly transfer to the accounts of donation
recipient such as mosque staff, social communities, people who need BMT social
donation, etc.
The activities of management and reporting in BMT NU Ngasem Bojonegoro
funds were also published on BMT social media. It was aimed to make BMT's social
activities transparent or visible. Accountability and transparency of BMT activity and
financial reports caused to emerge loyalty for members in transferring their donations.
c. Social fund distribution system
Distribution of BMT social activities using internal and external platforms from
BMT, an example that has been implemented at BMT NU Ngasem is an application
service that helps muzaki who is desired to do zakat, infaq, sadaqah or waqf directly to
the recipient of zakat. Through the BMT application, transactions were easier and faster,
and the BMT simply provides individual supervision and reporting via e-mail and
WhatsApp. This digital service makes the transferring is easy for the members without
requiring coming to the BMT office to distribute their donations.

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Distribution with an e-commerce platform is a technology-based service for micro
small medium enterprises (MSME) in particular, BMT as an institution engaged in
micro e-commerce is needed for buying and selling service transactions. MSMEs ecommerce can sell and buy goods online, so that financial applications are needed as a
tool to check savings balances, account mutations checking, payment, and receipt of
funds. The existence of cooperation between BMT digital and e-commerce facilitates
financial management in MSME businesses and business development. It is also create
convenience for members to access goods purchase transactions through marketplaces
and so on.
2. Cooperation Strategy in Maintaining the Existence of Competitiveness in BMT
BMT is a Islamic micro-finance institution that has the authority to manage social
funds. This authority is considered as the uniqueness of BMT since it was able to manage
profit and non-profit institutions under one umbrella. In this case, BMT obviously has a
greater chance of developing the institution and its sustainability. It is known that the
potential for zakat in Indonesia is considerable with the majority being Muslim, which is
a profitable potential for managing these funds. According to Mars et al, one of the most
developed Islamic-based microfinance institutions in Indonesia is BMT. This institution
operates a dual function as an intermediary for financial institutions and socio-religious
funding institutions. (Andri Martiani, etc. 2022)
To operate the dual functions in BMT, it is necessary to establish cooperation with
BMT. The cooperation that is established is an effort to maintain the existence of the
institution so that it remains able to compete in the digital era. Cooperation was driven by
a sense of mutual need and mutual assistance with cooperation providing space for BMT
to become increasingly known and in demand by many people, such as implementing
financial inclusion still requires cooperation from various institutions, either in social
organizations or profit company institutions as a joint effort in poverty alleviation and
community welfare.
The concept of cooperation found in research at both BMTs was promotional
cooperation between fields within BMT, collaboration with institutions outside BMT, and
collaboration with local communities/organizations. According to Dana Prihadi,
establishing and maintaining relations with the media is an effective way to build,
maintain, and enhance an organization's image or reputation in public perspective. Media
relations are very important as the communication and mediation between an institution
and the public. (Dana Prihadi, 2020)
a. Promotional cooperation among sectors in BMT
Cooperation in these sectors was carried out when BMT members arrived. Anyone
who served BMT members must promote BMT social activities. The activities of product
promotions for social activities were not only carried out by the baitul maal manager or
the baitul maal sector, but the whole BMT employees. Even the employees at BMT NU
Ngasem Bojonegoro would be rewarded when they could get customers who are willing
to donate to BMT. Hence, the employees compete in looking for muzakki/wakif.

b. Cooperation with other social institutions
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in Baitul Maal Wat Tamwil – Fatkhur Rohman Albanjari
In managing social funds at BMT UGT Nusantara, not all of them were managed
directly by BMT. Infaq and sadaqah which formed in the UGT Care program were
managed directly by BMT UGT, while zakat were managed in collaboration with Amil
Zakat Institution in Sidogiri. This is an Amil Zakat Institution which is managed by a
boarding school named the Sidogiri boarding school. Well, to establish collaboration in
carrying out the financial inclusion function, BMT UGT utilized an existing institution.
BMT NU Ngasem in the management of zakat cooperated with LAZIZNU (amil
zakat, infaq, and sadaqah Nahdlatul Ulama institutions) for the management of zakat and
infaq. In its social funding, BMT NU Ngasem Bojonegoro also supported the activities of
the LAZISNU Zakat Management Unit at the Ngasem District Office. Along with the 10
MWC NU institutions that have become partners in the success of the "Koin NU Peduli"
movement, there have been 10,000 boxes of cans spread across various Ngasem Districts.
Great potential is obtained per month, around 100 million rupiah (1.2 billion rupiah each
year). In total, there have been more than 35 thousand tboxes with a potential of 500
million rupiah per month (7.5 billion rupiah per year). In addition, hundreds of millions
rupiah of zakat funds have been collected and distributed according to 8 asnaf, with a
percentage of 80 percent for productive programs and 20 percent for consumptive
activities.
Meanwhile, for the management of endowments, BMT NU Ngasem Bojonegoro
cooperated with the Indonesian Waqf Board/ Badan Waqaf Indonesia (BWI). In this case,
the BMT got proper and proper management and management of waqf. In addition, BMT
also received a waqf nadzir management certificate from the Indonesian Waqf Board, so
that BMT management already has a legal protection. BMT NU also has an obligation to
report all waqf management funds to BWI for accountability, transparency, and
management responsibility.
c. Collaboration with local communities or organizations
The research found that BMT UGT Nusantara collaborated with the Sidogiri
Islamic Boarding School and the alumni organization of the Sidogiri Islamic Boarding
School to facilitate the distribution of social funds consisting of infaq and alms funds that
have been distributed through the “BMT Peduli” program with a focus on building and
house renovation, while the education sector is obtained from residual income of BMT
UGT Nusantara from the percentage of social funds.
This collaboration was also carried out by BMT NU Ngasem Bojonegoro. BMT
provided offers to members for savings and investment fund programs. This savings
program is directed in the form of qurban savings and investment to BMT in the form of
goats. This investment program by BMT is directed at "Kambing Bergulir" activities
which are used to empower Islamic teachers (ustadz) in certain areas.
The “Kambing Bergulir” program is given to the ustadz who have cages and an
abundance of food. BMT already has a good area to be used in the “Kambing Bergulir”
program in around Bojonegoro which is close to the market. This “Kambing Bergulir”
program is located in Bobol Village, Sekar District, Bojonegoro Regency. 100 percent of
the profit sharing obtained from this “Kambing Bergulir” program will be given to the
ustadz in all areas of the BMT NU Ngasem Bojonegoro office.

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The mualaf village program was also one of the social activities at BMT. This
program was aimed to provide assistance to the people in the mualaf village who were
formerly Christian from a religious perspective. Religious assistance was carried out by
conducting Qur’an lessons. BMT also provides compensation and assistance to the people
in the mualaf village where most of the population is not prosperous.
In both BMTs, we found out that collaboration was also carried out with the local
communities. Well, BMT did not carry out its own program, since it will hinder its
development. Hence, this is in accordance with the opinion of Tenner and Detoro in Eva
"teamwork is a group of individuals working together to achieve a common goal", which
means that working together to achieve a goal will be easier to achieve than doing it alone.
(E.S Lawasi & Boge Triatmanto, 2017)
Conclusion
In this study, to achieve high competitiveness, BMTs need to implement digital systems
and collaboration in managing social funds. The implementation of social financial inclusion
at BMT Sidogiri Pasuruan and BMT NU Ngasem Bojonegoro is an example of an Islamic
microfinance institution that is able to compete with philanthropic institutions. The activities
carried out by the two BMTs along with various parties, proven by the many programs that
have been conducted. The participation of BMT members, integrated management, modern
systems, and great cooperation are proof that BMT is able to survive in the middle of financial
industry competition. This is an effort by BMT to become a philanthropic institution by
promoting humanity in realizing community welfare with a concept that follows the
development of the times.
Digitization services for BMT social finance are designed with the aim of accelerating
the process of collecting, distributing and managing BMT institutions. This research describes
how digitalization enters every stage of BMT activities with today's technological
developments. Utilization of social media, websites, BMT mobiles, and digital financial
application systems can make BMTs highly competitive. Utilizing technology will make it
easier for every user of digital services. Both BMTs provide good service to all members to
use technology.
The implementation of the cooperation found in this research towards these two BMTs
is promotional cooperation between fields within the BMT, cooperation with institutions
outside the BMT, and collaboration with local communities/organizations. Collaboration is
driven by a sense of mutual need and mutual assistance. With this collaboration, it provides
space for BMT to become increasingly known and in demand by many people, such as
implementing financial inclusion still requires cooperation from various institutions to achieve
the goals.

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