ONE VILLAGE ONE BMT (BUMDES) GOLDEN VILLAGES MOVEMENT

REVITALIZATION OF SOCIAL CAPITAL IN RURAL ECONOMIC DEVELOPMENT THROUGH FINANCIAL INCLUSION IN ISLAMIC PERSPECTIVE

ONE VILLAGE ONE BMT (BUMDES) GOLDEN VILLAGES MOVEMENT

Aries Muftie, Thursday, 10 March 2016 Universitas Muhammadiyah Yogyakarta

REVITALIZATION OF SOCIAL CAPITAL IN RURAL ECONOMIC DEVELOPMENT

BACKGROUND 74.754 DESA EMAS BANGUN INDONESIA EMAS 2020  D = DOA, DESA YANG WARGANYA SENANTIASA BERDOA  E = ETIKA, DESA YANG WARGANYA SELALU MENJAGA ETIKA & AKHLAK.  S = SEMANGAT, DESA YANG WARGANYA MEMILIKI SEMANGAT 45, KERJA KERAS, KERJA CERDAS, KERJA IHLAS.  A = AMANAH, DESA YANG WARGANYA MENJAGA AMANAH & INTEGRITAS  E = ENTREPENEUR, DESA YANG WARGANYA MEMILIKI SPIRIT ENTREPRENEUR & GOTONGROYONG.  M= MANDIRI, DESA YANG WARGANYA MEMILIKI JIWA MANDIRI  A =AMAN, DESA YANG WARGANYA AMAN DARI MOH MOLIMO, LGBT, KERUSUHAN, TERORISME.  S = SEJAHTERA, DESA YANG WARGANYA HIDUP SEJAHTERA 3

APA ITU DESA EMAS?

APA ITU DESA EMAS?

Logo Pembina

APA ITU DESA EMAS? DESA EMAS adalah sebuah predikat penghargaan (award) yang akan diberikan oleh “Gerakan Desa EMAS” (Koalisi Elemen Akdemisi, Bisnis, Community, Desa berdasarkan standar Pemerintah dan Global Saemaul Undong yang memenuhi kriteria lima sila Pancasila & UUD 45.

6

MENGAPA HARUS DESA EMAS • Jumlah Desa 74.093 (KPDTT); 74.754 (Depkeu) • Komposisi Penduduk Desa:Kota = 49,8% : 50,2%; • Bila trend urbanisasi seperti saat ini, maka prediksi 2025 = 65% penduduk di Kota; • Penyebabnya antara lain kemiskinan di Desa; • Penduduk Miskin di Desa 62,74% (BPS - Maret 2015)  Sept 2014  17,37 jt  Maret 2015  17,94 jt

• Persentase Penduduk Miskin Desa 14,4%, Kota 8,5%; • Pertumbuhan Ekonomi 2013  6,3% (Kemenkeu 2013); • Gini Rasio Nasional Agustus 2015 = 0,41  Desa  0,34  Kota  0,43

PEMBANGUNAN TIDAK MERATA TERJADI KESENJANGAN

7

PENYEBAB KEMISKINAN DI DESA Kelangkaan Faktor Produksi (aset):    

Physical Capital (Modal Finansial); Human Capital (Modal SDM); Social Capital (Modal Sosial); Natural Capital (Modal Sumberdaya Alam/SDA).

 Sektor Utama Perdesaan 82,77% Pertanian  55,33% Pengguna Lahan Pertanian hanya menguasai Lahan ,0,25 Ha (BPS 2013)  Penguasaan lahan yang sempit Korelasi Negatif pada Penghasilan Petani; 8

TAHAP PERKEMBANGAN DESA SECARA SOSIAL, EKONOMI & EKOLOGI 1. DESA TERTINGGAL  27,23% Rentan terhadap guncangan sosial, ekonomi dan lingkungan. 2. DESA BERKEMBANG  68,85% Secara ekonomi memiliki ketahanan dan mekanisme ketahanan yang dibangun untuk bertaahan dari krisis ekonomi, sosial dan lingkungan hidup bagi segenap warga desanya. 3. DESA MANDIRI  3,92%  Memiliki ketahanan sosial ekonomi dan mekanisme untuk bertahan bagi diri sendiri dan masyarakat di desa sekitarnya;  Mandiri dalam segala hal, baik pangan, energi, listrik dll;  Mempu menjadi pengerak ekonomi bagi daerah sekitarnya. 9

PETA SEBARAN KONDISI KAWASAN PERDESAAN 2014

10

Peta Sebaran Desa Per Provinsi Aceh 6474

Kepri 275

Kaltara 447

Sumut 5389

Kalbar 1908

Malut 1063 PaBar 1628 Papua 5118

Kaltim 833

Kalteng 1434

Jambi 1398 Babel 309

Bengkulu 1341

Kalsel 1864

Sulbar 576 Sulsel 2253

Sumsel 2817

Sultra 1820

Lampung 2435 Banten 1238

Sulut 1490

Sulteng 1839

Riau 1592

Sumbar 880

Gorontalo 657

Jabar 5319

Jateng 7809

DIY 392

Jatim 7723

Bali 636

NTB 995

NTT 2950

Maluku 1191

Jumlah Desa 74.093 (Kemendagri) 11

PENDEKATAN “PEMBANGUNAN DESA” DESA MEMBANGUN

MEMBANGUN DESA

UU Desa Pasal 19, point 1 dan 2

UU Desa Pasal 19, point 3 dan 4

12

PEMBINAAN & PENGAWASAN PENGGUNAAN DANA DESA 2015 DANA DESA 2015 Rp. 20,7 Triliun

REKENING KAS UMUM NEGARA (RKUN)

Untuk

Rp. 19.47 Triliun

74.093 Desa

(93,73%)

di 434 Kabupaten

Rekening Kas Umum Desa (RKUD)

Rp. 17.03 Trilun (87,46%)

di 33 Provinsi

13

PENGGUNAAN DANA DESA 2015

14

ASPEK & LINGKUP DESAEMAS KARAKTER & KAPASITAS MANUSIA PERSAUDARAAN & DEMOKRATISASI DESA

SINERGI & JARINGAN KEMITRAAN

KETAHANAN PANGAN

AKSES PASAR & DISTRIBUSI KESEHATAN & KESEJAHTERAAN

PENDIDIKAN

LINGKUNGAN & SUMBER DAYA

INFORMASI & TEKNOLOGI

PEMBANGUNAN DESA

DESA MEMBANGUN

SOCIAL CROWD FUNDING, RELAWAN & PEMBERDAYAAN

SIAGA BENCANA & KEBERLANGSUNGAN HIDUP

PERMODALAN, PENDAMPINGAN & KEMITRAAN

MEREK & PRODUK UNGGULAN KEARIFAN LOKAL & WISATA

USAHA & BISNIS LOKAL KETERSEDIAAN & KELAYAKAN INFRASTRUKTUR

BUMDES & BUMR

PILAR DESA EMAS & LINGKUP KERJA PRORGAM DESA EMAS

PEMERINTAH (DESA MEMBANGUN INDONESIA)

KONSORSIUM DESA EMAS (BMT MEMBANGUN DESA)

BINA KARAKTER

REVOLUSI MENTAL, KELUARGA BERENCANA, KELUARGA SEHAT, KELUARGA PINTAR

SPIRITUAL, CAPACITY BUILDING & LEADERSHIP TRAINING

BINA PERSAUDARAAN & SUMBERDAYA

PERENCANAAN BERSAMA (PARTICIPATORY) PEDULI LANSIA & CACAT COMMUNAL ACTIVITY (PEKAN OLAHRAGA & PEKAN BUDAYA)

VILLAGE JOURNALISM PENGELOLAAN ZISWAF (TERUTAMA WAQAF)

BINA KELEMBAGAAN & INFRASTRUKTUR

GOTONG ROYONG PROJECT MANAGEMENT PEMBANGUNAN & RENOVASI SARANA PRASANARA PENGOLAHAN & REVITALISASI LINGKUNGAN

PAKTA INTEGRITAS KOMUNITAS SETUP LEMBAGA KEUANGAN

BINA DANA & KEBERLANGSUNGAN

PEMBERDAYAAN MASYARAKAT PENINGKATAN EKONOMI

SKILL & BUSINESS TRAINING PENDAMPINGAN LKM (CROWD FUNDING)

BINA PASAR & KEUNGGULAN

PENGEMBANGAN & PERLUASAN 1 DESA 1 PRODUK UNGGULAN

BRANDING & PACKAGING QUALITY ASSURANCE STORAGE, LOGISTIC & DISTRIBUTION

TAHAPAN KEGIATAN DESA EMAS - SDSB TAHAPAN

Tahap Persiapan (2016)

Tahap Bangkit (2017)

Tahap Maju (2018)

Tahap Terbang (2019)

DESA EMAS (2020)

KEGIATAN 2016-2020 MOU dengan Gubernur dan atau Bupati, Seleksi Lokasi & pendamping/penyuluh, Certif SDSB, Sosialisasi Program, Pendampingan, Penyusunan Data Dasar Desa, Pelatihan, Penumbuhan & Pemberdayaan kelompok afinitas (KUM), SDSB, BMT Way, Penyusunan Rencana Pembangunan Desa BMT Partisipatif, Persiapan pendirian BUMDes

1. Penumbuhan kelompok lumbung pangan, Penguatan Kelembagaan Masyarakat (Pemberdayaan kelompok afinitasatau KUM, Pemberdayaan Lembaga Usaha Ekonomi perdesaan), Pemberdayaan Kelembagaan Pelayanan 2. Pemanfaatan dana CSR dan PKBL sesuai RUK 3. Pelatihan administrasi & teknis

1. Pengembangan Lembaga Masyarakat (Pengembangan dan pemeliharaan prasarana, Pengembangan dan penerapan teknologi untuk perbaikan produksi, Pengembangan usaha menuju skala yang mampu memberikan pendapatan yang layak secara ekonomi, Pengembangan diversifikasi usaha untuk meningkatkan pendapatan) 2. Pengembangan Lembaga pelayanan Masyarakat (Gerakan konsumsi beragam, bergizi, berimbang dan aman, Pengembangan sistem pemantauan, deteksi dan respon dini kerawanan pangan) 3. Peningkatan Pelatihan teknis & magang di BMT yang sudah maju&atau di Desa BMT 1. peran masyarakat dalam ketersediaan distribusi pangan 2. Berkembangnya usaha Desa BMT, 3. Mantapnya organisasi/kelembagaan yang ada 4. Pembentukan jaringan usaha/kemitraan, pemupukan sumber permodalan masyarakat 5. Exit strategi pendamping kepada SDSB 6. Koordinasi & kerjasama lintas sektor utk dukungan sarana prasarana 17 17

FASE

MASYARAKA T

TEMPAT TINGGAL

INFRASTRUKT UR

BINA KARAKTER & MORAL (PRIBADI & KELUARGA)

DESA TERTINGGAL (PRA-DESA)

BINA SAUDARA & TOLERANSI (KOMUNITA S)

DESA SWADAYA

BINA SINERGI & POTENSI (LEMBAGA)

BINA DANA & INVESTASI (EKONOMI)

BINA PASAR & PRODUK UNGGULAN (AKSES)

DESA SWAKARYA DESA SWASEMBADA

DESA EMAS

UTILITAS

SARANA

INDUSTRI

FINANCIAL INCLUSION IN ISLAMIC PERSPECTIVE

Rural Communities in Indonesia Poor Infrastructure & Low Financial Inclusion 

Car accessible villages: 50%



Electricity accessible villages: 40%



Financial Inclusion : > 16%



Low Irrigation Infrastructure



Repeated natural disasters



Low agricultural productivity



Low Education & Health Services

Rural poverty ratio in 2014: around 11 % in absolute term. Rural Development was an urgent Issue for poverty alleviation and for reduction of income disparity (social instability). Source : BPS, BI Modification

Desa EMAS 2020 (Qarriyah Thayyibah) OVOB: One Village One BMT (Islamic Micro Finance Institution) Derived from Community Operational Mechanism

1. Village community (member Cooperative BMT) is an autonomous body 2. Village Community (member Cooperative BMT) is a social organization 3. Community leadership (IMFI/BMT Chairman) 4. Various social organizations 5. People identify problems & needs of community 6. Solve problems in the way of “Jihad”, Self-help and Ta’awun/Jama’ah 7. Cooperative BMT (Baitul Mall wat Tamwil) is a Community Powerhouse (Rural Owned Enterprises) Source : ABSINDO BLUE PRINT 2010-2015

Initiation of OVOB 2016 : Government Distribute Fund around IDR 0,64 billion to each rural village through out the country, and 2017 around IDR 1 billion. Ask to do with these money what community people want for common purpose Induced motivation/development needs/ participation/mobilization/empowerment

To Optimize the Village Fund, Government & ABSINDO provided supporting measures : Training, financial & administrative support/technical support via Apex Villages IMFI Provider and STEBANK Source : ABSINDO BLUE PRINT 2010-2015

Apex BMT Performance : Total Financing From Bank No

INSTITUTIONS

2012

2013

GROWTH (%)

1

Panin Bank Syariah

20.000.000.000

60.000.000.000

200

2

Bank Syariah Mandiri

12.500.000.000

32.500.000.000

160

3

BJB Syariah

5.000.000.000

25.000.000.000

400

4

BMI

10.000.000.000

10.000.000.000

0

5

Bank BNI Syariah

-

15.500.000.000

0

6

DKI Syariah

20.000.000.000

-

0

7

LPDB

30.000.000.000

-

0

Total

97.500.000.000

153.000.000.000

57

Note: Budget for 2015 increases up to IDR 1 trillion from IDR 153 billion in 2013.

Apex BMT Performance : TOTAL MEMBER & PLAFOND OUTREACH Total Member and Debtor

Composition Total Member Existing Finance

Th. 2011 344 202 142

Th. 2012 Th. 2013 370 401 219 233 151 168

Plafond Outreach in Inkopsyah/Apex Financing

Plafond

Total BMT

Financing in 2013

until 500 mio

182

23.523.500.000

500 mio – 1 Bio

73

44.090.000.000

1B–2B

29

48.000.000.000

2B–3B

4

13.500.000.000

>3 B

7

25.000.000

OVOB: One Village One BMT New Village Movement A Definition: A Rural Community Development Movement - Betterment of Living Conditions - Desa EMAS (Entrepreneur, M5, Aman, Sejahtera) through Mental Reform, Income, Infrastructure, Living Environment, and Community Building in the Ways of Dilligent (Jihad), Self-help and Cooperative (Jama’ah) under BMT - ABSINDO assisted and the Government Sponsorship. Source : ABSINDO BLUE PRINT 2010-2015

Goals • Immediate goals – Improving living condition of individuals • in the way of Jihad/dilligent, Self-help and Ta’awun/Jama’ah/Cooperation • with community resources & outside support

Ultimate goal Building a better and sound community by community people Building a spiritual & strong nation Source : ABSINDO BLUE PRINT 2010-2015

OVOB Dimensions Income & Saving Increase

Infrastructure Building

Dilligent, Self-help & Cooperation

Spiritual Enlightenment & Social Interaction Source : ABSINDO BLUE PRINT 2010-2015

Improve Living Environments

Strategies THE CENTER OF EXCELLENCE FOR DEVELOP VILLAGES LEADER

STEBANK ISLAM SP & IKCS

1.

Village Community (member BMT) as Development Unit

2.

Government Initiating Bottomup Approach

3.

Integrated Approach

4.

Comprehensive Approach

5.

More Support for the Better Performance

6.

Two tier Change Agents

7.

Internship in Saemaul Undong Korea (STEBANK Islam Sjafruddin Prawiranegara in cooperation with Indonesian & Korea Culture Study, IKCS)

Source : ABSINDO BLUE PRINT 2010-2015

1. Village Community as Development Unit •

Village as a Community (closed community)

•

Social interaction & common ties

•

Administrative unit

•

Planning & Development unit

•

Changing the Role of People :from consumers or clients to ‘co-producer’ of public services Source : ABSINDO BLUE PRINT 2010-2015

2. Bottom-up Approach Bottom - Up Approach Village Community

Felt Needs for Development

(The Continuity of Development Process) Develop Projects By Village People

Implementation The OVOB

(People’s Participation based on Community Autonomy)

- Economic Affordability

- People’s Empowerment - Leadership - Social Organizations - Social Norms for Dilligent, Cooperation and Self-help Source : ABSINDO BLUE PRINT 2010-2015

Government Initiating Bottom-up Approach Top-Down Approach Supporting Measure (Subsidy, Training, Supervising)

Induce Felt Needs, Providing Motivation for getting sustainability

Community-based Bottom - Up Approach Village Community

Felt Needs for Development

(The Continuity of Development Process) Develop Projects By Village People

Implementation Apex & OVOB

(People’s Participation & Empowerment based on Community Autonomy)

3. Integrated Approach National Policy for the OVOB Program

Supporting Measure (Financial, Training, R&D Administrative Support, Institutional Renovation)

OVOB Action Plan (Community Level)

(Horizontal and vertical integration) Source : ABSINDO BLUE PRINT 2010-2015

4. Comprehensive Approach at the Micro Level OVOB Program (horizontal integration) Income Generation

 Islamic Micro Finance for Rural & Agriculture Agriculture development  Non-agriculture development

Infrastructure  Agricultural Production Infrastructure  Spiritual, Social & Commercial Infrastructure Building  Housing

OVOB

Community Building

 Building Community Center/Islamic IMFI (BMT)  Community Beautification  House Cleaning & Beautification

Socio-Cultural  Renovation of Community Institutions Development  Vitalization of Community Festivals & Market  Supporting Youth Activities & Creativepreneurs Health & Sanitation

 Drinking Water Supply  Kitchen Improvement  Toilet/ Bathroom Improvement


5. More Support for the Better Performance Support more for the better performed community Reward villages leaders for the success Increase subsidy for the better performance: electrification, cash. Road, etc Small repeated success & Follow-up program: re-enforce mechanism

Reduce subsidy for poor performance and let them bench marking the successful villages (market conforming)

Continuous support until the community reaches to the level of self-reliance & empowerment Source : ABSINDO BLUE PRINT 2010-2015

6. Change Agents and Good Partnership (Vertical Integration) Government Authority (State & Local)

BMT Leader (village leader)

Local Government Officers

Village Community

(Two Tire system) Source : ABSINDO BLUE PRINT 2010-2015

OVOB/BMT leader as Change Agent • Personal satisfaction of OVOB/BMT leader - respect from community - lunch and training with big figures - rivalry among BMT leaders • Positive Motivation & Commitment (ESQ) • Continued Training and Support (ABSINDO/Apex/STEBANK SP/IKCS) • Shared Vision (Desa EMAS)

• Changing Role of Women Source : ABSINDO BLUE PRINT 2010-2015

Implementation Process Government & Apex Policy (Subsidy, Guideline)

Village Community Felt/Induced Needs for Development Setting Priority of Development Organization of Village Development Committee

Change Agents (Supervising, Training & Extension Service)

Project Formulation & Goal Setting (5-Year Development Plan)

Project Approval & Implementation Evaluation and Feed Back

Apex Implementation Process • Microfinance apex organizations are defined by their operations with retailing organizations • and by the provision of one or more of the following services to Micro Finance Organizations (MFOs): a) b) c) d) e) f)

the wholesaling of loanable funds, the disbursement of grants and subsidies on behalf of donors and government, the screening and certification of MFOs that fulfill certain eligibility criteria, the operation of loan-guarantee facilities, the supply of guarantees for MFOs raising funds in capital markets, institution-building support in the form of technical assistance and/or training of the staff of the MFOs, g) the provision, through direct production or purchase, of cost-effective services and inputs for MFOs, h) the generation of public goods (e.g., lobbying for appropriate policies and regulations, creating a forum for the exchange of information across the industry) useful for the expansion of the microfinance sector, and i) the prudential regulation and supervision of MFOs.


Apex function • The rationale for the provision varies with the different types of services offered, as follows: a) The wholesaling of funds and disbursement of grants and subsidies by the apex organization has been usually justified in terms of economies of scale and other cost savings for donors not well-prepared to deal with a large set of very small and frequently semi-formal MFOs. b) (b) The screening and certification functions of the apex organization have been usually justified by the information advantages that a local agency may have in selecting participants according to eligibility criteria, in order to make sure that the funds and other assistance reach the target organizations. c) Loan guarantees have been usually justified as mechanisms to encourage financial intermediaries to expand their lending activities to marginal and risky clienteles, such as micropreneurs. Source : ABSINDO BLUE PRINT 2010-2015

Apex function d) Guarantees (avales) offered in capital markets on behalf of MFOs may reduce the existing reluctance of private investors to channel funds to these organizations due to imperfect information. e) Institution-building support has been usually considered necessary to allow the retailing MFOs to become viable clients of the wholesaling apex organization. That is, through these services, the apex organization invests in creating its own market. f) A more cost-effective provision of some inputs by the apex organization (e.g., accounting systems, software) may result from economies of scale or from discounts on bulk purchases. g) Similarly, the use of donor and government funds may allow the apex organization to effectively supply public goods that otherwise would be undersupplied, because threats of free-riding would discourage private initiatives in the provision of these goods. h) The prudential regulation and supervision of MFOs by an apex organization have been usually justified as a substitute mechanism in the absence of a formal regulatory framework that would contribute to the sustainability of MFOs and that would promote the confidence of potential depositors in these organizations.


12 FUNCTION

APEX

1 Self-Regulatory Organization • Policy & Standard Operating Procedure • Organization, Human Resource, Legality

FUNDS

2 Banking System • corebanking, delivery channel, switching 3 Saving Guarantee 4 Liquidity (Minimum Mandatory for Saving, Trust Fund) 5 Payments System

FINANCE

6 Wholesale 7 Linkage 8 Rating

TECHNICAL ASSISSTANT

MONEVA

9 Technical Assisstant • Capacity Building, CERTIF, Replicate 10 Back Office • Data Center, Disaster Recovery & Contingency Plan, Bank Compliance 11 Credit Bureau

12 Monitoring & Evaluation, Supervision


Apex & Branchless Banking & Insurance ABSINDO SRO (* )

APEX BMT

BMT Outlets (Branchles)

MoU

MoU

Agr eem ent

ICT & Business Solution Prov ider

Agr eem ent

BANK & INSURANCE

Agr eement

(*) SRO is a s elf regulatory organiz ation whereby Ink ops y ah and all BMTs are abide to any rule of engagements , SOPs , etc 35


RETAIL FUNDING INCENTIVE

1. Current Account 2. Saving 3. Time Deposit RETAIL FUNDING INCENTIVE

1. Transactional Saving (Co-Brand) 2. Special Saving (Hajj, Umrah etc.) 3. Deposit (*) Apex Complimentary Product (*) Reward (Lottery)

1. Current Account 2. Saving 3. Time Deposit

IMFI Product: 1. Deposit 2. Saving 3. Others Product


   

Banking Services only for urban and middle up people. Branches of the bank only in urban areas (financial inclusion only < 16%) IMFI in the villages but stand alone, no interconection The benefit of the micro transactions goes to the bank or remittance service provider like WU


≈ • • • •

Everybody can access the Bank or Finance Company via IMFI. Financial Inclusion > 85% (Lakupandai) Win-win solution for Fee Based Income (From and For Community) IDR 1 billion for every village, via IMFI owned by the village.


Transaction: Deposit  Withdrawal  Inquiry Ballance  Instalment  Transfer  Bill Payment*  Settlement Report  Card Based Transaction (*) eMF: Electronic Microfinance

CUSTOMER APEX –BANK CORE SYSTEM

CUSTOMER CASH SERVICES / OUTLET

TERMINAL MONITORING


The level of Success

The level of difficulties Source : ABSINDO BLUE PRINT 2010-2015

Full service model (Direct Marketing)

Community - based systems (Community Marketing) Provider- based health microinsurance (provider-doctor, clinic, hospital, Apex MFI Provider)

Partner - agent model (Agency)


“win-win-win” arrangement


Share of Surplus (100%)

Participants Wakalah Fee

Contribution

Shareholders’ Funds

Initial Donation to Waqf

CSR & ZIS Fund

Waqf Fund

Profit Share

Profit Share

Profit Investments

Policy Benefits

Apex IMFI

Surplus

Reserves

Management Expenses Profit/Loss of Shareholders

49

Credit Agreement 1 2 Fund Disb.

SOURCE OF

Online Financial Performance Report

FUND

TA Coord.

APEX

16 Financing Installment

9  Verification  Analisa  Credit Commitee

Monitoring, 18 Supervision, Controlling

17 Online Financial Performance Report 10  SP-3  Fin. Agreement  Fin. Disbursement Monitoring, Supervision, Controlling

15

18

Installment of Financing

PS Ratio 40% : 60%

17

IMFI

IMFI BMT VILLAGE

VILLAGE Financing Installment

PROVIDER APEX

3 MOA

7

SME

SME

13

IMFI BMT VILLAGE

SME

BMM PINBUK

AW, Verif 7 Data, OTS BMT

Apply 6 Financing

12

5 Set up Proposal

14

TA Reporting Activity 19

8 Sending Financing Application

T.A. Coordintation

Technical Assistance Report 19 Standarization IT & SOP 11  IMFI Management. 4  Scheme Socialitation  Collect Proposal  Initial Analitical of Financing  Verifikasi data & OTS ke BMT  Financing Recomendation  Technical Assistant  Supervisi on & Collateral checking  Debt Collector

Coord.

Online Financial Performance Report

FINANCING SCHEME: APEX TO KJKS-BMT

17

Financing (Situational about pricing, it depends on Economic Situation)

SME

Working Capital

50

Community Channel (BMT)       

Face Book BMT ATM EDC CDM BMT Click Mobile Money KYC (Biometric – eKTP)

The Future of BMT (Low Cost Financing)

Outlet BMT Channel compared with Bank

THE POWER OF ABSINDO

Outreach All of Provincies

Member > 5.500 IMFI/BMT

Outlet > 22.000 outlet

Account Holder > 22 million

SOURCE : ABSINDO

LKMS Profiles Number of Institutions: More than 5500 IMFIs (Conventional Cooperatives 71.365 units) Assets: IDR 3,5 tr (USD 389 mio) Annuall Growth: 30 – 40% Number of Employee: 5 – 10 (average) Total members: 10 mio Non-Performing Financing/Loan: 4-5 % (Modus) Mostly initiated by group of people in particular community; Islamic Mass Organization, Mosque Comm.

Conclusions • Based on Community Operational Mechanism • Government initiating & supporting measures motivate people to participate • Government supporting development programs

policies

facilitated

micro

community

• Government guidelines guaranteed community autonomy • Community initiative and empowerment for action plan formulation

• Partnership between Local government & community • Process of Capacity Building and Leadership • Contributed to the sustainable community development modernization of the nation through attain can do spirits

&

Conclusions •

Financial inclusion is means to achieve poverty reduction and local economic growth

•

A more “inclusive” Indonesia is an overall policy goal for the country – – – –

•

Financial sector should be inclusive as well Less than 50% of Indonesians have access to the formal financial sector Less than a fifth have ever borrowed from a bank Much lower for poor

Need Apex BMT && OVOB: Enhancing Access to Islamic Financing for SMEs in Indonesia – – – –

The Islamic finance industry has been growing strongly in Indonesia, but it is still relatively small. Like its conventional peers, sharia banks dominate the industry. Currently Sharia banks are already more inclined to served MSMEs. Building awareness can play a significant role in increasing the use of Sharia financing by MSMEs. Empowering the micro sharia financial institutions using Apex BMT can potentially increase financing for productive poor who run micro enterprises.

Conclusions One Village One BMT Poverty Reduction

Social inclusion (Access to Basic Services ) Promote empowerment among the poor (e.g., Health & Education, Social mobilization)

Financial inclusion (Access

Economic inclusion

to Finance) Expand the financial capacity of the poor

Increase access to the income generating opportunities for the poor (e.g., MSME development)

Without inclusive financial systems, poor individuals and small enterprises will have to rely on their personal wealth or internal resources to invest in their education, become entrepreneurs or take advantage of promising growing opportunities 55

TERIMA KASIH Mari Wujudkan “Desa Emas” untuk Membangun “Indonesia Emas 2020”

 DESA SUBUR  KELUARGA TERATUR  SANTRI BERBUDI LUHUR  RAKYAT KERJA & BERSYUKUR  CENDEKIA MENGAJAR & MENYALUR  PEMIMPIN BERSEDIA MENJADI BATUR  INDONESIA EMAS, AMAN, ADIL & MAKMUR  NUSANTARA JILID III, MENJADI BUAH TUTUR 56

ONE VILLAGE ONE BMT (BUMDES) GOLDEN VILLAGES MOVEMENT

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