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Dr. Abdullaah Jalil
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,

ABRIDGED VERSION.
FINAL EDITION TO BE READY BY SEPTEMBER, 2016

The Malaysia Education Blueprint 2015-2025 (Higher

Education), or the MEB (HE), laid out ten shifts to

spur continued excellence in Malaysia’s higher

education. Shift #5: Financial Sustainability aims to

ensure long term financial sustainability of the

higher education system.

Given that universities may have  different starting

points, the Ministry of Higher Education is

collaborating with universities to launch the

“University Transformation Programme” (UniTP) to

assist  public universities in creating and

implementing their own tailored transformation

plans. To guide universities through this process, the

UniTP is identifying and codifying best practices in a

series of books with practical guidance for

universities as they embark on their own

transformation programmes.

THE UNIVERSITY TRANSFORMATION
PROGRAMME (UniTP) PURPLE BOOK

In addition, the Shift #6: Empowered Governance

would empower universities with greater decision-

making rights, autonomy, together with greater

accountability. In line with this, the UniTP Green

Book Enhancing University Board Governance and

Effectiveness was developed, which also serves as

a relevant guide to navigate activities related to

university income generation. The UniTP Green

Book identified three entities that will play a big

role in this initiative: the university holding

companies, endowment and waqf entities. It also

proposed independent governance for the three

entities as shown in Exhibit 1.

With the flexibility to make their own decisions,

universities will be able to implement agile

management of resources, and be efficient,

responsive, and innovative organisations,

conducive to income generation activities.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

PREAMBLE

Chapter 5 of the Malaysia

Higher Education Blueprint

2015-2025 (Higher Education)

or MEB (HE), sets out how

public universities can further

diversify the sources of

funding. The Ministry and

public universities will

improve relevant governance

structures and universities are

expected to professionalise

their income generation

management, while staying

focused on their core

education mission.

1

Income generation by public universities

This UniTP Purple Book draws some basis on the governance perspective related to income generation in public universities as

set out in the UniTP Green Book (Green Book). The Green Book recommended that Independent Board of Trustees for

endowment and Waqf Board of Trustees be set up separately, similar to the University Board.

GOVERNANCE

ENTITY

ACTIVITIES

University Board

Finance and Investment

Committee

Independent Board of

Trustees

Waqf Board of

Trustees

University Holding

Companies
Endowment Funds Waqf Funds

Income generation and

commercial activities, such as:

• Commercialisation of research

and intellectual property

• Training, research or teaching

contracts with private

partners

• Services, consultancy and

advisory activities

• Property management

related to university assets

• Management of university

subsidiary companies

• Fundraising for the

endowment

• Engagement with fund

donors

• Investments and asset

allocation, including in

financial assets and real

estate

• Fundraising for the waqf

• Engagement with waqf

donors

• Investments and asset

allocation adhering to shariah

principles

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

Exhibit 1

Source: Enhancing University Board Governance and Effectiveness, UniTP Green Book, Ministry of Higher Education, 2015.

2

The guidelines are not meant to be

prescriptive but only serve as general guide

for university leaders. Chapter 1 highlight

four main commercial activities i.e. Education

and Training Programmes, Research Grants

and Commercialisation of Ideas, Asset

Monetisation and Commercial Activities, and

Investment through University Holding

Companies. Three other main income

generation activities i.e. endowment, waqf

and fundraising activities are addressed in

Chapters 2, 3 and 4, respectively.

It is important for universities to have

policies on all income generation activities in

order to protect university interests, good

names, reputations, and mission.

In a nutshell, this UniTP Purple Book provides

a basis for driving the public universities to

adopt a more diversified income portfolio,

shift to a more entrepreneurial mindset, and

ensure the delivery of key institutional

outcomes.

With increased demand for quality higher

education, and in the face of increasing

cost and budgetary constraints,

universities are expected to increase their

own income generation. This is even more

pertinent due the following benefits of

income generation:

Economic context

Reduce dependency on public funding

Risks mitigation

Funding mission expansion

Flexibility

Competitiveness

Exhibit 2 shows the current and desired

state of income sources for universities. It

identifies three streams of income and

this playbook concentrates on the third

stream which consists of commercial

activities and grants, endowment, and

waqf. They are to complement income

from student fees and government grants.

Currently, most universities already have

mechanisms such as university policy, a

dedicated office and incentives to support

income generation. However, these

mechanisms still need to be

strengthened.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

In addition to conventional sources of income

such as government funding, and tuition fees,

universities can explore many ways of

generating income from multitude of sources.

The seven main potential sources of income

are (1) Academic and Research Programs, (2)

Assets Monetisation, Retailing and Services (3)

Financial Management Activities &

Investment, (4) Corporate Alliances for

Business Ventures, (5) Endowment & Waqf,

(6) Fundraising, and (7) Public Contribution.

See Exhibit 3.

This UniTP Purple Book contains sets of

guidelines for university leaders and

administrators on ways for enhancing income

generation from alternative and

complementary sources. The aim is to

streamline the understanding of the key

aspects of income generation and the

common processes of carrying out the

activities. It draws from analysis of the current

state of play and understanding trends as well

as shared best practices locally and abroad.

3

Desired state of university income sources through diversification

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

Exhibit 2

First
Stream
Income

Development (DE) Development (DE)

Block Grants

Commercial Activities
and Grants

Current State Desired State
ENHANCEMENT

THROUGH
GRADUAL

TRANSITION

Allocation of Block
Grants based on
the New Funding
Formula

Increase In
Third Stream
Income

Performance-Based
Funding (OE)

Input-Based
Funding (OE)

Endowment

Waqf

Tuition Fees

Waqf

Endowment

Commercial Activities
and Grants

Tuition Fees

Block Grants
(OE)

Flexible Post
Graduate and
International
Students Tuition
Fees

Second
Stream
Income

Third
Stream
Income

4

Seven main potential sources of income for universities
Exhibit 3

Universities can explore new ways of generating income from multitude of sources shown below:

Financial Management Activities

• Raising debt & equity

• Asset sale & leaseback arrangement

Investment

• Investment returns (including on

endowment and waqf)

Philanthropy

• Gifts & bequests

• Corporate donors

• Alumni donors

• Public donors

Joint Ventures

• JV partnerships; PPP

• Joint marketing of products/services

• Co-branding

Academic and Research

Programs

Public Donations

• Club/group memberships

• Public campaigns

• Public events

Fund Donations

• Hiring staff; Operations

• Acquiring IT systems

• Crowdfunding

Education and Training Programmes

• Academic Programmes

• Specialist courses and CPD

• Industry & Executive training

• Online learning & MOOCs

• Conferences and seminars

• Twinning Programmes

Research and Commercialisation of

Ideas

• Research funding & grants

• Industry sponsored research

• Intellectual property, patents,

licenses, royalties

• Company spin-offs &

commercialization of R&D products

and IPs

• Consulting & other services

• University start-up companies

Financial Management

Activities & Investment

Endowment & Waqf

Corporate Alliances for

Business Ventures

Fundraising Public Contribution

4

1 3

5
7 6

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

Rental and Lease of Facilities

• Conferences, seminars & convention

centres

• Sports & recreational facilities

• Laboratory

Unlocking of Assets

• Science park development

• Property development

• Land and property leasing

Retailing and Services

• Shops

• Food & Beverages

• University Press

• University services

Assets Monetisation,

Retailing and Services 2

5

01 02 03 04
TABLE OF CONTENTS

Education and Training

Programmes

Research Grants &

Commercialisation of

Ideas

Asset Monetisation

Commercial Activities

through University

Holding Companies

What is Endowment?

Good Practices for Managing

Endowment Funds

What is Waqf@UA

Basic Concepts of Waqf

Challenges in

Implementing Waqf

Key Success Factors for

Sustainable Waqf

The Way Forward

Waqf as an Alternative

Source of Income

Implementing Various

Modes of Waqf Funding

Fundraising Matrix and

Models

Recommended Structure

and Functions for

Fundraising Initiatives

Executive Summary

Enhancing
University
Commercial
Activities and
Grant Acquisitions

Enhancing
University
Endowment for
Financial
Sustainability

Developing
Sustainable Waqf
at Public
University

Philanthropic
Income and
Fundraising
Activities

Introduction

Page 7 - 8 Page 14 - 16 Page 9 - 13 Page 27 - 29 Page 17 - 26

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
6

MEB (HE) has highlighted that over the next

decade, Malaysia will need to deliver quality

higher education to almost twice as many

students if it is to fulfil its aspiration to provide

greater access to higher education. The total

Government expenditure on higher education has

been rising at a rate of 14% per annum, driven

largely by subsidies to public HLIs, where 90% of

their expenditure is Government funded.

Malaysia needs to move from a system that is

highly dependent on Government resources and

focused on inputs to one that is focused on

outcomes and where all stakeholders contribute,

proportionate to their means.

Financial sustainability will be one of the key

challenges for universities in the next decade:

only those institutions that have sound financial

structures and stable income flows will be able to

fulfill their multiple missions and respond to the

current and future challenges. Financial

sustainability is not an end in itself; it aims to

ensure a university’s goals are reached by

guaranteeing that the institution produces

sufficient income to enable it to invest in its

future academic and research activities.

Public and private HLIs will draw on diverse

sources of funding to allow continuous

improvement in the quality of their programmes,

and more prudent and innovative use of their

resources. There will be more targeted support

for socio-economically disadvantaged students to

make enrolment more affordable and accessible

to everyone who is eligible.

The UniTP Purple Book provides an analysis of the

status of income diversification in Malaysian

universities and identifies the external and

internal hurdles to the development of successful

income diversification. It identifies best and

transferable practices that improve the

framework conditions for universities and their

ability to act strategically in this area. The current

drastic pressures on higher education budgets

across Malaysia make this Purple Book a timely

contribution to the ongoing debates on how to

fund universities’ activities, by looking in

particular at the potential of complementary

income sources.

Public authorities play a key role in supporting

income diversification by providing the right

framework, removing barriers and setting the

right incentives. Granting more institutional

autonomy, simplifying national regulations and

moving towards funding on a full cost basis are

among the most important actions to set these

right conditions.

Funding incentives can play a very important role

to increase private investment in higher

education, but are still a much underused tool.

The Ministry will work closely with other

Ministries to attract private investment through

appropriate policies and schemes.  The Ministry

recognises the importance of leadership and

management in implementing a successful

diversification strategy. It calls for support and

investment to help enhance institutional

capacities in income generation.

EXECUTIVE SUMMARY

This Purple Book draws some basis on the governance perspective related to

income generation in public universities as set out in the Green Book.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

ENHANCING UNIVERSITY INCOME
GENERATION, ENDOWMENT AND WAQF

7

The UniTP Purple Book focuses on providing

practical approaches and framework to help

university address a big challenge in diversifying

and enhancing income.  The book begins with

the justifications or reasons why universities

need to diversify their income sources. It

identifies three main methods for income

generation and provide practical guides on how

universities can derive income from these

methods. The three main methods are

commercial activities, enhancing endowment and

developing waqf.

Chapter 1 Enhancing University Commercial

Activities and Grant Acquisitions identifies four

main sources of incomes, which are:

Education and Training Programmes

Research Grants & Commercialisation of

Ideas

Commercial Activities through University

Holding Companies

Asset Monetisation

Chapter 2 Enhancing University Endowment for

Financial Sustainability presents current practices

and performance for endowment at public

universities. It is clear that there is a lot of room

for improvement and there is a lot of potential

that remains un-tapped.

This chapter also outlines:

Role of university leaders in enhancing

endowment growth

Potential sources of endowment

Endowment investment management

Chapter 3 Developing Sustainable Waqf at Public

University introduces waqf and its potentials.  It is

worth noting that a financial review magazine

estimated that Malaysia has about USD325 billion

ringgit worth of waqf that has not been tapped.

Chapter 4 Philanthropic Income and Fundraising

Activities presents and overview on the current

performance in philanthropic income at the

public universities. It is worth noting that

Malaysia as a nation has not done well in the

areas of giving donations.  When it comes to

giving for charity, Malaysia was ranked 76 out of

153 nations in 2010, and it dropped to number

87 in 2011.  This obviously present opportunities

for Malaysian universities to tap into the

potential of philanthropic income.

This chapter outlines some recommendation on

how Malaysian universities can increase their

income through philanthropic and fundraising

activities.  The recommendations are outlined in:

Fundraising Matrix and Models

Recommended Structure and Functions for

Fundraising Initiatives

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
8

Research Grants & Commercialisation of Ideas
Commercial Activities through University Holding Companies

Asset Monetisation Education and Training Programmes

Education and training is one of core functions of universities. HLIs can

leverage on their expertise and facilities to offer programmes including

academic programmes, CPD, LLL or MOOCs. It is recommended for

universities to manage these programmes with a university private

education wing in this programme offerings. Several business and profit

sharing models between faculties and private wings can be developed.

Universities need to continuously acquire grants for research and

development in order to support one of their core functions. Universities can

adopt various strategies such as strengthening industry and international

collaboration to enhance grant acquisitions. They can also strengthen their

technology transfer office to increase commercialisation of IPs and

expertise.

University holding companies act as both commercial and

investment arms to enable university participation in business

activities. They are also established to protect universities from any

legal suits brought about in the course of its commercial activities,

collaboration or joint venture agreements with any third parties.

Universities can monetise their tangible and non-tangible assets.

The monetisation of assets can be done through leasing, joint

venture with third party, outsourcing to third party, improved

utilisation and commercialisation. When done right, the potential is

enormous.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
9

ENHANCING UNIVERSITY COMMERCIAL
ACTIVITIES AND GRANT ACQUISITIONS

CHAPTER ONE

University core activities are teaching and learning, research and services. Commercial activities in universities therefore, are normally
drawn from these core activities. The nature of commercial activities may, however, require different skill sets than those generally
associated with universities. When successful, commercial activities such as education and training programmes, commercialisation of
ideas, asset monetisation, and retailing, will diversify a university's income stream and secures additional funding.

Universities have not fully realised the potential of income generation via these activities and the unlocking of tangible and intangible
assets. Since these commercial activities may offer a very different risk-return profile compared to those activities traditionally associated
with universities, it is important that the governing body of universities pay close attention to these activities through careful scrutiny and
proper monitoring. The university must have policies, support systems and right incentives for commercial activities in order to protect
university interests, good names, reputations, and mission. In addition, these activities should not be carried out at the expense of the
core responsibilities of universities.

Commercial activities can be carried out by universities or their holding companies either directly or through joint ventures with, or
outsourcing to, third parties. This chapter describes four main groupings of income generation.

EDUCATION AND TRAINING PROGRAMMES

The education sector is expected to generate an approximately RM33.6 billion in Gross National Income and

creates 3.3 million jobs by 2020, which provide universities with opportunities for income generation.

However, providing quality education should remain the core mission of universities.

The primary role of universities is to

provide quality and wider access to

education through high quality delivery

system that emphasizes development of

values, competencies and skill set for a

knowledge society.

Universities also need to provide lifelong

learning (LLL) opportunities to enable

Malaysians to meet the changing skill

needs through re-skilling and upskilling

programmes.

In providing quality education,

universities are faced with providing

affordable courses in an environment of

increasing cost. Public universities can

enhance their income significantly

through education and training

programmes to face these challenges

and to cater to an expected increase in

demand.

A sample of three public universities offering

academic programmes had generated a total

revenue of RM73.2 million in 2014. This

shows that universities can generate

significant income from education and

training.

In addition, the university that generated the

highest revenue, offered their academic

programmes through a private education

wing. Some universities have internal units

that conduct their education and training

programmes. However, these universities

have not been able to objectively determine

the financial performance of these units.

Thus it is recommended that all programmes

under these units are managed under a

university private education wing.

Some of the current education and training

programmes conducted by universities

include CPD, academic programmes, online

distance learning, executive and twinning

programmes.

Current and future trends in education reflects

the need for flexible education that is,

education for Anyone, Anywhere and at

Anytime. Hence, University could adopt

MOOCs, e-Learning and hybrid programmes to

support flexible education

Further, universities can increase their

franchising and licensing of education and

training programmes, and establish credit

transfer for MOOCs which will result in a wider

access to quality education and increased

income generation.

To attract youths to engage in learning,

universities can enhance their delivery through

gamification. This enhancement will also result

in wider access to quality education and

increased income generation.

All these enhancements will result in the

following outcomes:

• Knowledge Society

• Increase number of skilled workers

• Learned Values-Driven Talent

• Enhanced Income Generation

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
10

RESEARCH GRANTS & COMMERCIALISATION OF IDEAS

Research Grants

A substantial amount of grants are available for universities to tap

into. Universities have access to public grants, and grants from

private agencies and international bodies. In 2014 and 2015,

universities were able to obtain a total of RM1.35 billion, RM81

million and RM40 million from public grants, private agencies and

international bodies, respectively.

The availability of such grants are expected to continue. Hence,

universities can enhance their income through acquisitions of

these grants. Universities can achieve this by strengthening their

innovation ecosystem and strategic collaboration with other

organisations.

Commercialisation of Ideas

Research conducted at the universities are expected to benefit the

communities and industries. University IPs and expertise are

important assets that can be used to generate income. It is

recommended for universities to strengthen their technology

transfer office (TTO) and increase collaboration with industries and

communities so that these assets can be commercialised.

The TTOs play an important role in stimulating technology transfer

from academia to industry by providing a set of end-to-end support

services which includes IP sourcing, IP strategy, proof of concept,

licensing & incubation, and start ups and ideation space.

Universities can also set up a shared TTO in order to pool resources

among HLIs as well as public and private research institutes.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

Research is a core activity of universities which requires support in terms of grants and talent. University needs to strengthen

their innovation ecosystem where knowledge generation, knowledge exchange and technology transfer are done through

collaboration with relevant government agencies, industries and communities. This quadruple helix collaboration will not only

improve university income generation but also increase the creation of new knowledge and commercialisation of ideas.

11

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

ASSET MONETISATION
Asset monetization is a business transaction that converts an asset from one that does not directly generate income or other financial

value into one that does. Monetisation of assets include development of land bank, rental of existing facilities, licensing of brands and

logos, and creation of academic chair.

Asset Leasing

and Sales

JV with

Third Party
Outsourcing to

Third Party

Improve Asset

Utilisation

Asset

Commercialisation

Universities can lease and

sell both their tangible and

intangible assets. If the

assets are tangible (e.g.

buildings, lands etc) the

valuation is straightforward.

For operational assets, the

two most basic variations of

an outright lease are:

• Lease without future use

• Lease with future use

Valuation of intangible

assets or going concern

valuation (e.g. IPs and

business units) can be more

complex.

Under normal practices, IPs

are licensed, exclusively or

non-exclusively. However,

in certain cases, IPs can also

be sold outright.

University can set up a

special purpose entity

owned by the university

and a third party. The

entity acquires assets

with the explicit purpose

of providing services

back to the university,

and marketing the

services to external

enterprises.

Each contributing party

gets an ownership stake

in the entity to be able

to gain future benefits

and revenue possibilities.

Intangible assets of

universities are important

source of income. The

right to its use can be

transferred to a third party

through an outsourcing

transaction.

The new service provider

(third party) uses the asset

to serve clients in addition

to the issuing university.

University can get income

through a profit sharing

arrangement with the

third party.

Examples of intangible

assets include university

logo, IPs, expertise,

processes and services.

University equipment that

are underutilised can be

used for income generation

to compensate the cost of

purchasing and

maintaining the assets.

For example, laboratory

equipment or campus

facilities that are

underutilised can be

offered to other

universities or outside

organisations.

Universities may also look

at their space utilisation

and can adopt strategies

such as consolidating

operations to free up the

space to monetise them.

University can use an asset

that has been utilised

internally for research and

teaching purposes for

commercial purposes.

This strategy often requires

an investment in the asset to

make it suitable for

commercial purposes and be

applicable to a broad

customer base.

For example, licensing a

software application

developed for the university

to other universities or

enterprises, and converting

an internal process into an

outsourced service.

12

University Holding Companies (UHCs) are established to enable participation in business activities, leveraging on the core

competencies of public universities. The fundamental rationale is also to ensure that Universities are protected via the corporate

veil from any legal suits brought about in the course of its commercial activities, collaboration or joint venture agreements with

any third parties. Hence, even though universities can engage directly in some commercial activities, they should not be

involved in commercial activities directly, where the legal and financial risks are high. The UHCs should be directly accountable

to the University Board.

Commercial Activities through University

Holding Companies

Universities can enhance the income generation of their

holding companies by providing greater support and ensuring

that these holding companies participate in all commercial

activities that involved the Universities. There should also be

a clear separation of management of these holding

companies and that of the Universities for greater corporate

governance.

Enhancing Support for University Holding

Companies

Contribution from commercial activities of UHCs could be

enhanced. Most of these companies are undercapitalised to

embark on big projects due to gearing ratio limitations.

Universities can enhance this revenue stream by increasing

the capital base and transforming their wealth generation

culture though enculturation of business acumen.

Alternatively, UHCs can collaborate jointly to form

consortium to undertake bigger projects which can

significantly contribute to income generation for public

universities.

COMMERCIAL ACTIVITIES THROUGH UNIVERSITY HOLDING COMPANIES

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
13

ENHANCING UNIVERSITY ENDOWMENT FOR
FINANCIAL SUSTAINABILITY
Endowment funds are an important source of income to universities. The funds are developed to provide long-term support for the

institution and its programmes. The funds are invested to provide both spendable income and principal growth to allow future spending to

be at least equal to inflation. Although often associated with large private universities, an increasing number of smaller universities report

annually on the size of their endowment, as further growth is typically an important part of their long-range plans.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

CHAPTER TWO

This chapter describes an overview of the basic concepts

of endowment, the types and categories of endowment,

and the underlying reasons why universities would want

to create endowment. The chapter also identifies the

potential sources of endowment and includes a brief

description on how university endowments work, and the

good practices for managing it, drawing from experiences

locally and globally.

University leaders especially the board or trustees, vice-

chancellors, and staff, bursars and chief nancial of cers

should play their roles in creating the right environment

and support to ensure the endowment allows the

university to achieve its organisational mission. Drawing

guidelines from the UniTP Green Book, the role of the

Board is crucial in driving fundraising efforts, and

providing leadership for the identification and solicitation

of significant gifts to the university.

33%

RM182 million

49%

RM122 million
3%

RM9 million

15%

RM57 million

Private Companies

Government

Individual

NGOs/Others

Sources of Endowment (Jan 2012- June 2015)

14

WHAT IS ENDOWMENT?

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

Endowments represent money or other financial assets that are donated to universities. Endowment funds are developed to provide long-
term support for the institution and its programmes, and are invested to provide both spendable income and principal growth to allow
future spending to be at least equal to inflation.

A true endowment consists of funds permanently set aside (by document or otherwise legally restricted) to generate income for the non-

profit. Principal may not be spent. Income may be defined as the dividends, interest, and rental income from the endowed assets.

Quasi-endowment are funds committed to long-term use (endowment) generally by board resolution. Since the donor did not restrict the

funds, the board can make the principal available for use through established procedures that govern distribution of income and

withdrawal of principal.

The sole intention of the endowment is to invest it, so that the total asset value will yield an inflation-adjusted principal amount, along

with additional income for further investments and supplementary expenditures. Typically, endowment funds follow a fairly strict policy

allocation, which is a set of long-term guidelines that dictates the asset allocation that will yield the targeted return requirement without

taking on too much risk. Most endowments have guidelines that state how much of each year's investment income can be spent.

Endowment donors can sometimes restrict universities on how they can use this money. Examples of such restrictions are:

• The donors can decide to use a portion of an endowment's scheduled income on a merit-based or need-based scholarship.

• The use of an endowment's income for endowed professorships (or chairs), which are used to attract world-class educators.

Other than these restrictions, universities can use the rest of the allotted spending amount as standard income. Decisions about whether it

should be spent on hiring professors, upgrading or repairing facilities or funding more scholarships, is left up to the appointed trustees. An

endowment's investment income can also significantly lowers tuition costs for students.

DONATION YIELD BENEFICIARIES
Money /

Financial Assets

Inflation

Adjusted

Further Investment Operational Expenditure

Benefitting all parties as

stipulated by the donor

15

GOOD PRACTICES FOR MANAGING ENDOWMENT FUNDS
Effective management of investments is a critical component in achieving the goal and mission of the university. In addition,
investment vehicles have become increasingly complex over the years, making it more difficult for all but the most
sophisticated investor to make informed investment decisions. The following are some good practices for managing
endowment funds.

Ensure that investment policy is
current and that it complies with
established rules of conduct for
managing institutional funds,
appropriating funds, and also
standards for delegating
management and investment
functions to outside agents.

Ensure that roles and
responsibilities for managing
investments are well-defined.
Identify who  is responsible for
determining asset allocation
guidelines, hiring investment
managers, investment trading and
rebalancing, and reviewing
valuations.

If the Chief  Investment Officer
(CIO) function is outsourced to an
independent advisor, ensure  that
appropriate Board oversight of the
advisor is performed.

Review  spending policy on a
regular basis to ensure  that it is
reasonable relative to the  risk
profile,  expected rate of return,
and the  rate of inflation.

Document board appropriations of
the endowment spending on an
annual basis, even if these
appropriations are made in
accordance with the spending
policy as part of the normal
budget process.

Ensure that the minutes
of investment committee are
sufficiently robust. It is especially
important that the due diligence
of fund managers, valuation
assessments, and spending
decisions, along with decisions on
asset allocations, fund
performance, and any changes in
advisors or fund managers are
documented.

Perform due diligence on fund
managers throughout the year. Set
up a schedule for performing due
diligence. Fund managers
should report to the investment
committee on a regular basis,
whether by telephone or face-to-
face.

It is critical that management and
the investment committee have a
thorough understanding of how
their investments are valued and
who is performing the valuation.

Challenge the investment advisors
and  the fund managers. Ask
questions and document their
responses. This is particularly
important when the investments
lack transparency, which is often
the case with hedge funds, certain
real estate, and private equity
investments.

Finally, ensure that any written
records adequately reflect the good
work that is being done in
managing the college or
university’s precious assets.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

10

16

1 7

5

4

3

2

6

8

9

CHAPTER THREE

DEVELOPING SUSTAINABLE WAQF AT
PUBLIC UNIVERSITY

Waqf is an Islamic socio-economic institution which
functions as a source of funding for and catalyst to
community development, has demonstrated diverse and
remarkable roles throughout the history of Islamic
civilization. Both waqf and endowment are permanent

funds with its own specified restrictions, and the principal

of which is preserved. The funds are invested and the

proceeds are used for purposes stipulated by the giver.

However, apart from these similarities, waqf in principle is

not endowment.

This chapter describes a brief overview of waqf at public
university (Waqf@UA) and its basic concept, challenges
and key success factor in implementing it. It also
describes the way forward in using waqf as an
additional source of income plus the various modes of
waqf funding.

Depending on its readiness, university can choose a
suitable waqf governance model from three models
presented.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
17

The term waqf denotes a gift which is  to be used solely for the purposes

recognised under Islamic law as pious, religious or charitable. Waqf (plural:

Awqaf) is a perpetual and long-term alternative source of funding for

Universities, benefiting from altruistic deeds of individuals, groups or

organizations.

The waqf assets should be invested so that the return from the investment

of these assets continues to generate benefits for the beneficiaries, which

can be used in providing free education and health needs, alleviation of

poverty, creation of jobs and many more. In understanding waqf, it is best

to know the basis for having waqf.

There are two types of waqf:

General Waqf – refers to an asset given by a party (al-Waqif) without any
specific stipulations how it should be used.  The asset (such as the
property or cash) can be freely managed by a Mutawalli, in accordance
with Shari’ah.

Specific Waqf – refers to an asset given by a party (al-Waqif) with specific
stipulations how it should be used.  The asset (such as the property or
cash) must be managed by a Mutawalli, in accordance to the specific
stipulations of the giver and the Shari’ah.

Public universities must recognise and accept that under the existing

Malaysian legal provisions, the State Islamic Religious Council (MAIN) is

the sole trustee of waqf in its respective state. Thus, in establishing a

waqf, Universities must acquire the legal status as waqf administrator

from the respective MAIN.

WHAT IS WAQF@UA

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

The Giver (al-Waqif)

The designated asset for the

Waqf (al-Mawquf)

The Recipient of the Waqf (al-
Mawquf- Alaihi)

The clear statement on the Purpose
of the Waqf (as-Sighah)

4 Tenets of Waqf

18

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

The Giver

(Al – Waqif)

Sole Trustee

(Mutawalli)

Waqf

Administators

Beneficiaries

(Mauquf Alaihi)

A Giver (al-waqif) is a

party (muslim or non-

muslim) that willingly

gives  movable or

immovable, lawfully-

owned assets (Al-

Mawquf) for an

intended purpose

(niyyah) to benefit

others (beneficiaries).

Waqf allows a Giver the

opportunity to

demonstrate his/her

submission to Allah swt

through good deeds.

In addition, waqf

provides an avenue for

the public to perform

perpetual deeds with

confidence.

The proceeds from

waqf may

be distributed to

muslims or

non-muslims. The

benefits could be in

the form of

scholarships, research

grants, professorial

chair, travel

allowances and

sponsorships, among

others.

As a waqf administrator,

public universities are

empowered by MAIN to

establish a sustainable

infrastructure  which will

among others, collect, raise,

use, manage, invest, and

develop waqf funds, as well

as distribute waqf proceeds

as agreed in the MoA

between a public university

and the respective MAIN.

Universities must use all of

their expertise, tools,

strategies to ensure the

growth of waqf and that the

waqf is sharia’ compliance.

This can only be achieved by

having a proper waqf office

and governance structure at

the university.

In Malaysian context, a

MAIN is the sole trustee

(Mutawalli) of waqf in its

respective state.

Therefore, public

universities must acquire

the permission from

MAIN to be a waqf

administrator.

BASIC CONCEPTS OF WAQF

19

The following are the main stakeholders in waqf implementation at public universities, which represents the basic

concepts of waqf

CHALLENGES IN IMPLEMENTING SUSTAINABLE WAQF AT PUBLIC
UNIVERSITIES

Challenges to

Waqf

Implementation

at Universities

Legal Restrictions – The use of the term

waqf that requires permission by the

State Islamic Religious Councils is

assumed to be a hindrance. In actual

fact, it is a regulatory requirement.

Nature of Waqf - Waqf properties

remain in perpetuity and

inalienability, and cannot be used as

collaterals are misunderstood to

restrict returns on waqf expansion,

when it is not so.

Administrative Lapses -

Institutional governance issues; lack

of top management support; lack of

buy-in from the Board.

Awareness  - Lack of information or

knowledge about waqf; misconceptions

about the concept of waqf such as waqf

confined to a small section of community

activities or assumed to be similar to

endowment.

Financial Support -  Lack of creative fund

raising activities to support waqf

inherent ability to generate alternative

sources of income.

Need for Talents - Lack of

competent managers with

professional and technical

expertise in waqf management.

There are six main challenges in implementing sustainable waqf initiatives at universities in Malaysia. Particular attention is
to be given to the challenge in increasing awareness as this is deemed to be the main challenge in waqf implementation. A
heightened awareness shall open windows of opportunity for people to properly participate in waqf venture.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
20

KEY SUCCESS FACTORS FOR SUSTAINABLE WAQF

Sustainable

Waqf

Protection
of Waqf

Assets

Legalities &
Good

Governance

Effective
Waqf Board

Competent
Managers

Waqf
Financing

Sustainable
Investment

Strategic
Marketing

Monitoring
and

Reporting

Both Waqf Board and Managers must be convinced and be

accountable in ensuring that the tenets and pillars of waqf

are observed.

All parties involved must take upon

themselves to be answerable to Allah,

make decisions through musyawarah

and are transparent in all decision

making; and must uphold current

legislations and establish recourse to

address contention.

Board members must take

upon themselves to ensure

the expressed intent (niyyah)

of al-waqif is fulfilled.

Knowledgeable, skilful and innovative

managers are pertinent to implement

the guidelines provided by Waqf

Board.

Waqf Management Committee

must possess knowledge and

skills in Shariah-based

investment to ensure the

tenets and pillars of waqf is

upheld.

Continuous market

surveillance and

intelligence necessary

for effective promotion of

waqf products and donor

cultivation.

Documentations of all waqf

activities must be reported on a

regular basis. Waqf

Management Committee must

demonstrate transparency and

accountability. Both internal

and external audits are

required.

Universities must provide financial support as

initial outlay for the operation of waqf

management. Use of waqf money can be

apportioned to cover administrative expenses,

including salary subject to consent/agreement by

al-waqif. Some staffing positions may be

supported by a waqf bequeathed for it.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
21

IMPLEMENTING WAQF: THE WAY FORWARD

Setting up  Managing

1. University Management to establish a Waqf Task Force/

Working Committee

2. Waqf Task Force to work on establishing University Waqf

Office

3. University Waqf Office to register with relevant SRIC to

acquire authorised administrator status for the University

4. University Management Committee to propose Waqf

Board membership for appointment by SRIC

5. University Management Committee  to propose financial

arrangement agreement for the University Waqf Board

approval

6. University Waqf Office to set up bank accounts or means

to facilitate Giving, and  acquire tax-exemption for

University Waqf Board

7. University Waqf Board to establish appropriate policies on

Waqf management for the University Waqf Office

1. University Waqf office must be manned by competent

staff, especially competent managers.

2. University Waqf office must develop a strategic plan for

University Waqf activities.

3. University Waqf Office  must develop Waqf guidelines for

University to mobilize its people and assets to promote its

Waqf plans and programs, seek out Givers and establish

Waqf.

4. Explain and educate all stakeholders, especially members

of BoD, staff, students, alumni and the public at large.

5. Ensure that neither the Giver nor the Gift is tainted by

scandal or social unacceptability.

6. Identify and develop strategy to promote Waqf. A

strategic marketing approach may facilitate to increase

awareness and solicit more giving.

7. Develop education and promotional modules and tools to

increase awareness and understanding and appreciation

of Waqf amongst the public.

Malaysian public universities could consider the following measures with regards to setting up and managing of waqf.

Irrespective of the stage in which a university is at, these measures are listed to highlight pertinent steps to be taken by

universities which are only beginning to establish their waqf, as well as those that have been awarded the administrator

status.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
22

ADOPTING WAQF AS AN ALTERNATIVE SOURCE OF SUSTAINABLE INCOME
STREAM AT PUBLIC UNIVERSITIES

01

02

03

04

Turning Existing
Buildings into Waqf

Turning Existing
Lands into Waqf

Turning Facilities and
Equipment into Waqf

Turning Money/Cash
into Waqf

Existing assets (buildings, lecture halls, classrooms, bus stops,
cafeterias etc) may be put up as waqf. Al-Waqif (the Giver) will
take full responsibility of an asset that is turned into a waqf –
maintenance and any or all costs involved in the operation/
running of the assets is covered by the amount of proceeds
from the money given by the al-Waqif.

05 Turning Intangible
Assets into Waqf

The land asset that is endowed as waqf can be developed
according to its suitability such as the construction of buildings
for students accommodation, labs and training facilities. The
waqf lands can also be utilized or developed for agricultural
projects.

This waqf is specifically designed to benefit universities through
the setting up of facilities such as laboratory equipment, audio-
visual equipment, air-conditioning units and prayer mats placed
at various premises. In fact, such facilities may be set up inside
a waqf building.

Universities may setup cash waqf to receive cash contributions
from their alumni, staff members, strategic partners or
members of the public. Collection of donations from various
givers are made through the selling of coupons, on-line
transactions or cash handed at office counters.

Universities may also capitalize their intangible assets as waqf
such as through proceeds from patents, industrial designs,
copyrights, trademarks and other forms of intellectual property
(IP).

! !

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
23

IMPLEMENTING VARIOUS MODES OF WAQF FUNDING

Eleven
Forms

of Cash
Waqf

Waqf
Shares

Shares
Waqf

Waqf
Takaful

Direct Cash
Waqf

Mobile
Cash Waqf

Corporate
Cash Waqf

Deposit
Cash Waqf

Cooperative
Cash Waqf

Waqf
Mutual
Fund

Certificate
Cash Waqf

Advance
Cash Waqf

Space
Footage

Waqf

• Creating new waqf for the
benefit of the old one

• Long Lease (Hukr @ Hikr)

• Lease with Dual Payment

Classical

• Joint-venture (Mudharabah/
Musyarakah)

Equity-based

• Build and Transfer

• Forward Sale

• Leasing/Hire-Purchase

• Build, Lease and Transfer

• Build, Sale and Leaseback

Debt-based

• Islamic Bond (Sukuk)  Securitisation

• Cash Waqf Self-funding

The practice of waqf using money or known as Cash Waqf is considered the most influential key and contributor to the success of the

institution of waqf today. The more financial methods there are available to the public, the better the chances of developing of waqf

properties will be. The uniqueness of cash or money, especially its ability to provide ease of use through the various denomination

available in the market and the availability of cash to people for all walks of life offers great opportunity for charitable giving to all

potential al-waqif. Today, five (5)  major modes of financing are found offered in the market, as listed below and of these, the self-

financing mode which is practiced through cash waqf may be adopted by universities through eleven applications as shown in figure

below. Joint-venture (

Contemporary Forms of Cash Waqf

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
24

University

Endowment

Trustees

University

Waqf

Committee

University Board of

Trustees

(Yayasan)

University

Endowment

Fund

University

Waqf Fund

UBOD

UBOD

Under this model, a university that has been

awarded the administrator status sets up a unit or

department under the management of the university

itself . University Waqf Committee is put under the

University Board of Directors as one of the Board’s

committees. All decision on waqf programs and

activities are conducted  upon approval by the

university management. All accounts and financial

management of waqf are under jurisdiction of the

university management.

MOHE

MOHE
PM’s
Dept

Under this model, a university sets up a waqf office  under

the University Board of Trustees. The University Waqf Fund

is put under the Board of Trustees as a project under the

University Foundation (Yayasan) having a separate account

and financial management.

There are three possible models of waqf governance to be adopted by public universities in managing waqf. The universities

can select any of these models depending on the level of readiness of the universities and the state religious council. The

most ideal model is that of an independent Waqf Board structure as presented in Model 3.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
25

Model 1  Model 2

RECOMMENDED MODEL OF WAQF GOVERNANCE AT PUBLIC UNIVERSITIES

Yang Di Pertuan

Agong/Sultan /

Yang Di Pertuan

Negeri

MOHE

Cabinet

University

BoD

SIRCs

In Model 3, University Waqf Board (UWB) is established as a separate

and independent entity from the University. Collaboration and

coordination, as well as roles and responsibilities of the UWB are

spelled out in a written agreement or Waqf Deeds. UWB members

comprise of representatives from both the University and SRIC.

Recommended roles and scopes of authority of University Waqf

Board include:

• To uphold  all stipulations in Waqf Deeds.

• To give direction for the administration of waqf

• To establish scheme of management for a waqf

• To provide guidelines on registration, collection, investment and

distribution of waqf that complies with sharia’.

• To scrutinize and approve the budgets submitted by Mutawallis.

• To sanction any transfer of immovable property of waqf  by way

of sale, gift, mortgage, exchange or lease.

• To monitor performance of Waqf Office including collections,

investments, financial returns, and activities.

• To inspect or call for inspection of waqf properties, accounts or

relevant deeds and documents.

Proposed Membership of  University Waqf Board

• Member of university BoD

• Deputy Vice Chancellor

• Director of University Waqf

Office

• One (1) Representative from

university (e.g. Society of

Academic Staff, Society of

Administrators)

• Registrar of Waqf, SIRC

• CEO of SIRC Waqf Corporation

• Head of Economics Division,

SIRC

• SIRC Legal Advisor

University Waqf

Office

University

Waqf Board

UWB Committees

Operational Units

MOA / Financial

Arrangement

Agreement

Recommended roles of University Waqf Office include:

• To manage all university waqf  initiatives and any relevant

matters.

• To prepare and submit a quarterly report on waqf programs and

activities conducted to the UWB and UBoD.

• To take the necessary actions for the recovery of the lost of

properties of any waqf.

• To investigate and determine the nature and extent of waqfs and

waqf properties.

• To institute and defend suit and proceeding relating to waqf

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
26

Model 3

CHAPTER FOUR

PHILANTHROPIC INCOME &
FUNDRAISING INITIATIVES
This chapter deals with raising university income through philanthropic income and fundraising initiatives. It

consists current performance in philanthropic income, proposed fundraising matrix and models, examples of

how university benefits from crowdfunding and recommended structure for fundraising initiatives in the

university.

Current performance in philanthropic income

Fundraising matrix and models

How universities benefit from crowdfunding

Recommended structure and functions for
fundraising initiatives

The level of philanthropy in Malaysia is rather low

where Malaysia was ranked 76 out of 153 nations, in

the World Giving Index Ranking 2010. Only 32% of

total population give donation and Malaysia’s

ranking drop to 87 in 2011.

There are four fundraising models which are labeled

as: The Major Gift Model, the Foundation Research

Model, the Multi-Mode Model and the Alumni Model.

This section provides guideline for university to

implement fundraising.

Crowdfunding is relatively a new modes of fundraising and it is

increasing in its use due to greater accessibility of the internet.

This section describes how university can benefit from

crowdfunding and provide some example of crowdfunding

activities.

It is important for university to have a well structured

office and function to carry out fundraising initiatives. This

section provides a recommendation of such structure and

functions.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
27

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF

It is to be noted that the success factors for University-Donor interaction

includes the followings:

1) The autonomy of universities;

2) Levels of transparency and accountability;

3) The commitment levels of leaders, academic and administrative staff;

4) A dedicated structure for raising funds from philanthropic sources;

5) The competence of fundraising staff;

6) External macroeconomic, fiscal and regulatory environments;

7) Government schemes; and

8) Cultural attitudes to philanthropic giving.

FUNDRAISING MATRIX AND MODELS

There are a number of ways for universities to relate to

prospective donors, and these can be codified in four different

‘models’ of interaction. The four fundraising models are

labeled as: (1) The Major Gift Model, (2) the Foundation

Research Model, (3) the Multi-Mode Model and (4) the Alumni

Model. (See exhibit)

These models are distinguished in terms of issues such as

donor types, the university actors taking the lead in

philanthropic fundraising, the degree to which specific donors

are targeted, the extent to which donors specify the use of

donations, and the formality of donors’ procedures and the

research specificity of the fundraising activities of universities.

All the four models are usually present in institutions that

have a tradition of philanthropic fundraising. It is not

necessary, or perhaps even desirable, for universities

attempting to raise funds from philanthropic sources for the

first time to devote equal amounts of effort to all four modes

simultaneously, but it is advisable for universities to have a

long-term vision that eventually accommodates all these

models.

The Fundraising Matrix diagram shows these four modes of

interaction, defined by different donor types along one axis

and the different university actors taking the lead in

fundraising along an orthogonal axis, with the targeting of

specific donors and the degree to which donors specify the use

of donations increasing as one shifts upwards and to the right.

Fundraising Matrix

28

RECOMMENDED STRUCTURE AND FUNCTIONS FOR FUNDRAISING INITIATIVES

With the rapid increase in the costs associated with

higher education, there has been an ever-increasing

pressure placed upon universities to raise funds for

institutional support. The responsibility for identifying

donors capable of making gifts to the institution falls

under the umbrella of institutional advancement.

It is recommended that universities to set up a

dedicated office for fundraising and the office be

directly answerable to the VC office. The recommended

structure and functions are as shown in this page.

However, an alternative is to hire professionals (with

experience in marketing, lobbying, fundraising,

relation management and media) who can be located

within an existing university structure, such as

the corporate communication office.

The roles the University Advancement Office includes:

Secure private financial support from potential
donors.
Engage alumni in the life of the institution.
Market the institution to prospective stakeholders.
Communicate about the institution with those who
have a stake in its success.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
29

Recommended Structure For University Advancement Office

Ministry of Higher Education Leadership

• Dato’ Seri Idris Jusoh, Minister of Higher

Education

• Datuk Mary Yap Kain Ching, Deputy Minister

of Higher Education

• Dato’ Seri Ir. Dr. Zaini Ujang, Secretary

General of Higher Education

• Datuk Prof. Dr. Asma Ismail, Director

General of Higher Education

• Datin Paduka Ir. Dr. Siti Hamisah bt. Tapsir,

Deputy Director General of Higher Education

University Transformation Programme

Leadership

• Prof. Dato’ Ir. Dr. Mohd Saleh Jaafar,

Director of University Transformation

Programme

• Assoc. Prof. Dr. Norhayati Mohamed,

Director of PMO, Deputy Director of

University Transformation  Programme

ACKNOWLEDGEMENTS
The Ministry would like to express its sincere appreciation  and gratitude to all who have contributed to the UniTP Purple Book.
The Ministry recognises that contributions have been far wider than the list provided below. Many unnamed contributors directly and

indirectlyprovided information, valuable advice,  and opinions during the preparation of the working papers, consultative documents, as well

as the drafts of the UniTP Purple Book.   Valuable support for the UniTP Purple Book was also provided by the Ministry divisions, other

agencies and organisations. Special thanks is also due to secretariat members from the Programme Management Office for their invaluable

support in making the syndication sessions a success.

UniTP Purple Book Authors

• Prof. Dr. Azlan Ab. Rahman, Deputy Vice

Chancellor (Development) UTM

• Prof. Dr. Hj. Wan Mohtar Bin Wan Yusoff,

School of Bio-Science & Bio-Technology,

UKM

• Dr. Razali bin Othman, Director of Islamic

Centre, UPM

• Assoc. Prof. Dr. Rohayu Abdul Ghani,

Director, Centre for Professional &

Leadership Development, UKM

• Assoc. Prof. Dr. Abdul Raheem Bin

Mohamad Yusof, COO UPSI Holdings

• Mr. Naharudin Bin Ali, Group CEO, IIUM

Holdings

• Puan Haliza Harun, Bursar, UM

Programme Management Office

• Dr. Khamurudin Bin Mohd Nor

• Noranyza Binti Mohamad  Yusoff

• Sulaiman Mohammed Khalid

• Rozita Binti Rosli

• Rena Binti Mohd Taib

• Amirah Dayana Binti Azlan

• Nur Ainul Nabila Binti Roslan

• Siti Noorzazlina Binti Mohamed Noor

• Hanisah Binti Hassan

• Muhammad Ali Rafiq Bin Abd. Ghani

• Noorain Binti Mohd Isa

Special thanks to the Senior

Management of the Ministry of

Higher Education, University Board

Chairpersons, Vice-Chancellors,

Deputy Vice-Chancellors,

Registrars, Legal Advisors and

senior university leaders of public

and private universities for their

input and support in the

development  of the UniTP Purple Book.

ENHANCING UNIVERSITY INCOME GENERATION, ENDOWMENT & WAQF
30


Menjaharkan

Dr. Abdullaah Jalil

Berkenaan Hukum

 al-Imam al-Hafiz al-Mufassir al-Faqih
Jalal al-Din al-Suy�ti (w.911H)

Natijah Fikir

Risalah Fat�a

Zikir

Menjaharkan

Dr. Abdullaah Jalil

Berkenaan Hukum

 al-Imam al-Hafiz al-Mufassir al-Faqih
Jalal al-Din al-Suy�ti (w.911H)

Natijah Fikir

Risalah Fat�a

SMART
TALAQQI

TM

Zikir

DR. ABDULLAAH JALIL

WISDOM PUBLICATION NS0078217-W

No. 110, Jalan Dillenia 3, Laman Dillenia,
Nilai Impian,
Nilai, Negeri Sembilan.
Email: wisdompublisher@gmail.com
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Hak Cipta Terpelihara © 2023 Wisdom Publication

Edisi Pertama
Cetakan: September 2023

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Allah  berfirman (Al-Kahf: 28):

“Dan jadikanlah dirimu [wahai Nabi Muhammad] sentiasa berdamping

rapat dengan orang-orang yang berdoa (beribadat) kepada Tuhan

mereka pada waktu pagi dan petang, yang mengharapkan keredaan

Allah semata-mata; dan janganlah engkau memalingkan

pandanganmu daripada mereka hanya kerana engkau mahukan

kesenangan hidup di dunia; dan janganlah engkau mematuhi orang

yang Kami ketahui hatinya lalai daripada mengingati dan mematuhi

pengajaran Kami di dalam Al-Quran, serta ia menurut hawa nafsunya,

dan tingkah-lakunya pula adalah melampaui kebenaran.”

Kepada para ulamā’, awliyā’ dan ʿārifīn, serta para mashāyikh

Ṣūfiyyah dan ṭuruq Ṣūfiyyah muʿtabarah yang mendidik umat ini

dengan zikrullah, khususnya Tuan Guru Dr. Hj. Jahid bin Hj. Sidek

[al-Naqshabandi] al-Khalidi, Tuan Guru al-Shaykh Ahmad Fahmi bin

Zamzam al-Banjari al-Nadwi al-Maliki, al-Marhum Tuan Guru Baba

Abdul Aziz al-Fatani al-Makki dan Tuan Guru al-Shaykh al-Musnid

Muhammad Fuad Kamaluddin al-Ahmadi al-Muhammadi.

Kepada kedua ayahanda dan bonda yang amat disayangi lagi

dihormati: Haji Jalil Omar and Hapisah Ismail. Semoga Allah

memuliakan kalian berdua dengan kemuliaan zikrullah di dunia dan

Akhirat.

Kepada isteri yang dikasihi: Suraiya binti al-Marhum Ustaz Haji

Osman bin Tuan Guru Haji Ahmad bin Tuan Guru Haji Hussein

Kedah al-Banjari, serta anak-anak yang tercinta: Abdurrahman al-

Munib, Maryam al-Safiyyah, Sara al-Ameena, Ibtisam al-Nafeesa dan

Muhammad al-Habib, serta seluruh ahli keluarga.

Dengan harapan semoga kita semua digolongkan oleh Allah  di

kalangan al-dzākirīn Allah kathīrā wa al-dẓākirāt (para lelaki dan

wanita yang berzikir kepada Allah dengan sebanyak-banyaknya).

i

Dengan nama Allah, Yang Maha Pemurah, lagi Maha Mengasihani.

Segala puji bagi Allah , yang bertasbih kepada-Nya seluruh

penduduk langit dan bumi. Selawat dan salam buat penghulu para

Rasul dan Nabi  - Saidina Muhammad bin Abdullah , rasul-Nya

dan kekasih-Nya, juga buat ahli keluarga dan para sahabat Baginda

serta orang-orang beriman yang banyak berzikir kepada Allah .

Ammā baʿd (Adapun selepas itu):

Kami memanjatkan kesyukuran kepada Allah  di atas limpah kurnia

dan taufik-Nya, kerana pihak Wisdom Publication sekali lagi dapat

menerbitkan sebuah buku hasil usaha Dr. Abdullaah Jalil. Buku ini

merupakan salah satu judul dalam siri “Memperbaiki Kefahaman

Agama” yang diusahakan oleh beliau. Buku ini bertujuan untuk

menjernihkan kefahaman berkenaan “majlis zikir” yang merupakan

salah satu amalan penting dan mulia dalam agama Islam. Amalan ini

telah menjadi budaya dan kebiasaan yang sangat baik di kalangan

masyarakat Islam di seluruh dunia umumnya dan masyarakat Melayu

Islam khususnya. Semoga Allah menerima usaha yang kerdil ini

daripada kami dan menjadikannya sesuatu yang bermanfaat buat

umat Islam. Ya Allah, terimalah usaha kami.

Nilai, Negeri Sembilan

ii

Dengan nama Allah, Yang Maha Pemurah, lagi Maha Mengasihani.

Segala puji hanyalah bagi Allah , yang telah memerintahkan orang-

orang beriman untuk menyebut dan mengingati-Nya sebanyak-

banyaknya. Selawat dan salam buat penghulu para Rasul dan Nabi

 - Saidina Muhammad bin Abdullah , rasul-Nya dan kekasih-Nya,

juga buat ahli keluarga dan para sahabat Baginda , serta orang-

orang beriman yang sentiasa berzikir kepada Allah dalam keadaan

sunyi dan nyata serta ketika bersendiri dan beramai-ramai.

Ammā baʿd (Adapun selepas itu):

Penulis memanjatkan segala kesyukuran kepada Allah  di atas

nikmat dan taufik-Nya bagi penulis untuk mengemaskini buku ini pada

malam-malam bulan Ramadan yang penuh berkah ini. Buku “Natijah

Fikir dan Mutiara Nabawi berkenaan Majlis Zikir” ini diusahakan

dengan tujuan untuk memperbaiki salah faham yang berlaku di

kalangan sebahagian masyarakat yang dilihat tergesa-gesa dalam

membuat tuduhan bid’ah dan sesat terhadap beberapa amalan para

ulama’ yang muktabar dan masyarakat Islam khususnya berkaitan

Majlis Zikir. Buku ini bertujuan untuk membuktikan bahawa “Majlis Zikir

dengan Suara Yang Jahar” adalah merupakan amalan yang

disyariatkan; dan ia adalah amalan yang sangat mulia, penting dan

mempunyai kedudukan yang tinggi dan kelebihan yang pelbagai dari

iii

sudut pandangan Islam. Bahkan, di sana terdapat begitu banyak

kurniaan dan rahmat Allah bagi orang-orang yang datang dan

berhimpun di dalam Majlis Zikir.

Buku ini pada asalnya adalah merupakan bahagian pertama dari

sebuah buku bertajuk “Natijah Fikir dan 40 Hadith Kelebihan Zikir” yang

ditulis oleh penulis pada tahun 2013. Kemudian, pada tahun 2019,

buku tersebut telah dibahagikan dan dikembangkan menjadi dua buku

yang baru dan tersendiri iaitu: (i) “Natijah Fikir dan Mutiara Nabawi

Berkenaan Majlis Zikir” (2019) dan (ii) “50 Hadith Utama Berkenaan

Kepentingan dan Kelebihan Zikrullah” (2019). Pada tahun 2023 pula,

buku “Natijah Fikir dan Mutiara Nabawi Berkenaan Majlis Zikir”

dikembangkan menjadi dua buah buku yang tersendiri bertajuk: (i)

“Natijah Fikir Berkenaan Hukum Menjaharkan Zikir” (2023) (Buku ini)

dan (ii) “Mutiara Nabawi Berkenaan Kelebihan dan Kemuliaan Majlis

Zikir” (2023).

(2013)

Natijah Fikir dan
40 Hadith

Kelebihan Zikir

(2019)

Natijah Fikir dan
Mutiara Nabawi

Berkenaan Majlis
Zikir

(2023)

Natijah Fikir
Berkenaan

Hukum
Menjaharkan

Zikir

(2023)

Mutiara Nabawi
Berkenaan

Kelebihan dan
Kemuliaan Majlis

Zikir

(2019)

50 Hadith Utama
Berkenaan

Kepentingan dan
Kelebihan
Zikrullah

iv

Semoga buku ini bermanfaat buat para pembaca khususnya dan

seluruh umat Islam umumnya. Dan semoga Majlis-majlis Zikrullah

akan terus subur di kalangan umat Islam dan dilaksanakan dengan

penuh tertib dan adab serta menjadi sebab turunnya rahmat dan

pengampunan daripada Allah .

Dar al-Salam NSV, Nilai, Negeri Sembilan.

23 Safar 1445 Hijrah bersamaan 9 September 2023.

v

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kh

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d

l

dz

m

r

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h

s

h

sh

w

ṣ

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da  di

du  dā

dī  dū

al-Taqī  Taqiyy al-Dīn

vi

PENGENALAN KEPADA RISALAH “NATĪ

Kepentingan Fatwa Imam Al-Suyūṭī Kepada Masyarakat Islam Di
Malaysia .................................................................................... 7

Nama dan Nasab ....................................................................... 8

Para Guru dan Mashāyikh ........................................................10

Mengajar, Berfatwa dan Berʿuzlah ............................................11

Karangan ..................................................................................12

Manhaj ......................................................................................17

Mujaddid Kurun ke-9 .................................................................19

Para Murid ................................................................................26

Pujian Para Ulama’ ...................................................................26

Kewafatan .................................................................................27

vii

[Soalan] .................................................................................... 29

[Jawapan] ................................................................................. 29

Dalil Pertama [Hadith: Kemuliaan Zikrullah di dalam Perhimpunan]
 .............................................................................................. 31

Dalil Kedua [Hadith: Majlis Zikrullah adalah Taman-taman Syurga]
 .............................................................................................. 33

Dalil Ketiga [Hadith: Malaikat Yang Khusus Untuk Majlis Zikrullah]
 .............................................................................................. 34

Dalil Keempat [Hadith: Empat (4) Kelebihan Majlis Zikir] ....... 37

Dalil Kelima [Hadith: Allah  Menzahirkan Keredaan-Nya dengan
Majlis Zikrullah] ..................................................................... 38

Dalil Keenam [Hadith: Orang Munafik Mencela Orang Yang
Banyak Berzikir (i)] ................................................................ 39

Dalil Ketujuh [Hadith: Orang Munafik Mencela Orang Yang Banyak
Berzikir (ii)] ............................................................................ 39

Dalil Kelapan [Hadith: Halaqah Zikir adalah Taman Syurga] . 41

Dalil Kesembilan [Hadith: Majlis Ilmu dan Majlis Doa adalah Majlis
Zikir] ...................................................................................... 42

Dalil Kesepuluh [Hadith: Perhimpunan Zikrullah adalah Majlis
Keampunan] .......................................................................... 43

Dalil Kesebelas [Hadith: Majlis-majlis Zikir di Masjid-masjid adalah
Majlis Kemuliaan di Akhirat] .................................................. 44

Dalil Kedua Belas [Athar: Bukit Berbangga dengan Zikir Yang
Didengari] .............................................................................. 45

Dalil Ketiga Belas [Athar: Bumi Mendengar Zikir Yang Jahar
(Diangkat Suara/ Nyaring)] .................................................... 47

Dalil Keempat Belas [Hadith: Kemuliaan Berzikir di dalam
Kelompok Manusia/ Beramai-ramai] ...................................... 49

Dalil Kelima Belas [Hadith: Zikir Golongan Awwāh] ............... 50

viii

Dalil Keenam Belas [Hadith: Dzū al-Bijādayn - Seorang Awwāh]
 ..............................................................................................51

Dalil Ketujuh Belas [Hadith: Seorang Awwāh Yang Mengangkat
Suara Ketika Berzikir] ............................................................52

Dalil Kelapan Belas [Hadith: Rasulullah  dan Para Sahabat

Berzikir Tahlil dengan Berjemaah] .........................................53

Dalil Kesembilan Belas [Hadith: Para Malaikat Yang Ditugaskan
Mencari Majlis Zikir] ...............................................................54

Dalil Kedua Puluh [Hadith: Rasulullah  Diperintahkan untuk
Duduk dengan Sekumpulan Para Sahabat Yang Berzikir] .....55

Dalil Kedua Puluh Satu [Hadith: Rahmat Turun ke atas Kumpulan
Manusia Yang Berzikir] ..........................................................57

Dalil Kedua Puluh Dua [Hadith: Beradalah di Majlis-majlis Zikir dan
Sentiasalah Berzikir kerana Ia adalah Sumber Kebaikan Dunia dan
Akhirat] ..................................................................................58

Dalil Kedua Puluh Tiga [Hadith: Duduk bersama Kumpulan
Manusia untuk Berzikir selepas Solat Subuh dan Asar] .........59

Dalil Kedua Puluh Empat [Sunnah Taqrīriyyah/ Athar: Para

Sahabat  Berzikir dengan Mengangkat Suara Selepas Solat

Fardu di Zaman Rasulullah ] ...............................................60

Dalil Kedua Puluh Lima [Hadith: Anjuran Melaungkan Zikir Tahlīl
Kāmil di Pasar] .......................................................................61

Dalil Kedua Puluh Enam [Hadith: Perintah Mengangkat Suara
Ketika Bertakbir] ....................................................................63

Dalil Kedua Puluh Tujuh [Athar: ʿAbdullāh Ibnu ʿUmar  dan Abū

Hurayrah  Bertakbir di Pasar] ..............................................64

Dalil Kedua Puluh Sembilan [Athar: Para Sahabat  Bertakbir

dengan Jahar (Mengangkat Suara/ Nyaring)] ........................65

Dalil Ketiga Puluh [Athar: Zikir Para Sahabat  Seumpama

Ombak] ..................................................................................66

Ini adalah Satu Fasal [Kesimpulan dan Penerangan Tentang Kaedah
Mengharmonikan Dalil-dalil Yang Pada Zahirnya Dilihat
Bertentangan] ...........................................................................67

ix

[Jawapan Isu Pertama: “Sebaik-baik Zikir ialah Yang Khafī
(Tersembunyi/ Perlahan)] ...................................................... 68

[Jawapan Isu Kedua: Tafsiran Ayat 205: Surah al-Aʿrāf] ....... 71

[Jawapan Isu Ketiga: Tafsiran Ayat 55: Surah al-Aʿrāf] ......... 79

[Jawapan Isu Keempat: Riwayat Yang Dikaitkan dengan ʿAbdullāh
Ibnu Masʿūd ] ..................................................................... 83

Gambar Rajah 1: Empat Majlis Zikir (Zikir Berjemaah dengan Suara

Jahar) Yang Menjadi Amalan Masyarakat Melayu di Malaysia ........... 3

Gambar Rajah 2: Pembahagian Zikrullah Berdasarkan Kenyaringan

atau Kerendahan Suara ................................................................... 86

90

Dr. Abdullaah Jalil merupakan pensyarah kanan di Fakulti
Ekonomi dan Muamalat, Universiti Sains Islam Malaysia (USIM) di
Nilai, Negeri Sembilan. Beliau memperolehi Sarjana Muda Syariah
(Fiqh and Pengajian Islam) dari Universiti Yarmouk, Jordan dengan
Kelas Pertama (Mumtāz) pada tahun 2001, Sarjana Pentadbiran
Perniagaan (MBA) dengan pengkhususan Perbankan dan Kewangan
Islam dari Universiti Islam Antarabangsa Malaysia pada tahun 2004
dan dikurniakan Anugerah Pelajar Terbaik Program serta PhD
Kewangan Islam dari INCEIF (The Global University of Islamic
Finance) pada tahun 2019.

Beliau turut memainkan peranan sebagai ahli Jawatankuasa
Syariah di dalam industri perbankan Islam, takaful, koperasi dan wakaf
sejak 2012 sehingga ke hari ini. Beliau juga merupakan ahli Panel
Syariah USIM sejak ia ditubuhkan dan menjadi salah seorang
penyelidik fatwa bagi Jabatan Mufti Negeri Sembilan sejak tahun 2016.

Beliau juga terlibat di dalam bidang Deradikalisasi dan PCVE
(Kefahaman Agama) sejak tahun 2008 dan dianugerahkan anugerah
“Friends of the Police” pada Hari Polis Kebangasaan 2012 di atas
sumbangan beliau di dalam bidang ini. Beliau telah dilantik sebagai
sebagai Ahli Panel Deradikalisasi dan Pakar Rujuk Bagi Kes-kes
Keganasan Yang Disiasat Di Bawah Akta Kesalahan Keselamatan
(Langkah-langkah Khas) 2012 oleh Kementerian Dalam Negeri. Beliau
pernah memberi latihan berkenaan Deradikalisasi di Rabdan Academy
(United Arab Emirates) dan dilantik sebagai salah seorang Advisory
Committee bagi Global Peace Institute (Maldives) dan kini terlibat
sebagai salah seorang ahli penyelidik untuk membangunkan Pelan
Tindakan Kebangsaan bagi Mencegah dan Menangani Pelampau
Keganasan (NAPPCVE).

Dalam pembinaan polisi dan kertas kerja hukum, beliau pernah
telibat sebagai salah seorang panel kepakaran bagi pembinaan
Standard MQA bagi Program Muamalat dan Kewangan Islam (2012),
Manual Pengurusan Wang Khairat JAWHAR (2014), AJK (Kluster
Ekonomi) Pembangunan Dasar Dakwah Negara (2014), Kertas Kerja
Hukum Berkaitan Isu-isu Syariah Madinah Mawaddah Wakaf City
(2020) dan Kertas Kerja Hukum Penjanaan dan Pelaburan Dana
Masjid (2021). Beliau juga merupakan salah seorang ahli kumpulan
penyelidik IMARAH (USIM) yang telah membangunkan satu sistem

91

pengurusan kewangan masjid dan surau yang dinamakan sebagai
Sistem e-MIMASTM.

Bidang kajian beliau merangkumi Fiqh Muamalat, Perbankan
dan Kewangan Islam, Tadbir Urus Syariah, Wakaf Korporat,
Kewangan Masjid, Ahli Sunnah dan Jama’ah, Deradikalisasis dan
PCVE (Preventing and Countering Violent Extremism). Di antara
kursus-kursus di peringkat siswazah yang pernah dikendalikan oleh
beliau ialah ialah Fiqh Muamalat I, Fiqh Muamalat II, Pengurusan Haji
dan Umrah, Pengurusan Institusi Perbankan Islam dan Takaful,
Pasaran Wang dan Modal, Halaqah (Pengantar Kitab Turath), Usul
Fiqh dan Kewangan Islam. Manakala di peringkat siswazah, beliau
pernah mengendalikan kursus Qawa’id Fiqhiyyah, Aplikasi Fiqh
Muamalat serta Halal dan Haram di dalam Islam.

Beliau juga meminati pengajian ilmu turath dan sering
menghadiri majlis-majlis talaqqi ilmu dan pengajian turath berkitab
bersama para mashāyikh, termasuk dalam bidang pengajian ilmu
hadith riwāyah dan dirāyah.

92

'Abd Ibn Humayd. Musnad 'Abd Ibn Humayd  [Tahqiq: Subhi al-Badri
al-Samara'i & Mahmud Muhammad Khalil al-Sa'idi]. Maktabat al-
Sunnah.

Abū Dāwud, Sulaymān al-Sijistānī. (2010). Sunan Abī Dāwud. Dār al-
Kutub al-ʿIlmiyyah.

Abu Hanifah. Musnah Abi Hanifah (Riwayat al-Haskafi)  [Tahqiq: Abd
al-Rahman Hasan Mahmud]. Al-Adab.

Abū Nuʿaym al-Asbahānī. (1409H). Ḥilyat al-Awliyāʾ wa Ṭabaqāt al-
Aṣfiyāʾ (Vol. 10). Dar al-Kutub al-'Ilmiyyah.

Abū Yaʿlā al-Mawṣilī. (1992). Musnad Abī Yaʿlā al-Mawṣilī. al-
Thaqāfah al-ʿArabiyyah.

Ahmad, Ibn Hanbal. al-Zuhd. Dar al-Kutub al-'Ilmiyyah.

Aḥmad, Ibn Ḥanbal. (1995). al-Musnad. Muʿassasat al-Risālah.

al-Bayhaqi, Abu Bakr Ahmad Ibn al-Husayn. (1986). al-Adab. Dar al-
Kutub al-'Ilmiyyah.

al-Bayhaqī, Abu Bakr Ahmad Ibn al-Husayn. (1986). al-Daʿawāt/ al-
Daʿwāt al-Kabīr. Markaz al-Makhtutat wa al-Turath.

al-Bayhaqī, Abu Bakr Aḥmad Ibn al-Ḥusayn. Shuʿab al-Imān. Dār al-
Kutub al-ʿIlmiyyah.

al-Bazzār, Abū Bakr. (1997). al-Baḥr al-Zakhkhār bi Musnad al-Bazzār.
Maktabat al-ʿUlūm wa al-Ḥikam.

al-Bukhārī, Muḥammad Ismāʿīl. (1999). Ṣaḥīḥ al-Bukhārī. Dar al-
Salām.

al-Būṣīrī. (1998). Itḥāf al-Khiyarah al-Maharah bi Zawāʾid al-Masānīd
al-ʿAsharah  [Tahqiq: Abu 'Abd al-Rahman 'Adil Ibn Sa'd & Abu
Ishaq al-Sayyid Ibn Mahmud]. al-Rushd.

al-Dhahabī, Muhammad Ahmad (1992). Siyar Aʿlām al-Nubalā'.
Mu'assasat al-Risalah.

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al-Ḥākim, Ibn al-Bayyiʿ al-Naysabūrī. (1990). al-Mustadrak ʿalā al-
Saḥīḥayn. Dār al-Kutub al-ʿIlmiyyah.

al-Haythami, Nur al-Din. al-Maqsid al-'Ali fi Zawa'id Abi Ya'la al-
Mawsili.

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al-Haythamī, Nūr al-Dīn. (1994). Majmaʿ al-Zawāʾid wa Manbaʿ al-
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Tarhīb min al-Ḥadīth al-Sharīf. Dar al-Kutub al-'Ilmiyyah.

al-Ṭabarānī, Sulayman Ahmad. al-Duʿā'. Dar al-Basha'ir al-Islamiyyah
/ Dar al-Kutub al-'Ilmiyyah.

al-Ṭabarānī, Sulayman Ahmad. al-Muʿjam al-Awsaṭ. Maktabat al-'Ulum
wa al-Hikam.

al-Ṭabarānī, Sulayman Ahmad. Musnad al-Shāmiyyīn. Muʿassasat al-
Risālah.

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Mu'assasat al-Risalah.

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Fawā’id al-Mubtakarah min Aṭrāf al-ʿAsharah. Majma' al-Malik
Fahd wa Markaz Khidmat al-Sunnah wa al-Sirah al-Nabawiyyah.

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Zawāʾid al-Masānid al-Thamāniyah. al-Mamlakah al-ʿArabiyyah
al-Saʿūdiyyah.

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merupakan pensyarah kanan di Fakulti Ekonomi dan
Muamalat, Universiti Sains Islam Malaysia (USIM) di Nilai, Negeri Sembilan.
Beliau memperolehi Sarjana Muda Syariah (Fiqh dan Pengajian Islam) (Kelas
Pertama/Mumtāz) dari Universiti Yarmouk (2001), MBA (Perbankan dan
Kewangan Islam) (Anugerah Pelajar Terbaik Program) dari Universiti Islam
Antarabangsa Malaysia (2004) dan PhD dalam Kewangan Islam dari INCEIF
(2019). Beliau turut terlibat sebagai ahli jawatankuasa Syariah di USIM, institusi
perbankan Islam, takaful, retakaful, wakaf dan koperasi serta merupakan ahli
panel deradikalisasi bagi pemulihan tahanan radikal dan pakar rujuk bagi kes-
kes keganasan yang disiasat pihak berkuasa. Beliau juga sering mengikuti
pengajian talaqqi bersama para ulama’ secara berkitab.

Buku ini bertujuan untuk membuktikan bahawa “Majlis Zikir dengan Suara Yang
Jahar” adalah merupakan amalan yang disyariatkan; dan ia adalah amalan
yang sangat mulia, penting dan mempunyai kedudukan yang tinggi dan
kelebihan yang pelbagai dari sudut pandangan Islam. Bahkan, di sana terdapat
begitu banyak kurniaan dan rahmat Allah bagi orang-orang yang datang dan
berhimpun di dalam Majlis Zikir. Buku ini pada asalnya adalah merupakan
bahagian pertama dari sebuah buku bertajuk “Natijah Fikir dan 40 Hadith
Kelebihan Zikir” yang ditulis oleh penulis pada tahun 2013. Kemudian, pada
tahun 2019, buku tersebut telah dibahagikan dan dikembangkan menjadi dua
buku yang baru dan tersendiri iaitu: (i) “Natijah Fikir dan Mutiara Nabawi
Berkenaan Majlis Zikir” (2019) dan (ii) “50 Hadith Utama Berkenaan
Kepentingan dan Kelebihan Zikrullah” (2019). Pada tahun 2023 pula, buku
“Natijah Fikir dan Mutiara Nabawi Berkenaan Majlis Zikir” dikembangkan
menjadi dua buah buku yang tersendiri bertajuk: (i) “Natijah Fikir Berkenaan
Hukum Menjaharkan Zikir” (2023) (Buku ini) dan (ii) “Mutiara Nabawi
Berkenaan Kelebihan dan Kemuliaan Majlis Zikir” (2023).