The Synergy Of Islamic Banking And Village-Owned Enterprises (BUMDes) To Strengthen Unbankable Business Capital

This study aims to determine the synergy that can be implemented between Islamic Bank and Village Owned Enterprises (BUMDes) to strengthen unbankable business capital and to assess the application of sharia contracts toward some products provided by BUMDes. The research methodology used qualitative analysis, primary data obtained from informants, namely one branch manager of Islamic Bank of Indonesian (BSI), Pekanbaru branch and 14 BUMDes leaders in Tambang District, Kampar. The results show that first: two forms of synergy can be implemented between BSI and BUMDes to strengthen unbankable business capital, namely BSI finances through BUMDes then distributed to the unbankable micro-entrepreneurs and BSI distributes directly to the unbankable micro-entrepreneurs based on  BUMDes recommendation then BSI provides a fee after BUMDes gives the guarantee, second: the application of sharia contracts toward some products supplied by BUMDes currently could use wadi`ah, mudharobah, musyarokah, murobahah, salam, istisna, ijaroh and wakalah.      

Developing a Framework for Improving Efficiency of Secondary School Heads in Khyber Pukhtunkhwa Province, Pakistan

Efficiency of secondary school is to get maximum output with minimum input. In secondary schools, the Head of the school is considered efficient if he achieves the desired objectives within limited available resources and time. School Heads are administrators as well as managers and the management in educational institutions depends upon the efficiency of school Heads. The purpose of the study was to develop framework for improving efficiency of secondary school Heads in Khyber Pakhtunkhwa. Objectives of the study were: 1) to analyze the performance of secondary school Heads in Khyber Pakhtunkhwa. 2) to identify the present status of the efficiency of Heads of secondary schools and 3) to develop a frame work for improving efficiency of the secondary school Heads. The study was delimited to 04 districts of Abbottabad, Haripur, Kohat and Nowshera with highest literacy rate and 04 districts of upper Dir, Battagram, Shangla and Kohistan with lowest literacy rate.Population of the study was 16 DEOs, 490 Secondary School, 1360 Secondary School teachers and 7199 students. In sampling process, proportionate sampling and simple random sampling techniques were used. The selected sample comprised of 16 DEOs, 290 Secondary School Heads, 580 Secondary School Teachers and 580 students. Questionnaire was tool for data collection and four questionnaires one each for DEOs, Heads, SSTs and students were developed and administered.Each sample was served with separate validated tool of Questionnaires thus the data from 16 DEOS, 230 Heads, 460 teachers and 460 students were collected. The data were collected, tabulated; Mean Score, Standard Deviation, t and z tests were applied for data analysis. T test was applied for comparative analysis of the responses of DEOs and z test was applied for comparison of the Heads, teachers and students’ responses. It was concluded that Heads plan, organize the activities of the school, carry out surprise visits of the class rooms, delegate powers to the teachers, involve them in decision makingbut do not carry outrandom checking of the students note books. Heads help teachers in improving their teaching skills, guide them in class room activities and help them in scheduling the co-curricular activities of the school. Assign the tasks to the teachers according to their strengths and not on the basis of favoritism. Motivate them for better performance and to accept responsibilities in addition to the teaching. Heads do not have the skills to utilize the funds properly, to control the leakage of resources and to manage the school budget and finances properly. Heads need to improve their finance management skills, to maintain liaison with the community as well as with their neighboring school Heads and also need administrative and managerial training to improve their professional skills. It is recommended that Secondary School Heads may be given administrative and managerial training to improve their professional skills. Government of Khyber Pakhtunkhwa may establish a separate institute for such training or utilize the existing ones to train the Heads of the Secondary Schools and make it obligatory for the potential Heads to get training before joining as Heads. On the bases of conclusions and recommendations, a framework has been developed which may be helpful in improving the efficiency of Secondary School Heads in Khyber PakhtunKhwa province.