<![CDATA[The revitalization of productive waqf assets remains a significant challenge in management of waqf at local level. This challenge is attributable to three: limited managerial capacity, low waqf literacy, and inadequate coordination among stakeholders. The objective of this study is to propose a multi-stakeholder synergy model for revitalizing productive waqf at the Indonesian Waqf Board (BWI) in Lumajang Regency. A qualitative approach, employing a case study design, was utilized. Data were collected through in-depth interviews, observation, and document analysis involving BWI, the Ministry of Religious Affairs, waqf trustees (nazhir), Islamic financial institutions, and academics. The thematic analysis was guided by the model proposed by Miles, Huberman, and Saldana. The findings indicate that the regulatory and administrative foundations are relatively robust. However, they are not supported by sufficient technical capacity on the part of the nazhir to manage productive waqf. Islamic financial institutions play a pivotal role in financing innovation, particularly cash waqf, while academics contribute to strengthening literacy and management models. However, stakeholder collaboration remains limited and not yet systematically integrated into a collaborative framework. This study proposes an integrated multi-stakeholder synergy model at the local level to strengthen waqf governance and optimize waqf assets for community economic empowerment. The proposed model makes a significant contribution to the existing body of literature on waqf governance, offering a practical framework that can be adapted by other regional waqf institutions.]]>
