MODEL DISTRIBUSI ZAKAT PRODUKTIF SEBAGAI UPAYA TRANSFORMASI MUSTAHIK MENJADI MUZAKINIM.: 20300012011Chaidir IswanajiauthorThe problem of productive zakat distribution in the Special Region of Yogyakarta remains a major challenge that requires sustainable solutions. Productive zakat has great potential to support economic independence but has not been effective in encouraging the transformation of mustahik into muzaki. This study aims to analyze the distribution pattern of productive zakat, identify success factors and obstacles, explain the stages of mustahik transformation along with the role of amil, and formulate an effective zakat distribution model. The study used a descriptive qualitative approach with a multi-case design in eight Zakat Management Institutions (consisting of BAZNAS DIY, BAZNAS Sleman, LAZISMU Sleman/ Gunungkidul/ Kulon Progo, LAZISNU Bantul, Rumah Zakat Yogyakarta, and Rumah Zakat Sleman). Data were obtained from in-depth interviews, observations, and documentation of 21 managers and 55 mustahik. Main findings: (1) Distribution patterns vary; BAZNAS DIY excels in digitalization, LAZISMU in systematic planning, LAZISNU in community-based approaches and religious networks, Rumah Zakat DIY in a revolving business system, BAZNAS Sleman is administratively orderly but weak in evaluating mustahik performance, while Rumah Zakat Sleman does not yet have sustainable mentoring. (2) Factors that determine success include intensive mentoring, consistency of 2–3-year programs, the accuracy of the empowerment approach, integration of economic assistance and mentoring, the ability to build an empowerment ecosystem, and the spiritual dimension. Obstacles include weak post-distribution mentoring (61.8% of mustahik are mentored for 1 year), program fragmentation, instant expectations of institutions, a culture of dependency on mustahik, and limited capacity of amil (38.2% stated that mentors are not optimal). (3) Transformation of mustahik is a gradual process that takes place through six stages: economic vulnerability, introduction of intervention, learning and adjustment, capacity strengthening and business stabilization, relative independence, to sustaina independence and the potential to become muzakki. Of the initial 55 mustahik, 30 had complete and consistent data that met the longitudinal analysis criteria; 22 of them (73.3%) achieved relative independence with income above Rp1,500,000 per month and began to set aside 2.5% for infaq or charity as a practice for zakat. (4) The proposed productive zakat distribution model has several novel elements, namely tripartite collaboration (LPZ, academics, local government), automatic savings of 2.5%, structured spiritual guidance, access to further capital to Islamic Financial Institutions, a rescheduling scheme for mustahik who fail the selection, and outcome-based evaluation on three economic, behavioral, and spiritual dimensions. This research contributes theoretically to the development of Islamic economics, particularly the integration of productive zakat theory, community empowerment theory, and POAC management theory within the framework of mustahik transformation. Practically, this research provides operational guidance for LPZ in designing productive zakat programs oriented toward the economic independence and spiritual awareness of mustahik.297.54 Zakat2026-08-26UIN SUNAN KALIJAGA YOGYAKARTA;PASCASARJANAThesis