The 2025-2026 reporting period marks a defining moment in the 28-year trajectory of the “Nur” Charity Family Children’s Home. Since our inception in 1998, the institution has transitioned from a traditional residential model to a strategic leader in family-centric placement. This evolution is the living legacy of our founder, Tuyak Kazkenovna Yeskozhina, whose vision has empowered over 750 alumni to date. Under the current leadership of Azamat Anuarbekovich Baisarin and Kenzhegul Abilzhanovna Baisarina, these 750 individuals are no longer viewed simply as former residents, but as a “living network” of successful citizens whose societal integration validates our long-term methodology. Our institutional foundation—built on the dual pillars of fiscal transparency and child rights protection—now serves as the launchpad for a comprehensive modernization phase designed to meet the rigorous demands of 21st-century social work.

2. Operational Milestone: Achieving 100% Family Placement

In the contemporary Kazakhstani social context, deinstitutionalization is not merely a policy goal but a moral imperative. “Nur” has positioned itself at the vanguard of this shift, moving away from long-term warehousing toward high-impact, family-based solutions. Through December 2025, the institution achieved a landmark 100% family placement rate for its final cohort of 10 children:

• Career Guidance & Independence: 4 children reached the age of majority (18), transitioning into independent life with tailored career pathways.
• Family Reunification: 5 children were successfully reintegrated with their biological families following intensive, high-touch social mediation.
• Alternative Care: 1 child was placed into a vetted foster/patronage care environment.

This 100% success rate serves as a definitive proof-of-concept for our methodology. It confirms that professionalized social work can overcome the inertia of institutionalization, allowing us to temporarily pause intake and pivot toward the essential modernization of our physical infrastructure.

3. Institutional Stewardship: Facility Modernization & Infrastructure

The physical environment is a critical determinant of developmental outcomes. Our current facility, constructed in 1982, has reached the limits of its operational lifecycle. Maintaining a 40-year-old building requires a shift from reactive repairs to proactive institutional stewardship. In December 2025, we launched a capital overhaul focusing on:

• Engineering Utilities: A complete modernization of electrical, plumbing, and heating systems.
• Seismic & Efficiency Upgrades: Moving beyond aesthetics to ensure seismic reinforcement and energy-efficient climate control, meeting modern safety standards for child-centric care.

By contrasting our historical 1982 infrastructure with the high-tech requirements of modern facilities, the allocation of renovation funds becomes a clear necessity. We are not merely refurbishing a building; we are engineering a safe, dignified environment for the next generation of children.

4. Governance, Validation, and Digital Transparency

For international partners and institutional donors, trust must be verified. “Nur” utilizes a suite of digital markers that serve as a proxy for high-level organizational health and legal compliance.

• External Verification: Our standing is validated by Goodstack and the Ozon Zabota legal department. These designations require rigorous vetting, serving as an external “seal of approval” that streamlines international partnerships by bypassing the need for redundant local audits.
• Digital Infrastructure: We maintain Google Workspace for Nonprofits status and manage a Google Ad Grant (ID: 290-713-9562) to ensure administrative efficiency and public visibility.
• Banking Integrity: All primary operations flow through Kaspi Pay (IBAN: KZ17722S000048345209). We strictly prohibit personal card transfers.

Note on Cash Management: Our financial records show periodic cash withdrawals; these are strictly limited to the procurement of specialized building materials from local vendors who are not yet integrated into the Kaspi Pay ecosystem. This “petty cash” system is meticulously logged to ensure that even hyper-local procurement remains auditable.

5. Financial Stewardship Report (FY 2025-2026)

Full financial transparency is our core operational mandate. The following data reflects the transition from resident support to facility investment.

Financial Analysis: The “Direct Child Assistance” expenditure represents a high-touch investment of approximately 450,000 KZT per child. This reflects the intensive professional social work required to achieve 100% placement, contrasting sharply with the lower-cost, lower-quality “warehousing” model of traditional institutions. Our revenue includes sales generated via Kaspi.kz, which stems from our social enterprise initiative—charity merchandise and items crafted by our alumni network—further demonstrating our transition toward a sustainable, multi-stream financial model.

6. Strategic Outlook: 2026 Goals and Expansion

Our vision for the 2026-2027 period is focused on scaling impact through infrastructure and partnership.

• Renovation Completion: Finalizing “Block 1” with a capital target of 13,000,000 KZT, focusing on specialized climate and safety systems.
• Specialized Procurement: Equipping the modernized facility with developmental furniture and therapeutic equipment.
• Strategic Growth: Reopening intake for a new group of orphaned children into a premier, modernized environment.
• Partnership Expansion: Deepening our engagement with Ozon Zabota to further enhance our digital fundraising capacity.

These objectives represent a holistic synthesis of physical infrastructure, fiscal discipline, and human-centric care. The “Nur” Charity Family Children’s Home remains a transparent, efficient, and ready partner for those committed to the welfare of Kazakhstan’s children. We remain open to inspection and dedicated to our public service mission.

Dear friends, sponsors, and partners of the NUR Family Children’s Home,

As we launch a large-scale campaign to attract support through the international Google Ad Grants program, we are making an official commitment to each and every one of you. We firmly believe that trust is the foundation of charity. We will openly show how every tenge entrusted to us is used to support the well-being, education, and comfort of the children in our care.

Below, we have published our official legal and banking documents confirming the legitimacy of our work. From the moment the advertising campaign begins, every month this page will be updated with an official Kaspi Bank JSC statement showing all funds received, along with a detailed report explaining how the donated funds were spent on the children’s needs.

Справка о государственной перерегистрации юридического лица от 07.09.2026 г.

Справка о наличии счета в АО “Каспи банк” от 07.09.2026 г.

Year 2024 Nutrition for Healthy Children (EMEA) США — A grant for the purchase of iodine-containing food products in the amount of 12,000 USD. Successfully implemented, financial reporting on the use of funds has been submitted. Extension of the project is expected in 2025.

Problem Description

Diseases associated with iodine deficiency are one of the serious healthcare challenges in the Republic of Kazakhstan.

Iodine deficiency in children causes disorders of the endocrine system. It can lead to metabolic dysfunction, a shortage of growth hormones, and delay physical, psychological, and mental development.

Daily iodine requirement:

• young children (2-6 years old) – 90 mcg;
• school children (7-12 years old) – 120 mcg;
• adults (12 years and older) – 150 mcg;
• pregnant and lactating women – 200 mcg.

Implementation

Throughout the year, food products were purchased for 41 people. Every day, 41*3=123 meals were prepared using iodine-containing products. A total of 44,895 meals were prepared over the year.

Project for the Construction of a 40×20 m Football Field, a Workout Area, a Streetball Court, and a 60 m Running Track

Year 2020 Корпоративный Фонд “Смелость быть первым” Construction of a football field with artificial turf, a workout area, a streetball court, and a 60 m running track. The cost of implementation is 14.5 million KZT.

The “Courage to be first” Corporate Fund organizes the annual “Almaty Marathon”. In 2020, due to the COVID-19 pandemic, the marathon was canceled, and the fund decided to direct the funds to the development of sports in the Almaty region. A selection of applicants was conducted, in which our home was chosen for the construction of a mini-stadium.

Financial Report for 2021

Grants and donations: 15 million KZT

Expended:

• Food products: 8 million KZT
• Salary fund: 12 million KZT
• Utility bills: 3.984 million KZT
• Transportation: 0.36 million KZT
• Building depreciation: 1.2 million KZT

Total: 25.154 million KZT

10.154 million KZT — assistance from patrons in the form of food and materials.