What Google Ad Grants is and how it works

Google Ad Grants gives nonprofits an advertising budget of up to $10,000 per month. It is not cash: it cannot be withdrawn or transferred to a bank account. The budget can only be spent on text ads in Google Search, shown when people look for information about help, social projects, citizens’ rights, the environment, or volunteering. The equivalent in tenge depends on the exchange rate at the time of calculation.

Who can get the grant

The organization must:

• hold valid legal nonprofit status in its country (for example, a public foundation, public association, or private institution);
• be verified in Google for Nonprofits through Google’s partner, Goodstack;
• have its own website that meets the Ad Grants website policy.

Who cannot participate:

• commercial organizations (LLPs, individual entrepreneurs);
• government bodies and organizations;
• hospitals and healthcare organizations (charitable foundations affiliated with them are allowed);
• schools, universities, and other educational institutions (there is a separate Google for Education program for them; philanthropic arms of educational institutions are allowed).

Step 1. Preparing your website

Most rejections are related to the website. Google requires your website to:

• belong to your organization: you own the domain and control the content;
• work over the secure HTTPS protocol;
• contain plenty of unique, substantive content about the organization’s mission and activities, with clear navigation;
• load quickly, have no broken links, and display well on phones;
• not be primarily commercial: if there are paid services or advertising, it must be clear how they serve the mission. Google AdSense ads and affiliate links are not allowed.

What is worth adding (not a direct Google requirement, but it builds trust and improves your chances of approval):

• the organization’s name, BIN, legal address, phone number, and e-mail, preferably in the footer of every page;
• a section with reports on projects and the use of funds;
• a way to donate through the organization’s official bank details or payment gateway (not through private individuals’ cards);
• a privacy policy page.

Step 2. Verification through Goodstack

Nonprofit status is confirmed by Goodstack, a partner of Google for Nonprofits.

1. Open the Google for Nonprofits website and click “Get started”.
2. Sign in with your organization’s work Google account and fill in the form: official name, BIN, contact details, domain.
3. Watch your inbox, including spam: Goodstack will write from verifications@mail.goodstack.org and, if needed, request documents (the charter, the certificate of state registration of the legal entity, and proof of your affiliation with the organization).
4. Wait for the decision. Most requests are reviewed within 3–5 business days, but if additional documents are requested, it may take longer.

Step 3. Activating Google Ad Grants

1. After verification, go to your Google for Nonprofits account.
2. In the Google Ad Grants block, submit an activation request (the Ad Grants eligibility form).
3. Enter your website domain and answer the questions about your advertising goals. Use the same e-mail as for your Google for Nonprofits account.
4. Google will check your website against the policy. If your application is rejected, the email will state the reason: fix it and apply again.
5. After approval, you set up your Google Ads grant account and launch campaigns.

Pitfalls: how not to lose the grant

Getting the grant is only the beginning. Google requires you to follow the program rules (Compliance Policy), and some violations lead to suspension without warning.

• CTR of at least 5%. Click-through rate is calculated across the account for each month. If it is below 5% for two months in a row, the account is suspended.
• No single-word keywords. You cannot use single-word queries (for example, “help” or “foundation”): you need phrases such as “help for children” or “charitable foundation”. Exceptions mainly concern your organization’s name and some medical terms. Overly generic phrases unrelated to your mission are not allowed either.
• Keyword Quality Score of at least 3. Keywords scoring 1–2 must be paused or removed.
• Conversion tracking. The account must have goals set up (form submission, button click, donation) through Google Analytics 4 or a Google Ads tag, and at least one conversion per month must be recorded. New accounts also require conversion-based bidding (Smart Bidding).
• Account structure. Each campaign needs at least 2 ad groups, each group needs active ads (the rules allow responsive search ads), and the account needs at least 2 sitelinks.
• Annual program survey. If you do not respond to Google’s survey, the account may be suspended. Set a calendar reminder on the day of approval.

Google updates the program rules from time to time, so before launching, check them against the current version in the Google Ad Grants help center.

Need help getting or keeping Ad Grants?

If you want to save time and avoid mistakes in website preparation, verification, and analytics setup, leave a request using the form below.

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.

A Mother’s Legacy: A Mission That Became a Life’s Work

The story of the “Nur” charitable family children’s home is a chronicle of unprecedented compassion that began in 1998. Over 28 years of work, more than 750 children have passed through the warm hands of its founders. At its origins stood Tuyak Kazkenovna Eskozhina, whom hundreds of children simply called “Mama,” and her husband Anuarbek Baisarin. To save children left on the streets during the harsh 1990s, they made an extraordinary sacrifice — selling their own apartment in Almaty to fund the renovation of the building allocated to them.

The organization’s path was not easy: the couple first restored an old boarding school building (investing around $35,000), but later were forced to relocate and rebuild from ruins the current building — a former secondary school (No. 49) in Talgar.

Today, “Nur” is going through the most difficult and emotional moment in its history. On August 20, 2026, Tuyak-apai’s “golden heart” stopped beating. The founder’s passing has given the mission new meaning — it is now a matter of preserving her living legacy. In the realities of 2026, “Nur” is not just continuing its work — it is evolving, offering a solution to one of the most pressing problems of modern society: social orphanhood.

The “You Are Not Alone” Project: An Innovative Shield Against Social Orphanhood

The “You Are Not Alone” project is not a classic shelter, but a support model designed not to replace the family, but to save it. The innovation lies in the child’s five-day stay at the facility (Monday through Friday).

Key principles of the model:

Preserving parental rights: Unlike the institutional care system, no guardianship is established here and no children are removed from their parents. Parents remain the legal representatives.

Partnership with the family: The project is aimed at “motivated” parents who have fallen into crisis but are striving to overcome it. On weekends and holidays, children are always returned home.

Economic contribution: The project not only saves lives but also creates 21 jobs for qualified specialists in the Talgar district, providing professional care for the children.

The Socioeconomic Challenge: The “Vicious Cycle” of Survival

In 2026, many single parents in the Talgar district have found themselves trapped by circumstance. The numbers speak for themselves: the minimum wage in the region is 67,366 tenge. Meanwhile, even the most modest rental housing costs 50,000 tenge. Just to cover basic needs (food, clothing, hygiene) for one parent and two children requires a minimum of 250,000 tenge per month.

For a single mother or father, this becomes a daily battle for survival, leaving no strength or time for education or finding a better job. “Nur’s” philosophy offers them a “resource window” — a vitally important breathing space. While the children are safe and provided with everything they need, the parent gets a chance to get back on their feet, receive training, and break the cycle of poverty — all while maintaining their bond with the child.

An Ecosystem for Childhood: A Professional Approach to Care

“Nur” is a 2,200-sq.-meter facility with a full infrastructure for personal development. Thanks to years of support from benefactors, the institution is equipped to professional standards:

Guaranteed provision: Three meals a day, seasonal clothing, medical monitoring, and transport to school in a dedicated minibus.

Infrastructure for daily life: A professionally equipped kitchen with industrial ovens, a laundry room with industrial washing machines, a library, and a computer classroom.

Sports and leisure: A modern sports area with a soccer field, basketball and workout courts, and running tracks.

Here, a child doesn’t simply “wait out” their family’s hardships — they gain access to quality education and vocational upbringing.

The 2026 Renovation: A Fight for Safety

The building that has been home to hundreds of children was constructed in 1982. Over the past 20 years, due to a lack of government funding, no major renovation has been carried out, and the infrastructure has literally begun to fail. Today, government authorities are demanding the building be brought into immediate compliance with safety standards.

The building consists of four blocks, and management has decided on a phased restoration. The goal of Phase I: raise 13,000,000 tenge to reconstruct the first residential building, which houses 50 children.

Necessary work:

Complete replacement of the heating, plumbing, and electrical systems.

Facade insulation to eliminate critical heat loss.

Major repairs to bedrooms and bathrooms.

So far, only 19% (2,450,000 tenge) has been raised. Without completing this work, “Nur” will not be able to fully welcome new families, and the children risk losing their last stronghold of safety.

Transparency and the Right to Hope

The “Nur” family children’s home operates exclusively on private donations and receives no budget funding. The foundation of the organization’s trust is complete accountability. The “Reports” section of the website nur.org.kz publishes monthly official Kaspi bank statements, completed-work certificates, and all fiscal receipts.

Every contribution to the building’s reconstruction is more than just bricks and pipes. It is a chance for a child not to become a social orphan. It is a memory of Mama Tuyak-apai, who taught: “There is no such thing as someone else’s child.”

How to Help

The only thing separating the children from returning to the “Nur” home is the completion of the building renovation. Every donation brings this moment closer.

Secure transfer of charitable donations through Kaspi Bank JSC. Non-governmental institution Nur Charity Family Orphanage, BIN 981240015961.

For more details on the progress of the reconstruction fundraising, please visit the “Reports” page on nur.org.kz.

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.

https://almaty.tv/news/obschestvo/1629-olar-syylyktan-buryn-konilge-muktadg-almatylyk-animatorlar-balalar-uyine-kuanysh-syylady

From January 1 to December 22, 2013, the “Young Agronomists and Farmers Station” career guidance and educational program was implemented in Talgar, Almaty Region, with funding from the “Bota” Public Foundation.

The project was based at the “Nur” Charitable Family Children’s Home. Five groups of 10 participants were formed, involving children from two non-governmental children’s homes: “Nur” and “Kovcheg.”

Over the course of the year, the children were introduced to new professions and developed practical skills that could help them make informed career choices in the future. Children growing up in residential care understand that their starting opportunities in adult life are more limited compared with those of children who have parents. For them, every opportunity to acquire a profession is a chance to build an independent future.

Project Results

The “Nur” Charitable Family Children’s Home implemented a project aimed at developing the professional and creative skills of 50 children from two children’s homes — “Nur” and “Kovcheg” in Talgar.

Over 12 months, weekly classes were held in three areas: Farming, Agricultural Business, and Psychology. Upon completion of the training, the participants received certificates.

The “Nur” Charitable Family Children’s Home, together with the “Salauat” Medical and Biological Institute and the National Center for Healthy Nutrition, also organized 10 seminars on “Developing Healthy Eating Habits.”

As a result, 50 children from the “Nur” and “Kovcheg” children’s homes acquired basic knowledge of farming, agricultural business, communication and leadership psychology. These skills were intended to support their future employment, career choices, and admission to universities.

Project Objectives and Implementation

Objective 1

To train 50 children from the “Nur” and “Kovcheg” children’s homes in farming skills and agricultural technologies.

1.1. Soil science. Water and its role in the life of living organisms

1.2. Fruit growing and vegetable gardening

1.3. Basic rules for planning a garden plot. Fundamentals of plant variety selection

1.4. Eco-friendly production: growing fruit and vegetables without herbicides and pesticides

1.5. Installation of drip irrigation systems

1.6. Plant care and control of pests and plant diseases

1.7. Harvesting and post-harvest handling

1.8. Fundamentals of ornamental gardening

1.9. Growing plants and vegetables in protected environments

1.10. Examinations and certification

Results Achieved under Objective 1

1.1. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. They learned about different types of soil, soil structure, the role of micronutrients in plant development, methods of identifying micronutrient deficiencies, ways to neutralize acidic and alkaline soils, methods of quickly restoring soil fertility in gardens, and the use of fertilizers.

1.2. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. They learned the biological foundations of fruit growing, the structure of fruit and berry plants, stages in the life cycle of fruit and berry plants, periods of vegetation and dormancy, patterns of above-ground growth, root development and fruiting, as well as the relationship between fruit and berry plants and environmental conditions.

1.3. 50 children, divided into five groups of 10, aged 12–21, attended three eight-hour classes. They learned how to plan a plot of land, combine residential and garden areas, use geometric and natural methods for laying out a garden, divide a plot into functional areas, and understand the importance of plant varieties in fruit growing. They also studied major fruit, stone-fruit, and berry varieties, growing conditions, soil conditions, drainage, soil improvement, garden compost, digging, location, and climate.

1.4. 50 children, divided into five groups of 10, aged 12–21, attended four eight-hour classes. They became familiar with water-saving technologies, the causes of soil salinization, and the production of vermicompost.

1.5. 50 children, divided into five groups of 10, aged 12–21, attended four eight-hour classes. They learned about sprinkler and drip irrigation systems and ways these technologies can increase crop yields.

1.6. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes and learned to identify plant pests and diseases.

1.7. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. They learned about preliminary crop assessment, harvest maturity, harvesting, post-harvest handling, berry cultivation, and processing berries into compotes, jams, preserves, juices, and beverages. They also studied methods and timing for collecting and drying leaves and berries, as well as berry-plant pests and diseases and methods of control.

1.8. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. They learned about green spaces and their value, the basic elements of landscaping, and garden and park plantings.

1.9. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. They learned about small polyethylene shelters, cold frames, and greenhouses.

1.10. 50 children, divided into five groups of 10, aged 12–21, attended two four-hour classes. Written examinations were conducted to assess the knowledge they had acquired, and certificates were awarded.

Practical Work and Results

• Seed preparation and planting: seeds were prepared for sowing and planted in peat pots, followed by seedling cultivation. 50 children, five groups of 10, attended five eight-hour practical sessions.
• Soil preparation: pre-sowing application of organic fertilizers and preparation of the plot. 50 children attended five eight-hour sessions.
• Planting seedlings: the cultivated seedlings were planted in prepared soil using moisture-conservation methods. 50 children attended five eight-hour sessions.
• Installation of drip irrigation systems: 50 children participated in 10 eight-hour practical sessions.
• Plant care: 50 children participated in five eight-hour sessions.
• Harvesting and processing: 50 children participated in five eight-hour sessions.

Objective 2

To conduct training seminars on the fundamentals of agribusiness, economic and financial literacy for 50 children from the “Nur” and “Kovcheg” children’s homes.

2.1. Introductory module. Introduction to agriculture and forms of agricultural business. Individual entrepreneurship in the form of a peasant/farm enterprise. Accounting and document management for individual entrepreneurs. Special tax regime for peasant/farm enterprises.

2.2. Types of obligations and liability of peasant/farm enterprises. Activities not covered by the special tax regime. Government programs supporting entrepreneurship in Kazakhstan. Public procurement as a source of financing. The Customs Union and agriculture. The WTO and agriculture. Foreign economic activity and how to participate in it. Licensing.

Results Achieved under Objective 2

2.1. 50 children, divided into five groups of 10, aged 12–21, attended five eight-hour classes. They learned about the specific features of operating an individual enterprise as a peasant/farm enterprise, as well as basic accounting and document management.

2.2. 50 children, divided into five groups of 10, aged 12–21, attended five eight-hour classes. They learned about government support programs, the Customs Union, and the WTO, and acquired basic knowledge of taxation, licensing, liability, public procurement, and foreign economic activity.

Objective 3

To conduct psychological training aimed at developing effective communication skills and leadership qualities among 50 children from the “Nur” and “Kovcheg” children’s homes.

3.1. “Fundamentals of Leadership” training.

3.2. Interactive training sessions aimed at developing teamwork and leadership skills.

3.3. Presentation of essential theoretical material on communication; practical methods and exercises for developing effective communication skills; feedback sessions.

3.4. Non-verbal communication skills. Strengthening group interaction skills. Developing leadership potential.

Results Achieved under Objective 3

3.1. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. They studied major theories of leadership, leadership roles, leadership qualities, and the psychological and professional maturity of group members.

The training explored questions such as:

• How do people become leaders?
• Can leadership qualities be identified in childhood?
• Is it possible to be a leader without followers?
• How similar are the leaders we know?

3.2. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes and learned the advantages of solving problems as a team, as well as the importance of partnership and mutual support.

3.3. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. The training focused on developing self-confidence and controlling aggression.

The children developed communication skills and a greater sense of tolerance. Challenges arose due to differences in participants’ ages, mentalities, and ethnic backgrounds. Some difficulties in learning and interaction were also associated with childhood psychological trauma.

3.4. 50 children, divided into five groups of 10, aged 12–21, attended two eight-hour classes. During the training, the children learned to convey information and emotional states through facial expressions, gestures, and movements, helping them better understand and manage emotional experiences.

The groups demonstrated greater cohesion and empathy toward other participants.

Leadership qualities became more flexible. During games and practical exercises, the children became more tolerant of the opinions and behavior of others.

The knowledge and skills acquired contributed to the development of their communication competence.

Feedback sessions revealed positive progress in the development of communication skills.

Additional Unplanned Activities

As part of its Healthy Lifestyle program, the “Salauat” Medical and Biological Institute conducted seminars on:

1. Increasing personal responsibility for one’s health and developing a negative attitude toward smoking, alcohol, and drugs.
2. Suicide prevention among adolescents.

Analysis of Results Achieved

The most significant results included:

1. The children were introduced to the professions of farmer and agronomist.
2. They acquired practical skills in modern agricultural technologies, including drip irrigation systems.
3. The skills they acquired will help them make future career choices.

• All project objectives and goals were fully achieved.
• Overall, the project was implemented successfully, with only minor difficulties. These included the large volume of planned activities, as well as unforeseen circumstances such as plant diseases, insufficient irrigation water, and chlorine and other impurities in the water.
• This was our first experience implementing a grant project with the “Bota” Foundation. Although we encountered difficulties during implementation, the support of the “Bota” Foundation managers helped us overcome them successfully and provided us with valuable experience in implementing grant-funded projects.
• Having installed drip irrigation systems, we will be able to use them every year and continue improving the skills we acquired. We plan to help the children register individual enterprises for commercial activities. Together with the “Salauat” Medical and Biological Institute and the National Center for Healthy Nutrition, we also plan to organize seminars and conferences on a regular basis.

Conclusions

The “Bota” Public Foundation provides an opportunity to implement educational projects for children living in non-governmental children’s homes that do not receive government funding. We would like to have more opportunities to implement projects of this kind and hope to continue our cooperation with the “Bota” Foundation.

First, we learned how to work with grants. Second, we realized that the children are genuinely interested in acquiring new knowledge and practical skills. Third, we gained confidence in our ability to successfully implement grant-funded projects.

The filming was carried out by a professional production team from AnyKey, led by producer Kirill Roshchin, producer of the film Robbery in Kazakh Style.

A director from the United States, Lawrence, and a cinematographer from Germany, Maximilian, were also invited. Unfortunately, we do not know their surnames. A Ukrainian production crew also took part in the filming.

The video shoot was preceded by extensive organizational work, and we would like to express our special thanks to Kaspi Bank employees Aigerim and Zarina. Thanks to their efforts, we were able to bring all of our graduates together! Many came with their families and children.

Here is a small photo report from the filming:

As part of the “Almaty — Almalı Qala” campaign, students from the “Enactus SDU” student association of S. Dimerel University held an art class for the children at our home.

The students brought paper, paints, and other art supplies with them. They also organized a small snack break for the children with cakes, sweets, and fruit.

The students expressed their desire to continue working with us in the future. We are grateful to them for their time, kindness, and attention to our children.

My Story, or a Letter…

My name is Tuyak Kazkenovna Eskozhina. I have worked in public education since 1965. My professional career began immediately after graduating from a teacher training college. In the years that followed, I graduated from KazGU and worked in virtually every area of education: as a primary school teacher, Kazakh language teacher, deputy principal, university lecturer, teacher at professional development courses for educators, and senior specialist at the Ministry of Public Education. For the past 20 years, I have been managing the work of the “Nur” Children’s Home. In total, I have devoted 53 years of my life to public education.

In August 1998, my husband and I opened the “Nur” Children’s Home. By that time, I had gained considerable experience in leadership positions and suggested to my husband that we establish an educational institution. We sold our apartment in Almaty and decided to invest the proceeds in our new endeavor. We wanted to create not simply an ordinary school, but an educational institution that would also benefit society and help address a real social problem. In those years, the number of orphans and children deprived of parental care had increased dramatically, and we decided that our institution would become a “ray of light and hope” for them.

The first status we received upon registration was “Nur Non-Governmental Boarding School.” We initially planned to combine charitable and commercial activities in order to make the institution financially self-sustaining. However, immediately after opening, the number of orphans and children deprived of parental care referred to us by local akimats, the police, medical institutions, and other organizations responsible for matters concerning minors was so great that we decided to temporarily suspend the admission of children on a fee-paying basis. My husband and I believed that raising orphaned children would ultimately have a positive impact on the reputation of our institution and help attract additional resources for its development.

During our first year, we moved into a former boarding school building in Talgar. The building, constructed in the 1960s, had been abandoned and was in very poor condition. All the systems, including sewage, heating, and water supply, had been dismantled or fallen into disrepair. The doors and window frames were broken, most of the windows had no glass, and there was not even linoleum in the rooms and corridors. Almost all the money from the sale of our apartment was spent within six months on renovating the premises and dining room, as well as paying for utilities and heating. In total, we spent 3 million tenge — at that time, equivalent to approximately US$35,000.

Wanting to attract philanthropists, we approached journalists and asked them to cover our work in the media. Many people responded, eager to help orphaned children! Among them was Kanat Chabdenovich Koybagarov, director of Imanali LLP. He immediately offered us ongoing support and, at a general meeting of his employees, proposed that they finance our boarding school. His team agreed, and employees of Imanali LLP began donating part of their salaries to support us.

This prompted us to change the status of our institution from “Nur Boarding School” to “Nur Non-Governmental Charitable Family Children’s Home” and make the upbringing of orphaned children our primary mission. With regular financial support, we were able to devote ourselves entirely to caring for and raising orphaned children.

At that time, we had to share the building with Talgar Secondary School No. 2. We occupied the second and third floors, while the school was located on the first. That year, the school decided to move its primary classes into the building. As a result, all utilities — heating, water supply, and sewage — belonged to Secondary School No. 2, while our access to them was limited. We had agreed to share the cost of diesel fuel for heating, but we had no way of controlling how it was used. They also disconnected our water and heating without prior notice. All of this led to constant conflicts with the administration and technical staff of Secondary School No. 2.

A year later, the district education department, together with the akimat, proposed exchanging our premises for an abandoned kindergarten building, explaining that non-governmental institutions should not share a building with a public school. They promised to help us formalize the documents for the new building. Because of the ongoing disagreements with the administration of Secondary School No. 2, we were forced to agree. We left the first building, where we had invested more than 3 million tenge in renovations, without any compensation, and moved once again — this time to renovate another abandoned building.

Ultimately, thanks to the selfless help of many people, we were able to restore the building once again and provide the children with good living conditions. Enormous amounts of money were spent on replacing the roof, replacing all the window frames, restoring the heating and sewage systems, and renovating the interior. We also built a bathhouse. Last year, a gas heating system was installed. However, the akimat did not keep its promise to help us formalize ownership of the building. To this day, the building remains on the balance sheet of the Talgar akimat, while we continue to occupy it under a lease.

When we asked for the premises to be formally transferred to us, the akimat suggested putting the building up for auction and having us purchase it. When we moved in, the building was abandoned and its book value was only 540,000 tenge. Today, following all the renovations we have carried out, its value could exceed 20–30 million tenge if it is appraised for auction. We are a non-profit organization and receive no funding from the state. We currently have no permanent sponsor, and Imanali LLP has gone bankrupt. Where could we possibly find such an amount of money?

Over these 20 years, many people and organizations have helped us, each according to their means, and always from the heart. I am deeply grateful to all of them. Without their support, we could not have raised our children or provided them with a decent education. According to data from Talgar Secondary School No. 49, where our children study, 640 children were raised in our home during this period. Our graduates have completed or are currently studying at universities and colleges. Among them are military personnel, entrepreneurs, bank employees, teachers, and doctors. I am proud to have celebrated 45 weddings of our children!

Looking back, I can say that our institution, the “Nur” Home, has truly established itself. This is confirmed by public recognition and the awards we have received, including:

• The Talgar District Maslikhat medal “Honorary Citizen of the City of Talgar” — 2012;
• The Gold Medal “Birlik,” personally presented to me by President of the Republic of Kazakhstan Nursultan Nazarbayev at the 20th Session of the Assembly of the People of Kazakhstan, Astana — 2013;
• The “Altyn Zhurek” National Award, October 27, 2013, in the category “For Helping Orphaned Children”;
• Nominee of the national “Mereyli Otbasy” competition — Best Family in Kazakhstan.

Everything we have accomplished over these 20 years was done sincerely, with the belief that the future of our country depends, among other things, on the children we raise. I can proudly say that our children have grown into independent, responsible, and worthy citizens of Kazakhstan. In virtually every respect, they are self-sufficient. The one painful issue they continue to face is the lack of housing.

We are doing everything we can to help them. We received 82 sotkas of land from the akimat for the construction of two five-story residential buildings and developed a preliminary design. However, we do not have the funding needed for construction. Therefore, we are appealing to you with a request to finance the construction project for housing for our former residents.

My husband and I are both over 70. We have lived a happy, sometimes difficult life, giving almost everything we had to society. Throughout all these years, I never asked the state for anything. I relied only on myself, like-minded people, and my family. But time takes its toll. We have grown old, and it is time to think about rest. My husband and I would like to pass our work on to our children and spend the remainder of our lives in peace.

Therefore, I am appealing to you with a request to provide us with an apartment and grant me a decent pension. I believe I have earned it. I hope for your understanding.

On the eve of this great celebration, I would like to congratulate you on the 25th anniversary of Kazakhstan’s Independence and express my heartfelt gratitude for the work you are doing for our country. I sincerely believe that Kazakhstan will become a prosperous nation.

Respectfully,
Tuyak Kazkenovna Eskozhina