Brief summary of the work example. General - they characterize the book as a whole

Welcome to the blog! Need to write a short annotation for an article? Just today we will see in detail how to do this. Consider examples, a small plan, as well as some useful recommendations. For example, do you already know what is the recommended amount of text?

When opening a book, the first thing a person sees is the annotation to it. This word means a short, but capacious and meaningful description of the publication. You can meet it not only in textbooks or scientific literature. It can be written for abstracts, term papers, dissertations and other scientific and artistic publications.

Why is she needed?

It is a brief description of the entire article, gives an idea of ​​its content. The main purpose of this part of the work is to interest the reader, to encourage him to become more familiar with it.

When creating a brief description of your work, a difficult task arises. It will be required in a few phrases to express the main idea of ​​the text as accurately and interestingly as possible, to intrigue the reader. The role of the annotation should not be underestimated and its creation should not be treated negligently. The number of people who want to read it from beginning to end directly depends on it.

To attract as many readers as possible, it is desirable to know how to write an abstract for an article. For many, not only beginners, but also experienced authors, this is not such an easy task.

The main nuances when creating an annotation

The abstract should convey as clearly as possible the key idea of ​​the article and the main theses, its features and relevance.

It must be placed before the article or at its beginning.

It should be written as concisely as possible and only to the point. It should not include citations.

The success of an article essentially depends on the correct writing of the annotation to it. There are several rules that it is desirable to follow when creating it.

• In a brief description of the text, it is necessary to indicate the target audience for which it is intended.
• must be fully consistent with the main content.
• It must indicate what problems are raised by the author, and what conclusions he came to in the end.
• The presence in it of such words as, for example, is considered or investigated is welcomed.

An approximate plan will help to make an annotation correctly:

• Author, title of work.
• Who might be interested in it.
• This article has reviewed…
• Features of work…
• The author considers, pays attention ...
• The following conclusions are made...

1. First of all, it is necessary to identify and formulate the key idea of ​​the work as accurately as possible. It is necessary to take only the most important points and reflect them in the text of the characteristic.
2. The abstract should be written in an understandable language, without specific, narrow expressions and definitions. It should be easy to read and understand by ear.
3. It is good practice to include keywords in the description text to search for the article. They are recommended to be placed in the middle of the description.
4. It is highly undesirable to place tables, lists and other design elements in the annotation.
5. It is not necessary to write general phrases in the resume that do not have any semantic load. In a well-formulated description, each word should be aimed at attracting readers.
6. The use of some standard phrases is quite acceptable when writing a summary, for example, "The purpose of the article is to research ...", "The author pays special attention to ..." and others.
7. The results of the work must be described as informatively and accurately as possible.

An example of the correct writing of an abstract for an article:

« In this article, the author discusses the importance and necessity of protecting personal data. Ways to exclude information leakage and its unauthorized use are being studied. The result of the work is a number of significant proposals for the storage and optimization of the processing of personal data in various institutions and organizations».

Any "masters of the pen", including, want as many people as possible to read their articles. To do this, it may not be enough just to write an interesting, outstanding work. It is desirable to make a really capacious, informative and intriguing abstract. Only in this case, the author's work will have a greater chance of success.

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Materials from the server of the Non-Commercial Partnership "Association of Education Administrators" - http://www.aha.ru/~oao/

Education is what it is
to learn, accept and think no more.

G.K. Chesterton "The Return of Don Quixote"

After you have planned the project and selected potential sources for its financing (at least partially), you need to file it in the form of an application for a donor organization. Below we offer the following universal format for writing your proposals. It will allow you to include in your application almost all possible items found in applications to public, "intermediary" or private donor organizations. The proposed format will also allow you to develop a logical approach to planning and writing projects. Our recommendations, we hope, will be useful to you.

The abstract of the project (summary, summary of the project) is a very important part of the application, and not a trifle, the writing of which can be postponed until the last moment, but at the same time, the abstract is written only after you have formulated and written the rest of the application. The abstract of the project should repeat all parts of the full application (1-2 sentences for each part). In terms of volume, the abstract of the project is usually no more than one page. The abstract should include answers to the following questions:

1. Who will carry out the project?
2. Why and who needs this project?
3. What are the goals and objectives of the project?
4. What is the result of the project?
5. How will the project be implemented?
6. What is the duration of the project?
7. The amount of funds required for its implementation.

Where should the abstract of the project be located? A special space may be left on the first page of the application form for a federal grant for an annotation of the project. When applying to a private donor, the annotation should be in the first paragraph of a proposal written in letter form, or in the first section of a more formal proposal. An abstract of the project (if required by the registration procedure adopted by this donor) can also be located on the last page. But, most often, the abstract is located immediately after the title page of the application.

The abstract is likely to be read first, so keep it clear, concise, and specific. The purpose of the annotation is to enable the staff member of the donor organization reviewing your application to quickly get acquainted with the basic information about you and your project. In this section, the problem that you will solve should be stated, it should become clear from it who you are, what is the scope of your project and its cost. Remember, some reviewers will only read the abstract, so the project abstract must be good.

In this section of the application, you give a brief description of the history, goals and objectives, the main activities of your organization and its prospects for at least the next two years (the description of the organization is usually no more than two or three paragraphs). Here you tell about your organization as a potential applicant for a grant. As a rule, applications are funded based on the reputation of the applicant organization, and not only on the quality of the project itself. In this section, you justify your credibility and explain why your application deserves support.

Some donors may ask you to briefly (no more than one paragraph per employee) list the people employed by the organization to carry out this project; indicate the education and experience of each employee. Justify the need for their participation in the project: indicate their job responsibilities and the degree of involvement in the project. If the project staff has not yet been identified, you may be asked to specify the criteria for selecting this staff. And also let us know if you expect volunteers to participate in the project? Even if the requirements of the donor are not in this section, you will still need to provide this information either as comments to the budget, or include it in additional materials (appendices) to the project. What questions should be answered when writing a description of an organization?

1. What can give your organization credibility, namely, it is sometimes the decisive factor in making a decision on funding, in the eyes of a donor?

2. Potential sponsors should be selected on the basis of their potential interest in organizations of your type, and projects similar to yours. Use your organization's description to justify the link between your interests and those of the donor. What can you say about yourself in this perspective?

We will now answer the above questions:

• Your goals and objectives.
• How long have you existed, how have you developed, how significant are your financial resources.
• The uniqueness of your organization - facts such as that you were the first in the country to start working in your field, etc.
• If you have already received grants (and successfully reported on them) from other donor organizations or are currently running joint projects with another donor, then indicate this: when, from whom, how much, what was the name of the project.
• If you have any achievements in the area your project is aimed at, then indicate them or, if the organization is newly created, the achievements of the trustees or staff in their place of previous work.
• If you are collaborating with other organizations (preferably well-known to the donor) working in this area, then indicate this and get letters of support from them for your activities (which you can put in an annex to the project).
• If your board of trustees (if you have one) includes famous personalities, then this should also be indicated.

An approximate plan for building a description of your organization might be as follows:

1. Mission of the organization.
2. Strategic goals of the organization.
3. When your organization was created.
4. Your past accomplishments.
5. Cooperation with other organizations.
6. Your plans for the future.
7. Experience with grants.
8. Your employees and their qualifications.
9. Your uniqueness.
10. Your resources.
11. Anything else you think might improve your chances of getting funded.

Remember also that the description of the organization is not everything about your organization, but only what is important to communicate to the donor in the context of your project.

In the description of the organization you told about yourself. From this section, your sponsor should understand the scope of your interests - what you are working on. Now you must state exactly the specific problem you are going to solve or take steps to solve it with your project.

While the description of the organization is most important in terms of obtaining funds, the justification for the project is critical to developing a good project plan.

In terms of volume, this section of the application usually does not exceed one page. Here you must prove and justify the relevance of the implementation of this project:

1. Why is this project necessary?
2. What problems will it solve?

Here are some tips for writing this section of the application:

• When formulating a problem, consider its four most important components:

1. reality (confirmed by sociological research, statistics, monitoring, described in the media, indicated in letters of support, etc.);
2. specificity (for whom, when, where);
3. solvability;
4. social significance (experience, resources, prerequisites in society, results, etc.).

• Describe the situation(s) that prompted you to start developing the project. The described situation must be outside your organization, i.e. problems from the life of your customers, local residents, city, or country. The needs formulated should not be internal needs of your organization, except when you are looking for funds to improve the efficiency of your own work.
• Lack of money is not a problem. Everyone understands that you are applying for financial assistance. This is evident from the very fact of filing the application. It is important to answer the question of what problem you need money to solve. What will you use your funds for? This is exactly what should be written in this part of the application.
• Do not assume that everyone is well aware of the seriousness of your problem. It is possible that this is true, however, your sponsor will need additional evidence of your competence in this matter. Include relevant statistical data in the project, quote the speeches of representatives of authorities (especially local ones), prove that you are really going to solve a specific problem.
• Do not include tables and diagrams in this section, they are unlikely to please the reviewer, so save them for the appendix. It is best to cite some of the most spectacular data that clearly illustrates the situation. Know firmly what the figures you cite mean.
• If your project has, for example, a specific regional, provincial or district focus, then you should include in your application a description and explanation of the problems in the area and how the project will help solve them.
• Remember the difference between the problem itself and the methods of solving it. For example, the lack of computers in your educational institution is not a problem, but a method (acquiring them) for solving some more important problems. It is possible that eventually buying computers will solve the problem in the best way, but it should be clear to you that this is a method, and not a problem or a need. Be very careful in such cases. If you feel that you want to write about the lack of some funds in the "Description of the need for the project", you most likely mean the lack of funds, which should be stated in the "Methods" section.

When writing a justification for the need for a project, you should do the following:

• logically connect the tasks performed by your organization with the problems you are going to try to solve;
• clearly define all the problems with which you are going to work;
• make sure that your task is, in principle, feasible - that is, it can be completed in real time, with your strength, spending a limited amount;
• confirm the existence of the problem with the help of additional materials - statistical data, group statements, private letters from your clients and professionals working in your area, etc.
• be realistic - don't try to solve all the world's problems in the next six months

A well-prepared project should be coherently presented. The description of the organization should logically prepare the justification for the need for the project, and similarly, the justification for the need for the project should have a logical transition to the goals and objectives of the project.

This section is usually no more than one page in length. This section should contain a list of the following in a concise form:

1. The specific goals that the organization sets for itself to solve the selected problem.
2. Tasks that will be solved to achieve the goals.

Goals- these are the most general statements of the type: to create additional sources of information about new information technologies used in the educational process; reduce juvenile delinquency; create a monitoring service or a consulting center, etc.

Statements of this kind cannot be quantified. Their main task is to show the type of problem the project is dealing with. Thus, goals are different from tasks.

Tasks- specific and measurable results of your project, its "steps". Objectives are those possible improvements to the situation that you described in the Justification for the project section. If you look at them in this way every time you write project tasks, you will easily understand how they should look.

For example, if the problem is that some children in your school read several times worse than the rest of the children their age, then the goal may be that by the end of the project a certain percentage of these children can read significantly better than before. They will read better than those their peers who used to be on the same level as them but were not covered by the project. Such tasks should indicate who is covered by the project, what should be changed, in what direction, by how much and by what date.

In defining a goal, you describe the results you want to achieve. "We want to teach 60% of all school principals in Russia how to write a business plan for an educational institution." This is the goal. In the definition of the task - you indicate more specific "steps" towards achieving the goal. You want 60% of school principals to learn something. So first you need to select or recruit directors. This is the first step, the first task. What should be the next steps? Maybe the recruitment of directors is the first step, and the selection from among those recruited is the next? You must decide this yourself. You yourself must develop a sequence of your actions, a sequence of steps for the implementation of the project, or show how your project will be part of some already implemented plan. All this needs to be thought through, and then clearly and clearly described. For this example, the sequence of steps might be as follows:
Target: 60% of school principals should learn how to write a business plan for their educational institution
Task 1: Advertising the project and recruiting directors.
Task 2: Selection of directors for participation in the project, etc.

Remember that the tasks should be as specific as possible, they should be realistic and achievable. Decide right away whether it is possible to reach the sixty percent mark, in the course of your actions and commensurate with your capabilities, and do not try to include obviously impossible things in the application, even if they sound beautiful.

Do not confuse the objectives of the project and its methods to achieve the goal. Continuing the conversation about school principals and teaching them about business planning, do not formulate tasks of the following type:
"The objective of the program is to provide classes in business planning and basic management three times a week for 8 hours for 18 weeks for a group of 30 directors."

Such Tasks are called methodical, as they belong to the Methods section. They talk about what you will do, not what will happen as a result. It is extremely important to distinguish such methodical tasks from the real tasks-goals. If you do not do this, you will only know about the processes that have occurred in the program itself during its execution, and not about changes in the surrounding situation.

Methodical tasks can be very useful, but in order to avoid confusion, they should be placed in the methods for achieving the goal, and not in the goals and objectives.

By this point, you have already told your reviewer who you are, what you are going to work on, and what your goals are (promising to solve or mitigate problems). Now you need to describe the methods you are going to use to achieve your goals.

This section is about three pages long. This is one of the most voluminous and detailed sections of the application. The section describes the strategy and methods for achieving the set goals, as well as the mechanism for implementing the project.

1. How will the intended goals be achieved?
2. How will the assigned tasks be carried out?
3. Who will implement them?
4. What resources will be used, how participants in the training program or beneficiaries will be selected, how literature will be distributed, etc.

Thus, this section should describe step by step what will happen within the framework of this program, who will do it and to whom specifically this activity will be addressed.

This section describes how to accomplish the tasks you have identified within the budget and time allotted for this. How will the project activities be organized? You must define management plans, how information will be disseminated, and whether the results can be replicated.

The methodology should be described in even more detail than the objectives of the project. Methodology is how you will carry out your project. How are you going to solve the tasks? In the example above, your first task is to recruit directors and advertise the project. The first thing you can do is to send announcements to all education departments, press and television. You can also contact the heads of government agencies (for example, the Ministry of General and Vocational Education) with a request to recommend you from which regions you can invite directors to participate in the program. What needs to be done in order to solve the first problem? What steps to take? When you know what and how - go to the next step, and again decide what needs to be done and how to achieve the solution of the second task, and so on.

In the section strategy and mechanism for achieving the set goal, you should describe in sufficient detail those activities that are necessary to obtain the desired results. This section should make it very clear to the reviewer how the work will be done; what devices and equipment will be required; what will the performers do; How will customers be served? how, where and what additional resources will be attracted, etc.

There are two main questions that need to be clarified in this section:

1) What is your strategy in achieving the desired results?
2) why did you choose it from all the other possible ones?

The answer to the last question will require you to have knowledge of projects similar to yours. Who else has worked on your issue in your area or elsewhere? What methods have been used before and are being used now, and with what results? In other words, you must justify your choice of methods.

Considering alternatives is an important aspect of your methodology. By demonstrating your familiarity with similar work and explaining your choice of media, you give yourself greater credibility in the eyes of the sponsor. It is obvious that due to the section Strategy and mechanism for achieving the set goal, you can significantly increase the level of confidence in yourself. It is important that you are competent in your question in all sections of the application.

An important problem of methodology is the problem of personnel and the distribution of tasks that will be performed by those who participate in the implementation of the project. Many projects are rejected because their authors do not have a clear idea of ​​who will do what. Who will exercise control functions? Who will evaluate the work done? Who will report on the work on the project? All this is very important if your project has an educational focus. Who will select participants and how? In the educational project funding application, the grantor wants and should find a detailed explanation of how you are going to select students and recruit teachers.

You must clearly explain who will do what and what task to perform. Applications that do not include such an explanation will generally not receive funding.

Clearly define what kind of teachers you need to work on the project, clearly define what everyone will do and when (at what stage of the project). This will also help in evaluating the effectiveness of the project, as the methodology, project process, and segregation of responsibilities for the project are the basis of what you will be evaluating (although you will also have to evaluate how effective the project problem-solving methods you used were, in case if your assessment showed the methods to be ineffective, you will need to change the methodology at this stage of the project, without waiting for its completion).

Clearly define not only who will do what, but also who is responsible for what. The responsibilities of all project participants should be clearly defined.

So, in this section, you must specify who does what and for whom, and why does it that way. Your approach to solving the problem should look attractive to the reviewer. A realistic and reasonable project will impress. An unrealistic project will not save the best of intentions.

This section should include a schedule for the implementation of planned activities with the obligatory indication of dates.

The section including the project timeline gives "weight" to your application. In the Project Implementation Work Plan section, you should explain when the project starts, sometimes it is useful to explain why at this time (especially if the project depends on receiving funds at a certain time, for example, at the beginning of the school year), how long the project will last, when a project activity will start and end. Such a section should be present in your application, but it should not be overloaded and complicated. When you have all the data (each stage of the project with the date, if known), compiling the Work Plan section of the project will not be too difficult.

Dates can be passed as text, for example like this:
"In May, we will announce the recruitment of 30 listeners and conduct an advertising campaign,
In June we will select listeners,
In July we will start, etc."

It is possible, and usually necessary (in combination with, and sometimes instead of, a textual narrative form) to draw up a schedule of dates, indicating the activities for the implementation of the project:

The table is a convenient way to illustrate the Project Implementation Work Plan section, especially if the project has multiple activities scheduled at the same time. The table can clearly and clearly show all this. In some applications, tables are simply necessary, so the above table can be used as an example.

If you are hiring tutors or anyone else to work on the project, you need to show in the table when they will be hired and when they will start working. You can also replace the months in the table with years if your project is long-term (in this case, the section itself will increase and be more detailed) or weeks if your project is short-term.

The table is also good for illustrating the sequence of events in case you receive funding later than expected. Although funds will arrive later than planned, you will still be able to adjust the project timeline to match the new start date by using a table showing the sequence of events. If the start date of the project cannot be changed (for example, the start of the project is scheduled for the beginning of the academic year), you may have to postpone the start of the project to the next academic year due to a delay in funding (if the donor agrees to do so).

In addition to everything mentioned above, the Project Implementation Work Plan section should contain an indication of when the project will be evaluated. Evaluation is an ongoing process in any project and this section of your application should define how you will evaluate your project. You need to determine what will be considered successful completion of the objectives and goals of the project, and how you will evaluate and measure this (Evaluation will be discussed in detail in the appropriate section). You need to elaborate the evaluation and control process in your application. Including evaluation and control in this section is a great way to do this.

This section should contain specific information (with indication of quantitative indicators) about the results of the project. This section is usually no more than one page in length.

For example, if you have a seminar scheduled, you need to specify the number of trained participants;

if a program is being implemented to provide any services, it is necessary to indicate the number of students or organizations (provide a list of these organizations) using these services;

if a newsletter is being issued, the number of issues, circulation, frequency of issues, method of distribution and delivery must be indicated. It is necessary to indicate whether the bulletin is distributed free of charge or paid. What organizations and categories of people will benefit from the release of such a publication (list)? etc.

This is a very important section of the application, which shows the donor the specific things that will be done during the implementation of the project and what exactly he is giving funds for.

Remember that donors love large-scale actions (at least in the relative sense of the word), but carried out with relatively small funds. It is also important for any donor that his charitable activities be mentioned as often as possible and that as many people as possible learn about it. Therefore, donors want to finance not expensive, but socially significant projects with the greatest possible coverage of stakeholders.

This is a small section of the application (two or three paragraphs), but it is very important for the grantor. This section should answer the following questions:

1. How will the effectiveness of the project as a whole be evaluated?
2. Who will evaluate the achievement of the set objectives and intended results, both during the project implementation and after its completion? (describe evaluation procedure)
3. What are the criteria for assessing the effectiveness of the project?
4. What are the evaluation mechanisms?
5. If it is planned to conduct a survey of program participants in order to find out their opinion about the project, it is desirable to provide sample questions that will be included in the questionnaire.

Evaluation of your project is needed for two reasons.

First, you should evaluate the degree of overall performance in order to understand how it was possible to achieve the goals set. This evaluation is called performance evaluation.

Secondly, evaluation can be carried out to obtain information about the progress of the project. This is necessary so that you can correct the project directly during execution. This evaluation is called a progress evaluation.

Specify how you will evaluate the effectiveness of the project. It should be specified what data you will collect to evaluate the performance of each task and how you will analyze and use this data. Can activities in the same direction be continued after the grant ends? How will it be secured financially?

Measurable Objectives set the stage for effective evaluation. If you find it difficult to determine which criteria are best to use in evaluating your project, review the Goals and Objectives. They are probably not specific enough.

Many project appraisal plans are inherently subjective. Subjective ratings usually tell us what people think about the program, but rarely evaluate the specific results of its work. For example, an evaluation of an educational program will reveal the attitude of schoolchildren, teachers, parents, and administration towards it, but will not describe a tangible improvement in the learning of schoolchildren who have completed the program.

Subjectivism often influences the evaluation of results. It is especially noticeable if you yourself evaluate the results of your work, feeling that your further financing depends on visible good results.

One way to achieve a more objective and often more professional appraisal is to have an outside organization do the appraisal for you.

It is sometimes possible for such an organization to propose an assessment plan itself, which can be presented to the sponsor as part of your application. This will not only provide a more objective assessment, but also increase the level of confidence in you.

It is important to build an evaluation plan into the proposal, and be prepared to start evaluating the project from the very beginning. It is very difficult to start evaluating a project when it is close to completion, as some valuable data on the progress of the project may already have been lost at that point.

In this section of the application (the volume is about two or three paragraphs) you must answer the following questions:

1. How is it supposed to develop activities in this direction after the end of the grant period?

As we have repeatedly said, donors are not interested in financing one-day projects. Any project that they finance, as a rule, must have a clear and well-thought-out plan for further development. If a donor organization asks you such a question, then perhaps this will help you to think about the distant prospects for the development of your project, about your organization's plans for the future. These kinds of questions should be treated positively. And the sooner you consider your plans for the future and the strategy of your organization, the more confident you will be in communicating your plans to others.

This is important for the donor, as he is unlikely to want your activities in this direction to end immediately after the end of funding. This should also be important for you, as you must plan your activities several steps ahead and not stop there or exchange for trifles, living one day at a time.

Remember that having a clear plan for further actions in the direction set by the project is an increase in your chances of financing this project; it is the guarantor of your reliability in the eyes of the sponsor; this is an indispensable condition for the constructive development of your organization and, finally, a professional and competent approach to business.

No sponsor will want to adopt you. Donors usually want to know where you will get funds from at the end of the grant period. If you need money to organize some new program or to reorganize an existing one, what will you do when the money runs out? The grantor wants to know this, and this is quite natural - he must know exactly whether to invest in your project or not. And why would a donor finance your activities during the year if you don't know where you can get the money when this year is over. And if, after a year of existence, your organization breaks up, this will mean for the grantor that he spent money uselessly.

This section (usually two or three paragraphs in length) is inextricably linked with the previous one, since the further development of the project is directly related to the prospects for the financial stability of your activity. You must answer the following questions in this section of the application:

1. Due to what resources is it planned to continue further activities in this direction?
2. How will this program exist in the future?
3. From what sources do you plan to raise funds after the end of the grant?

Remember that reassurance that you will strive to find a new sponsor is not enough. You must submit a plan that reassures the sponsor, as far as possible, that you will have sufficient funds at the end of the grant period. Indeed, if you are already short on funds, then what will happen later, when your program is launched? Maybe the current funding will not work for you if next year you need to request even larger sums than this year.

Perhaps at this moment you realize that your enterprise is unlikely to bring any significant income in the next two or three years. Think about whether it is worth starting the program at all in this case at the moment.

What are the possible sources of funding at the end of the project? Are there local, private or public institutions willing to continue funding if your project is successful? Can you get written confirmation of such readiness? Is the project itself able to provide the necessary funds - for example, by paying for services provided within the framework of the project, providing clients with information, etc.? Is anyone ready to pay for the services you perform for your clients? Are you going to look for non-grant sources of funding? The best plan for future funding is one that does not require follow-up support from the sponsor.

This section of the application does not take up much space, but it should give a realistic idea of ​​what will happen on a global scale better than the current state of affairs, after the implementation of your project. In this section, you must write down the answers to the questions:

1. How will the implementation of the project affect the situation in the region of its implementation in the long term?

2. What will change in the region as a result of the project implementation?

Remember that the donor does not finance you or your organization to solve your personal problems, but he finances you or your organization to solve socially significant problems for society. Your organization is a tool to solve these problems or take constructive steps towards solving them. You must once again show your professionalism and foresee the positive changes in society that can occur due to the implementation of your project.

The donor wants to see in this section the priority changes in society for his charitable program, for the sake of which he is implementing this charitable program. In this section, you once again have to show your knowledge about the donor and the mission of his charitable program. You must link the theme of your project and the fact that after its implementation positive things will happen in society with what the donor wants to happen in this society.

This is one of the most important sections (it can be three or more pages long) and should be carefully worked out and explained in detail. This section, in one form or another, usually includes the following information:

1. The total cost of the project and the amount of funding requested from the donor.
2. The budget should be divided into articles:

• wages (includes wages of full-time and freelance employees),
• fees - indicating the share of working time from the full rate in%, payment for one-time services of consultants under the contract,
• mandatory taxes and insurance - up to 40.5% of the wage fund);
• direct basic expenses (rent of premises, equipment, office consumables, business trips, communications, printing costs, etc.);
• indirect costs (if any);
• the amount of contributions in kind (including voluntary work);
• already found funds from other sources (preferably in monetary terms).

3. In addition, this section must include a detailed description of each of the budget items, justify the costs, indicate the sources of available funds (cash and in kind).

A budget describes a project or program from a financial point of view. The budget shows all the costs of the project and what funds will cover these costs (including the funds requested from this donor). The budget is your financial plan, from which it should be clear how much money you intend to use. And this needs to be planned in detail, as one assumption is not enough. A budget helps you use money strategically, all your expenses should be foreseen in advance. The budget should be detailed enough to cover all costs. If you expect grants from other sources, or you will be given equipment or free services, you must include this in the budget. Information should also be included in the budget on when funding, equipment or services can be obtained from other sources.

When planning your budget, it is helpful to look at the Project Aims and Objectives and Strategy and Mechanism to Achieve Your Goal to develop a suitable plan. For example, a program that does not require paid employees to run it will be cheaper than a program with permanent staff. Any budget should be based on the Goals and Objectives and the methodology you propose. In the context of your program, start making a list of required positions, equipment used, supplies required, transportation costs, etc. This is important to consider, otherwise the budget and project may not match.

Let's name some of the items of expenditure that may be included in the budget: personnel (includes all employees - from the director to the secretary), taxes and social insurance of employees, the cost of equipment (furniture, repairs, computers, printers, etc.), consumables ( books, paper, software, subscriptions to newspapers and magazines, etc.) that will be used for educational or other purposes for the project, consultants, translators, training material, travel (including per diem and transportation costs, such as a bus or car), accommodation, other expenses (which include any rent, fax, telephone, e-mail, stationery, payment for reproduction and copying of printed material, the cost of printing various materials, postage, membership in organizations, insurance, etc.). There may be types of other costs that are specific to your project, your country or your organization. Be sure to include them in your application.

Please note that some donors have requirements for the use of certain sections of the budget in the application. For example, some donors' application forms have a "Project Management" budget item that includes rent, while other donors include rent under "Other Costs" or "Basic Costs". Another example: at the Open Society Institute, as we have already said, there is a clear form (made in the form of tables) for filling out the budget, to which unambiguous comments are attached on expenditure items and their possible content. We quote some excerpts from this document:

"Costings":

In this form, you should indicate what funds you need to successfully complete the project. The cost estimate consists of four items that can be funded under the grant received: Equipment and related costs, Travel costs. Administrative and other direct expenses; and Individual financial support. The first general table, "Estimated Costs", contains the totals for each of the above items, and more detailed information on them should be included in subsequent tables, the explanations of which are given below.

Article "Equipment and related costs"

In the table under this article, you should include information about the equipment you need to complete the project, list each item, quantity, and estimated cost. In the event that you plan the occurrence of related costs under this item (customs clearance, transportation, adjustment, installation, etc.), include them in the cost of the equipment.

Article "Travel expenses"

This item includes expenses related to travel and business trips (for organizations) both within the country and abroad. In the table under this article, you must include the following information about planned trips and business trips (for organizations): route, duration, number of people, as well as information on planned costs: travel, accommodation, meals (daily allowance for organizations) and other costs associated with a trip (payment of consular fees for visa services, payment of medical insurance, etc.).

Item "Administrative and other direct costs"

This item includes all costs associated with the administrative and economic activities of the project. In the table for this item, you must enter information about the type of expense that you plan for this item: rent for premises, utilities, banking services, purchase of consumables, postal and publishing expenses, etc., as well as its cost estimate .

Article "Individual financial support"

Under this article, personal payments are financed regardless of the type: salary, payments from incentive funds, social payments, scholarships, benefits, etc. The table for this article should contain information about the recipient, the amount of support (monthly, total), the period during which the support is supposed to be paid, as well as the type of payment. For organizations, it is necessary to fill in information about the position of the recipient, indicating his status: whether he is: a full-time employee, an employee engaged on the terms of a contract, a temporary contract, on a part-time basis, etc.), and it is also necessary to enter the amount of the organization's costs on taxes and payments for each declared payment.

The budget should clearly define for how long you need funding. When do you need money? When will funding be needed? This should be clear from your budget so that you don't have the funds to start or finish the project.

Remember also that if you receive a grant, you are required to provide detailed substantive and financial reports on the expenditure of funds received under the grant (you will usually receive the form and instructions for compiling and timing when funding is allocated to you).

Different donors have different budgeting requirements. Private foundations usually ask for less detailed information than "intermediary" or public ones. The format of the budget presented to your attention will satisfy most organizations, and with minor changes it can be used to appeal to both private and "intermediary" and state authorities. Our recommended budget consists of three sections:

1. PAYMENT;
2. DIRECT MAIN COSTS;
3. INDIRECT COSTS.

1. PAYMENT
This section of the project budget includes:

• Project staff salaries.
• Advisory and contract services.
• Mandatory payroll deductions.

Project staff salaries

In this section, record all full-time or part-time (percentage) employees, as well as people who are part of the project staff, but who work, in relation to the donor, for free.

Grant applicants often ask: How much can you ask a donor for a salary? What criteria can be used to calculate the remuneration of project personnel? How to determine the salary? The answer to these questions is always simple: Imagine how much it would cost you to hire an outsider for this place, with this functionality? After you have presented this, you can draw up a section of the budget for wages. When constructing a budget, take an interest in the level of wages in other organizations that perform work similar to yours. Match the job descriptions, qualifications, and responsibilities of the employees of these organizations with your requirements. Contact local governments, departments of ministries and departments, companies and firms. Make a rough list of salaries in your field, keep it with you just in case.

Remember that the level of wages requested should be in relation to the level of wages in your region, and not to the level of wages elsewhere. A donor is unlikely to want to pay you $2,000 a month when the average salary in your area for similar work is $300 - $400. Explanations like this won't help you here: In the USA $2,000 for such work is "ridiculous" money. Remember that you are working here and under the existing socio-economic conditions here! Do not force the donor to conclude that the whole project is conceived by you for your own benefit. The grant is not a source of enrichment or commercial gain. A grant is an assistance to you for the implementation of socially significant projects and the benefit here is derived by society. Even from the point of view of common sense and modern realities, think that if the average amount of grants provided for Russian organizations is $15,000 - $18,000 per project, then the high level of remuneration and mandatory payments from it will “eat up” most of the grant or even the entire grant (in applications also occurs). Naturally, such projects, as a rule, cannot find a sponsor. In general, it is decent to ask the donor to pay no more than a quarter of the requested amount (in some cases no more than a third) to pay project staff.

It is important to remember that if the donor cannot fully support your project, but only partially, then your budget will be "cut", as a rule, in the section of wages.

Another important category included in this part is the funds already available to you, either personally yours or received from other sources (for example, from another project participant providing you with employees or students under the contract). These funds should be indicated in the "Available" column. This often includes facilities and services provided on a voluntary basis. It is possible that some worker works on a voluntary basis. In this case, you indicate in the column "Available" the amount sufficient to pay him, based on the duties he performs. For example, if an engineer volunteers to help you teach art to children in his spare time, you indicate the salary that is typical for an art teacher, not an engineer.

Donors sometimes require the grantee to pay part of the project out of their own funds (eg 10% or 25%). You can contribute with money or with your resources. If you pay for the work of an employee - this is a contribution in cash, if volunteers work - then this is the use of your own resources. If you use the work of volunteers, then you must document it in the same way as if it were paid. Keep detailed records of all work done. Donors can arrange for an audit of your documentation. Try to always have 5-10% more written down than necessary for the report, in case part of the work done is not credited during the audit.

Why do you need to indicate the total amount and share contributed by your resources? There are several reasons. First of all, it is important for donors to know that you are making a financial contribution, in addition to carrying out the work on the project. This allows them to assess whether you have any resources to follow up on when the funding ends. In addition, it provides an opportunity to estimate the full cost of the service provided by your project. This is important to know in case a similar project is organized elsewhere without the participation of local resources. Finally, your resources (volunteers, staff, premises, equipment, etc.) allow the grantor to reduce the costs of your project and direct money to other projects.

What would staff salaries look like in the final budget? Let's say you're applying for one-year (12 months) funding. Suppose you hire a Project Director (Coordinator) (a person who is responsible for all organizational work, reporting on project activities to the donor and monitoring the spending of funds, etc.) with a salary of $ 500 per month, working on the project 40% of the worker time (according to Russian laws 100% - 40 hours a week) for the entire grant period (12 months) and ask the donor to fully pay for his work. Let's also assume that you need to work on a project with two assistants (who are actually project executors) with salaries of $400 (for a more qualified assistant) and $300 (for a less qualified one), working full-time (100%), but You have the opportunity to pay part of the salary to a higher qualified assistant and ask the donor to pay the rest, and also ask the donor to fully pay for the work of the second assistant, which you only need for 8 months. To work on the project, you need an accountant who maintains all financial statements to the donor, with a salary of $400 and working on the project 25% of the working time, but you have the means to pay for it. All of the above might look like this:

STAFF PAYMENT:

position	salary	$\month	% time	working time	Total	available	required
1	project director	$500	40%	12 months	$2400	-	$2400
1	first assistant	$400	100%	12 months	$4800	$1600	$3200
1	second assistant	$300	100%	8 months	$2400	-	$2400
1	accountant	$400	25%	12 months	$1200	$1200	-
Total personnel:					$10800	$2800	$8000

Advisory and contract services

This is the second part of the first section of the budget. This includes paid consultants and volunteer consultants. You can choose what to include in this part and what to include in the first part of this section. If, for example, accounting services are provided to you free of charge, it would be better to include them here. Short-term services related to assisting in the development of technology, software and equipment, advisory and consulting assistance on the activities of an educational institution are also well suited here. If you are publishing a printed publication, then this section may include a literary editor, a color separation specialist, etc. Seminar facilitators may also be included in this section if they are not part of the project staff.

In general, this section includes all those people who cannot be classified as personnel (as they are needed only for a short time), but are necessary for the implementation of the project. Please note that project personnel cannot generally provide additional consulting or other contractual services on a fee basis. Be logical when choosing what to include in this part. Please also note that this article does not include travel and per diem costs for consultants.

If, for example, you are planning your project to improve the educational and methodological work of your region and you plan, as part of its implementation, to hold three seminars (5 working days, 8 hours each) on this topic and publish a manual for educators based on their results . Then the section of the budget for payment of advisory and other contractual services may look like this:

CONSULTANTS AND OTHER SERVICES:

amount	as whom	salary $\day	number of days	Total	available	required
2	Consultant for educational and methodical work	$60	10	$1200	-	$1200
3	Seminar leader	$100	5	$1.500	-	$1.500
1	Literary editor	$30	20	$600	$200	$400
1	Technical Officer	$25	15	$375	$375	-
Total for consultants and other services:				$3675	$575	$3100

Mandatory payroll deductions.

If you do not want the requested amounts for wages in reality upon receipt, taking into account income tax and other mandatory payments, to decrease by about half, then either immediately draw up a budget for wages, taking into account social, medical insurance and other mandatory payments , and accordingly increase the amounts in the columns "total", "available", "required" specifying the moment for the donor (so that the question of your "excessive" claims does not arise), or you will make mandatory payments from the payroll fund to a separate budget item.

In this regard, it is worth noting that the above only applies to you if you are applying for a grant for your organization. If you receive an individual grant or a grant for a non-legal entity, such as a temporary creative team, then you are currently not subject to any taxes, including income taxes. Remember also that if you receive a salary under a grant to an issued legal entity, even if you make mandatory payments in a separate item, you are not exempt from paying income tax.

At the moment, if you have a license for educational activities, then the mandatory payments from the payroll will be 38.5% for you, if you do not have such a license, but are not a commercial organization, then 39.5% of the payroll.

Let us give an example of the calculation of mandatory payments and their inclusion in the budget as a separate item. Recall that in the example of wages, in total, we got the following numbers:

total available required

In the example for consultants and other contractual services, the numbers are:

total available required

Now you need to add the numbers in the corresponding columns. Thus, you get: total - $14475; available - $3375; required - $11,100. Further, from each amount you calculate, for example, 38.5%: from the total amount - $ 5573 (rounded); from the amount available - $ 1300 (rounded); from the amount required - $ 4273 (rounded).

On a budget, it might look like this:

SOCIAL, MEDICAL INSURANCE AND OTHERS
MANDATORY PAYMENTS (38.5% OF THE SALARY FUND):

Thus, it becomes clear to the donor that the total cost of your project under the first item of expenditure is $20,048, your contribution under this item to the project is $4,675, and you are asking the donor to pay $15,373 under this item.

2. DIRECT MAIN COSTS.

This section of the project budget includes:

• Rent of premises and utilities.
• Rent and purchase of equipment.
• Expendable materials.
• Travel and transport expenses.
• Other expenses.

Rent of premises and utilities.

In this part of the second section, you indicate the cost of all premises, used communications, etc., including those rented by you and transferred to you for permanent use. The cost of renting the premises and operating costs should correspond to those prevailing in your area. Include, if necessary, in this section also the cost of insurance, repairs, etc., as well as the telephone fee (indicate the number of telephone sets, numbers, cost of installing the number/set, monthly fee for one set/number). Please note that a number of donor organizations have their own ideas about what can be attributed to this section of the budget. So, for example, mailing costs for mailing can be attributed to "Consumables", etc.

As a result, it should look something like this:

RENT OF PREMISES AND PUBLIC SERVICES:

	TOTAL	AVAILABLE	REQUIRED
Office space - 1 room 26 sq. m., $200 per 1 sq. m. for 12 months.	$5200	$5200	-
Utilities (20% of the rental price)	$1040	$1040	-
Warehouse - 20 sq.m. - $150 for 1 month	$150	$150	-
Long-distance telephone conversations	$500	-	$500
Email, Internet	$600	-	$600
Postage for mailing	$5000	$3500	$1500
TOTAL:	$12490	$9890	$2600

Rent and purchase of equipment.

This is where you record all the equipment that you intend to rent or buy for use in the project. This includes office equipment, furniture, computers, copiers, fax machine, car, etc. Try to request equipment within reasonable limits. In every possible way, try to use as much equipment from your own sources as possible (column "Available"). This will not only reduce the total cost of the project, but also demonstrate to the sponsor your potential self-financing capabilities. Carefully read the instructions of donor organizations about what exactly they consider as "equipment". For example, items that cost more than $500 and/or are intended to be used for more than one year are often referred to as equipment, as well as replacement cartridges and something else, which many donors refer to as "Consumables".

It is also possible that the purchase of equipment is limited, and its rental is encouraged.

Keep in mind that a number of donors have a clear policy on how much of the requested funds you can spend on the purchase or rental of equipment. If you decide to rent the equipment, then you must have a written consent to provide you with the necessary equipment for rent. It is also worth bearing in mind that many donors allow equipment to be purchased only by legal entities. Remember that if, according to the laws of the country of the donor organization, for example, the United States, the equipment is considered fit for decommissioning after a year of operation, then in our country there are other regulations for equipment accepted for balance (you must accept equipment purchased under a grant for balance) You report on Russian laws.

In the budget, this section might look like this:

RENT AND PURCHASE OF EQUIPMENT:

Expendable materials.

Usually this includes stationery, that is, paper, pens, paper clips, folders, etc. For example, in the USA it is considered sufficient to have such materials for $125 per person per year. If you or the donor have/may have any special requests, please indicate them. For example, this can include the cost of textbooks, worksheets, etc., as well as reagents, glass slides, tweezers, pins, herbarium paper, and other items necessary for office processing of field materials. This can also include subscription costs, printing of publications or, as already mentioned, postage.
For example:

EXPENDABLE MATERIALS:

Travel and transport expenses.

Include all travel expenses here. Describe each item in detail, do not immediately write large amounts without appropriate explanations, so as not to raise questions from the sponsor. Include here travel costs for project implementers by land or air, per diem (based on each day, in accordance with the standards existing in your organization or area of ​​work), travel to the seminar site for participants from outside your city, transportation of goods, car rental (if You didn't include this in the "Equipment" section, etc. Before completing this section, check what per diem costs are acceptable for your particular location. Accommodation in the Savoy Hotel in Moscow, for example, will cost you much more than accommodation in a city hotel in Surgut.

Here's an example:

TRAVEL AND TRANSPORT EXPENSES:

Other expenses.

Include here everything that is not included in the previous categories. For example, this may include expenses for conferences, meetings and workshops, membership fees, printing of materials and announcements, etc.

For example:

OTHER EXPENSES:

After you have completed the second section of the budget, you need to summarize it. To do this, add up the final amounts of all subsections of this part of the budget in the corresponding columns.

For example:

TOTAL FOR DIRECT COSTS:

TOTAL	AVAILABLE	REQUIRED
$24730	$15025	$9705

3. INDIRECT COSTS.

The third big section of the budget is called "Indirect costs". What are indirect costs? This question is often difficult to answer, for example, the US Federal Government refers to indirect costs as "expenses that are difficult to attribute to any particular activity or project, but nevertheless necessary for the normal functioning of the organization and the successful completion of its tasks."

The cost of depreciation of fixed assets, depreciation of capital equipment, wages of administrative workers, general utility costs (telephone, gas, electricity, elevator, antenna, etc.) can be qualified as indirect.

Sometimes it is inconvenient to place such expenses in parts 1. and 2., so you can put them all together at the end of the budget in section 3. As the same US Federal Government points out, for example, indirect expenses are a way to "fairly" allocate the total expenses of an organization across projects that she is running. As a rule, organizations have their own level of indirect costs, usually calculated as a percentage of the total wage fund or of total costs used in settlements with the source of government funding. It is important to take this into account, since any project carried out in an organization costs it a certain amount of money.

But along with this, many donor organizations, including American ones, that finance projects from Russia, do not like it when indirect costs are indicated in these projects. Basically, donor organizations finance only the first two budget items of Russian projects. Therefore, before submitting a project, find out whether this donor finances indirect costs or not?

After you have made a budget for all the main items, you can calculate the real cost of your project, the resources you have for this and the amount you want to ask the donor. To do this, you need to add up the final figures for each of the three main sections of the budget. For example (in this case, we do not take into account possible indirect costs):

TOTAL PROJECT COST: $44778
AVAILABLE: $19700
REQUIRED: $25078

Naturally, the figures and types of expenses given by us are not advisory in nature, but are only some, rather abstract, attempt to illustrate the methods and logic of budgeting your project. Depending on your specific project, it is not necessary to include and fill in all subsections of the budget and ask for funding for only the types of expenses indicated by us and in such volume. Maybe you don't need travel expenses or the purchase of a printer cartridge for the project, and you can buy a computer cheaper. It is possible that your project does not require any consulting and contracting services, etc.

- This is a short capacious content of the course work in a few sentences or paragraphs. It is advisable to clarify the structure with the supervisor or teacher, insofar as it may vary in individual universities.

The purpose of the abstract: to show the novelty and main points of your research in the form of short abstracts.

Annotation design structure

Annotation can contain the following data:

1. Work theme
2. The author of the work indicating the group and faculty
3. Supervisor
4. Thesis content of the work itself
5. Description - number of pages, sources, figures, tables, etc.

Annotation to the course work is written on a separate sheet.

Also, sometimes an English translation of the Russian version of the abstract is required.

Just below the annotation are often keywords that are specific to your work, usually no more than 5 - 10 words.

What questions should an abstract answer?

When writing an abstract, so that it is understandable to those who will read it, you need to answer the following questions:

How to start an annotation

An annotation should begin with the use of well-established introductory constructions for scientific papers, for example:

• “In this work, the influence of…”
• “In the course of the work, an analysis was carried out ...”
• "In the course work, methods were considered ... "

Sufficient volume of annotation

The typical volume of an annotation for a term paper or project is about 500 characters or 1 - 3 paragraphs. You must put in these few sentences a complete description of the work you have done.

Annotation Examples and Samples

Below are examples of writing annotations for popular subjects, based on which you can write your own.

Examples of annotations on jurisprudence

Analysis and division of political regimes

annotation

the paper analyzes and systematizes the issues of separation of regimes of the state system. In the course of the analysis, it was found that it is categorically impossible to single out a specific state regime that is inherent in a particular state, whether it be a democratic or non-democratic state regime.

Key words: regimes of the state system, democratic and non-democratic regime.

The work consists of 34 pages, contains 25 literary sources and 6 appendices.

Sources of law and classification of their types formed in various legal families.

annotation

The presented course work consists of an introduction, three chapters, a conclusion, a list of references and applications.

The first part of the work considers a detailed description of the main sources of law, as well as sources of law used in various legal families. A summary classification is given. In the next chapter, each of the types of legal sources is analyzed in detail and a conclusion is drawn based on the material presented.

Key words: sources of law, legal families.

The work consists of 31 pages, contains 43 references, 3 tables and 8 appendices.

Examples of annotations on economics

Consideration of methods for analyzing the bankruptcy of enterprises in various sectors of the economy

annotation

The paper considers methods for analyzing possible bankruptcy that currently exist. In order to obtain reliable forecasts, an in-depth study of this enterprise is necessary, taking into account the characteristics of the industry in which it operates.

The work consists of 28 pages, contains 34 references, 7 tables and 3 appendices.

Key words: bankruptcy, commercial organizations, branches of the economy.

Analysis and systematization of issues of regulation of the creation of commercial enterprises

annotation

The paper analyzes and systematizes the issues of creating commercial enterprises. In the course of the work, scientific and general methods of analyzing the issues of creating commercial enterprises were used: functional, comparative, historical, systemic, logical, sociological, etc. The principles of the historical and logical approach to studying the issues of creating companies were used.

Keywords: methods of enterprise analysis, historical and logical principle, scientific methods of analysis.

The work consists of 31 pages, contains 21 references, 8 tables and 12 appendices.

Examples of annotations for technical subjects

Analysis of low pressure turbine assembly structures

annotation

The paper analyzes various turbine designs, selects a design solution for the turbine layout, and elaborates the design of the blades. Verification calculations of the main turbine, analysis of vibration resistance were carried out. Conclusions are given on the basis of calculations on the thermal state of the blades.

The work includes 44 pages, made with the involvement of 23 sources, contains 6 graphs, 9 tables and 4 appendices.

Drive calculation project using a worm gear

annotation

In the work, the calculation of the drive of the machine, consisting of an engine, a belt drive, a two-stage worm gear, a movable clutch, is carried out. The calculation was performed for the operating parameters of a 3 kW motor with an angular velocity of 3 rad/s.

The work includes 25 pages, 15 references, 23 graphs, 3 tables and 3 appendices.

1. Brief summary of the project

1.1 Goals, objectives, relevance of the project.

The relevance of the project.

A preschool institution is a center for promoting a healthy lifestyle, raising a family culture, shaping parents' knowledge, skills and abilities on various aspects of preserving and strengthening health both children and adults. And only under the condition of the implementation of the continuity of physical education and health work in the preschool educational institution and the family, the joint purposeful activities of parents and teachers, will positive dynamics of children's health indicators and their orientation towards a healthy lifestyle be ensured. The problem of children's health in any society and in any socio-economic and political situations is relevant, timely and quite complex, as it determines the future of the country, the gene pool of the nation, the scientific and economic potential of society. At present, in connection withcatastrophic deteriorationthe health of the population and children, the problem of interaction between the preschool educational institution and the family in raising a healthy younger generation is especially acute. In the preschool educational institution, the task of preserving and strengthening the health of children has always been a priority. What has not been done and is not being done so that the children do not get sick! This problem can be solved by forming a conscious attitude to one's own health, starting from preschool age. But the preschool child does not develop autonomously. He is completely dependent on the adults who surround him and with their behavior give him a positive or negative example. Everyone knows that an important driving force of education is authority. Only what is brought up in the family can truly take root in a child. The basis of success in education is a positive example of an authoritative adult for the child - a parent, an educator. Parents in the presence of a child must control their every step, carry in themselves those ideals that they would like to instill in him. It is impossible to preach some ideals in the presence of a child, but in real life violate them. The main thing is not the total large amount of time that needs to be spent with the child, but the quality of use of each hour.

At preschool age, in the immediate environment, in particular in the family, in the mind of the child, a model of the family, adult life is formed, which the child subconsciously begins to realize, having barely achieved independence. For the child to grow healthy , a conscious attitude to one's own health should be formed first of all among parents. But since the recognition of the priority of family education requires a different relationship between the family and the preschool institution(in the family the foundations of the personality are laid, in the mind of the child a model of the family, adult life is formed, which the child subconsciously begins to realize, having barely reached independence), then a conscious attitude towards one's own health must be formed first of all in the parents.

An analysis of the theory and practice of working with the family revealed another problem at the present stage - the organization of joint activities of parents and children to introduce a healthy lifestyle, and one of the main tasks of the preschool educational institution is the task of creating conditions for the development of normal relations in the family through various forms.

Thus, the problem lies in the contradiction between the objective need to change and revise the entire educational process and the life of children in a preschool institution and the organization of cooperation with the family, which would take into account the psychological characteristics of preschool children.

After conducting a socio-hygienic screening of the conditions and lifestyle of the families of the pupils, the following results were obtained:

Answers are unreliable - 0;

The family leads a generally healthy lifestyle - 25%;

The family gravitates toward a healthy lifestyle - 23%;

A healthy lifestyle in the family did not work out - 43%;

You are being ignored – 9%.

From the results obtained, it was concluded that some of the parents(48%) are trying to lead a healthy lifestyle, which means there are like-minded people on whom you can rely. Naturally, working with parents, especially in such a difficult area as introducing a healthy lifestyle, is a difficult task, but even a small positive dynamics in this direction can be achieved by a preschool institution of any type.

Recognition of the priority of family education requires a different relationship between the family and the preschool institution, namely cooperation, interaction and trust. The kindergarten and the family should strive to create a single space for the development of the child.

Target:

To bring up a physically, mentally healthy and socially adapted child through the creation of a single health-saving space and through the familiarization of parents with a healthy lifestyle.

Project objectives:

Raise the level of knowledge of parents in the field of formation, preservation and promotion of children's health, a healthy lifestyle in the family through systematic pedagogical and medical education;

To increase the interest of parents in participating in physical culture and recreational activities with their children;

To form a positive attitude towards physical education and sports, to a healthy lifestyle in the family;

To provide qualified assistance to parents in matters of preserving and strengthening the health of children by the specialists of preschool educational institutions.

Promotion of a healthy lifestyle in the family:

Family travel club;

Workshops on physical culture and organization of the mode of physical activity.

The technology of interaction with the family in the implementation of the project is represented by the following aspects:

Principles of organization of work with parents;

Methods of studying the family and pedagogical influence on the families of pupils, which

made it possible to determine the system of activity.

The system of work of the preschool educational institution with the family:

Purposefulness, systematic, planning; A differentiated approach to working with parents, taking into account multifaceted specifics of each family; Age-related nature of work with parents; Kindness, openness.

Questioning; Child supervision; Visiting the child's family; Family survey using projective techniques; Conversation with the child; Interview with parents.

To implement this work, collective and individual forms of activity are used, the result of which will be an individual style of relationship with each parent, which will lead to optimal ways to solve the problems of education.

a specific person in preschool and at home. The psychological condition for successful interpersonal interaction is attentiveness, penetration, slowness.

Project result:

Positive motivation for a healthy lifestyle in the family:

A steady desire to give up bad habits (ideally, giving them up);

Active rest with children;

Visiting circles, sections of a health-improving orientation;

Carrying out hardening procedures;

Project Efficiency Criteria:

Increasing the activity of parents of children, manifested in participation:

In sports and recreation activities with children held in preschool educational institutions;

various forms work on the issues of preserving and strengthening the health of children (seminars, lectures, trainings, parent meetings, clubs);

Development object-spatial environment in groups and on the site of the preschool educational institution;

Increasing interest among parents in the daily attendance of children in kindergarten;

Reduction in the number of children missing visits to kindergarten due to illness, family circumstances.

Long-term project planning.

Project deadlines:The experiment is supposed to be carried out for 2 years in 4 stages:

Stage 1 - preparatory 2008 - 2009 academic year;

Stage 2 - analytical and diagnostic 2008 - 2009 academic year;

Stage 3 - main 2009-2010 academic year;

Stage 4 - final 2010 academic year .

Scientific and methodological support:

Doronov T.N. Preschool and family. M., 2001.

Kudryavtsev V.G., Egorov B.B. “Developing Pedagogy of Health Improvement»t M.2000.

Solodyankina O.V. "Cooperation of the preschool educational institution with the family" M. 2004.

Lukina L.I. Working with parents in preschool. // Management of preschool educational institution No. 5, 2004.

Ryleeva E.V., Barsukova L.S. Learning to cooperate with parents // Office of the preschool educational institution No. 3, 2004.

Department of education of the akimat of the city of Ekibastuz

KGKP nursery garden No. 1 "Chamomile".

Educational and health project

Kindergarten and family.

Completed by a PHYSICAL instructor

Antyushko Irina Vyacheslavovna.

Perspective planning of work with parents for 2008-2009.

January

Environmental problem and its solution

Krasnyanskaya Anastasia

7th grade students

Supervisor: Ibragimov K.R.

p.Sadkovsky

Brief summary of the project

The project includes issues directly related to the environmental problems of our country and our village. The project is designed to lead to understanding and awareness of environmental problems through research, environmental exploration, observations. This serves to educate environmental ethics, instilling ethical norms from an early age, recognizing responsibility for the use of the Earth's natural resources and the need to make life harmonious. This is planned with the help of joint actions of students, teachers, parents.

Our world is as complex and vulnerable as a web. Touch one web, and all the others will tremble. And we do not just touch the web - we leave shining holes in it. There is no one to write to plants and animals, there is no one to intercede for them, except for us, the people who inhabit this planet together with them ... ..

Environmental protection - "ecology" - the science of the habitat of humans, animals and plants, the laws of animal nature in interaction with human activity. This is the science of the house in which humanity lives, the science of the structure and development of the planet Earth. Therefore, the topic of the state of the environment is always very relevant and acute.

The main and most powerful source of pollution in the village is air emissions from vehicles. Machine parts left on the ground, agricultural equipment in the open, and just lying around - all corrode, causing iron and other metals to enter the soil. Thus, compounds of arsenic, mercury, copper, etc. accumulate in the soil. An increased content of lead is observed in the soil near highways.

The second source of pollution is industrial and domestic waste, which poses a significant danger to the population in terms of the amount of harmfulness.

It seems to me that every person at least once should seriously think about the environment in which he lives. Many people have tried to figure this out. This topic is important because if we do not stop now and think about the future of our country, it will be too late. And it will be too late, because we will not be able to help people, not the nature that surrounds us.

Formulation of the problem.

Many people do not appreciate what nature gives us, neglecting it. The human principle "After us - even a flood" causes enormous harm to nature, and, consequently, to people themselves. Most of us, as the results of a social survey show, unfortunately, do not understand the importance of caring for nature. Environmental topics are covered in the lessons in elementary schools and kindergartens superficially and insufficiently. Many people never know the answers to such simple questions as: “what to do if a mercury thermometer breaks?”, “why you can’t throw batteries into the general trash”, “how to reduce the consumption of wood, water and other resources without harming yourself? ". A big problem is the lack of information resources and the lack of a multi-level system of knowledge acquisition, designed for pupils of kindergartens and elementary schools. However, a good sign is the great increasing public interest in environmental issues. Especially pleasant is the activity of student youth, representatives of creative specialties, teachers and many others.

OBJECTIVE OF THE PROJECT:

To draw the attention of residents to the problem of domestic pollution of the village

and direct their actions to prevent this situation.

PROJECT OBJECTIVES:

1. To study the opinion of citizens on the problem of domestic pollution.

2. Attract the attention of all segments of the population to solving environmental problems in our city

3. Clearly explain to the population of the city the reasons for the need to protect nature.

4. Promotion of the idea that environmental protection should become the need of every person.