Brazil’s third sector is currently experiencing a period of growth, but keeping pace with this trend requires more than just expanding projects. A survey conducted by IDIS (Institute for the Development of Social Investment) in partnership with CAF (Charities Aid Foundation) shows that funding, human resources management, transparency, and the ability to demonstrate results are among the main challenges for those seeking to expand their operations. The survey, titled *World Giving Report: Charity Insights*, interviewed 3,115 organizations across 27 countries worldwide. In Brazil, 170 institutions responded to the survey, which includes a chapter on this national perspective: “Overview of NGOs: Brazil Chapter.”
The survey reveals a sector facing a paradox: leaders express confidence in their ability to meet rising demand but encounter obstacles to sustaining this growth. Financial sustainability is cited as the main challenge by 66% of Brazilian organizations. Other key areas of concern include attracting and retaining qualified professionals, the well-being of staff, and measuring and communicating impact.
The survey identifies six dimensions considered fundamental to organizational resilience: purpose, financial and operational health, evidence of impact, people and culture, partnerships, and context. In the area of reputation, the study also highlights the professionalization of management, transparency, the use of technology, and more efficient communication of results as strategies to build trust among donors, partners, and society. To achieve this, management must be strengthened.
Among the organizations that have been investing in strengthening these structures is the Ramacrisna Institute, located in Betim. With 67 years of experience in Minas Gerais, the institution has incorporated ESG practices into its management and, since 2024, has been a signatory to the UN Global Compact, an initiative that brings together commitments in the areas of human rights, labor, the environment, and the fight against corruption. In practice, the pursuit of more sustainable management also involves measures related to governance, integrity, and transparency—aspects that have gained importance in light of the challenges highlighted by the research.
The development of the organization’s leadership has also taken center stage in this strategy. Leaders are undergoing a development process based on Profile Mapping (MAPER), which addresses aspects such as self-awareness, emotional intelligence, communication, decision-making, conflict management, and the ability to lead teams. The goal is to prepare them not only for the management challenges of the organization itself but also to create more collaborative work environments, develop talent, and enhance team performance. Investment in professional development extends to other employees, who have access to courses and training programs focused on the skills necessary for their roles and professional growth.
National and international certifications reflect these results
This combination of impact, management, and governance is also among the criteria considered for certifications such as The Dot Good, an international platform that evaluates social organizations in different countries. In 2026, the Ramacrisna Institute ranked 18th among the best Brazilian social organizations and 196th worldwide.
But the results are not limited to management alone. Care for people and the work environment has also been gaining increasing prominence within the organization. Recently, Ramacrisna received the FIB/GNH (Gross National Happiness) certification, granted by the Government of Bhutan, becoming the first social organization in the Americas to earn this recognition. The assessment considers dimensions such as psychological well-being, interpersonal relationships, governance, purpose, and quality of life. The Institute received three stars on a scale of one to five.
For Solange Bottaro, vice president of the Ramacrisna Institute, these recognitions reflect a vision of growth that goes beyond simply expanding its activities. “When a social organization grows, it must also grow in its capacity for management, for caring for people, for accountability, and for demonstrating the impact it creates. It’s not enough to do more; we must do it well, responsibly, and sustainably,” she emphasizes.
