Colheita
& Céus Abertos

• Origin: Colheita began with 4 people and almost no structure (no chairs, no sound system) but with a clear calling. The conviction from the start: a church is not born of a building or a budget, it is born of people surrendered to God.
• How the vision changed: in the beginning, a stricter reading of the faith (limits on lighting, dance, new forms of expression). Over time the core of the Gospel stayed the same, but the approach became more gracious, welcoming and missional — livelier services, more accessible communication.
• What God has been emphasizing in this season: fellowship, organization and growth with purpose. This is read as a season of consolidation and ministry maturity, not expansion at any cost.
• Main calling today: to reach lives in an honest, contextual and wholehearted way — not only gathering people for services, but forming disciples, restoring families, awakening vocations and raising up workers.
• Where they want to be in 3, 5 and 10 years: in 3 years, a better organized church, trained leaders, multiplied small groups, a stronger presence in the city. In 5 years, a solid ministry structure, expanded social projects, a wider digital presence. In 10 years, a reference in welcome, discipleship, leadership development and social impact.
• The dream still on paper: a building of their own. Rent is a real financial burden today and limits investment in ministry, social and evangelistic projects. They also dream of organizing evangelism, healing and community support teams working directly in the neighborhoods.
• Priorities for the next 12 months: The Bridge (youth conference, July), Homens da Montanha (men), Ellas (women's conference), the church anniversary celebration, Christmas and New Year — plus conferences focused on practical life (family, emotions, finances, leadership) starting in 2026.
• What would count as a great year: 500 members, a large baptism at the end of the year and real progress toward their own building. But in the pastor's own words, true success is transformed lives, restored families and people finding a spiritual family in the church.
• If resources were not a limit: they would invest in growing the Mercado Solidário (community food market), in financial support for pastoral and ministry staff, and they dream of building a sports court or gym for children and young people.

• Current attendance: around 250 people at Sunday services (morning and evening), plus people connected through small groups and ministries during the week.
• Growth history: significant growth over recent years, followed by a recent plateau — read not as a setback, but as a call to reorganize the base before the next cycle of expansion.
• Fastest growing ministries: children, women and couples — with a strong spiritual response and openness to discipleship.
• Ministries that need more structure: youth, women, children and couples — all need more discipleship, follow-up, leadership and consistent presence.
• Biggest challenge to sustainable growth: strengthening evangelism through the small groups — building a culture of multiplication, training leaders, following up with participants.
• What limits growth most today: financial investment, and the need for evangelism that is more intentional, organized and continuous (not only one-off events).
• Strategic planning: it exists, organized by semester, but still without fully defined, measurable goals for growth, discipleship and impact.
• If the church doubled overnight: the first areas to strengthen would be couples, women, children and youth — plus welcome, integration, small groups and new leader development, so that growth does not become a burden.

• Current leadership base: 7 ordained pastors, 13 small group leaders, 7 ministry leaders and around 8 active volunteers.
• How new leaders are formed: internal courses (Ministry Life Course, Small Group Leadership Course) combined with pastoral mentoring and observation over time — attendance, faithfulness, character, spiritual maturity and willingness to serve.
• Development track: it exists and is progressive — after roughly 2 to 3 years in the church, those who show alignment and maturity are encouraged to take the training courses and are mentored more closely.
• Where the leadership need is greatest: aligning pastors and leaders around one vision, one language and one shared understanding of ministry, so the church moves in the same direction.
• Training already in place: Baptism Preparation Course, Ministry Life Course and Small Group Leadership Course.
• Biggest leadership difficulty today: keeping leaders focused on the vision over time — caring for the emotional and spiritual health of the leadership, not only raising up new leaders.

• Courses running today: an annual book covering the church's vision and action plan (1 year, with weekly follow-up), Baptism Preparation Course (2 months), Ministry Life Course (2 months) and Small Group Leadership Course (2 months).
• Coming soon: Experiência do Lar and Saindo do Casulo, both for Christian women.
• State of the content: already structured and tested, but it needs organizing, visual standardization and updating. Students already receive workbooks and support materials.
• Recording and storage: no course has ever been recorded — a major opportunity to reach people who cannot attend in person, and other cities. Today the materials live only on the pastor's computer, with no cloud storage, backup or digital library.
• Interest in digital: strong interest in offering the courses online, both for members and to widen the reach of ministry training.
• Courses with the most demand and potential: the Ministry Life Course is the most sought after today; Saindo do Casulo and the annual book have been a pleasant surprise and could reach other cities and countries.
• New courses in development: topics under consideration include discipleship, family, leadership, emotional health, finances, evangelism, children's ministry, youth, couples, inner healing and communication.

• How the vision is communicated today: mainly through preaching, pastoral guidance, leadership meetings, small groups and social media.
• Channels that produce the most results: Instagram (fast announcements, connection with members and visitors) and YouTube (potential to widen the reach of services, courses and testimonies).
• Main challenges: improving the quality of materials, standardizing the visual identity, planning a weekly posting schedule and better integrating Instagram, YouTube, print materials and WhatsApp.
• How visitors arrive today: personal invitations, events and social media. Even after 14 years, there are still people in the neighborhood who had never heard of the church — which shows how much the physical, visual and digital presence matters.
• Testimonies: there is still no structured way to record and share stories of transformation, although the church knows there are many.
• Campaign planning: it exists at an annual level, but the next step is to connect each campaign to clear goals for evangelism, discipleship and integration.
• Visual identity: not yet consistent across Instagram, YouTube and print — currently being developed (see Brand Manual).
• Central message to amplify: there is a spiritual family to belong to — a place for a fresh start, healing and a real encounter with Jesus, not just a place to attend a service.

• Current website: it exists, but runs on a rented third-party structure — the starting point for the new institutional portal (Asset 3).
• What should be available online: weekly schedule, service times, location, ministries, events, courses, registrations, contact details, prayer requests, testimonies and a weekly prayer bulletin.
• Registrations: a clear need to centralize registrations for events, courses, conferences, baptisms and training — today this is handled manually.
• Centralizing ministry information: a real need, still unsolved — today the information is scattered across conversations, chat groups and personal files.
• Members-only area: strong interest in offering classes, workbooks, videos, certificates and devotional content behind a login.
• Ideal digital experience: modern, simple and welcoming — so that even online, a person feels there is a family waiting for them.

• Active projects: Mercado Solidário (practical support and pastoral care for families in need), Ballet and Krav Maga (development for children, teenagers and young people).
• Reach: between 70 and 90 families reached directly or indirectly today — with a clear desire to expand, provided the team and resources are organized.
• How results are measured: today, only through pastoral follow-up and leaders' observation — no records, reports or formal indicators yet.
• Documented testimonies: none in a structured form yet, even though there are many real stories of transformation and provision.
• Greatest potential to expand: the three projects already running — Mercado Solidário can reach more families, and Ballet and Krav Maga can become stronger bridges between the church and the community.

• Sources of income: tithes, offerings and gifts from supporters — these cover monthly expenses, rent, maintenance, projects and events.
• Planning for expansion: not yet structured — resources are stretched thin, with most of the income going to essential expenses.
• Projects on hold for lack of funds: social expansion, evangelism, facility improvements, communication, course recording, equipment and progress toward their own building.
• Recurring donor program: does not exist today — identified as one of the biggest opportunities, since it would bring predictable income to sustain specific projects.
• Communication with supporters: handled informally today, through simple accounting and private conversations — the goal is organized reports covering finances, projects, families served and results.

• Opportunities not yet explored: social media (reaching people who might never walk into a church building), training workers and awakening a new generation of young people.
• Where specialized partnership would have the most impact: evangelism (more effective strategies), ministry sustainability (organizing resources, a recurring donor program) and leadership development (structuring courses, recording classes, creating materials).
• What needs to happen to reach the next level: maturing the vision, strengthening the leadership, widening evangelism and caring well for the people already in the church — more organization, training, unity and a stronger missionary culture.
• Areas that deserve more investment: pastoral sustainability (so leaders can care, teach and disciple with more support) and expansive evangelism (stronger small groups, digital presence).
• Vision for influence beyond Fortaleza: influence starts locally — caring for people, restoring families — but it can reach beyond the city through courses, digital media, leadership development and sending people to other regions and nations.

• It began more than 10 years ago, before any legal registration, with volunteers already working on their own.
• The Mão Amiga project handed out meals, soup, clothes, blankets and hygiene items to people living on the street, late at night.
• Over time it began distributing food baskets to families in need, widening its reach to children, young people, the elderly and single mothers.
• In 2021 it was formally registered, and Céus Abertos Christian Association was officially born.

• Promote human and social development, preventing and relieving poverty and protecting people in situations of vulnerability.
• Provide food, clothing, hygiene items and other essentials; offer social assistance and support to families.
• Run educational activities, vocational courses and cultural and sports opportunities for children and young people.
• Share the Gospel of Jesus Christ through service to others and support for Christian churches and ministries.

• Grow in an organized, responsible and sustainable way, reaching more people with more services.
• They dream of adding: medical and dental care, psychological support, adult literacy, school tutoring, legal guidance, vocational courses and a charity shop.

• Families facing social vulnerability and food insecurity · children, teenagers and young people from the community
• People living on the street · single mothers · orphans · widows · the elderly · the unemployed

• Food security (meals, soup, food baskets) · Social assistance
• Education · Vocational training · Income generation
• Culture — ballet classes · Sport — Krav Maga
• Health and legal guidance (planned) · Emotional support and counseling
• Evangelism and support for Christian churches and ministries

We have already applied for validation with Google for Nonprofits — we are waiting for a response from Goodstack, Google's verification partner. Once approved, Ad Grants releases up to US$ 10,000 per month in Google Search advertising credit.

• A legally registered Brazilian nonprofit, validated by Goodstack
• Not a government body, hospital, school or university
• Own website, controlled by the organization, with a clear mission, HTTPS, good navigation, mobile-friendly design and a working way to donate

No annual window. Initial validation: 2 to 14 business days. Each product (Workspace, Ad Grants) is activated separately after approval.

Canva premium features free of charge, with a shared workspace for teams of up to 50 people — useful for impact reports, institutional presentations, proposals to companies and project materials.

• Registered charity/nonprofit organization, independent of any government body
• Official proof of registration and bylaws (structure, nonprofit nature, social purpose)
• Verification by Goodstack

No fixed annual date — applications are made online while the program is available.

Grants, free licenses and discounts on Microsoft products for qualified nonprofits.

• Legal recognition as a nonprofit in Brazil
• Legal name, address, phone, public website, legal identifier, responsible officer and institutional email matching the official records
• Active use of at least 85% of the licenses granted, to keep some of the benefits

No annual window. Validation within 3 business days (longer if extra documentation is requested).

A program run by the Ceará state tax authority (Sefaz-CE): local nonprofits take part in prize draws and revenue sharing tied to participants' receipts.

• Organization formally established in Ceará and operating for at least 12 months
• Registered and validated by Sefaz-CE, with no outstanding issues with the state (Cadine)
• Bylaws, board minutes, company registry (CNPJ), clearance certificates (social security, severance fund, state and municipal)
• Choosing one main area of work for the registration — Céus Abertos needs to decide between social, sports or culture

Online registration is open year round. Organizations already registered must update their details by the end of February each year — check with Sefaz-CE whether the 2026 update has been done.

A relevant source of funding for projects with children and teenagers — Ballet, sports, school tutoring, training.

• Bring the organization into compliance with COMDICA (documentation plus a possible site visit)
• Submit the project through a COMDICA public call
• Obtain a valid Fundraising Certificate (CCR)

No single annual date — it depends on the calls published by COMDICA in Fortaleza and on the validity of the CCR.

Allows the organization to raise tax-incentivized funds from individuals and companies for approved sports projects. First step: confirm that the Céus Abertos bylaws state a sports purpose explicitly — if not, that has to be fixed before submitting.

• A nonprofit legal entity with a sports purpose stated in its bylaws
• At least 1 year of operation, with no debts to the federal government
• Registration of the organization and the project in the official incentive law system
• A project with identification, objectives, methodology, targets, audience and a detailed budget

Annual window: 1 February to 15 September. As of 17 August 2026 the window is still open, but it closes in a few weeks.

Brazil's National Culture Support Program (Pronac). A first project of up to R$ 200,000 may be exempt from proving prior cultural activity.

• Proposal submitted through SALIC, with a compatible cultural purpose
• A cultural activity code (CNAE) on the company registry matching the project area
• A correctly structured budget

• Which activity codes (CNAE) are on the registry today, and whether a compatible cultural one exists
• How the bylaws provide for cultural development
• History, audience, lead teacher and annual budget of the Ballet program

Annual window: 1 February to 31 October.

Public calls and partnerships with the federal government, the State of Ceará, the City of Fortaleza and other bodies — social assistance, food security, children and teenagers, sports, culture, education.

• Active company registry, nonprofit status, adequate bylaws, a properly constituted board
• Prior experience related to the project, plus technical and operational capacity
• Tax and labor compliance, registration/qualification in Transferegov
• For federal partnerships (MROSC): usually 3 years of existence — Céus Abertos, registered since 2021, would already meet this in 2026

There is no single deadline — each call has its own opening and submission dates. Keep a documentation folder ready at all times.

This is not a funding call — it is a certification that gives access to tax benefits and strengthens the organization's standing. Since Céus Abertos also works in sports and culture, it must confirm that social assistance is the predominant area in order to qualify.

• Registration with the Municipal Social Assistance Council (CMAS) and status in the national register (CNEAS)
• Bylaws, annual reports, accounting records and financial statements
• At least 12 months of operation, providing free and continuous services

No annual window — file once the documentation is ready. Review takes up to 180 calendar days (60 days to answer any request for clarification).

This does not depend on any public call — Céus Abertos builds its own permanent corporate partners program. Instead of "donate to our association", offer concrete projects with a target and a budget: "Sponsor 30 children in Ballet for 12 months", "Keep Krav Maga classes running for 50 children".

• Sustaining company (fixed monthly contribution) · Adopt a project · Adopt families
• Partner of Mercado Solidário, of education, of health or of sports
• Annual sponsorship tiers (Bronze, Silver, Gold)

• Institutional presentation, history, families served, authorized photos and results
• Projects separated by area, with a budget and the amount needed per month/year
• Sponsorship tiers, permitted benefits in return and a reporting model for partners

Ongoing, all year round.

• Total monthly income and how it breaks down between tithes, offerings and supporter gifts
• Rent amount and total fixed monthly expenses
• How much of the income is already committed to essential costs
• Budget needed to unlock each project on hold (social expansion, evangelism, facilities, communication, course recording, equipment)

• Estimated cost of the property and the construction work (renovation, accessibility, air conditioning, sound, security, permits)
• How much the church can set aside each month for the building fund
• Total campaign target and desired timeline
• Monthly contribution tiers for the recurring donor program and the first-year target

• Current monthly cost of Mercado Solidário, Ballet and Krav Maga
• Current and desired capacity of each project (families served, places per class)
• These figures are required by the Sports Incentive Law, the Rouanet Law, COMDICA and the public calls — and they are the basis for calculating sponsorship tiers

• Sports purpose in the bylaws and a cultural activity code (CNAE) on the company registry — the two items blocking the 2026 deadlines
• Registration with the Municipal Social Assistance Council (CMAS) and status in the national register (CNEAS)
• Clearance certificates: social security, severance fund, and federal, state, municipal and labor clearances
• Name and title of the legal representative, as recorded in the board minutes and the partner registry
• Accountant of record, financial statements and the previous year's activity report
• Registration with COMDICA in Fortaleza, if it already exists

• Numeric targets for the specific objectives and for the impact indicators
• Who on the team owns each fundraising track
• How often partners should receive reports
• Current baseline for the financial indicators, so progress can be measured

• Official slogan — Colheita has “A family to belong to”; Céus Abertos does not have one yet. No phrase was invented in the manual.
• A support typeface for body text — only Alverata Informal, used in the wordmark, is confirmed
• Pantone references for the green and the grey, to be confirmed with a printed proof
• Institutional contact details for stationery: phone, email and official social media
• A name for the Corporate Partners Program — three options are proposed in the document