Understanding the Decision Behind How to Choose Church Management Software in Kenya

A search for How to Choose Church Management Software in Kenya usually signals more than casual interest. The reader may already be comparing approaches, budgets, providers and implementation risk. For buyers, business owners, managers, administrators, students and decision makers seeking a practical, well-supported solution, the useful question is not whether the topic sounds attractive; it is whether the proposed approach will solve a real operating or learning problem. In this church management software lane, the offer is a trusted church-administration workflow for members, groups, attendance, giving, events, volunteers, communication and leadership reporting. That promise should be translated into daily actions, reliable records, clear ownership and evidence that the outcome can be sustained after the initial delivery.

The current pressure is often manual work, unclear records, weak visibility, avoidable risk, difficult comparisons and uncertainty about implementation or support. Those symptoms create urgency, but symptoms do not automatically define a good scope. A serious buyer should identify where the process starts, who participates, what must be captured, which exceptions are common and what decision becomes easier when the work improves. The main participants are pastors, administrators, treasurers, ministry leaders, branch coordinators, volunteers, members and auditors. Each group sees a different part of the problem, so the article and discovery conversation should make their expectations visible instead of assuming that one stakeholder represents everyone.

A system supports ministry administration but should not turn sensitive pastoral care into unrestricted data. Access must follow pastoral and governance responsibilities. This boundary matters because suppliers can produce an impressive proposal for the wrong problem when the brief mixes several needs together. The first decision is therefore a framing decision: state the desired result, describe the present constraint and identify what will remain outside the first phase. That discipline makes pricing more comparable, reduces change requests and gives ChurchesAdmin a fair basis for recommending an approach connected to the buyer intent behind the keyword.

Define the Outcome and Scope

Start with one measurable outcome and two or three supporting outcomes. A broad phrase such as better management, professional support or digital transformation is difficult to test. A stronger outcome describes whose work changes, what becomes faster or more accurate and how the organization will know. For this lane, the intended result is cleaner administration, more accountable giving records, stronger member follow-up and leadership information that supports ministry decisions. The scope should connect that result to specific users, records and decisions, while leaving optional enhancements for a later release after the central workflow has proved dependable.

Write a one-page scope statement before requesting quotations. It should name the audience, the current pain, the high-priority workflow, required records, essential integrations, reporting expectations, security needs, training responsibilities and an acceptance method. Include assumptions such as record volumes, number of locations, available source material and staff time. When a supplier sees the same scope statement, differences in price and method become easier to discuss. Without it, one quote may include migration, training and support while another covers only initial configuration.

A church may receive giving references correctly but struggle to match them to funds, branches or members. The process needs both payment reconciliation and finance approval. This scenario shows why scope decisions should follow the real process rather than the broad product label. Ask what must be true at the end of phase one for a manager, customer, student, member or operator to say the work is usable. Record those acceptance conditions in plain language. A focused first phase can still support a larger roadmap, but it should not pretend to solve every future need before the team has tested the core assumptions.

Map the Current Workflow

A workflow map turns complaints into observable steps. For How to Choose Church Management Software in Kenya, trace member onboarding, household updates, attendance, giving capture, reconciliation, event registration, volunteer scheduling, follow-up, communication and reporting. Name the person or system responsible for every handoff. Mark where users wait, repeat data, ask for clarification, rely on screenshots or create an unofficial spreadsheet. These points are not merely inconveniences; they often reveal missing ownership, weak validation or a record that cannot be trusted. Mapping the current state also prevents a new platform or service from preserving unnecessary steps simply because they are familiar.

Use a representative case rather than an ideal case. Follow one real request, transaction, draft, booking, trip, payment or service event from beginning to end. Record the information supplied, decisions made, channels used and time spent. Then repeat the exercise with an exception: a late payment, rejected document, unavailable user, failed connection, changed appointment, disputed record or urgent deadline. Exception handling distinguishes a workable design from a demonstration that succeeds only when everything goes according to plan.

The future-state map should remove avoidable duplication while preserving necessary controls. Decide which steps can be automated, which require human judgment and which need approval evidence. A notification should have a purpose, an owner and a next action; otherwise it creates more noise. A dashboard should answer defined management questions; otherwise it becomes decoration. Review the proposed map with daily users before build or rollout begins, because they can identify operational details that senior sponsors may never encounter.

Design Users, Roles and Responsibilities

List every user group and describe what each group needs to view, create, change, approve, export or receive. The likely groups here include pastors, administrators, treasurers, ministry leaders, branch coordinators, volunteers, members and auditors. Avoid the convenient but dangerous idea that everyone can share an administrator account. Individual access improves accountability, makes support easier and allows permissions to reflect responsibility. Where the work includes finance, sensitive records, assessment, member data or election administration, role separation is a control rather than an optional feature.

Create a simple responsibility matrix covering the most important tasks. For each task, name who performs it, who approves it, who must be consulted and who only needs information. Include ownership of data corrections, user access, configuration changes, exception review, customer or learner communication and final reporting. This matrix exposes gaps before they become operational arguments. It also shows whether the organization has enough internal capacity to run the chosen solution after the provider completes initial onboarding.

Permissions should be tested through realistic role scenarios. Ask a normal user to complete their work, an approver to review it and an administrator to correct a controlled error. Confirm that users cannot see records outside their responsibility and that important changes create evidence. Review access when staff leave, move branches or change duties. A technically flexible role model still fails if nobody owns access reviews, so the governance routine should be documented alongside the configuration.

Prepare Records, Data and Content

Reliable results depend on reliable inputs. The core records in this lane include members, households, branches, groups, attendance, giving, pledges, M-Pesa references, events, volunteers, follow-up notes and financial summaries. Identify the source of truth for each record, the person who can approve corrections and the minimum fields required for useful reporting. Do not move every old spreadsheet or document simply because it exists. Migration is an opportunity to remove duplicates, standardize names, close obsolete records and document opening positions that users can reconcile.

Build a data or content inventory with four labels: ready, needs cleaning, requires a decision and out of scope. Sample the information early. Check dates, identifiers, balances, categories, references, ownership, consent and missing values. If the project includes uploaded files, verify formats, naming and storage rules. If it includes academic or public content, confirm source quality and authorship. A small sample often reveals more about migration risk than a high-level promise that data will be imported.

Agree a cutover rule. Decide when the old source stops changing, how late transactions or edits will be handled and who signs off the opening position. Keep an exception log rather than quietly changing uncertain records. After migration, reconcile totals and sample individual histories before normal operations begin. The purpose is not only technical completeness; users must trust that the new record reflects reality. Without that trust, they will rebuild shadow spreadsheets and the organization will pay for two systems.

Prioritize Capabilities That Matter

Feature lists become useful only when tied to a workflow, user and result. Start with capabilities that protect revenue, learning integrity, service continuity, safety, data quality or customer experience. Separate must-have requirements from useful enhancements and future experiments. A must-have capability should be necessary for the first operating cycle and should have a practical acceptance test. Enhancements can be scheduled after the team has evidence about usage and exceptions.

The following capability set combines the topic requirements with the normal expectations of church management software. Ask providers to demonstrate each high-priority item using a scenario close to your environment, not a generic sample. During the demonstration, note who performs the action, what record changes, what notification is produced and which report confirms completion. A capability that looks polished but cannot support the required roles or evidence should not receive a high score.

Avoid counting features as if every item has equal value. One reliable reconciliation, feedback, safety or approval workflow may be more important than ten cosmetic options. Also check configuration limits, data ownership, export, support and the effort needed to keep the capability working. Buyers should prefer a smaller set of well-owned functions over a large menu that staff do not understand, cannot measure or must bypass whenever an exception occurs.

• clear onboarding – should connect directly to the outcome and be demonstrated with a realistic example rather than a slide promise.
• role-based access – needs a named owner, a clear record source and an exception path when the normal workflow cannot continue.
• secure records – should work for the daily user on an ordinary device and connection, not only for an administrator in a perfect demo.
• mobile-friendly access – must produce evidence that managers can review without rebuilding the answer in a separate spreadsheet.
• useful reports – should be tested with real roles and representative records before the organization accepts the configuration.
• implementation and support – needs an agreed support and improvement process so the capability stays reliable after the launch period.
• member and household records – should reduce a measurable source of delay, risk, rework or poor communication in the current process.
• giving and pledge tracking – must respect privacy, permission and audit requirements appropriate to the people and records involved.
• M-Pesa reconciliation – should connect directly to the outcome and be demonstrated with a realistic example rather than a slide promise.
• attendance and group management – needs a named owner, a clear record source and an exception path when the normal workflow cannot continue.
• event and volunteer coordination – should work for the daily user on an ordinary device and connection, not only for an administrator in a perfect demo.
• leadership dashboards – must produce evidence that managers can review without rebuilding the answer in a separate spreadsheet.

Protect Security, Privacy and Accountability

Security begins with the records and consequences involved, not with a generic claim that a platform is secure. For this topic, the control priorities include pastoral confidentiality, finance-role separation, restricted counselling notes, approval controls, audit trails, backups and careful data exports. Ask which information is sensitive, who legitimately needs it, how access is approved and what evidence remains after a change. The answer should cover daily administration as well as hosting, transmission, backup and recovery. A secure technical stack can still be undermined by shared passwords or uncontrolled exports.

Document privacy and retention decisions before collecting extra information. Explain to users why information is needed, limit fields to the defined purpose and decide how long records, drafts, conversations or audit evidence remain available. Where consent is relevant, preserve the consent event and a practical opt-out or correction route. Sensitive notes and attachments may require stricter access than ordinary profiles. These decisions should be visible in the workflow rather than left to informal staff judgment.

Request a clear incident and continuity process. The provider and client should know how suspicious access, data errors, outages, lost devices or exposed credentials will be reported and contained. Confirm backup frequency, restoration testing and communication responsibilities. Run at least one recovery or permission test before acceptance. Security evidence is more valuable than broad assurances: role screenshots, logs, restore results, policy summaries and named escalation contacts help decision makers assess operational readiness.

Plan Integrations and Interoperability

Integrations often determine whether users gain a connected workflow or another isolated tool. Relevant connections may include M-Pesa, SMS, email, WhatsApp, accounting tools, event registration, website forms and branch reporting. For each integration, describe the business event, data sent, data received, frequency, owner and failure response. Avoid using the word integration as a vague requirement. A real interface has authentication, field mapping, validation, retry behaviour, monitoring and reconciliation responsibilities.

Prioritize connections that remove high-volume re-entry or protect an important control. Start with one complete end-to-end scenario and verify identifiers across both systems. Decide which application owns each record and how corrections propagate. If a payment, message, document or user update fails, the team needs an exception queue and a person responsible for resolving it. Silent failure is more dangerous than a visible manual step because managers may believe the record is complete when it is not.

Ask about API limits, platform charges, third-party approvals, sandbox availability, version changes and data-export options. Keep integration secrets out of ordinary user access and rotate them through an agreed process. Where an immediate live integration is too risky, a controlled import or export can support a pilot while architecture is validated. The roadmap should distinguish temporary workarounds from the intended operating model so that manual bridges do not become permanent by accident.

Build a Realistic Implementation Roadmap

Implementation should move through evidence-based gates rather than a single promise to go live. A practical sequence covers discovery, design, preparation, pilot, launch and improvement. Each gate needs an owner, deliverable and approval condition. The method may be agile, phased or fixed around a deadline, but the buyer should always know what is being tested and what decision follows. This approach protects both sides from discovering fundamental assumptions after most of the budget has been spent.

The detailed implementation work for this lane includes member onboarding, household updates, attendance, giving capture, reconciliation, event registration, volunteer scheduling, follow-up, communication and reporting. Some activities can run in parallel, but dependencies should be explicit. Data cannot be reconciled before identifiers are agreed; users cannot be trained on an unstable workflow; and a launch should not occur before exception handling is tested. Build contingency into the plan for third-party approval, staff availability, travel, content preparation or integration delays. A realistic timeline is more valuable than an aggressive date that hides unfinished readiness work.

Use the roadmap below as a decision framework, then adjust it to the size and risk of the project. Smaller engagements may combine phases, while regulated or complex work may require formal approvals and independent testing. The essential principle is traceability: every major requirement should connect to a design choice, a test and an acceptance decision. Keep a decision log so later changes can be understood in context rather than debated from memory.

Prepare Training, Adoption and Ownership

A solution creates value only when people use it correctly and trust the resulting records. Training for this lane should cover member data standards, finance reconciliation, follow-up ownership, branch reporting, message consent, permission reviews and month-end leadership reporting. Split training by role and use realistic examples. A manager needs different practice from a daily operator, content owner, tutor, installer, cashier or administrator. Give users time to complete tasks themselves; watching a provider click through a perfect demonstration does not prove operational competence.

Name an internal owner for the workflow, not only a technical contact. That owner should monitor usage, resolve policy questions, coordinate support and prioritize improvements. Create short job aids for high-frequency tasks and exception paths. Agree where users report problems and how urgent issues are escalated. During the first operating cycle, review help requests daily because repeated questions often point to confusing configuration, missing data or a process decision that training alone cannot fix.

Adoption should be measured. Track active users, task completion, bypass spreadsheets, unresolved exceptions and feedback by role. Speak with users who avoid the new approach; they may reveal a genuine constraint rather than simple resistance. Leaders should use the same reports they expect staff to maintain, because visible management use reinforces the change. After the initial launch, schedule refresher training and permission reviews when roles, processes or features change.

Understand Cost and Total Value

Price should be compared against a consistent scope and the complete operating cost. Important cost drivers here include member count, branches, finance workflows, M-Pesa integration, historical migration, messaging volume, custom reports and administrator training. Separate one-time discovery, configuration, development, migration, hardware or content work from recurring hosting, licences, messages, support and third-party fees. Note taxes and transaction charges where relevant. A low headline fee can be misleading if the buyer must later pay for essential migration, training, integrations or usable reporting.

Estimate the cost of the current problem as carefully as possible. Consider staff time, delayed collections, lost enquiries, rework, stock variance, failed follow-up, travel, poor decisions, learner confusion, downtime or dispute risk. Not every benefit is directly financial, but it should still be described and measured. Compare options over an appropriate period rather than only at purchase. A more capable solution may justify a higher price when it removes recurring work or protects a high-impact control.

Request a transparent change and support model. Clarify what counts as a defect, configuration request, enhancement or new project. Ask how support is prioritized, which channels are available and whether unused services expire. Keep a contingency for data cleaning, integration changes and adoption support. The decision should balance affordability, implementation confidence, ownership and expected benefit instead of treating the lowest quotation as the default winner.

Compare Providers Using Evidence

A credible provider should be able to explain the problem in the buyer language, identify assumptions and show how risk will be reduced. Evidence for this lane includes role demonstrations, giving reports, audit trails, sample branch dashboards, privacy controls, migration templates and a documented support process. Ask every shortlisted provider to respond to the same scenario and requirements. Score the response against workflow fit, security, usability, implementation, support and cost. This reduces the influence of polished sales language that does not address the operating reality.

During demonstrations, use prepared questions and record what was actually shown. Ask the provider to complete a normal process, an exception and a management review. Confirm whether the demonstration uses standard capability, configuration or custom development. Invite daily users to score clarity, but keep governance and security decisions with accountable leaders. Reference checks are most useful when questions cover implementation behaviour, issue resolution and long-term support rather than a general request for satisfaction.

The provider relationship should include shared responsibilities. The client usually owns timely decisions, source information, user availability and internal change. The provider owns agreed delivery, communication, quality and support. Make dependencies visible in the contract or statement of work. A provider cannot guarantee value when the client does not prepare data or assign users, while a client should not accept vague delivery that shifts every risk back to them.

• Problem understanding: the proposal restates the workflow, users and measurable outcome accurately.
• Method: discovery, preparation, testing, acceptance and support responsibilities are visible.
• Relevant proof: examples and demonstrations resemble the required lane rather than an unrelated showcase.
• Data and security: ownership, permissions, backups, privacy and export are addressed directly.
• Commercial clarity: one-time, recurring, optional and third-party charges are separated.
• Operational support: named contacts, response expectations and improvement processes are documented.

Prevent Common Failure Modes

The most important risks in this lane include duplicate member records, shared administrator passwords, unprotected pastoral notes, unreconciled giving, informal branch spreadsheets and excessive messaging. Convert each risk into a prevention action, owner and warning indicator. For example, poor data quality requires sampling and reconciliation; weak adoption requires role-based practice and usage monitoring; insecure access requires named accounts and periodic review. A risk register should be short enough to use and detailed enough to guide decisions. Review it at every project checkpoint rather than filing it after approval.

Avoid solving uncertainty with excessive customization. Custom work can be valuable when it supports a differentiating or regulated workflow, but it also increases testing, maintenance and upgrade responsibility. First ask whether the requirement is necessary, whether configuration can meet it and whether the process itself should change. Document custom logic and acceptance tests. If only one person understands the customization, the organization has created a continuity risk even if the feature works today.

Do not declare success at technical launch. Early failures often appear during the first full reporting, payment, academic revision, stock count, election, service cycle or month end. Keep enhanced support through that point and compare outputs with trusted source evidence. Record issues without blame, prioritize control failures and communicate workarounds clearly. A disciplined stabilization period protects trust and produces a better improvement backlog than a rushed handover.

Measure Performance and Improve

Measurement should start with the outcome and process, not with whatever a dashboard happens to display. Useful indicators for this lane include active members, follow-up completion, attendance trends, giving reconciliation exceptions, event registration, volunteer coverage and branch reporting timeliness. Select a small balanced set covering volume, speed, quality, exceptions, adoption and business or learning outcomes. Define the source and calculation so that users interpret the metric consistently. Record a baseline before change where possible; otherwise the organization cannot show whether the new approach improved performance.

Create a review rhythm. Daily operational indicators may need quick action, while monthly trends support management decisions. Assign an owner to investigate exceptions and document follow-up. A red metric without a decision process creates anxiety rather than control. Include qualitative feedback from users and customers because a fast process can still feel confusing or unfair. Use feedback to form a hypothesis, make a controlled change and check whether the indicator moves as expected.

Protect reporting quality through reconciliation and governance. Sample records behind headline figures, confirm late changes and document known limitations. Do not quietly change definitions to make performance look better. As the workflow matures, retire metrics that no longer guide action and introduce new ones only when someone will use them. Continuous improvement is a managed cycle of evidence, decision, change and review, not an endless request for extra features.

• active members – define the data source, owner, review frequency and action threshold before launch.
• follow-up completion – define the data source, owner, review frequency and action threshold before launch.
• attendance trends – define the data source, owner, review frequency and action threshold before launch.
• giving reconciliation exceptions – define the data source, owner, review frequency and action threshold before launch.
• event registration – define the data source, owner, review frequency and action threshold before launch.
• volunteer coverage and branch reporting timeliness – define the data source, owner, review frequency and action threshold before launch.

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Apply the Kenya and Local-Market Context

Local operating conditions shape whether a solution is practical. For this lane, important context includes M-Pesa giving, multi-branch congregations, mobile-first administrators, language preferences, data-protection duties and sensitivity around member information. Discuss these conditions explicitly during discovery and testing. A workflow designed for constant broadband, desktop use or a single payment method may fail for mobile-first teams. Likewise, a global template can overlook local governance, support, travel, tax, consent or communication expectations that affect daily acceptance.

Test representative devices, networks, locations and user capabilities. Keep important screens readable on a phone, reduce unnecessary data use and provide a clear response when connectivity is interrupted. Where M-Pesa, SMS or WhatsApp is involved, clarify charges, consent, reference handling and reconciliation. Where work crosses counties or countries, document who provides on-site support and which legal or institutional rules apply. Local adaptation should be visible in the design rather than added as marketing language.

Do not use local context as an excuse to weaken standards. Privacy, safety, academic integrity, accessibility, security and transparent commercial terms remain important. The objective is to apply them in a workable way. Buyers should request date-stamped quotations and confirm third-party terms because platform prices and policies change. A provider with local experience should be able to describe these trade-offs honestly and identify where specialist legal, financial, clinical or regulatory advice is required.

Use a Practical 90-Day Action Plan

A 90-day plan creates momentum without pretending that every transformation finishes in three months. The aim is to move from an ambiguous need to a tested operating capability with owners and evidence. Adjust the dates for project size, but preserve the sequence from definition to pilot to controlled launch. Keep decisions visible and schedule stakeholder time early; many delays occur because the right person is unavailable to approve data, rules or acceptance results.

The first month should reduce uncertainty. Confirm users, workflow, scope, records, metrics, risks and providers. The second month should turn the design into something representative users can test. The final month should focus on reconciliation, launch discipline and early benefits. Do not fill the plan with activities that produce no decision. Every workshop, import, demonstration and test should create an artifact or approval that helps the next phase proceed.

Review the plan weekly using four questions: what was completed, what evidence exists, which decision is blocked and what risk changed. Escalate missing client inputs as clearly as provider delays. If a major assumption fails, revise the plan rather than hiding the impact. A smaller successful pilot protects more value than a broad launch built on uncertain records or untrained users. At day 90, leaders should decide whether to scale, improve, pause or change direction based on evidence.

1. Days 1-15: approve the outcome, workflow map, user roles, record inventory, baseline metrics and shortlist criteria.
2. Days 16-30: review provider evidence, run demonstrations, confirm security and integration assumptions, and select the pilot scope.
3. Days 31-60: prepare data or content, configure the workflow, train pilot users, execute normal and exception tests, and record issues.
4. Days 61-75: reconcile pilot evidence, resolve high-priority gaps, approve cutover readiness and communicate the launch process.
5. Days 76-90: operate with enhanced support, review metrics, close ownership gaps and approve the first improvement backlog.

Why Consider ChurchesAdmin

ChurchesAdmin should be evaluated against the same practical standards described throughout this guide: understanding of the workflow, relevant evidence, transparent scope, security, implementation discipline and support. The useful next step is not a generic sales conversation. Share a representative scenario, record sample, expected user roles, priority outcome and constraints. This gives the team enough context to discuss feasibility, risks and a sensible first phase rather than producing a quotation based only on the keyword.

Contact ChurchesAdmin with a representative workflow, desired outcome and current constraints to discuss a practical next step. Ask for a written summary after the discussion showing assumptions, included work, client responsibilities, milestones, acceptance evidence, charges and support. Compare that summary with the problem statement and provider checklist. Where the topic is exploratory, a paid discovery or prototype may be the safest first commitment. Where the workflow is already clear, a controlled pilot can validate migration, configuration, training and reporting before a wider rollout.

Useful references are included below for readers who want to continue their research. Open each link in context, confirm current details and distinguish provider claims from independent requirements. The article should support a decision, not replace due diligence. Keep notes about unresolved questions and ask the responsible organization directly when terms, prices, policies or regulations may have changed.

Useful links

• ChurchesAdmin – review this source as part of the buyer research and implementation planning process.

Frequently Asked Questions and Final Decision

Frequently asked questions are useful when they clarify the decision rather than repeat marketing claims. The answers below summarize the practical standard buyers should apply to How to Choose Church Management Software in Kenya. They are general guidance; contract, regulatory, academic, clinical, financial or technical decisions may require advice from the responsible specialist and confirmation of current platform terms.

The final decision should be recorded with the chosen option, rejected alternatives, key assumptions, expected outcomes, budget, owners, risks and first review date. This decision record becomes valuable when staff change or a later phase is proposed. It also prevents the organization from judging the project against expectations that were never included. A transparent decision can be improved; an undocumented one is difficult to learn from.

In conclusion, How to Choose Church Management Software in Kenya deserves long-form content because serious readers need more than a feature list. They need a method for defining the problem, comparing providers, preparing implementation and measuring results. The strongest article earns trust by helping the reader make a better decision, while the strongest delivery earns trust by turning that decision into a reliable, owned and continuously improved outcome.

Who should consider

How to Choose Church Management Software in Kenya is relevant to buyers, business owners, managers, administrators, students and decision makers seeking a practical, well-supported solution when the present approach creates manual work, unclear records, weak visibility, avoidable risk, difficult comparisons and uncertainty about implementation or support. A suitable buyer can name the workflow and outcome they want to improve, provide representative information and assign people to discovery, testing and adoption.

What should be compared first?

Compare problem understanding, workflow fit, evidence, security, implementation, support and complete cost before comparing cosmetic features. Ask the provider to demonstrate a normal case and an exception using roles and records close to the real environment.

How long should implementation take?

Duration depends on member count, branches, finance workflows, M-Pesa integration, historical migration, messaging volume, custom reports and administrator training. A responsible timeline includes discovery, preparation, testing, training and stabilization rather than only build time. Request milestones with approval evidence and identify client dependencies that can delay progress.

Can the approach be customized?

Configuration and targeted customization can support genuine requirements, but every change needs a business reason, owner, test and maintenance plan. Prefer a reliable core workflow before adding optional complexity, and document which changes affect future upgrades or support.

What is the best next step?

Prepare a one-page brief with the outcome, users, current workflow, sample records, must-have capabilities, integrations, security expectations, timeline and budget range. Then contact ChurchesAdmin for a focused discussion using that brief and request a written recommendation.