Showing hospitality to Afghan arrivals

Showing hospitality to Afghan arrivals

Intercultural Ministries launches resettlement cohort

by Hanno van der Bijl, Managing Editor

As Boston welcomes scores of Afghan evacuees, Intercultural Ministries (IM) at the Emmanuel Gospel Center is gathering a group of people from local churches to pray, reflect, learn and support the new arrivals.

These 20 host families are opening their homes because they realize they have something to offer in a very dark moment. Some of them have had rewarding experiences in cross-cultural relationships in the past. All are eager to help settle displaced Afghan arrivals in a new home.

Host homes provide a place of rest for families and individuals still reeling from the chaotic evacuation ordeal in Afghanistan.

A couple of the families that have been placed in host homes are already moving into their own apartments, shortening the anticipated housing transition from several months to a matter of weeks.

“We are seeing that — as of the moment — people are able to move into a more permanent situation more quickly,” said Sarah Blumenshine, director of IM. “Initially, we had said two to three months. That’s not been the case at all.”

“We are offering hospitality to people who have already offered it to us.”

— Sarah Blumenshine, director of Intercultural Ministries

But Blumenshine said that may change if the housing leads dry up. In addition to temporary host homes, landlords who are willing to affordably rent to families longer-term are greatly needed.

Providing housing rental coverage for Afghan families moving into their own apartments is critical to give them a little breathing room as they acclimate as much as possible to their new surroundings. It also provides the time necessary for their paperwork to be processed.

“People who particularly have more trouble are those who don’t even have any paperwork started,” Blumenshine said. “It’s going to be a while until they are eligible to work.”

Despite having their world turned upside down, families have found some joy in a few familiar comforts like kicking around a soccer ball in a park.

The group of host families IM is working with is committed to showing hospitality to the new Afghan guests because God calls us to love our neighbors. It is equally committed to addressing mental models that are at best misguided and at worst harmful.

Refugees are often defined by their apparent need for rescue. When characterized with this broad brush, their new hosts are in danger of missing the resourcefulness, individuality, and tenacity that brought them to this moment.

“We also miss the leadership and support this group of Afghans offered to Americans in their home country,” Blumenshine said. “We are offering hospitality to people who have already offered it to us.”

Wikimedia Commons

TAKE ACTION

In addition to housing, IM is coordinating efforts to donate items, volunteer, and give financial support. Here’s how you and your church can help.

Host a family

If you have a home near bus or subway transportation to Boston, you can provide a soft landing for a family for two to three months.

Intercultural Ministries staff will provide orientation, weekly check-ins, and monthly gatherings for prayer, reflection, learning, and support to a group of about 20 host households from local churches. For more information about the hosting cohort, contact Sarah Blumenshine at sblumenshine@egc.org.

Donate essential items

Drop off goods such as school supplies, backpacks, and clothing at a location in Lynn, Lexington, or Hingham. Sign up for current needs and view drop-off details here.

Volunteer

Help new arrivals by giving rides, showing them how to use Boston public transit, or getting their new apartment move-in ready. Learn more and register your interest here.

Give financially

EGC and The Refugee and Immigrant Assistance Center have created several funds to help resettle incoming Afghan arrivals. Donate at riacboston.org by selecting “Afghan Refugees” in the drop-down menu on the donate page.

Give through EGC by clicking on the give button below and entering “Afghan relief” in the text box. 100% of donations will support Afghans arriving in Boston.

You can also support EGC’s efforts to ramp up this initiative with training and support structures by donating below to IM.

Join the Conversation: Honor-Shame Culture in US Cities & Churches

Join the Conversation: Honor-Shame Culture in US Cities & Churches

By Jess Mason, Supervising Editor

Before I had the pleasure of meeting Sang-il Kim, a Ph.D. candidate at BU School of Theology, I thought honor-shame dynamics were limited to specific cultures of the Far East, Middle East, and Africa. I was wrong.

My limited personal experience with honor-shame culture comes from my brief journey to China with a team of pastors. There I witnessed our cross-cultural guide go to an ATM, withdraw a wad of cash, and present it to our Chinese host, after we had unknowingly offended our Chinese friends in some way. She had received our shame and made the culturally appropriate gesture to restore our honor in their eyes.

Last month, Mr. Kim opened my eyes to the surprising levels of honor-shame dynamics now present in US cities, including Boston. Notably, he said that the American face of honor-shame dynamics today goes far beyond immigrants from traditionally honor-shame cultures.

I was inspired to brainstorm with him what it could mean for Boston area pastors—what does it look like to shepherd well amidst this emerging dynamic of honor and shame?

Mr. Kim's full article (below) aims to raise the awareness of Boston Christian leaders to honor-shame culture in their congregations, communities, and theology. EGC invites you to join him for conversation, and consider with others how you might engage honor-shame dynamics to the glory of God. 

Join a Conversation

Thank you for your interest in honor-shame dynamics! I’d love to connect with you! - Sang-il Kim

Sang-il Kim is a doctoral candidate in Practical Theology and Religious Education at Boston University. His dissertation delves into the harmful effects of shame and how teaching and learning Christian doctrines can be an antidote to them. Sang-il plans to balance teaching and research on human emotion and Christian theology, with youth and adult Christian formation in view.

The Chinese Church in Greater Boston

The Chinese Church in Greater Boston

by Dan Johnson, Ph.D., and Kaye Cook, Ph.D., with Rev. T. K. Chuang, Ph.D.

From just two Chinese churches in greater Boston 50 years ago, the number has grown to more than 25 congregations serving an expanding Chinese population. The growth of the Chinese church in and around the Boston area is something to celebrate. Its strength and integrity, and the quality of its network—unified for prayer, for youth and college ministry, and for international missions, among others—stand as a model for other immigrant churches and indeed for other indigenous churches as well.

Click to open interactive map

What does the Chinese church in Boston look like? What are the strengths and weaknesses as well as the clear opportunities and threats that face these churches at the start of the 21st century?

Students and immigration

In 2016, as many as 350,000 students and visiting scholars from China were actively working in the U.S., a population that dwarfed the number who came from Taiwan and Hong Kong. Over 30% of all international students studying in the U.S. are from China, according to the Institute of International Education (www.iie.org). Not surprisingly, thousands of these are regularly drawn toward Boston-area colleges and universities, as well as to the opportunities available to them in the region’s “knowledge economy.” The 2010 U.S. Census found that the Chinese population of the greater Boston area numbered nearly 123,000, some two and one-half times as many as were present just 20 years before.

Of these, it is estimated somewhere between 5% and 8% identify as Christian. Many of the Chinese newcomers to the area each year are already Christian when they arrive, in which case the Chinese church provides them a primary community to ease the transition to life in a new place. The others are generally quite open to the Christian message. Indeed, to this day Chinese students are routinely found to be the most receptive group to Christian outreach efforts on local campuses. As a consequence, this influx of new immigrants and students from China has brought significant numeric growth to the Chinese church over the last 25 years. Most notably, most of the established Mandarin-speaking congregations experienced 20-80% growth over the decade of the 1990s. Such growth has generally plateaued since then, but new church plants have continued apace.

Church planting

Chinese Church of Greater Boston

Since 1990, more than fifteen new Chinese churches have been planted, mostly Mandarin-speaking, and mostly serving small, geographically distinct communities and congregations. From a mere two Chinese churches in the entire region 50 years ago, today the Chinese church in the greater Boston area includes more than 25 separate congregations. The steady stream of newcomers from mainland China has also reshaped the character of the Chinese church in the region. The most obvious change is the shift from predominantly Cantonese-speaking congregations to predominantly Mandarin-speaking ones.

As noted, most Chinese church plants over the last 25 years have been established to serve newly settled Mandarin-speaking communities. In a few other instances, older churches that originally served Cantonese-speakers have seen their ministries to the Mandarin-speaking community expand dramatically while their Cantonese populations have dwindled or disappeared altogether. This transformation is more than just linguistic in nature. The Mandarin-speaking newcomers from mainland China are mostly first-generation Christians and new converts. Their formative experiences were generally in a more materialist, atheistic culture, and they often identify primarily with the values and orientations of the academic and professional cultures in which they are immersed. This general lack of church experience has made basic biblical education and discipleship a more pressing need in the congregations that serve them. The fact that very few are ready to step into leadership and ministry roles in the church also creates a gulf between the new generation of Chinese Christians and the established church leadership. By virtue of their formal theological training, deep spiritual commitments, and long habituation in the relatively more developed Christian communities of Hong Kong, Taiwan, and the United States, church leaders in Boston’s Chinese communities often find it harder to connect with the felt needs and mentality of their newest congregants. The challenge is made even more difficult by the fact that many of Boston’s second-generation Chinese Christians, who might otherwise be there to welcome these newcomers into the Chinese church, have chosen instead to become members of American or Asian-American churches.

These social dynamics provide the backdrop for the analysis that follows of the current state of the Chinese Christian church in the greater Boston area. Beyond its identifiable strengths and weaknesses, and the clear opportunities and threats that it faces, is the simple realization that this is a seventy-year-old church undergoing a significant growth-induced transformation.

STRENGTHS

Interchurch collaboration

One of the greatest strengths of the Chinese church in the Boston area is that the various churches that comprise it mostly get along and have forged important collaborative relationships. The largely non-denominational character of the churches has minimized theological frictions between them, and the numerous personal ties between individuals across congregations—often forged in common spaces, such as the Boston Chinese Bible Study Group at MIT—help to smooth inter-congregational relationships more generally. The collaborative efforts that have resulted include regular prayer gatherings, shared missions programs, joint sponsorship of career missionaries, evangelistic meetings, and a gospel camp. Such programs are often initiated and organized by individual churches and then opened up to other area churches, as the Chinese Bible Church of Greater Boston (Lexington) did for many years with its annual gospel camp. The fact that even the largest churches in the community (including the Boston Chinese Evangelical Church and CBCGB) have been willing to sponsor and participate in such joint efforts has gone a long way toward ensuring their success.

Cultural centers

The Chinese church also serves as a primary reference group for many newcomers to the area, as they have become some of the most active and well-organized social institutions within the Chinese community. Many new immigrants naturally turn to the church for help. The familiar language, cultural references, and social structures they encounter in the church are key factors in securing their sense of identity when all else around them is unsettled. The larger churches’ programs for children and youth also attract immigrant families.

An ethic of evangelism

Another strength of the Chinese church in the area is the ethic of active evangelism that has long been cultivated in its constituent congregations. For many years, this ethic has animated large-scale, seeker sensitive programs that have encouraged and enabled church members to put it into practice, aggressively evangelizing their kinspeople. Many of these programs—such as the CBCGB’s annual gospel camp—have since disappeared, and it remains an open question whether the evangelistic focus of the church can be sustained in their absence. Nonetheless, the inspiring heritage of evangelistic activity is itself a strength of the Chinese church in and around Boston.

A place for Mandarin-speaking immigrants

Lastly, the very fact that so many Chinese churches in the area were either founded to serve Mandarin speakers or have since developed vibrant ministries for the Mandarin community is a significant strength. Not every Chinese community around the world is so prepared to welcome and minister to the steady stream of Chinese immigrants from the mainland that inundates them today. The Boston area’s dense network of Mandarin-speaking churches marked by an intellectual richness and a strong professional class leaves it well positioned to meet the needs of the future church in Boston.

WEAKNESSES

Cultural Isolation

Historically, a lack of interaction with people who are not Chinese has probably been the most significant weakness in the Chinese church in and around Boston. The founding members of the most established churches have minimal contact, if any, with the non-Chinese community. Moreover, Chinese churches have rarely tried to hold joint events with other groups, with CBCGB being the one noteworthy exception. Such isolation from the surrounding society has been an obvious problem for the further development of the Chinese churches. This problem has abated somewhat, however, with the infusion of a larger professional class into the church over the last 25 years. This population generally has stronger ties to the secular professional networks in which they are immersed than to the ethnically-rooted churches they happen to attend.

Yet with this more worldly orientation comes the other problem of a widespread shallowness in the understanding of and commitment to the historic Christian faith. The church is in dire need of addressing this problem through basic Christian education and discipleship.

The generational divide

Another weakness besetting the established Chinese church is the deepening of the generational divides that separate older from younger Christians, first-generation immigrants from second-generation, and so on. While such divides have always been present, in recent years they have grown in ways that lead to the exodus from the Chinese church of those who were brought up in it. As noted, many of those who leave find their way to American churches that seem to address their needs more effectively. Many others, however, end up leaving the church altogether.

Small churches

Lastly, the problem of small congregational sizes hampered by resource constraints remains as prevalent today as ever. While the explosive growth of the last 25 years clearly benefited a handful of churches, the emergence of smaller congregations with an emphasis on ministry to their particular local communities has left many vulnerable. More than half of the Chinese congregations have less than 100 attendees, and these struggle financially with limited personnel. Many of them face such problems as a lack of volunteer workers, limited or no youth and children’s programs, and the difficulty of reaching a minimum threshold size to sustain growth. For some, it is challenging enough to remain viable. In this respect, a revival of the spirit of collaboration among the Chinese churches, with conscientious participation by the larger churches in the area, may be a key to the continued survival of these vital congregations.

OPPORTUNITY

Immigration continues

The steady and deepening stream of Chinese immigration from the mainland shows no signs of slowing in the coming years. The educational environment and the high-tech job market in the area will continue to attract many, providing an ongoing inflow of immigrants. Some of these newcomers are eager to attend a church, but many are not. Given the numbers, the proliferation of Chinese churches over the last few decades may continue, but careful observation and strategic planning will be needed to identify emerging pockets of Chinese newcomers who could be well served by a local Chinese church.

Changing cultures and thought systems

The arrival of more recent groups of graduate school students, scholars, and other professionals pose new challenges based on their distinctive generational experience and worldview. The factors that led many Chinese radicals of an earlier generation to explore and embrace Christianity—namely, the simple impulse to distance oneself from Maoism and communism, or the desire to secure an identity and existential anchor by identifying with “Western” institutions and thought systems, or even the hope of getting ahead in the modern world by adopting ways of thinking that are more prevalent outside China—have all been undermined in various ways.

The Chinese immigrants of today have grown up in a consumerist society that understands itself to have arrived, fully modern and ready to conquer the world. To the extent that such a mindset generates less of a felt need to turn to God, we might expect the boom in Chinese conversions to Christianity in the years following the Cultural Revolution and the massacre in Tienanmen Square will slow. Yet the Chinese church should seize it as an opportunity to develop new ways of sharing the Gospel so that it will be heard by those who have new ears.

Collaborative missions and outreach

Finally, the opportunity still remains for the Chinese church in greater Boston to develop a more aggressive, coordinated missions strategy that reaches beyond New England. These churches have a history of joining together for small-scale, collaborative missions programs, both short-term and long-term. Their initiatives include the now 20-year-old “Boston to Beijing” program for sending teams to teach English in mainland China, short-term missions/outreach groups working in England, and the joint sponsorship of career missionaries by multiple congregations. While all of this represents a good start, more can be done. Especially in light of the common passion of new converts to share their faith with others, a more deliberate mobilization of the Chinese churches to engage missions efforts in China and among the Chinese diaspora could help to draw those new converts more deeply into the activities of the church. Of course, when it comes to engaging in missions work or establishing relationships with churches in communist China, the larger the effort the more carefully its participants must tread. Even so, the opportunities for mutual support, growth, and understanding are too significant to pass up.

THREATS

Curiously, the most significant threats facing the Chinese church in the Boston area may be those imported from mainland China. The general lack of theological training within the Chinese house church movement and the prevalence of Buddhist, Taoist and folk religious traditions in most areas served by the house church make it a potential breeding ground for syncretistic beliefs and practices that can lead their followers away from the historic Christian faith. Insofar as many immigrant Christians from house churches on the Chinese mainland are incorporated into local congregations, the potential exists for such problematic religious understandings to gain a foothold here. While the generally high level of education in the Boston Chinese church of today perhaps mitigates this possibility, it is nonetheless a matter that warrants vigilance.

CONCLUSION

The growth of the Chinese church in and around the Boston area is something to celebrate. Its strength and integrity, and the quality of its network—unified for prayer, for youth and college ministry, and for international missions, among others—stand as a model for other immigrant churches and indeed for other indigenous churches as well. Although the Chinese church is relatively isolated from those around it, its impact is significant. Its unique history in a world educational hub and key center of the early evangelical missions movement has meant mature leadership in a world-wide Chinese church that is relatively young and whose leadership is often relatively untrained. Its extensive growth out of local campus Bible study groups gives it access to a more professional population that poses unique challenges but also unique opportunities. Add in the fact that it has unparalleled opportunities to reach with the necessary care and discretion into mainland China—one of the largest and most receptive populations for evangelical outreach today—and it is clear that the Chinese church in the greater Boston area is poised to play an outsized role in shaping the future of the church world-wide.

_________

by Dan Johnson, Ph.D., and Kaye Cook, Ph.D., both of Gordon College, with T. K. Chuang, Ph.D., former senior pastor, Chinese Bible Church of Greater Boston. This chapter was originally written by T. K. Chuang and published as part of Emmanuel Gospel Center’s New England’s Book of Acts (2007). Extensively updated in 2016 by Dan Johnson and Kaye Cook in conversation with Rev. Dr. Chuang.

_________

More resources:

Map. For an interactive map of Chinese churches in Greater Boston, click here.

Church listing. For a listing of Chinese churches in Greater Boston, click here.

Intercultural Leadership [Resource List]

Intercultural Leadership [Resource List]

by Rudy Mitchell

Branson, Mark Lau, and Juan F. Martinez. Churches, Cultures and Leadership: A Practical Theology of Congregations and Ethnicities. Downers Grove, IL: InterVarsity Press, 2011.

DeYmaz, Mark, and Harry Li. Leading a Healthy Multi-Ethnic Church: Seven Common Challenges and How to Overcome Them. Grand Rapids, Mich.: Zondervan, 2013.

Plueddemann, Jim. Leading Across Cultures: Effective Ministry and Mission in the Global Church. Downers Grove, Ill.: InterVarsity Press Academic, 2009.

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5 Ways to Support Refugees in the Holiday Season

1. Donate warm clothing

We collected piles of winter clothing through the GBRM fundraiser and coat drive, but the need is always great. Here is one place where you can donate winter clothing for Boston-area refugees.

2. Donate food to your local food pantry

Many refugees use local support services like food pantries. Click here for a list of food donation sites in the Greater Boston area. If there isn't one in your area, consider starting one at your church!

3. Attend holiday services at an international church in your area

Be the one who goes this Advent. Journey to another culture right in your neighborhood to celebrate Christmas like the shepherds and magi of old. Here's an online directory of churches in the Boston area.

4. Become more informed

Many misconceptions regarding refugees are currently causing fear and confusion. Take time this season to raise your awareness of the refugee experience. Read up on the current situation on resource websites like rescue.org.

5. Advocate

Election season is coming up, and immigration is a hot topic. Tell your representatives how you feel about welcoming and supporting refugees in your region. Here's where you can find their contact information.

*Above all and through all, remember to pray for our refugee neighbors.

Serving Cambodian Pastors

Serving Cambodian Pastors: Every Tribe & Tongue & People & Nation

Reaching out to the mission field in our neighborhoods

On Friday, March 4, 2005, Pastor Reth Nhar said goodbye to his wife, climbed into a car with four Cambodian friends, and headed out into the evening rush hour for the 60-mile drive north out of Providence, through the heart of Boston, to Lynn, Massachusetts. There the five made their way up to the second floor of an office building at 140 Union Street, grabbed some tea, and at 6:45 p.m., they crammed into a meeting room at the new Cambodian Ministries Resource Center.

Convening on the first weekends of February, March and April this year, the class, “Evangelism in the Local Church,” is part of Gordon-Conwell Theological Seminary’s urban extension program, the Center for Urban Ministerial Education (CUME). On Friday evenings, the 17 students from seven churches and their two instructors meet from 6:45 to 9:45. Then they are back on Saturdays from 9:00 to 4:00. The schedule is designed for busy bi-vocational pastors, like Reth, and church lay leaders who want to pursue a seminary education but need to fit it into their already busy lives.

This is the first class at CUME taught in Khmer.* Rev. PoSan Ung, a missionary with EGC, teaches in Khmer. Rev. Dr. Gregg Detwiler, Multicultural Ministries Coordinator with EGC, co-teaches in English. Asked in a survey if they would prefer to take the course in English or Khmer, some students said they were more comfortable in one language and some in the other. This, according to Gregg, “reflects the reality of a community in transition.” When a guest speaker presents in English, PoSan will translate key concepts into Khmer.

Rev. PoSan Ung established the Cambodian Ministries Resource Center last year to help support the growing ministry of Cambodian Christians in New England. There he offers Christian literature in Khmer, as well as meeting and office space. PoSan is also planting a church in Lynn, reaching out to young, second-generation Cambodians. Having lived through the Cambodian Holocaust and grown up as a refugee, PoSan is intimately in touch with the Cambodian experience. For the past ten years, he has served in various churches in New England as a youth pastor, as the English-ministry pastor for a Cambodian church, and as a church planter. Since 2000, PoSan has worked to develop a ministry that extends to church leaders in the Cambodian Christian community across New England and reaches all the way to Cambodia.

According to PoSan, “The Greater Boston area has the second largest Cambodian population outside Cambodia. However, there are merely a handful of Christians. Thus the Cambodian community is a mission field, in desperate need of enabled, equipped and supported workers.”

In 2000, this need among Cambodians was not in focus at EGC. But that was the year we teamed with Grace Chapel in Lexington to research unreached people groups within the I495 belt of Eastern Massachusetts, and to identify indigenous Christian work being carried on among them. As a result of that research, a joint Grace Chapel and EGC team began to help pastors and leaders gather together to form the Christian Cambodian American Fellowship (CCAF). The aim of the CCAF is to find avenues for training and equipping Cambodian leaders and for planning collaborative outreaches and activities that strengthen and encourage Kingdom growth among Cambodians.
Multicultural Ministries

That work also informed the development of EGC’s Multicultural Ministries program. While we have worked with ethnic churches since the ’60s, a vision was growing to do more to encourage ministry among the region’s immigrant populations who were settling not only in Boston, but in urban communities around Boston. To put flesh on this vision, Gregg Detwiler joined the EGC team.

Rev. Gregg Detwiler served as a church planting pastor in Boston for twelve years. He then served as the Missions-Diaspora Pastor at Mount Hope Christian Center in Burlington, where a ministry emerged to serve people from many nations. In 2001, he earned a Doctor of Ministry degree from Gordon-Conwell through CUME and started his multicultural training and consulting work with a dual missions appointment from EGC and the Southern New England District of the Assemblies of God.

In time, as Gregg pursued open doors of opportunity to serve ethnic communities in Greater Boston and to consult in multicultural ministry collaboration, four streams of service developed, the first being to support the CCAF.

1. Supporting CCAF

“My role in the fellowship is that of a supportive missionary who seeks to encourage and promote the indigenous development of the faith,” Gregg explains. The CUME class came out of listening to the Cambodians in the CCAF, and was a concrete response to the needs they expressed. “In the past year, we have seen participation in the CCAF broaden and deepen. By this I mean that we have come to a place where we are now dealing with some of the deeper issues hindering the Cambodian churches from expanding.” The CUME class is another major leap forward toward this broadening and deepening.

2. Multicultural Ministry Training and Consulting

Gregg lumps much of his daily work under this broad category. He provides training and consulting for churches and organizations that wish to learn how to better respond to and embrace cross-cultural and multicultural ministry. For example, in February, Gregg conducted a workshop at Vision New England’s Congress 2005 on “Multicultural Issues and Opportunities Facing the Church,” co-led by Rev. Torli Krua, a Liberian church leader and pastor. At times, Gregg is called upon to serve as a minister-at-large, responding in practical ways to needs and crises within ethnic Christian movements. He serves as a catalyst for collaborative strategic outreaches such as sponsoring an evangelistic drama outreach to the Indian community of Greater Boston. Gregg has worked to form racial and ethnic diversity teams at churches and for his denomination. He is also available for preaching, teaching, workshops, and organizational training for churches wanting to be more multicultural or more responsive to their multicultural neighbors.

3. Multicultural Leaders Council Development

On November 9, 2002, nearly 200 leaders from 16 people groups gathered at the Boston Missionary Baptist Church for an event called the Multicultural Leadership Consultation. Gregg, Doug and Judy Hall, and a diverse team worked for over nine months to plan the gathering. The event served to build relationships, heighten awareness, and launch the Multicultural Leaders Council (MLC).

The MLC is comprised of key ethnic leaders from a variety of ethnic groups, currently 15. The aim of the MLC is to find ways to strengthen Kingdom growth in each of the respective people groups, while at the same time seeking to identify with, learn from, and relate to the wider Body of Christ. Gregg explains, “In this unique context, Cambodian leaders can learn from Chinese leaders, Chinese leaders can learn from Haitian leaders, and Caucasian leaders can learn from them all—and vice versa! Also, resources can be shared that can benefit all of the ethnic movements.

“We meet once a quarter, averaging around 20 to 30 leaders. This year we are focusing most of our energies on two areas: corporate prayer and youth ministry development. In both of these, we are working with the infrastructure already in place in the city that wants to see that happen. The Boston Prayer Initiative is fostering corporate prayer. We believe that multicultural collaboration will not happen outside a climate of prayer. In the area of youth ministry development, we are working with Rev. Larry Brown and EGC’s Youth Ministry Development Project. Larry has come to meet with the MLC to let the people of the MLC influence what he is doing, while he influences the work going on among the youth in various ethnic communities by providing consulting, networking and leadership training for youth workers.”

4. Urban/Diaspora Leadership Training

In addition to his work with the Cambodian class, Gregg works closely with Doug and Judy Hall in teaching CUME core courses in inner-city ministry. “I am now considered a ‘teaching fellow.’ That is not quite a full-grown professor! I teach and grade half of the papers, I am responsible for half of the 46 students currently enrolled in Inner-City Ministry. This is a natural fit for me, as those students are African, Asian, Latin American, Jewish, Caucasian, African American—it’s a natural environment for a cross-cultural learning environment.”
A New Cultural Landscape

A flow of new immigrants into Boston and cities and towns of all sizes is altering social and spiritual realities, providing both blessings and challenges to the American church. One of these blessings is the importing of vital multicultural Christianity from around the world. This vitality has produced thousands of vibrant ethnic churches, and is increasingly touching the established American church.

Rev. Dr. Gregg Detwiler embraces the new realities of our multicultural world and is working to find new ways to allow that diversity and cultural mix to influence our response to the Great Commission of Christ. Gregg says, “I am convinced that if churches in America effectively reach and partner with the nations at our doorstep, God will increase our effectiveness in reaching the nations of the world.” To Gregg, this hope is not merely a theoretical idea or a worthy goal, it is a reality he enjoys every working day.

[published in Inside EGC, March-April, 2005]

Boston-Berlin Partnership

Vision for an ongoing transcontinental relationship between Emmanuel Gospel Center (EGC) and Gemeinsam fuer Berlin (GfB) (Together for Berlin)

I. History of Partnership

The vision of EGC’s Intercultural Ministries is to connect the Body of Christ across cultural lines to express and advance the Kingdom of God in the city, the region, and the world. Building relationships and creating learning environments are essential to achieving this vision. Among its networks with urban ministries globally, Emmanuel Gospel Center is connected with Gemeinsam fuer Berlin a ministry organization in Germany since 2006, whose mission statement is: “Through a growing unity among believers in committed prayer and coordinated action, the Gospel of Jesus Christ shall reach all areas of society and people of all cultures in Berlin, so that the evidence of the Kingdom of God will increase, thus causing a higher quality of life in the city.”

In 2008, among others Dr. Doug and Judy Hall, president of EGC, traveled to Berlin to speak at GfB’s biannual conference, TRANSFORUM. The growing interest in nurturing that partnership to share experiences and start a mutual learning process was deepened at the conference, where the Halls also met Dr. Bianca Duemling. Rev. Axel Nehlsen, the executive director of GfB, has also visited EGC twice to cast the vision of mutual learning.

In March 2010, Bianca Duemling came to Boston for two months to learn about EGC’s approaches to intercultural ministries. As a result of her experience, a partnership has developed between EGC and GfB. Bianca has served in Boston as the Assistant Director of Intercultural Ministries at EGC from November 2010-December 2013.She spent several weeks a year in Germany to enhance learning, through trainings and seminars in both cities. In April 2013, a group from Berlin came to Boston to learn more about Living System Ministries, had mutual learning sessions and were able to share what God is doing in Berlin.

II. Partnership Vision:

Although Bianca returned to Berlin in December of 2013, the desire is to continue the partnership as it is a historic opportunity to connect the experience of two cities. Emmanuel Gospel Center is committed to partner with Together for Berlin specifically in five areas of partnership:

(1)  Advancing Intercultural Ministries in Berlin

Germany has never had a good reputation of being welcoming to foreigners. The immigration and citizenship laws make it very difficult for immigrants to feel at home in Germany. Until 1997 the German government denied that Germany is an immigration country despite the fact that more than 19,5% of the Germany’s population has an immigrant background. In the last 15 years, politicians and citizens began to acknowledge the situation as a huge challenge. The history of denial of the immigration reality has deeply impacted the German Churches perception of the demographic change. First, the Church is largely unaware that a considerable percentage of the immigrants in Germany are Christians who gather in vibrant immigrant churches. They are the fastest growing churches in Germany, but largely isolated from participation and involvement in the wider body of Christ. Second, the Church is generally not equipped to embrace the diversity in their neighborhood and reach out in a redemptive manner to the world on their doorsteps.

Immigrant churches play an important role in the deeply desired revitalization of the reformation heritage. Therefore, it is a huge need to connect churches across cultural lines to manifest intercultural unity as well as equip the Church to embrace diversity within their communities and beyond.

In the past five years, a small number of innovative German rooted churches and some Christian networks - including GfB - have started to work toward a growing awareness and advocate for seeing diversity as an opportunity.

(2)  Development of the ‘Berlin Institute for Urban Transformation’

In Germany, there is not yet a center for urban ministry education, despite the fact that 75% of the German residents are living in urban areas. In the past year the vision to provide contextualized urban ministry education has become more concrete. This led to a partnership between GfB and the ‘Theologisches Seminar Rheinland (TSR)’ (a non-denominational theological seminary), represented by Dr. Rainer Schacke of Berlin. A working group has formed to advance the idea of the ‘Berlin Institute for Urban Transformation’. Dr. Bianca Duemling has been invited to be a key player in this development. Her experience in Boston, and EGC’s expertise in contextualized urban ministry education and their partnership with the Boston Campus of Gordon Conwell Theological Seminary (GCTS) is a very valuable resource in supporting these developments in Berlin.

(3)  Applying and Testing ‘Living System Ministry’

Over the last several decades Emmanuel Gospel Center has developed “Living System Ministry”, a ministry approach based on systems thinking. LSM involves 1) learning the dynamics of key systems through Applied Research, 2) Identifying places (leverage points) in those systems where the church (broadly defined) can make a difference, and 3) equipping leaders associated with these systems and leverage points. GfB has been inspired by this approach and wants to apply it in their context. This gives EGC the opportunity to learn how LSM can be applied in a post-modern European environment and further refine their tools, concepts and best practices.

(4)  Mutual Learning

Culturally and politically, Boston and Berlin are very different cities. Nevertheless, there are many opportunities for mutual learning and discovery of what God is doing in their specific cultural context. Berlin is a post-Christian city, especially because half of the city has a communist heritage. The Church in Berlin had to painfully learn how to navigate through this reality and learn to connect with people and contextually share the Gospel. Boston is facing similar challengings presented from a rising post-Christian reality. The Church in Boston can learn from Berlin’s experience and together explore how to engage in post-Christian cultures.

Boston is a diverse city, 80% of the churches have a minority background. The Church in Boston has been learning for the past 50 years what it means to become a diverse body of Christ and is well aware of the challenges and stumbling blocks in the journey toward intercultural unity. 25% of Berlin’s population is migrants.

These are two examples where mutual learning can take place. The vision is to develop a system of team learning through regularly scheduled conference calls, skype meetings and sharing written materials. The transcontinental collaborative would be strengthened through in person meetings and conferences held every 2-3 years in alternating cities.

(5)  Other Collaboration Possibilities

Besides the above-mentioned main areas of partnership other possibilities of collaboration can develop depending on grant possibilities. Opportunities for comparative research and training projects can be explored. It has also been noted that other cities in Germany that have a relationship with GfB might also benefit from some of the initiatives listed above.

If you want to learn more about the Boston-Berlin Partnership and get involved, please contact Bianca Duemling.

EGC’s Multicultural Milestones

For EGC, the 2010 Ethnic Ministries Summit was not a one-time event as much as another step along the way in our participation in and encouragement of the Kingdom of God in Boston expressed in all its cultural diversity. Here are a few of the milestones for EGC as we have watched God building his church in Boston, anticipating the church described in Revelation.

1969: EGC helped run a summer-long evangelistic program in inner-city parks, collaborating with 40 diverse churches and 150 workers; 7,000 hear the Gospel, 500 respond and are followed-up; this program continues for years and neighborhood churches take an increasing amount of responsibility to run their own evangelism outreach programs

1970: EGC opens La Libreria Español-Ingles, a bookstore to serve Boston’s growing Hispanic church community

1972: The Curriculum Project develops culturally relevant inner-city Sunday School curriculum, trains urban Sunday School teachers, coordinates urban education conferences

1976: EGC helps Gordon-Conwell found the Center for Urban Ministerial Education (CUME), an urban seminary well designed to serve and develop leaders in Boston

1981: Marilyn Mason joins staff, and serves three years to start creating networks with and among Boston’s Haitian community

1985: Rev. Soliny Védrine starts work as Haitian Minister-at-Large to support the growth of the Haitian church system, and is still on staff today

1988: Rev. Alderi Matos joins staff as Brazilian Minister-at-Large and serves until 1993

1988: Rev. Judy Gay Kee starts International Networking ministry, a relationally based ministry to find, encourage, and network Diaspora missionaries serving their homelands from Boston

1989: Rev. Eduardo Maynard joins staff as Minister-at-Large to the Hispanic community and serves 11 years

2001: Rev. Dr. Gregg Detwiler joins staff to develop Multicultural Ministry, now EGC’s Intercultural Ministries

2002: EGC supports the development of Hispanic pastors association, COPAHNI, helping them win a grant to establish the Institute for Pastoral Excellence to train and support Latino pastors

2002: EGC sponsors the Multicultural Leadership Consultation in Roxbury to bring together leaders from major ethnic communities around Boston, and produces a companion research report called Boston’s Book of Acts

2004: Rev. PoSan Ung begins serving Greater Boston’s Cambodian community as Minister-at-Large

2007: Intercultural Leadership Consultation—400 Christian leaders from 45 ethnic and cultural groups gather in Lexington; publishes New England’s Book of Acts to document the various ethnic and cultural streams which make up the church in New England

2007: EGC’s Intercultural Ministries team begins planning for their part in hosting the 2010 Ethnic Ministries Summit in Boston

2010: EGC helped host the 10th Annual Ethnic Ministries Summit: A City Without Walls! (www.citywithoutwalls.net)

[published in Inside EGC, May-June, 2010]

2010: Dr. Bianca Duemling joins staff as the Assistant Director of Intercultural Ministries

2011: David Kimball begins serving as Minister-at-Large, Christian-Muslim Relations

The Story of the Brazilian Church in Greater Boston

The Story of the Brazilian Church in Greater Boston

by Kaye V. Cook, Ph.D. and Sharon Ketcham, Ph.D.

an updated analysis based on work done previously by Pr. Cairo Marques and Pr. Josimar Salum in New England’s Book of Acts, Emmanuel Gospel Center, 2007

Brazilians in New England

About 30% of all Brazilians living in the U.S. reside in New England (approximately 68,197 Brazilians according to the Boston Redevelopment Authority, 2012), and Portuguese is the third most spoken language after English and Spanish in New England (U.S. Census Bureau, 2010). Brazilian churches in the Boston area are strikingly dynamic, and there is significant turnover in pastors as well as attendees, often because individuals go back and forth to Brazil.

What are the strengths and opportunities of the predominant Brazilian-speaking churches in Greater Boston today? Before we answer that question, we need to consider the roots of Boston’s Brazilian church community.

History and Contemporary Context

The history of Brazilian churches in Boston is very much shaped by the context of Brazil. Historically, the dominant religion in Brazil is Catholicism, which was the religion of the Portuguese settlers (Juergensmeyer & Roof, 2012). However, fewer people in Brazil today report being Catholic than in previous generations. Whereas more than 90% of Brazilians reported being Catholic as recently as 1970, 65% reported being Catholic in the 2010 census (PEW, 2013).*

The largest Pentecostal church group in Brazil is the Assemblies of God (Assembleias de Deus) with more than 23 million members (Johnson & Zurlo, 2016). Spiritualist religions, which emphasize reincarnation and communication with the spirits of the dead, are also common. More recently, Protestantism―especially Pentecostalism―has had a major impact with 22% reporting being Protestant as of 2010 (Pew, 2013). The earlier Protestant influence was a result of missionary work and church planting, but most of the major Protestant denominations now have an indigenous presence in the country (Freston, 1999) and today’s Brazilian Protestant church is strikingly indigenous.

Pentecostals in Brazil resist typology because of their rapid growth and diversity. The historical Pentecostals (primarily those growing out of missionary endeavors such as those by the Foursquare Church) emphasize the Holy Spirit, the Spirit’s manifestations in gifts, separation from the world, and a high behavioral code. NeoPentecostals such as participants in the Universal Church of the Kingdom of God, a denomination which was established in 1977, continue to emphasize the Holy Spirit, especially healing and exorcism, and make connections between Christianity, success, and happiness. NeoPentecostals may also move away from a separatist worldview and strict behavioral standards and toward increased cultural integration, and some emphasize prosperity rather than a central focus on Christ and the Bible (Juergensmeyer & Roof, 2012). The movement toward greater cultural integration has opened doors for political activity (Freston, 1999). There is debate however about whether NeoPentecostalism can be reliably distinguished from Pentecostalism (Gedeon Alencar, personal communication, 3 October 2015). Some also suggest that PostPentecostalism is the preferred term for those who operate in a way that is similar to a business, emphasize cultural integration, and bypass the traditional elements of Pentecostalism such as the “central focus on Christ and the Bible,” focusing instead on a prosperity gospel (Juergensmeyer & Roof, 2012, p. 159).

Pentecostals (including NeoPentecostals) comprise 85% of the Protestants in Brazil (Juergensmeyer & Roof, 2012). Five years following the 1906-1909 Azusa Street revivals, the rapid expansion of Pentecostalism reached Brazil through Swedish Baptist missionaries (Chesnut, 1997). Due to urbanization and the growth of the mass media (Freston, 1999), there was simultaneous growth among Pentecostals in the North (Belem) and Southeast (São Paulo) regions. Much of the recent growth in Brazil is accounted for by six denominations, three of which are of Brazilian origin: Brazil for Christ, God Is Love, and the Universal Church of the Kingdom of God (Freston, 1999).** The most rapid recent growth in Brazil among Pentecostals is due to growth in the Foursquare (or Quadrangular) Church, Brazil for Christ, and God Is Love (Juergensmeyer & Roof, 2012).

According to the IBGE Census, in 2010 there were almost 4 million Baptists in Brazil represented by the Brazilian Baptist Convention (affiliated with the U.S. Southern Baptist Convention) and the National Baptist Convention (Renewalist Baptists). In addition, Reformed churches were common such as the Presbyterian Church of Brazil, the Independent Presbyterian Church, and the Renewed Presbyterian Church. Adventists, Lutherans, and Wesleyans were also represented.

Baptists

According to Marques and Salum (2007), Pastor Joel Ferreira was the first Brazilian Minister to start a Portuguese-speaking church in New England. No interviewee knew of an earlier presence. Pastor Ferreira was a member of the National Baptist Church in Brazil and planted a Renewed Baptist Church in Fall River in the early 1980s that grew to about 500 members (Marques & Salum, 2007), also called the LusoAmerican Pentecostal Church. Pastor Joel returned to Brazil in 1991 and later returned to the U.S. where he recently died. Today there are several (perhaps 6-9) churches in Massachusetts that were born from this pioneer church.

Several renewal Baptist church groups exist in New England, including the Shalom Baptist International Community in Somerville led by Pr. Jay Moura and the Igreja Communidade Deus Vivo led by Pr. Aloisio Silva.

American Baptist Churches began a new church-planting movement in Boston in 1991 and planted primarily renewal churches (Marques & Salum, 2007). This movement gained force from 2001 to 2004 when about 20 new Brazilian Portuguese churches were planted in Massachusetts and Rhode Island under the New Church Planting Coordination led by Rev. Lilliana DaValle and Pr. Josimar Salum. This forward movement stalled due to issues of church doctrine. Another group of churches that were established with Baptist connections are the Vida Nova churches including Igreja Batista Vida Nova in Medford (Pr. Jose Faria Costa Jr) and Igreja Batista Vida Nova (Pr. Alexandre Silva).

The Southern Baptists also planted many churches since 1995. There are about 30 of these churches in New England, including the Portuguese Baptist Church in Inman Square, Cambridge (Pr. Silvio Santos), the Celebration Church in Saugus (which was in Malden and Charleston under the direction of church planter Pr. Joe Souza), and the First Brazilian Baptist Church of Greater Boston (also known as the Lovely Church) with Pr. Antonio Marques Ferreira.

Assemblies of God

The first Assembly of God churches in Boston were established by Ouriel de Jesus. He was invited by Pr. Alvacir Marcondes to Somerville in 1985, and under his supervision the Assemblies of God denomination in the U.S. experienced tremendous growth. After September of 2001, Pastor de Jesus said he received a message from God to lead a great revival and began holding revival meetings all over the country and world. Currently, he is the pastor of the World Revival Church in Everett, which now has over 70 congregations throughout the U.S. and in 17 other countries with a membership exceeding 15,000.

Despite Pr. Ouriel’s success at leading revivals and church growth movements, his ministry has been accompanied by a great deal of controversy. As a result, in 2002, the church was expelled from the Assemblies of God denomination in both the U.S. and Brazil. The mother church and those he planted are no longer allowed to call themselves Assemblies of God and instead have taken the name The World Revival Church, later adding “Boston Ministries” (Pinto-Maura & Johnson, 2008). These churches continue to exist under Ouriel’s leadership.

There are 36 Brazilian Assemblies of God churches in Massachusetts, including Igreja Vida Assemblies of God (Pr. Salmon Silva) and Mission Assembly of God (Pr. Joel Assis).

Presbyterians

Several Presbyterian churches are in the Boston area. Christ the King church in Cambridge was established in the early 1980s by Pr. Osni Ferreira, who had a multicultural vision. Several additional Brazilian Presbyterian churches have been planted by this church, including New Life Presbyterian (Framingham), Bethel (Marlboro), and Christ the King (East Boston).

Church of Christ

In 1984, the Church of Christ established the Hisportic Christian Mission (HCM) in East Providence, Rhode Island, led by Rev. Wayne Long with the vision to reach Portuguese-speaking people in New England (Hisportic stands for Portuguese as Hispanic stands for Spanish). In 1990/1991 Rev. Aristones Freitas and Josimar Salum planted the first Brazilian Church in Worcester, Mass. Today there are about 46 churches that have been established through the HCM, of which 26 are in Mass., an additional 10 are in other New England states, and three are in Brazil.

Independent churches. The Foursquare Gospel Church arrived in 1991 and now has several churches throughout New England. These include the Communidade Brazileiro of Framingham, PenteBaptist (Pr. Dimitri Grant) and Malden Portuguese Foursquare Church (Pr. Cairo Marques).

Strengths and Opportunities for the Brazilian Churches in Boston and New England

Strengths

The strengths of the Brazilian churches are many. Some churches have numerous young people, many pastors are committed to preaching the Gospel, and large numbers of lay people who fill these churches take seriously their responsibility to know the Bible and to serve Christ. Brazilians as a group are well-accepted in the community. We heard stories which indicate that this is not always true for individuals, particularly with regard to immigration, but we also saw newspaper articles extolling the benefits that Brazilian churches have brought to the community! Brazilian churches can and often do reach out to contribute to their larger communities.

Nevertheless, there are many challenges, including the language barrier, how immigrants can participate in the larger culture and retain their Brazilian culture, immigration issues, and high levels of turnover among church attendees, in part because of immigration. In a series of interviews conducted in 2015, virtually everyone mentioned the challenge of finding affordable meeting space. Many churches do not have their own buildings, and, if they do, they struggle to maintain them. Renting space is increasingly expensive, and there are often problems parking near urban churches. Difficulties surrounding meeting together, an essential aspect of being a church, results in significant stress in the community.

These churches have other struggles as well. Converting new people to Christ is often hard. There is a need to raise up new pastors, because many pastors have been in the U.S. for several decades. It can be difficult to recruit young people to such a challenging ministry and one focused specifically on the Brazilian community.

Some challenges come from outside the churches and others from within. Networking among Brazilian pastors is challenging even though there are some groups that meet regularly, including BMNET (Brazilian Ministers Network), Brazilian Prayer Network of Boston, and Pastors Fraternal Union in Fall River. When asked during an interview to name the single thing that would be most helpful to them, pastors frequently said that they would like better contact with other Brazilian pastors. Nevertheless, multiple factors can limit opportunities for networking:

• Journeyman pastors work a full-time job in addition to pastoring and lack time for networking.
• Instability in church membership as members return to Brazil contributes to pastor overload and burnout.
• Pastors may compete among themselves for church members.
• The needs of first, second, and third generation immigrants are difficult to navigate. For example, churches struggle with whether to have services in English or maintain evening services as in Brazil versus the American way of holding morning services.

Opportunities

The opportunities for growth and change are many. Among them are these:

1. The Brazilian population in Massachusetts is estimated by the 2005 census to be approximately 84,000 individuals, many of whom are not in church. There is great potential for church growth within (and outside) the Brazilian population.

2. Brazilian churches can get more involved with the local and global realities, e.g., by supporting other church efforts such as limiting human trafficking.

3. They can perhaps better educate their members about the problems with the prosperity gospel, and the financial abuses that are too often perpetrated against church members (including the Ponzi scheme called Telex Free in which some pastors participated).

4. They need to strategize for the future, as more and more of their members speak English and either ask for changes in Brazilian churches, or leave for English-speaking churches.

The Brazilian churches have much to teach the larger community. Church planting appears to be a primary focus for Brazilian Christians and virtually every church visited had either already engaged in church planting or hoped to at some point. Many churches also feel called to send out missionaries. Even though we were unable to get an estimate of the number of missionaries commissioned, anecdotal evidence suggests that there are surprisingly many missionaries from these churches. And finally, at least one of these churches feels called to minister not just in their local community but around the world. In a church community that was itself not financially flush, the church has supported orphanages in Brazil and dug a much needed well in a needy community without a church, while also supporting ministries in Africa. This level of commitment is remarkable and challenging to mainstream American churches.

In conclusion, the size, energy, number of young people, and commitment to church growth in Brazilian churches should inspire the Global Church. The needs are great, and the opportunities are many for serving those engaged in these impressive churches and for ministering together in the larger community.

Endnotes

*Johnson and Zurlo (2016) report approximately 76% Catholics and 28% Protestant. These numbers refer to the percentage of all Brazilians and demonstrate that some Brazilians claim dual affiliation or membership in more than one community of believers. By their estimate, the number of dually affiliated believers is 13% of Brazilians, many of whom claim to be both Protestant and Catholic. Their estimate is based on an effort to provide a more precise estimate than the 2010 census, in part by collecting information from additional sources than the census and in part by allowing individuals to report belonging to more than one religion.

**The remaining three churches are the Assemblies of God, the Four-Square Church, and the Christian Congregation (Freston, 1999).

References

Boston Redevelopment Authority. (2012). New Bostonians 2012. BRA Research Division Analysis.

Chesnut, R. A. (1997). Born Again in Brazil: The Pentecostal Boom in Brazil: The Pentecostal Book and the Pathogens of Poverty. New Brunswick: Rutgers University Press.

Freston, Pl. (Jan-Mar, 1999). “Neo-Pentecostalism in Brazil: Problems of Definition and the Struggle for Hegemony.” Archives de sciences sociales des religions. 44E, No 105, p. 145-162.

IBGE (Institute Brazileiro de Geografia e Estatistica) (2010). Census. http://censo2010.ibge.gov.br/en/ censo-2010 Accessed 6.27.2015.

Johnson, T. M., & Zurlo, G. A. (Eds.) (2016) World Christian Database. Leiden/Boston: Brill. Accessed at worldchristiandatabase.org/wcd on 1 January 2016.

Juergensmeyer, M., & Roof, W. C. (Eds.) (2012). Encyclopedia of Global Religion. Thousand Oaks, CA: Sage Publications.

Marques, C., & Salum, J. (2007). The Church among Brazilians in New England. In R. Mitchell & B. Corcoran (Eds.), New England’s Book of Acts. Boston: Emmanuel Gospel Center.

Pew Research Center (2013). Brazil’s Changing Religious Landscape. http://www.pewforum.org/2013/07/18/brazils-changing-religious-landscape/ Accessed 6.28.2015.

Pinto-Maura, R., & Johnson, R. (2008). Abused God. Maitland FL: Xulon Press.

U.S. Census (2009). ActivitiesUpdate_June09. Accessed on 8.2.2015 from http:// www.henrietta.org/index.php/doccenter/2010-us-census-documents/6-june-2009-census-2010-activities-update/file

This essay updates the story of the Brazilian Church in Greater Boston as told in New England’s Book of Acts (2007), originally published by the Emmanuel Gospel Center in preparation for the October 2007 Intercultural Leadership Consultation. The earlier version was written by Cairo Marques and Josimar Salum, and work on the current document began by talking with them as well as 45 other Brazilian pastors and lay people in the Greater Boston community. Their observations are integrated into the comments above. —Kaye Cook and Sharon Ketcham, February 24, 2016.

__________

See the original 2007 article on the origins of the Brazilian church movement in New England in New England’s Book of Acts.

Toward a More Adequate Mission-Speak

A church-planting movement requires mutual understanding and agreement that can only come from a common and adequate language.

Hidden Treasures: Celebrating Ministries to the Nations

Hidden Treasures: Celebrating Ministries to the Nations

A Manual for Organizing and Planning An Event in Your City

Resources for the urban pastor and community leader published by Emmanuel Gospel Center, Boston

Emmanuel Research Review reprint
Issue No. 90 — June 2013

Introduced by Brian Corcoran, Managing Editor

The vitality of the church in Boston and New England is connected to vital expressions of the church around the world through hidden relational networks and ministries. Discovering and nurturing the development of these networks, ministries, and their leaders helps nurture the growth of the church broadly and locally. Although often unnoticed or undervalued, these leaders and their ministries are specially gifted and effective in reaching unreached people groups in Boston and back in their homelands. Their proximity and presence also provides the opportunity to develop and experience a more culturally diverse expression of the church that includes people from every tongue, tribe, and nation. Because of this, these leaders are a treasure in our city and in God’s Kingdom that need to be recognized and celebrated.

With this in mind, Intercultural Ministries of the Emmanuel Gospel Center equips churches and ministries to embrace their multicultural future and helps them navigate crosscultural challenges and opportunities. They network, train, and consult with churches and organizations that want to promote effective intercultural ministry. The Hidden Treasures event in August 2012 was designed to bring awareness to effective diaspora ministries in New England; build and strengthen intercultural ministry relationships that honor God and provide greater capacity for doing collaborative Kingdom work; identify potential partners, volunteers, and interns for their respective ministries; and raise funds for the participating partners/beneficiaries.

Rev. Dr. Gregg Detwiler, Director of Intercultural Ministries, and Dr. Bianca Duemling, Assistant Director, created this manual to tell the story of the event, share what was learned, and provide a practical guide to encourage, inspire, and inform churches how to do the same.

1. Jeb Shaker (l.) with Paul Biswas (r.), 2. PoSan Ung, and 3. Torli Krua. (Rod Harris photos.)

Contents:

1. Introduction

2. Context for Hidden Treasures of the Kingdom Uncovered

3. The Hidden Treasures Event – a Pilot Project

4. Building an Intercultural Ministry Team – Reflection on Hidden Treasures’ Team Development

5. Practical Steps for Organizing a Hidden Treasures Event

6. Conclusion

1: Introduction

This Hidden Treasures Manual is a tool for churches interested in working with diaspora* leaders and connecting them to the wider body of Christ in their region. It aims to help you develop and organize an event in order to raise awareness for and celebrate what God is doing among diaspora populations in your neighborhood. Such an event provides a great opportunity for you to connect and build partnerships as well as to explore mission and outreach opportunities.

The idea for this manual emerged after the event “Hidden Treasures of the Kingdom Uncovered – Celebrating Ministries to the Nations in our New England Neighborhoods” took place on August 25, 2012, in Greater Boston. Intercultural Ministries of EGC was asked by other ministry leaders to coach them in developing a similar event in their cities.

Following this introduction in Section 1, the manual’s four main parts are these: Section 2 describes the context of the event, followed by a glimpse of our experience of the actual event in Section 3. As building a functional team is critical to Hidden Treasures, in Section 4 we use our experience of Hidden Treasures to reflect on aspects of building an intercultural ministry team. And in Section 5, we offer practical steps for people whose intent is to organize a similar event. We end with a brief conclusion in Section 6.

We hope our reflection and experience inspire and assist you and other churches and ministries to initiate similar events.

*The Greek word diaspora is found throughout the New Testament and is used to describe scattered or displaced people. We use the term to describe any first-generation people who have left their original homeland either by force or by choice. As such, it is an umbrella term referring to refugees, immigrants, and internationals. The term is increasingly being used in sociological and popular literature, for example, the African diaspora, the Asian diaspora, etc.

2: Context for Hidden Treasures of the Kingdom

The face of the United States of America is changing and diversifying. Although it is diversifying religiously, the majority of immigrants are Christians.* Through immigration and globalization, God has brought wonderful diaspora leaders/ministries to our country. These leaders have effective ministries and are passionate to reach their cities and the nations for Christ. The tremendous asset of diaspora leaders is having direct access and trust to minister to their own ethnic group, some of whom belong to “unreached” people groups. Because of a shared immigration experience, it is easier for these diaspora leaders to build relationships and trust with members of other ethnic groups than Euro-American Christians would be able to.

There is much potential in these ministries; however, many are under-resourced and isolated. Due to sociological marginalization, as well as cultural and language barriers, they find it difficult to present their ministries to other potential partners (churches, organizations and individuals). These diaspora leaders and their ministries are like “Hidden Treasures” among us. As they are such a spiritual enrichment and resource to New England as well as other regions in the U.S., Intercultural Ministries of EGC seeks to uncover these treasures and connect them to the wider body of Christ. Emerging from this desire, the idea of the 2012 Hidden Treasures event was born. Its goal was to celebrate these leaders and their ministries by being an advocate and creating space for relationship building, partnership development, and fundraising.

Our goals for this event were to:

• Bring awareness to effective diaspora ministries in New England,

• Build and strengthen intercultural ministry relationships that honor God and provide greater capacity for doing collaborative Kingdom work,

• Identify potential partners, volunteers, interns for their respective ministries, and

• Raise funds for the participating partners/beneficiaries.

*R. Stephen Warner, “Coming to America – Immigrants and the faith they bring,” Christian Century, February 10, 2004, 20.

3: The Hidden Treasures Event – a Pilot Project

On August 25, 2012, 160 guests came together at North Shore Assembly of God Church to celebrate ministries to the nations in New England.

As the focus of the evening was the diaspora leaders and their ministries, we will introduce them before we describe the development of the evening.

Young Africa/Universal Human Rights International. Rev. Torli Krua is a Christian leader who came to the U.S. as a refugee from his war-torn country of Liberia. Torli has started a small African congregation the Roxbury neighborhood of Boston and serves the wider African community in many ways, including advocating for an urban community vegetable garden for the poor to grow produce as a means of basic sustenance. Moreover, he is involved in initiatives of service and advocacy of justice for African refugees. Torli also serves as a catalyst for Christian community development in his home country of Liberia.

South Asian Ministries of New England. Pastor Paul Biswas comes from a Hindu background in Bangladesh. After becoming a Christian he was involved on many levels of national leadership in the Church in Bangladesh. Since coming to the Boston area, Pastor Paul has started several Bengali and South Asian house churches in New England to reach out to South Asian Muslims and Hindus. Moreover, Pastor Paul’s vision and passion is to equip and partner with other churches in reaching out to their South Asian neighbors.

Living Fields: Cambodian Ministries International. Pastor PoSan Ung is a survivor of the Killing Fields of Cambodia. He planted a church among the Cambodian population in Lynn, MA. He also serves as the director of Cambodian Ministries International at EGC. In this role, Pastor PoSan is serving the Cambodian Christian community across New England in leadership and ministry development. Moreover, Pastor PoSan is a valuable resource to the existing Church in New England in reaching out to Buddhist peoples. Pastor PoSan is also involved in Christian leadership development in Cambodia.      

Compassion Immigration Ministry. Marlane Codair, a certified paralegal with years of experience in serving the immigrant/refugee community in Greater Boston, founded a church-based and government-certified Compassion Immigration Ministry. She serves immigrants and refugees in the Greater Boston area with competent legal counsel to assist with immigration-related issues and practical assistance such as English classes. Marlane’s work benefits not only her local church and community, but especially it serves the wider Christian community in practical ways to serve diaspora people in our region.

Next, we will describe the flow of the Hidden Treasures event itself.

We opened our doors at 5:00 p.m. The first part of the evening was an informal time of mingling where people could visit the ministry displays. Each of the featured ministries had a ministry display, representing their work and sharing their needs and collaboration opportunities. During this arrival time, guests also had the opportunity to participate in the silent auction.* The guests could bid on a variety of items, many of which (such as scarves and purses) were handmade in the home country of the diaspora leaders. Ministry T-shirts, flags, and jewelry also were available.

Around 5:30 pm we officially welcomed everyone and opened the buffet with a prayer by a representative of the host church. The buffet was amazing as people brought traditional food from their home countries.

Around 6:15 pm we started with the main program. Rev. Dr. Gregg Detwiler (director of Intercultural Ministries) gave an introduction into the theological context of diaspora ministries. He emphasized that all throughout the Bible, from Genesis to Revelation, God always used the movement of people over the face of the earth as one of the major means to express and advance His Kingdom. In fact, there is a whole theology of diaspora movement from Abraham to the Old Testament exiles to the scattered saints in Acts to John the Revelator on the Isle of Patmos.

God has always used the movement of people for the purposes of His Kingdom, a reality which can be also seen today in New England. Emmanuel Gospel Center refers to the growth of churches from different ethnic backgrounds over the last four decades as the “Quiet Revival.” We call it “quiet” because a lot of people did not know it was happening but, in fact, hundreds of churches were started during this time period.**

After this brief introduction, it was time for our “Hidden Treasures” to share about their calling and ministry. We asked each diaspora leader to bring a group of people affiliated with their ministries to perform a piece of music or dance in between the presentations. After that, a person connected to the specific ministry introduced the leader, shared what he or she appreciated about the leader, and encouraged the audience to be generous in their giving. Each of the leaders shared seven minutes about their ministries.

After all the presentations were finished, Gregg Detwiler emphasized the importance of their ministries in advancing the Kingdom of God in New England and invited people to give generously. The envelopes and response cards were distributed to each table and then collected and placed in a sealed envelope (which was taken to EGC, which was handling the finances for the evening.) The program ended with some worship songs led by a worship team from the host church.

Subsequent to the program, there was a dessert buffet with time given for the guests to visit the ministry and silent auction tables again.

In summary, it was a wonderful evening of fellowship and celebration. It was great to learn about what God is already doing among the diaspora people and give him praise for that. We raised about $6,000 in total (which was divided evenly among the four featured ministry partners), and many connections across cultural lines were made. There was much ethnic and generational diversity. Moreover, around 25 different ministries and churches and 15 different denominations were represented.

*Silent auctions are auctions held without an auctioneer. The items are placed on a table with a description and a starting bid. People place their bids on sheets of paper instead. People either can bid with their names or with numbers they receive at the registration.

**For a discussion of what is meant by the Quiet Revival, see this blog.

4: Building an Intercultural Ministry Team – Reflection on Hidden Treasures’ Team Development

In this section, we will describe the composition of our 2012 Hidden Treasures Team, as well as reflect on the process of building an intercultural ministries team that is capable of doing a project like Hidden Treasures.

We use the term “intercultural” rather than “multicultural” because we feel it better conveys the values of mutuality, interrelatedness, and interdependence.

Our 2012 Hidden Treasures core team was comprised of seven members. By nature of the project, our team was inherently diverse, comprised of:

• A 60-year old Liberian male

• A 40-year old Cambodian male

• A 55-year old white female

• A 58-year old Bangladeshi male

• A 34-year old German female

• A 52-year old white male

• A 28-year old white female.

Team members were also diverse in variety of other ways, including diversity in ministry roles and in their relationship to diaspora people.

• Three are ordained pastors, serving diaspora populations; one is ordained but not pastoring; five are leading organizations/programs they founded, all serving diaspora populations; and one is a student on a culturally diverse urban campus.

• Two came to the U.S. as refugees, one as an immigrant, one as an international Christian worker.

• Four were born in countries outside of the U.S., three in the U.S.

Next, we will explore important aspects of building a healthy intercultural ministry team, including a description of how we built our team. Bruce Tuckman’s classic “developmental sequence of small groups” is a helpful framework to describe the process. Tuckman describes five stages of developing a team: forming, storming, norming, performing, and adjourning. Forming is when a new group convenes and is oriented toward achieving a particular task. Storming is the next stage and often involves intragroup conflict and resistance to group influence and task requirements. Norming occurs when in-group openness, cohesiveness and alignment develop, as well as the adoption of new standards and roles. Performing is the stage when group alignment and energy is channeled into creativity and constructive action. Adjourning is the final stage in the life cycle of a team when, due to the completion of a task or changes within the team, the team adjourns. In this final stage the main activity is self-reflection and group reflection.

Initially, Tuckman described four stages but in a subsequent 1977 article, Tuckman added a fifth termination stage, adjourning. The diagrams in this manual only reflect the first four. And while Tuckman first described these stages in a linear static manner, he subsequent began to envision these stages in a more dynamic cyclical manner. In our view, this cyclical version seems more consistent to the way things actually work in real life group development, and can be diagrammed in the following manner.

In this version of the model, the stages are not linear and relating to a point of time but cyclical and continuous. Members of the group continually seek to maintain a balance between accomplishing tasks and building interpersonal relationships in the group. We have found this balance to be a critical point to keep in mind: the process of building healthy relationships and a healthy team is equally important to the task, especially in intercultural teams.

Recognizing the all-pervasive ingredient of cultural diversity in team development may be demonstrated by adding a cultural backdrop (pink shaded area) to the model as follows:

This slight variation of the model illustrates how cultural diversity overlays the entire process of intercultural team development with cultural influences that add complexity to each of the elements of normal team development. Keeping these cultural influences in mind is critical in developing healthy intercultural teams.

To better understand how cultural differences affect team chemistry and functioning, consider a model of cultural orientation developed by Douglas and Judy Hall, called Primary and Secondary Culture Theory. Note the differences between the two cultural orientations.

Primary Culture	Secondary Culture
1. Relational need-satisfaction	1. Economic need-satisfaction
2. Extended family systems	2. Nuclear or adaptive families
3. Oral communication	3. Written communication
4. Informal learning	4. Formal learning
5. Spiritual explanations of reality	5. Scientific, objective, cognitive explanations of reality

In culturally diverse teams it is likely that each team member will be predominantly one or the other of these cultural orientations. For most of us, this will be determined by the dominant cultural orientation in which we were raised. Simplistically speaking, most first generation diaspora people identify as primary culture people while most middle- and upper-class Western-born people identify as secondary culture people. For intercultural ministry teams operating in the U.S., it is important to have team members from both of these cultural orientations, as each bring different strengths and weaknesses. (For more, see Doug Hall, Judy Hall, and Steve Daman, The Cat and the Toaster: Living System Ministry in a Technological Age, Eugene, OR: Wipf & Stock, 2010, p. 21.)

As we consider the contrasts noted in the table above, it is important to reflect on how people from each of these cultural orientations function and get their work done. Primary culture people rely more on oral communication than written communication and learn more through modeling than formal classroom settings. Secondary culture people tend to be the exact opposite. In primary culture, work gets done by relying heavily on relationships while in secondary culture work gets done by hiring people to do it. Understanding these cultural differences is part of the process of gaining the cultural competence necessary to creating healthy intercultural teams.

Note: Cultural Competence is a term that first appeared in human services literature in 1982 and has increasingly been used in fields of health care and, more recently, business. Cultural competence requires that organizations have a defined set of values and principles, and demonstrate behaviors, attitudes, policies and structures that enable them to work effectively cross-culturally. This includes having the capacity to (1) value diversity, (2) conduct self-assessment, (3) manage the dynamics of difference, (4) acquire and institutionalize cultural knowledge and (5) adapt to diversity and the cultural contexts of the communities they serve. It also means incorporating the above in all aspects of policy making, administration, practice, and service delivery, and systematically involve consumers, key stakeholders and communities. Adapted from: Terry Cross, Barbara Bazron, Karl Dennis, & Mareasa Issacs, Towards A Culturally Competent System of Care, Vol. 1 (Washington, DC: Georgetown University Child Development Center, 1989).

Having understood the cultural realities described above, it is not difficult to imagine the challenges and benefits associated with having a team comprised of people from both cultural orientations. In fact, it is precisely this reality—along with the challenges and benefits—that calls for an innovation like our Hidden Treasures project. Because we live in a rapidly changing and globalized world where primary and secondary culture people are increasingly intermingling, we must learn how to do ministry together in this new reality. And this learning must happen in multiple directions. Primary culture people must learn now to navigate in a dominant secondary culture, and secondary culture people must see and learn how to relate to primary culture people. Where these two cultures meet is a tremendous leverage point for Kingdom transformation, partnership, and growth, IF we learn how to build healthy intercultural teams and partnerships.

Tuckman’s stages of group development

Let’s now turn to describing and reflecting on the process we used in creating a functional intercultural ministry team to envision and implement our Hidden Treasures project, along with considerations for others who would like to create Hidden Treasures teams in their own communities. We will use Tuckman’s stages of group development to reflect on our process.

See Tuckman, Bruce W., 1965, “Developmental Sequence in Small Groups” Psychological Bulletin, 63, 384-399. This article was reprinted in Group Facilitation: A Research and Applications Journal – Number 3, Spring 2001.

See also Bales, R. F., 1965, “The Equilibrium Problem in Small Groups” in A. P. Hare, E. F. Borgatta and R. F. Bales (eds.) Small Groups: Studies in Social Interaction, Knopf.

Forming. As noted above, our Hidden Treasures team was diverse by design, comprised of leaders from both primary and secondary cultural systems. Intercultural Ministries (IM) of Emmanuel Gospel Center was the initiator of the project and convened a group of diverse leaders to envision, plan, and implement the project. IM selected team members from a large pool of trusted diaspora leaders we have worked with in recent years. Each of the leaders selected has a proven and effective ministry, but also is under-resourced due to social and cultural separation within the wider body of Christ.

An important consideration for other ministry organizations that might wish to conduct a Hidden Treasures event is to take the time necessary to develop trusting relationships with all of the prospective Hidden Treasures partners. We have found that storytelling is an effective entry point for building this trust. Ideally, as in the case of our event in Boston, partners should be selected from known and trusted leaders.

Storytelling involves team members sharing portions of their life and ministry journey. Storytelling gives opportunity for team members to become vulnerable with one another and is a means for building a foundation for doing ministry together. Equally important to the actual storytelling is the skill of active listening from other team members. (Read more about the renewed interest in the role of storytelling within the Church by searching articles at Christianity Today magazine here.)

Storming. Storming is a normal and necessary part of team development. In team development among culturally diverse teams, storming is inevitable. Storming may result for any number of reasons: interpersonal conflicts, vision alignment, wrestling over defining roles on the team, and cultural misunderstandings. Teams must be prepared for and expect these types of storms.

On the other hand, it is important to note that these storms need not turn into a destructive hurricane! In the case of our Boston Hidden Treasures team, many of these storms were largely avoided because our team already knew one another and had a high degree of trust. Moreover, our team was comprised of leaders with a high degree of cultural competence skills and experience. The most significant storming we had was in the area of role expectations—helping team members to find roles according to their unique strengths—but even this was minimal.

Norming. Because of the aforementioned assets, the Boston Hidden Treasures team was able to come to vision alignment early in the process. The strengths of individual team members were harnessed and employed for the project. Roles were assigned with an awareness of each team member’s strengths and weaknesses, with a good blend of both primary and secondary cultural gifts. In our event, it was easy to see the strength of primary relationships among the diaspora leaders in that they were the most effective at recruiting people from their relational networks to participate.

Performing. When the norming process is done effectively, high performance in accomplishing the mission is a joyous fruit. Such was the case with the Boston Hidden Treasure event. This is not to say there were no glitches in the performance and execution of the event. There certainly were glitches, but they were minimal, mainly to do with “time” issues in the program, such as starting a bit late and underestimating the time it would take to serve food, etc. We sought to mitigate the potential time orientation conflict that is common among primary culture people (event-orientation) and secondary cultural people (clock-orientation) by asking all of our teammates—primary and secondary—to arrive to the event early and to plan each portion of the program with time limits in the forefront of our minds.

Adjourning. Adjourning is a part of every group’s life cycle, but it is important that as a group prepares to adjourn there is a season of reflection on both the past experience and future endeavors. Evaluation and reflection should not be viewed as a nice optional activity, but rather as a core value. In the case of the Boston Hidden Treasures team, we reflected on the event, our process as a team, and future considerations. Although our team adjourned, our team members continue to work with one another in myriad ways. In this manner, the Hidden Treasures process was a catalyst for building greater networks and capacity for working together. Moreover, team members are hopeful to see Hidden Treasure events multiplied in other cities and are committed to do what we can to see that occur.

The Importance of a Safe Learning Environment

One final point we would add about building an intercultural ministry team is the importance of a safe learning environment. Every healthy team – especially healthy intercultural teams – must nurture a safe learning environment to navigate the various stages of team development, to nurture strong relationships and to perform at a high level.

In order to move beyond superficial, polite relationships and to create a basis for hard questions, a safe learning environment is essential. Such a safe environment does not just happen, but needs to be created intentionally, which is not an easy undertaking. All our practical attempts need to be accompanied by prayer and the invitation of the Holy Spirit into the process.

Some of the practices and characteristics that help to create a safe learning environment are confidentiality, being a good listener, not judging one another but considering the best in one another, and being committed to one another’s growth. Moreover, it is important to not look down on those who confess their sins, temptations, or weaknesses. Focusing on our own issues rather than on others' is as important as avoiding ‘cross-talk’, which is being too quick to give unsolicited advice to others or trying to fix the other person.

On the other hand, being in a safe environment does not necessarily mean that we feel at ease and emotionally light. Therefore, it is good to know that a safe environment is not a pain-free environment, as growth is often painful. Additionally, it is not only about ‘me’ feeling safe, but also about helping ‘others’ to feel safe. It is not a place for expressing raw emotions without considering the effect this sharing will have on others. A truly safe environment welcomes different perspectives so it does not require a uniformity of opinion.

It is easy to describe what a safe environment is and what it is not, but how can we actually create a safe environment? The following diagram describes The Process of Creating & Reproducing a Safe Environment.

The original process diagram and article about ‘Developing Safe Environments for Learning and Transformation’ can be found in the Emmanuel Research Review, Issue No. 80 — July 2012, reprinted here.

The starting point for creating a safe environment is (1) willingness. It needs a community or organization that desires to create a safe environment. The next step is (2) skilled leadership to guide and nurture a safe environment. After that, (3) a group learning process has to take place to agree on and define qualities of a safe environment. A safe environment is not created once and will be there forever. It is very fragile and requires (4) skilled leadership that will model and maintain a safe environment. Moreover, a regular (5) reality check to assess the status quo is important. A community or organization can only progress if there is the willingness to be honest about where they are in the journey. This leads to the next step, (6) the continued practice through ‘action-reflection’ learning, and finally the hope is (7) reproduction, where members of the community or organization reproduce safe environments in their spheres of influence.

Building intercultural ministry teams that have the capacity to create and produce events such as Hidden Treasures is a critical need in our changing multicultural world. Healthy intercultural teams can serve as model for fostering intercultural ministry partnerships. Following the pattern described above can serve as a guide for developing such teams.

5: Practical Steps for Organizing a Hidden Treasures Event

Every event requires a lot of details to remember in order to have a smoothly run event. Before going into details, we want to emphasis that there is not one perfect way to organize such an event. A lot of flexibility is needed, especially in the context of intercultural events. There are different cultural approaches to items such as RSVPing or coordinating the food, but experience shows that everything comes together at the end, especially if there is strong relational basis.

Team. Before thinking about logistical details, the planning team needs to be formed and a host church or organization needs to be found. The planning team ideally consists of a project coordinator and assistant who lead the planning team, convene the meetings and connect the dots; the diaspora ministries leaders (no more than three per evening, ideally from three distinct people groups) who are the primary beneficiaries of the event; and a contact person from the host church who coordinates the logistics and communication with the host church. The diaspora leaders need to be selected carefully. In the case of the Hidden Treasures in Greater Boston, we chose the diaspora leaders with whom we had had had relationships for many years and knew that they were actively looking for more partnerships in the region. Besides following existing relationships, there are many creative ways to select the partners, such as selecting leaders from a specific geographical region or by a specific people they are serving or by a particular ministry such as serving the second generation or families.

As mentioned in the previous section, building a functional intercultural team is essential even though it requires more time investment. It is important that all team members own the event and have the same vision.  Any sort of competition can be counterproductive for such an event. Besides the planning team, a team of volunteers to help during the event is also needed.

Each of the planning team members needs to take on one or more of the following areas of responsibility.

Host Church. It is critical to find a good host church that not only provides space, but also is a partner that is genuinely interested in diaspora ministry and willing to affirm leaders of different ethnic background within its own congregation. Ideally, a host church should take this project on as part of the expression of its vision, thus becoming a stakeholder and not just a provider of space.

The requirements for the host church would comprise following aspects:

• To have one or two members of the congregation to serve on the planning team.

• To raise up a diverse group of volunteers from the congregation to help in the event itself.

• To donate the space for the event.

• To help administer the logistics for the event.

• To consider giving a donation toward the fundraising aspect of the event.

• To promote the event among their folks to participate.

Depending on the relationships between the planning team and the host church, as well as its capacity, it might not be realistic that all these requirements are fulfilled.

Budget. One of the goals of the Hidden Treasures event is to raise support for the diaspora leaders and their ministry. Therefore, the expense should be kept as low as possible. For that reason we decided, for example, to have a potluck dinner.

Ideally, a sponsor can be found before the event to cover the expense of the event. The budget varies depending on the setting, the amount of in-kind donations, and how many people are expected. Our expenses added up to $425 with approximately 160 attendees including children.

There are two big areas of expense.  First was the invitation, including printing flyers, reply cards, postage, envelopes and labels. The second area is the expenses related to the event itself, such as paper plates, cups, plastic ware, tablecloths, napkins, table or room decoration, tea, coffee and cold drinks. Moreover, it includes the printing of donation response cards and envelopes.

We had several volunteers who donated their professional skills, designing the invitation flyers and taking photographs.

Fundraising Aspects. As indicated above, one of the goals of the Hidden Treasures event is to raise support for the diaspora leaders and their ministries. In order to do it well, one non-profit organization or church needs to handle the finances. In some cases, such an organization will take administrative fees for the processing and bookkeeping. These costs need to be added to the expenses.

In order to raise funds, we had different strategies. First, we asked people for matching grants and sponsorships. Second, in the invitation we encouraged people to donate even if they were not able to come. Third, after the ministry presentations, we provided donation cards (to collect contact information) and asked people to contribute right then, in any amount they chose. We accepted cash, checks (made payable to the sponsoring organization) and credit cards. Each donor put his or her donation and donation card into an envelope that we provided and then sealed the envelope. Then these sealed envelopes were collected and put into a large manila envelope that was sealed and taken to the sponsoring organization for processing and receipting. And fourth, we had the silent auction. Winners were announced at the end of the evening, and each winner put his or her payment and response card into an envelope and sealed the envelope. The sealed envelopes with auction payments were put into a large manila envelope that was sealed and taken to the sponsoring organization.

After all expenses are deducted, the funds that were raised through donations to the freewill offering were divided equally among the ministries of the diaspora leaders.

For the silent auction, each ministry received the total of the winning bids for the items that ministry contributed.

Invitation/Marketing/Distribution. The major task before the event is mobilizing people to come to the event. Everyone on the planning team needs to use their contacts and relationships and intentionally invite people to the event. In order to invite people, flyers need to be designed and printed. Although it is more expensive and time intensive, it is important to send individualized invitation letters (including a response card and return envelope) to selected individuals or churches. Additionally, the event should be advertised through social media and email invitation to general mailing lists.

It is also helpful to create a website with further information about the diaspora ministries, an online donation option, as well as directions to the venue.

Evening Coordination. The evening coordination consists of three main parts: logistics, food/kitchen, and program. Ideally one person of the planning team is the champion for one of these areas and has a group of volunteers to assist.

Logistics. The logistics comprise setting up tables and chairs as well as decoration, making sure that all materials for the evening (such as donation cards, envelopes and program hand-outs) are produced and distributed, nametags are purchased, and so on.

Food/Kitchen. In case of a potluck dinner, all participants mobilize their networks and churches to contribute to the buffet. The food/kitchen team receives the food and makes sure things are kept warm or prepared adequately. Besides coordinating the food, this team needs to make sure there are enough plates, cups, silverware and napkins. They also need to prepare the cold and hot drinks and are responsible for cleaning up.

Program. Before the evening program starts, the program leader makes sure the welcome committee is instructed (although we asked people to RSVP, we chose not to have a registration list or preprinted name tags at the entrance), the sound/music equipment is set up, and all the people involved know the flow of the program and when they perform. Ideally, the program leader is also the MC throughout the program. See section two for the program flow.

Evaluation of the Event. As mentioned in section three, the final part of a team process related to a time-restricted project is adjourning well. Evaluation is a key element in such a process. A great method to evaluate a Hidden Treasures event is using the six thinking hats developed by Edward de Bono (de Bono, Edward, Six Thinking Hats, New York, Back Bay Books 2nd edition, 1999.) It basically helps to reflect on the event from different perspectives. Each hat has a different color and aspect to look at, as listed below. You certainly can expand the questions of each hat.

White Hat: “The facts, just the facts” - What were the basic facts about the event/ministry?

Yellow Hat: “Brightness & Optimism” - What were some of the most fruitful and positive things observed in the event/ministry?

Red Hat: “Express your emotions” - What “feelings” did you experience or observe?

Black Hat: “Critical thinking; Hard Experiences” - What were some of the distracting or disappointing or least fruitful aspects of this event/ministry? Were there elements that were missing that could have been helpful? Were there any things that felt particularly unproductive or even counterproductive? Where did we miss the mark?

Green Hat: “New Ideas, new possibilities” - What new concepts or new perceptions emerged in or through this event/ministry? What implications might these new understandings have on future ministry?

Blue Hat: “Next Steps” - What do you feel might be some “next steps” we need to move this process forward in a positive growing direction?

6: Conclusion

Overall, the Hidden Treasures event on August 25, 2012, was a wonderful time of fellowship and celebration with a diverse representative of the body of Christ. The evening was a tremendous blessing for the diaspora leaders as well as the participants. The greatest challenge we faced was not being able to effectively secure representative of Euro-American churches or ministries to build partnerships between majority and minority culture.

The evening clearly reminded us how rich the body of Christ in our region is, but also the challenges of being better connected with one another and how little we use the resources God has sent to New England via all the diaspora leaders. It is challenging for diaspora leaders to gain access in the Euro-American church context due to social and economic disparities as well as the mere lack of relationships. Therefore, being an advocate, bridge-builder, and agent for reconciliation between majority and minority culture is one of the main missions of Intercultural Ministries of Emmanuel Gospel Center.

We hope that you will join us in this mission!

Christian Engagement with Muslims in the United States

Resources for the urban pastor and community leader published by Emmanuel Gospel Center, Boston

Emmanuel Research Review reprint
Issue No. 87 — March 2013

Introduced by Brian Corcoran, Managing Editor, Emmanuel Research Review

Rev. Dr. Gregg Detwiler, Director of Intercultural Ministries at the Emmanuel Gospel Center, serves as host of a video conversation on the topic of Christian Engagement with Muslims in the U.S., which he hopes “will encourage many to reach out to our Muslim neighbors.” The conversation took place on February 22, 2013, and the panel was comprised of:

• Dave Kimball, Minister-at-Large for Christian–Muslim Relations at EGC;

• Nathan Elmore, Program Coordinator & Consultant for Christian-Muslim Relations, Peace Catalyst International; and

• Paul Biswas, Pastor, International Community Church – Boston.

In the first half of the conversation, panelists address “Positive Christian Interactions with Muslims,” which include questions regarding motivation, personal experience, peace-making, and transparency. In the second half, panelists address “Objections and Challenges to Christian Engagement with Muslims,” where they touch on militant Islam, “normative” Islam, “Chrislamism,” interfaith dialogue, and how a local church congregation might respond to a nearby mosque.

We have provided a link and brief description of each of the ten videos, which were produced by Brandt Gillespie of PrayTV and Covenant for New England in a studio located at Congregación León de Judá in Boston. At the end of this issue, we have included a short list of resources suggested by the Intercultural Ministries team of EGC.

Positive Christian Interactions with Muslims

Part One: What is your motivation for working toward positive Christian – Muslim relations?

Dr. Gregg Detwiler, Director of Intercultural Ministries at EGC, introduces the subject of Christian-Muslim relations. He introduces his guests: Dave Kimball, Minister-at-Large for Christian-Muslim Relations at Emmanuel Gospel Center; Nathan Elmore, Program Coordinator & Consultant for Christian-Muslim Relations, Peace Catalyst International; and Paul Biswas, Pastor, International Community Church – Boston.

Gregg asks his guests what their motivation is for working toward positive Christian-Muslim relations.

Part Two: What are some positive ways you are personally relating to Muslims?

Gregg asks for some positive ways the panelists are personally relating with Muslims and the Muslim community. Nathan describes a “holy texts study” and other initiatives in his role as a minister at Virginia Commonwealth University. Dave talks about his love for Arab culture and his lifestyle of relating to Muslims on a daily basis.

Part Three: What are some other examples of positive Christian engagement with Muslims?

Paul describes ways he is personally relating to Muslims by building friendships, practicing hospitality, and hosting interfaith dialogues. Gregg tells the story of how a Muslim friend named Majdi cared for him when he was sick and challenges Christians to get to know Muslims on a deeper level. Dave shares a dream he has about seeing Christians and Muslims serving together, and Nathan describes some of the recent initiatives of Peace Catalyst International, including “Communities of Reconciliation” and the Evangelicals for Peace Conference held in Washington, D.C. (See http://www.peace-catalyst.net.)

Part Four: Do peacemaking Christians compromise the truth of the Gospel?

In this segment, Gregg presses his guests on the issue of Christian peacemaking by asking if this approach waters down a commitment to the truth of the Gospel. Nathan points out that the Great Commission and the Great Commandment cannot be separated but must go hand-in-hand. Nathan also suggests that not only must we be committed to the message of Jesus but also the “motives and manners” of Jesus. Dave admonishes us to be forthright in sharing the Gospel as part of our authentic Christian witness. Gregg points out the biblical mandate is to live out the doctrine of the incarnation in the way we relate to Muslims before we seek to have a theological conversation about the incarnation.

Part Five: Christian Transparency: What would you say to a Muslim who might be watching this video?

The panelists emphasize the importance of being transparent about our identity as followers of Jesus. Paul speaks of being upfront about who we are (followers of Jesus) and what we want to do (to bear witness to him). Dave speaks about how there are individuals on both sides that may seek to broadly demonize the other side, and we are seeking to counter this. The segment ends by asking each of the panel members to share a word with any Muslim friends who might be watching the video.

Objections & Challenges to Christian Engagement with Muslims

Part One: What about militant Islam?

Gregg frames the subject of challenges to Christian engagement with Muslims in the U.S. by referring to a continuum of response from hostility to naivety. Panel members respond to question: What about militant Islam? Nathan reminds us that militant religiosity is not the sole property of Islam, nor is it as universal among Muslims as some Christians seek to paint it. Dave warns us about the dangers of stereotyping others and the importance of not being paralyzed by fear and hostility. Paul shares his perspective about militant Islam from a South Asian perspective.

Part Two: What is normative Islam?

Gregg asks his guests to respond to the question: What is normative Islam? Dave responds to the question with a question: What is normative Christianity? Paul points out that just as many Christians misunderstand Islam, many Muslims misunderstand Christianity. Nathan reminds us that Muslims themselves should answer the question of normative Islam rather than Christians.

Part Three: Are you in danger of becoming a “Chrislamist”?

Gregg explores with panel members the possibility of compromising Christian truth in the process of promoting interfaith relationships with Muslims. Various subjects are explored, such as “the Common Word” initiative and the threat of being labeled as “Chrislamists.” Gregg concludes by pointing to Jesus as our model when he came “full of grace and truth.”

Part Four: What is the value and limitations of interfaith dialogue?

Gregg explores with panel members the question: What is the value and limitation of interfaith dialogue? Paul underscores how dialogue is the only way to overcome misunderstandings on both sides. Nathan describes how dialogue can be a form of hospitality and lead to authentic friendship. Dave emphasizes the need for discipline and commitment in the dialogue process and that interfaith dialogue (also known as “meetings for better understanding”) can open doors and create space for God to work.

Part Five: What steps could be taken by a church that is in close proximity to a mosque?

Finally, the panel explores the question of how a local church might respond to a mosque that is in close proximity. Dave counsels that a good starting point is for a church to get some good training. Nathan discusses the posture of the church by admonishing with the truism: “One cannot fear what one has chosen to love.” Gregg tells a story of dropping by a local mosque to meet the Imam and some surprising lessons learned in the process. Paul advises that churches should not view a mosque as a threat but as an opportunity for Christian witness.

Resources

The following resources have been suggested by the Intercultural Ministries department of EGC.

Bell, Stephen & Colin Chapman editors. Between Naivety and Hostility: Uncovering the best Christian responses to Islam in Britain. Crownhill, Milton Keyes: Authentic Media, 2011.

Goddard, Hugh. Christians and Muslims: From Double Standards to Mutual Understanding. London: Routledge Curzon, 2003.

McDowell, Bruce A., and Anees Zaka. Muslims and Christians at the Table: Promoting Biblical Understanding among North American Muslims. Phillipsburg, NJ: P&R Pub., 1999.

Metzger, Paul Louis. Connecting Christ: How to Discuss Jesus in a World of Diverse Paths. Nashville: T. Nelson, 2012.

Nichols, Laurie Fortunak., and Gary R. Corwin. Envisioning Effective Ministry: Evangelism in a Muslim Context. Wheaton, IL.: Evangelism and Missions Information Service, 2010.

Peace Catalyst International www.peace-catalyst.net

Tennent, Timothy C. Christianity at the Religious Roundtable: Evangelicalism in Conversation with Hinduism, Buddhism, and Islam. Grand Rapids, MI: Baker Academic, 2002.

Volf, Miroslav. Allah: A Christian Response. New York: HarperOne, 2011.

Developing Safe Environments for Learning and Transformation

Resources for the urban pastor and community leader published by Emmanuel Gospel Center, Boston

Emmanuel Research Review reprint
Issue No. 80 — July 2012

by Rev. Dr. Gregg Detwiler, Director, Intercultural Ministries, EGC

I would like to address a question that we have been asked over and over again by Christian leaders and organizations that we have consulted and collaborated with in our work. It goes something like this: How does our organization (or church, denomination, school, etc.) develop a safe environment where our capacity to see personal and corporate transformation in and through our organization (church, denomination, school, etc.) is greatly enhanced? Or to put it another way, how can we experience transformation in our organization so that we have greater capacity to be an agent of transformation in our world?

A Model for Personal and Organizational Transformation

Over the past decade, we have with consulted many organizations on the topic of organizational change. In this process, I have often shared a model—or archetype¹ — that describes the elements necessary for personal and organizational transformation. I say “personal and organizational” transformation because it is impossible to have one without the other. In our context, we often apply these principles to intercultural work but they are transferable to any desired change.

The elements involved can be illustrated in the following Venn diagram:

Figure 1: Model for Transformation

A brief definition of each element follows:

1. Prophetic Vision is seeing God’s intention for a given situation and seeing the present reality as it really is. Our primary source for prophetic vision is the Word of God, but there are other sources that are also important: the community of faith, the leading and illumination of the Holy Spirit, and social/systems analysis. This prophetic seeing will always reveal a “gap” representing the distance between God’s high calling and where we are in relationship to that high calling. This prophetic seeing must be done with humility, recognizing that as humans we “know in part and prophesy in part.” Hence, prophetic vision is best done in community where others are permitted to share their perspective to help the learning organization fill in the picture as completely as possible and to arrive at “shared vision.”
   

2. Prophetic Voice is declaring what we believe God would have us do at this point in time and space. Like prophetic vision, prophetic voice must also be shared and affirmed by a particular Christian community/organization for it to have any traction. While prophetic vision and prophetic voice can arise from anyone within a given Christian community/organization, it must be embraced and endorsed by the “authorizing voice” of that community/organization for it to gain legitimacy and traction.
   

3. A Functional Infrastructure must be put in place to carry out the prophetic vision and voice. The core of this infrastructure is an aligned functional team and the necessary support structures to do the work.
   

4. A Safe Environment is the necessary context for any and all three of the elements above to work and, hence, is perhaps the most important of the four elements. It is also, in my experience, the element most missing in Christian ministry, and the one that most often derails personal and organizational transformation. A safe environment is necessary for a community/organization to come together to understand prophetic vision, agree on prophetic voice, and build and maintain a functional infrastructure. A safe environment involves establishing, honoring and maintaining honest and loving relationships that have the capacity to sustain and learn from the inevitable conflicts that always arise in the journey of transformation.

Reflections on How To Develop a Safe Environment

The main question of this paper deals with this fourth element: a safe environment. Time and time again in our consulting practice, we hear our clients say something like this: “We clearly see the necessity of creating a safe environment for learning and transformation but we have one question, how exactly do we develop a safe environment?” What follow is a first step in attempting to answer that question.

What a Safe Environment Is and Is Not

Before answering that question, however, let’s first describe what a safe environment is and is not.

When I am consulting with a Christian group, I often get the group to reflect on this question by taking them to what I call “the most unpracticed verse of the Bible”—James 5:16. I read to them the verse from the New International Version: Therefore confess your sins to each other and pray for each other so that you may be healed. Or, my preferred rendering of this verse from the Message paraphrase: Make this your common practice: Confess your sins to each other and pray for each other so that you can live together whole and healed.

I then ask them a series of questions: Do we really “do” this verse in the church? Is it our “common practice”? The answer, “No, not so much.”

Then I follow with, “Why don’t we practice it?” The reply: “Because people don’t feel safe enough to do it.”

I then ask, “What would it take to make it safe enough to actually do it, to make this our common practice? What are the qualities that describe a safe environment?” The lists of qualities are always very similar, things such as:

• Trust

• Confidentiality

• Being a good listener

• Not judging others

• Patience and longsuffering

• Considering the best in one another

• Not looking down on those who confess their sins/temptations/weakness

• Not “defining” others by "freeze-framing” their identity by the sins/temptations they confess

• Avoiding “cross-talk” (being too quick to give unsolicited advice to others)

• Focusing on our own “stuff” rather than on others' “stuff”

• Gaining trust and asking permission before attempting to speak into someone else’s life

• A commitment to one another’s growth

It is also important to explicitly state what a safe environment is NOT. Many people identify the elements above but still misconstrue what a safe environment is because they do not understand the subtler elements of what a safe environment is not.

A safe environment is NOT:

• A pain-free environment (growth is often painful)

• Only about “me” feeling safe (it is also about helping “others” feel safe)

• Uniformity of opinion (a truly safe environment welcomes different perspectives)

• A permission slip for being obstinate, unyielding, and unwilling to work for the common good

• A “free-for-all” for expressing raw emotions without considering the effect this sharing will have on others

Steps To Developing a Safe Environment

After describing what a safe environment is and is not, the next issue is how to get there. It is one thing to be able to describe a safe environment, it is another thing altogether to be able to create and nurture it. The following diagram describes the process I have observed in creating, nurturing and reproducing safe environments.

Figure 2: The Process of Creating & Reproducing a Safe Environment

Let’s now describe each of the stages of the cycle in more detail.

1. Willingness: A Community/Organization That Desires to Create a Safe Environment

The first step required to enter this journey is “willingness.” As the common quip goes, “A man convinced against his will, is of the same opinion still.” Not many high-level organizational leaders will say that they do not want a safe environment within their organizational culture, but many simply have never experienced a safe environment themselves to the degree that they can provide the necessary leadership to cultivate it within their organization.

So the first step, plain and simple, is to find an organization or a community or (more likely) a subset within an organization/community that is willing to pursue a greater intellectual and experiential understanding of what a safe environment really is. In some cases—in a highly dysfunctional organization, for instance—the starting point may necessitate seeking out a safe environment outside of the organization.

2. Skilled Leadership to Guide in Nurturing a Safe Environment

The importance of skilled leadership cannot be overstated. This leadership may come from within the community or from outside it. The real issue here is the quality of leadership. There are certain prerequisites that a leader must have in order to serve as a guide to others in a journey toward a safe environment.

The first and foremost indispensable quality is that the leader must have already experienced the power of a transformational safe environment herself. It is impossible to reproduce and to guide others in what we ourselves have not experienced. The best guides are those who have tasted deeply of the refreshing waters of a safe environment for themselves.

The second quality is that the leader must be whole enough.² “Whole enough” to have a healthy self-awareness, to appropriately share their journey with others, and to assist others in their journey. The term “whole enough” means that the leader is self-aware of her own brokenness and has already taken significant steps in her own healing journey. Some of the characteristics of a “whole enough” leader are as follows:

• The whole enough leader is one who knows and can articulate her own self-identity in all of her complexity—good, bad and ugly. This self-awareness is demonstrated in her ability to see that she is (as we all are) “wonderful, wounded and wicked” and that God has taken this total package and has begun a process of healing and transformation. As such, the whole enough person can freely acknowledge her brokenness while at the same time seeing her goodness as a beloved child of God made in his image.
  

• The whole enough leader is one who has learned how to appropriately share his own healing journey as a gift to others. As the whole enough one is secure in the love of God, he is able to share not only his strengths with others but also his weaknesses. As weaknesses are shared, others are called out of darkness and hiding into a place of safety, light and healing.
  

• The whole enough person has been exposed to a safe environment to a sufficient degree that she understands the structural and spiritual elements necessary for nurturing a safe environment for others. In other words, the whole enough person is familiar enough with the air of a safe environment to recognize what it feels like and is skilled enough to know how to foster such an environment for others.

3. Group Learning About the Qualities of a Safe Environment

It is not enough for a leader to merely embody a safe environment; he must also lead a group of willing souls to consider together what a safe environment is and is not, what it looks like and feels like.

The aforementioned exercise (Group Reflection on James 5:16: confessing our sins to one another) is one of the most effective means I have found for leading a group into a better shared understanding of the qualities that comprise a safe environment.

Another technique is to get members of the group to consider the safest environments they have every encountered in their lives—places where personal and corporate transformation was made possible—and to get them to describe the qualities that were present in those environments.

4. Skilled Leadership that will Model & Maintain a Safe Environment

Once the group has reflected together and has a shared vision of what a safe environment looks like, the leader must lead the way by modeling a willingness to be vulnerable in sharing his own journey. The leader must be willing to share personal testimony that is authentic, transparent and bears witness to the power of transformation within a safe community. Not only must the leader model this, he must remind the group of the qualities of a safe environment and establish some basic ground rules that can help maintain it.³

It is also important to add here that creating and maintaining a safe environment is not like taking a straight-line stroll to the top of a mountain, but is more like a circuitous path of hills and valleys. It is often hard work because it involves fallen creatures that sometimes rub one another the wrong way. In truth, a journey toward a safe environment is not for the fainthearted; it requires ample supplies of humility, long-suffering, repentance, grace, and growth. It is important for participants to understand that this is the nature of the journey and that this reality, in fact, is part of what makes it transformational.

5. Reality Check: A Community/Org that is willing to be Honest About Where They are in the Journey

As a group reflects together on what a safe environment looks and feels like, and as the leader models and seeks to nurture a safe environment, the group will naturally begin to reflect on whether their group and their larger organization/community is a safe place. This sober assessment needs to be encouraged. If a community or organization is unwilling to honestly evaluate where they are in the journey, there will be little hope to see progress within the larger community. In many cases, safe environments must first take hold in smaller subsets of a community/organization before the larger community can be affected to any significant degree.

6. Continued Practice Through “Action-Reflection” Learning

The task of creating and nurturing a safe environment is not a destination but a continuous journey of “action-reflection.” Action-Reflection learning means that there is continuous effort given to putting into practice the qualities of a safe environment and continuous commitment to reflection, learning and evaluation throughout the journey. We learn how to be a safe community by practicing.

7. Reproduction: Members of the Community/Organization Reproduce Safe Environments in their Spheres of Influence

As members of a community/organization taste of the transforming power of a safe learning environment, they will naturally be drawn to bring its influence into their spheres of influence. In fact, I have found that people who have tasted of a safe environment will have a thirst for more and will want to bring it to others within their community/organization and beyond. This point goes back to the Genesis design that God’s creatures “reproduce after their own kind.”⁴ People who have experienced a safe environment, making personal and corporate transformation possible, will naturally seek out other willing souls and begin the cyclical process described in this paper over again.

Conclusion: Make this your common practice

When the three elements described in the Transformation Model (Figure 1) are practiced within the context of a safe environment, personal and corporate transformation is made possible. Examples of this transformation abound in both the personal and corporate spheres. I have experienced this in my own life, in our own work in Intercultural Ministries, and in our consulting with other organizations. A familiar example—on the personal level—that many people in our society would recognize is Alcoholics Anonymous, but there are many others.⁵

FOOTNOTES

¹ In the discipline of Systems Thinking, a systems archetype is a structure that exhibits a distinct behavior over time and has a very recurring nature across multiple disciplines of science. The foundational text that Systems Thinkers often refer to is The Fifth Discipline: The Art and Practice of the Learning Organization, by Peter Senge (Currency Doubleday: New York: 1990).

² I learned the term “whole enough” as a participant in a healing ministry called Living Waters. Living Waters is one of the most effective programs I am aware of in nurturing a safe healing environment, especially for those who have experienced relational and/or sexual brokenness. To learn more about Living Waters, visit http://desertstream.org.

³ These qualities and ground rules were mentioned previously in this article under the subheading “What A Safe Environment Is & Is Not.”

⁴ Genesis 1:11-12

⁵ For copies of these case studies please contact the author.

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Rev. Dr. Gregg Detwiler is the Director of Intercultural Ministries at Emmanuel Gospel Center. The mission of Intercultural Ministries is “to connect the Body of Christ across cultural lines…for the purpose of expressing and advancing the Kingdom of God… in Boston, New England, and around the world.” Gregg works with a wide cross-section of leaders from over 100 ethno-linguistic groups. His ministry largely involves applied research, training, consulting, networking, and collaboration, especially related to intercultural ministry development.

Prior to joining the staff of EGC in 2001, Gregg served for 13 years as a church planter and pastor of a multicultural church in Boston and was elected as the overseeing Presbyter for the Northeast Massachusetts Section of the Assemblies of God. He served for five years as the Pastor of Missions & Diaspora Ministry at Mount Hope Christian Center in Burlington, Massachusetts. He earned his Doctor of Ministry in Urban Ministry in 2001 from Gordon-Conwell Theological Seminary in Ministry in Complex Urban Settings. His thesis, Nurturing Diaspora Ministry and Missions in and through a Euro-American Majority Congregation, has provided much of the direction of his ministry in recent years. Raised in Kansas, Gregg graduated from Evangel University and the Assemblies of God Theological Seminary in Springfield, Missouri. Gregg and his wife, Rita, live in the Boston area and have three children.

Click to Learn more about EGC's Intercultural Ministries.

Sol's Story: Come to Boston Brother! We Need You!

“In June of 1972, I was discouraged because a year had gone by since I had graduated from seminary, and I hadn’t raised a penny to go back to Haiti, which had been my goal. So after preaching at a church in New York City, two ladies asked me whether they could join my wife and me for a night of prayer. We agreed, and I said, ‘Please ask the Lord to tell me what to do! I heard the call for the ministry, but now I have been trying to raise funds to go to Haiti and I cannot raise any money. If he has something else in mind, let me know.’”

Soliny Védrine was born in L’Asile, Haiti, one of seven children of a tailor, Sauveur Védrine, who, at great financial sacrifice, sent Sol away to school in Port-au-Prince at age 14. Sol eventually graduated from the university with a law degree, married, and came to the U.S. to study at Dallas Theological Seminary. But then, Sol hit an impasse.

“By the time the two ladies left, we were tired and hungry. We were glad we prayed, but we were glad they left! That afternoon, one of the sisters came back and said, ‘We have found the answer to your prayer.’ I wondered, was it Haiti? Miami? The sister said, ‘Boston.’

“‘Boston!’ I said. ‘How do you know?’ She said, ‘Mr. Jean-Pierre, who lives in Boston, just came to spend the weekend with us. And he keeps complaining that Haitians are pouring into Boston by hundreds yet there are no churches. So I tied up his complaint with your request!’

“She put me in contact with Mr. Jean-Pierre, who said, ‘Come to Boston! We need you. Haitians are coming from New York to Boston. You should come, brother. Come!’”

Six months later, Sol and Emmeline obeyed God’s call to go to Boston. There they found two small Christian fellowships serving a rapidly growing population of Haitians. Assuming their full-time job was ministry, Sol and Emmeline began to meet with Haitian families to share the Gospel and their dream about starting a church. But when their first baby was due and they had no money, Sol took a secular job as a welder for eight months and then as a bookkeeper for eleven years, while working many hours developing the church.

Meanwhile, Haitians continued to move to Boston, and by the 1980s, new churches were starting every few months. Marilyn Mason, a missionary with EGC, began to build relationships among the Haitian pastors, and soon recognized that Pastor Sol had a strong vision to see pastors working together for effective, city-wide ministry. She asked Doug Hall, EGC’s director, if he couldn’t find a way to help Sol leave his accounting job to dedicate himself full time to helping grow Haitian churches. Several Haitian leaders said the same thing, so Doug made the call.

“We met for lunch and Doug talked to me about whether I would be willing to leave my accounting job and come by faith to the Gospel Center to begin these connections,” Sol says. “The strange thing was that that was my prayer, too! It was my dream to create a forum where pastors could have fellowship and discuss problems. On November 4, 1985, Sol joined EGC as Minister-at-Large to the Haitian Community.

Today, Boston has the third largest Haitian community outside Haiti, behind Miami and New York City. There are about 200 Haitian churches in New England, with about 60 in Greater Boston supporting a population of over 70,000 Haitians. EGC’s Haitian Ministries International works to encourage and strengthen Haitian pastors in Boston and to facilitate Haitian churches working together to serve others.

Pastor Sol’s work includes counseling and consulting with pastors and ministry leaders in Boston and across the Haitian diaspora; assisting Haitians immigrating to Boston, especially since the earthquake; and organizing evangelistic, discipleship, and training programs that serve the Haitian community in Boston and beyond.

Pastor Sol also teaches seminary classes for emerging Haitian leaders at Gordon-Conwell Theological Seminary’s Boston campus, and he continues to serve as senior pastor of the Boston Missionary Baptist Church, which he and his wife founded in 1972.

by Steve Daman

Mutual Empowerment of Christian Leadership Across Culture

by Bianca Duemling, Intercultural Ministries Intern, Spring 2010

A City Without Walls, the April 2010 Ethnic Ministries Summit in Boston, was a big and joyful event. The seminars and plenary sessions were encouraging for some and challenging for others. But overall, it was a powerful celebration of the diversity and beauty of the Body of Christ. Many people felt that worshipping together was like a glimpse of heaven, a taste of how it will be when all people come together before the throne of God from the North and South, the East and West. 

Such experiences and conferences are indeed important for reminding us of the beauty and power of the Body of Christ, as the reality of everyday relationships is too often far from united or powerful. Cultural misunderstandings, theological controversies, and power issues influence our relationships and encounters between churches of different ethnic backgrounds and denominations.

Having studied and been part of the developing relationships between immigrant and mainline churches in Germany for the past five years, two questions are always in my mind when I am in an intercultural church setting, such as the Summit. First, how can Christians overcome the ethnic segregation in our countries and be role models in living out unity in diversity? And second, how can relationships among cultural groups and churches be transformed from conflict or oppression to equal partnerships?

There are no simple and clear answers to these questions. The relationships are complex. Oppression and conflicts are passed down from history. For that reason, I am not in a position to provide answers, but I want to share my observations and thoughts. Needless to say, these are limited to my own white-Western perspective and so I am open to any disagreement and discussion.

During the Summit, I became aware of a challenge I never saw so clearly before.

There are two kinds of realities in our society, our universities, and our churches. The first reality is that we are in the midst of sweeping demographic changes. North America—but also Western Europe—is becoming more colorful. It is a fact that white, Anglo Americans have been the majority culture for the longest part of America’s history. In just a few decades, the whites will be a minority. This will be true for the society as a whole, but also for the churches. Over the past years, there has been a constant decrease in white Christianity and a continuing increase in the number of churches of people of color and various immigrant churches, the very churches in Boston that have led the Quiet Revival. Additionally, some of the larger suburban churches are rapidly diversifying ethnically.

The second reality is that while white Christians are numerically not a majority anymore, especially in urban areas, they hold disproportionally key leadership roles. Moreover, Anglo American churches have never spent as much money on their buildings, ministries, or staff as nowadays. So far, none of this is new to me, but in my analysis of the situation, I was somehow only focusing on how the dominating culture needs to create space for other cultural expressions of faith and leadership, how we need to foster equal partnerships, to empower leaders among people of color, and to share economic resources and access to power. All of this I am still convinced is crucial. But there is another challenge to it. As the demographic reality shows, there will be a natural change so that in a few years, white Christians will be the minority. It is hard to predict the future, but I sense a danger that there is little shift from oppressive to equal relationships, but our roles are only being interchanged.

Having an isolated white Christian minority in a few years would be really counterproductive as the painful segregation of the Body of Christ might only increase. There is a need for mutual empowerment. As a white Christian, I need to be empowered to be a witness to my people, who are less and less interested in the Gospel. But at the same time, I need to empower non-white Christian leaders, as they have been marginalized and oppressed economically and spiritually for so long. In fighting for equal partnerships instead of only power shifts, we all need to make sure that mistakes and oppressive patterns are never repeated. There is a need in the church for secure space to be able to give constructive criticism and to empower without being oppressive and without being perceived as oppressive. And, moreover, we need to overcome the dichotomized thinking of “them and us,” as we are all one Body, baptized with one Spirit, and we all believe in the one God, the Father of our Lord Jesus Christ.

As I said, there is no simple answer to these challenges. But there is a key, and that key is redemption, reconciliation, and forgiveness. Every member of the Body of Christ must honestly question his or her motivation, and must reflect on how his or her culture has given or denied access to resources and power. We have to ask for forgiveness, but we also need to forgive, as we are already forgiven through the Cross.

Bianca Duemling worked at EGC with Rev. Gregg Detwiler to help prepare for the Ethnic Ministries Summit. After she returns to Germany in May, she will defend her Ph.D. dissertation on “Ethnic Churches in Germany and Integration” at the University of Heidelberg’s Institute for the Study of Christian Social Service. She was introduced to EGC through Together for Berlin, a citywide organization with networking ties to EGC. Besides her involvement in intercultural ministries, she is a founding member of “Stiftung Himmelsfels,” a foundation which fosters cooperation between ethnic churches and trains in the area of second generation youth ministry in Germany.

Guest editorial by Bianca Duemling, Intercultural Ministries Intern, Spring 2010