EMQ » April–June 2020 » Volume 56 Issue 2
By James R. Moore
How do we “do church” in a multi-ethnic world? Certainly, there is a biblical mandate, and “Sunday morning divisions”[i] are apparent. Many churches have met the challenge by: (1) renting to another ethnic group; (2) creating an auxiliary ministry to an ethnic group; (3) bringing on a staff member for a separate ethnic ministry, not to mention churches that explore and/or practice multi-ethnic congregational ministry.
Amigos en Cristo Iglesia del Nazareno and Kenosha Family Church of the Nazarene in Kenosha, Wisconsin practice another seemingly unique model. The two congregations maintain their separate identities but have built, co-own, and share a church building where they worship and gather for ministry.
This case study presents the history of a relationship originating in 2005, and explores how the pastors and boards of the churches describe that relationship; articulates what motivated the two churches to join in the common project; examines the current state of the relationship; and describes what the future might hold for the continued partnership. Present strengths, growth points, money, conflicts, ownership, and space are discussed.
The Context
The Church of the Nazarene began a re-plant church work in the Kenosha community in 2000. District church officials initiated two simultaneous church plants—an English-speaking congregation and a Spanish-speaking congregation (primarily Honduran). The English-speaking congregation, Kenosha Family Church (KFC), rented space in a theatre, then in a local middle school to hold weekly Sunday morning worship services. The Spanish-speaking congregation, Amigos en Cristo (Amigos), rented space from a local Baptist church holding their services Sunday afternoon.
In Spring 2005, KFC began internal conversations toward building a facility on a 3.7-acre empty lot in Kenosha owned by the district church. At the urging of district church officials, the conversation quickly included representatives from Amigos. Both congregations were relatively small averaging fifty individuals in weekly attendance and fiscal factors appeared to be a barrier toward building on their own for either congregation.
Conversations ensued between the two church leadership boards toward details, plans, and logistics of building a facility that would serve both congregations. While pursuing funding, the congregations learned two church names on the mortgage was novel enough that lenders did not wish to participate, so the district agreed to be the mortgage holder. Together in November 2008 ground was broken for a 6,000 square feet multi-purpose building and a joint dedication service was held in November 2010.
The Case Study Research
The primary case study research was conducted in fall of 2015 through summer of 2016. Subsequent observations, conversations, and reviews enable the present article to provide current implementation of the field research. Meeting minutes were reviewed, separate interviews with the pastors of both Amigos and KFC churches, and meetings with the board leadership teams of each church were conducted. A joint presentation of the findings with opportunity for questions and follow-up was presented to the boards and pastors in July 2016.
The Early Relationship Described
Early in the relationship Amigos asked, can two cultures really share one building? What will it cost both the cultures who do not understand each other? “We were worried, but the initiation of KFC toward us by inviting us in, enabled us to see the Lord helping it to work.” It was like putting a puzzle together. We felt the love of the Lord in our common board meetings, then among the members as they gathered together. Certainly, it is outstanding, it is “over-natural.” It was a good idea then, and now as well.
KFC began with a partnership mentality viewing the relationship as kingdom unity and love. There was also efficiency in using the building together. Excitement in joining with Amigos, but some trepidation of how it would work was present. KFC feared “dominating” the relationship. Initial logistical concerns are now seen as a “side benefit” (for instance each church cares for cleaning and lawn mowing every other month).
The KFC pastor remarked, “[When I thought about building] I thought why would we be their landlords? We are sister congregations and we are the same denomination and everything. Why wouldn’t we just share 50-50?” Similarly, the Amigos pastor noted, “We started with a blessed Thanksgiving. Family used that to unite us.[ii] Usually as Hispanics, instead of getting together with the Americans, we back away, because it is not our country, and whether we like it or not, there is no trust. But because Family tried so much to get close to us, the people of Amigos accept it.”
A KFC member noted, “I’d say in a round-about-way my expectations haven’t been met because there was the expectation that this could be really difficult, but that hasn’t happened…. I never thought about the potential positive aspects of it. So that certain unknown expectations have come about in a very positive way. It’s been way more positive than I could have imagined.” Both pastors and leadership boards describe the atmosphere of the two churches as one of mutual respect, oneness in Christ, a good and beautiful relationship, and genuine lack of problems.
Beyond the early stages of the relationship, the researcher sought to engage the pastors and leadership boards in describing the present relationship and growth areas, particularly addressing potential challenges of money, conflicts, ownership, and space.
Present Relationship
Both leadership boards described the present relationship in similar ways, leading with the idea of “partnership.” We are two cultures united for one purpose. Christian love is present. God is there. Jesus is the center and the head. We are an extended family, a marriage, united in Christ. We share in stewardship as a functional union.
Amigos noted, “I feel really good about it.” We are brothers and sisters with “NO complaints!” “On a scale of 1–10, I would mark it 1,000” one participant said. This is extra-ordinary, there are no problems another remarked. “Despite our cultural differences, Christ works in our relationship and we love and respect each other.” We are “like the Trinity,” united. We are committed to mutual support (Galatians 6.2), to the relationship, and a heart to talk together.
KFC felt they were “blessed” with an “easy and smooth” relationship. Mutuality in benefit and high mutual respect were noted. KFC sees a “lot more potential” in the relationship and it is “not as pro-active as it might be.” The language barrier was noted, as well as the “daughters” who assist in bridging that language barrier.[iii]
Strengths and Growth Areas
When asked about present strengths and growth areas, Amigos remarked “our strength is in Christ and we love each other and think well of Americans.” The churches shared doctrine was noted, while another mentioned a “shared history and it is ours” together with KFC. The more we are together we are getting closer, and there is a maturity of a growing relationship and a desire to know each other at a deeper level. One remarked it would be good to have more activities together such as seminars, teaching, and a family taco night.
KFC members noted the mutual appreciation and high respect for Amigos. Any shortcomings were described as “trivial.” We are “better Christians because of the relationship.” There is good communication and stewardship of the building. Challenges include some ownership/shared space tensions, facility calendaring[iv], and clutter. There was a call for more common activities, recognizing the language challenge and commuting distance that inhibits such gatherings.[v]
One Amigos member remarked, “The maturity of the relationship is strong. As the years go by, both congregations are learning to accept each other. Even though we do not get to know every member of the church face to face, when one member comes, it is like we are the same [congregation], so we are getting to know each other as time goes by and we have learned to accept the differences that give us personality.” While the Amigos pastor said, “When we talked about getting together, our church responds very well, and they feel good. Actually, they feel VERY good when they see that Family is TRYING to get us close; and Family has done it. And that makes our group feel good toward Family.”
Money
“So far, so good” was the remark from an Amigos board member. This is our church so we pay expenses together and share maintenance, yard, cleaning. The system we have is well organized and we work together with good communication. “God has put in Family’s heart to consider us economically” and “the Americans don’t think less of us because of our income.”
KFC perceived “equal authority; equitable responsibility” as a principle from the beginning. The concern is about Christian fairness, not just fairness. The money system is out in the open, works smoothly, and has never been an issue or disagreement about it.
The KFC pastor explained the financial formula: “We came up with a simple formula because situations change rapidly. Every three months Amigos gives Family an income report for the previous three months. The treasurer combines our incomes for the previous three months and sees what percentage of our combined income each congregation raised. Then any building related expenses are shared expenses. We each simply pay by that ratio. So if Amigos raises 1/3 of the total income, they pay 1/3 of the bills.” The formula generally results in somewhere around a 60%/40% split, though this percent has vacillated plus or minus 5% regularly.
Conflicts
Amigos clearly stated, “love motivates us.” Prayer, conversation, dialogue, and very good communication both ways help to address any conflicts. “Problems don’t get to be real problems.” Though some voiced concern about “avoiding bad thoughts toward the American church.” The calendar “works very well.”
KFC also mentioned the helpfulness of the building calendar. They remarked there are “issues to resolve, but not conflicts” citing the pastors as a conduit to the other church. “We all make sure both congregations are on board before ‘significant’ decisions are made” (such as installing a TV monitor in a classroom, purchasing a lawn tractor, installing an outdoor basketball hoop).
Ownership
With two churches sharing a building in this way, the question of “sense of ownership” was investigated. Amigos indicated they have felt ownership from the beginning. KFC has emphasized, “we are co-owners,” and “we believe it; it is our church.” Two churches own the same place—100% and 100%.
KFC noted equal partnership and decision-makers with the same pride and mutual respect for each other. Neither group has “full ownership, but mutual,” a partnership with 100% stewardship on both sides. Ownership seems to be pretty high, mutual, and strong; however, KFC was concerned that they “take more liberty” and “are more proactive” while wondering if this was a cultural matter.
Space
Amigos remarked that we are two families sharing one home, so it is crowded and there is a need for extra rooms. Space is used well, we feel freedom, though “we probably occupy more time” in the building. “The building of ours is comfortable because it is our house” was the remark. Concern was expressed for the use of the pastor’s offices they “should not need to be used” as they are used for class meetings by both churches. Again, the facility calendar was noted as helpful. KFC also noted more space could be used. What is presently available receives “high utilization.” The use of the building through scheduling has been mutually accommodating.
Possibilities for the Future
“Fear, seminars, and food” was the summary for future possibilities shared by the churches. Fear in the sense of “moving forward incrementally” to “accomplish God’s [unknown] purpose.” Growth in people maturing in the Lord, love, unity as “Amigos and Family in Christ.” Getting to know each other’s cultures and increased contact between pastors, boards, and the congregations. The desire is for our two churches to be recognized in the city as have a “marriage that is working.” Our future includes further building, and the future will be good. We are una familia amigable.
Follow-Up Report
Several post field research findings are noteworthy. Communication and relationship between the two churches continues to grow. A new joint relations team has formed and several initiatives have come out of that including a common visible logo created and posted in the welcome area. Communication between the churches also led to a car caravan to camp with children from both churches. There has been some meeting in the homes of members of the other church for a shared meal. Attempts have been made by some to bridge the language barrier. While some initiatives have begun, much more could be pursued.
Challenges and Recommendations
Five challenges and five recommendations may be derived from the field research and its analysis.
Two of the challenges might be considered systemic, inherent in the situation. The language challenge was predominant in conversations with both churches. Amigos services are in Spanish, and many of their congregants have a limited understanding of speaking English. KFC members have an even more limited understanding of Spanish, though a handful of people either speak or understand at least some Spanish. Translation is imperative in most situations.
Second was a sincere desire to be sensitive to the other culture—whether Honduran or North American. Coupled with this was a genuine desire to understand and learn more about the other culture. This is a potential area for mutual growth between the two congregations.
The three additional challenges might be considered unknown—that is their potential future impact is not presently observable. First was the challenge of growth, whether that being one congregation numerically out-growing the other with a need for greater facility space, or both congregations growing to the point of needed expansion. Second is the continued uncertainty of life in the public civic sphere. Since the time of the field research, this matter in the national context has become even more acute. The climate related to immigration and its reality in church life make the concerns and fears around these matters apparent in board leaders’ minds.
Third is the concern surrounding pastoral change. At the time of the field research both pastors faced difficult health challenges. Since that time the pastor of Amigos has transitioned to ministry outside the Amigos church due to health reasons. The district is in the process of searching for an appropriate new culturally sensitive pastor for the church. One Amigos church member simply framed the dilemma this way—“The new Amigos pastor might be prejudiced to Americans; or the new Family pastor might not accept us.”
Five recommendations or perhaps positive necessary ingredients for partnership clearly emerged in the study. First was the matter of “Christian fairness” in economics. While there is often an economic disparity in two cultures when they enter into a partnership arrangement, Amigos and KFC have deliberately addressed this matter with the shared arrangement for addressing building expenses and maintenance. It recognizes the economic differences in the church communities, yet places mutual responsibility in both. Ten years later, this arrangement continues to work with mutual satisfaction.
A second advantage was the early forging of the partnership at the onset of building planning. Both the process and the building itself is shared by intentional design. This is not an after-thought, driven simply by economics, or an attempt to “help out” a disadvantaged partner. It was an attempt from day one to seek unity for the common Kingdom cause.
A third criterion present is a shared denomination. Such enables joining together for further Kingdom work with those who share similar theological convictions. While the congregations “believe the same” that does not minimize cultural distinctives, but inevitably calls all to a common ecclesial understanding.
Open communication has marked the relationship. This comes with the recognition that responsibility lies with existing members, boards, and pastors to continue to articulate the nature and ethos of the relationship to those who become a part of either church family. Communication, particularly in the face of leadership change, is ongoing to address and enhance.
Finally, the study indicates the American church must move toward the minority culture church in such circumstances. The interviews clearly evidence that the extended hand of the KFC church toward inclusion enabled trust and positive response in the Amigos church. Those in majority church leadership must take the initiative in forming strong partnerships with other cultures.
Amigos en Cristo Iglesia del Nazarene and Kenosha Family Church of the Nazarene share something in common many other churches only dream about; however, the ongoing goal of mutual love and high respect for each other in partnership is critically necessary. May God continue to bless the arrangement described by one member as una familia amigable (one friendly family).
James
R. Moore,
PhD, Associate Professor of Educational Studies, Trinity Evangelical Divinity
School, Deerfield, Illinois. An earlier version of this paper was presented at
the North Central Regional Evangelical Missiological Society Meeting in
Deerfield, Illinois.
[i] Most are familiar with Dr. Martin Luther King, Jr.’s 17 April 1960 statement on NBC’s Meet the Press, “I think it is one of the tragedies of our nation, one of the shameful tragedies, that 11 o’clock on Sunday morning is one of the most segregated hours, if not the most segregated hours in Christian America” (https://www.youtube.com/watch?v=1q881g1L_d8 accessed 8 July 2019); or Michael O. Emerson’s 2000 volume Divided by Faith: Evangelical Religion and the Problem of Race in America.
[ii] It has been the annual practice of the two churches to share a Thanksgiving Dinner together since about 2003.
[iii] Several of the young women of Amigos regularly serve as translators in our joint meetings.
[iv] A common facility calendar that each church records its intended use on mitigates conflicts.
[v] A number of Amigos members reside in an adjacent community necessitating a 15–20 minute commute to the church building.
