- Working Together for Justice and Mercy
- Drawing on the ministry of Jesus Christ to confront injustice and oppression.
- Practicing the radical hospitality of God.
- Identifying and working to overcome explicit and implicit bias in the life of the Church.
- Understanding community context and navigating change with a community.
- Engaging in mission and outreach.
- Building relationships of mutual trust and interdependence.
1. Drawing on the ministry of Jesus Christ to confront injustice and oppression.
I believe that this mark asks me to connect Jesus’ ministry among those who were at the fringes of society, persons who are marginalized, with concrete responses to injustices that are experienced today. When taking a course on Dismantling Racism at Wesley Theological Seminary, I completed a research assignment on the Doctrine of Discovery and how it has continued to impact society, from the 15th century to the present. Studying racial justice has challenged me to examine how historical systems of oppression continue to influence institutions and communities. I have learned through that course on dismantling racism that Christian compassion must include an honest examination of power, privilege, and the ways religious institutions have contributed to that harm, both in the past as well as in the present. We cannot ignore what has happened and attribute it to the past. These past events continue to impact us into the present. One growing edge that I have identified for myself is that I need to keep moving from awareness to action. In order to do this, I must engage in listening to affected communities, supporting meaningful change, and examining how my own practices may reinforce inequity.
2. Practicing the radical hospitality of God.
This mark asks me to create spaces where people are welcomed as they are, without having to hide who they are, without having to hide their identities, or prove their worthiness. In the past, I have lead trainings with congregations on how they can become the equivalent of an Open and Affirming congregation. During these sessions, I have discussed what this looks like which could include ensuring that LGBTQ+ people are welcomed not only in worship but also in leadership, fellowship, and decision-making. That they feel heard in the decision-making process and valued in the life of the church. I have learned that this radical hospitality only becomes credible when it we as the Church express it through consistent actions and structures, not just welcoming words in our bulletins. While I am making strides in some areas of this mark, I need to grow in identifying less visible barriers to belonging. This includes reflecting on my assumptions about disability, economic resources, family structure, and cultural norms.
3. Identifying and working to overcome explicit and implicit bias in the life of the Church.
This mark asks me to recognize that bias can shape decisions and relationships. Bias can shape decisions and relationships, even when people sincerely intend to be fair. Someone’s intent can be just as harmful as their actions, depending on the situation. In participating in courses on racism at Wesley Theological Seminary, studying racism and the Doctrine of Discovery has encouraged me to examine how the history, actions, and assumptions that we inherit about race, history, and authority can influence Christian communities in ways we never imagined or thought possible. I have learned that good intentions do not remove the need for accountability, and that listening to people affected by bias is essential to meaningful change. As the previous president of PFLAG Pittsburgh, I have learned that there is power in storytelling. Listening to stories about the experiences of others helps us to see how others are impacted and directs us toward meaningful action. I need to continue examining my own assumptions, learning from people with different experiences, and helping congregations review policies and practices that may unintentionally exclude others.
4. Understanding community context and navigating change with a community.
This mark asks me to understand the social, economic, cultural, and spiritual realities of the community a congregation serves. When completing a course at Wesley Theological Seminary on non-profit leadership, as well as through my studies at the University of Pittsburgh where I obtained my Master’s in Social work, I participated in community studies. In both contexts, we worked to propose potential non-profits that would meet the needs of the community. Before engaging in developing a new services and programs, I consulted with local agencies, listened to residents through interviews, and reviewed available information about resources and services in the community, as well as examined housing instability, and other community needs. I have learned through both of these processes that ministries are more effective when they respond to what people actually need, not what others think they need. Moving forward, I need to continue strengthening my skills in community assessment as well as develop additional skills in change management. These skills are helpful in pastoral ministry because I can help congregations navigate new initiatives with transparency and shared ownership rather than engaging in an approach that tries and fails, that does not listen to the community, and potentially is useless.
5. Engaging in mission and outreach.
This mark asks me to move beyond the walls of the church and participate in God’s work in the wider community; it challenges me to participate in God’s missio Dei. Through my work with Proud Haven, a nonprofit that works to address homelessness amongst the LGBTQ+ community in Pittsburgh, I have engaged in organizing community meals, supporting food pantries, as well as have partnered with other organizations serving the same populations. I have learned that outreach should be rooted in relationships. The work is done easier and faster when we have positive working relationships with a variety of community organizations. Also, outreach must be rooted in dignity rather than charity because charity often leaves existing inequalities unexamined. I need to develop better ways to assess the long-term impact of outreach and ensure that community members help shape the ministries intended to serve them.
6. Building relationships of mutual trust and interdependence.
This mark asks me to cultivate relationships that are built on mutual trust and interdependence. It asks me to build relationships in which people can depend on one another, communicate honestly, and share responsibility rather than persons working in independent silos. In supervising caseworkers, I have seen how trust develops when leaders follow through on commitments, listen to concerns, and provide consistent support. I have also learned that in order to build trust and interdependence, it is important to meet the specific needs of the individual, rather than taking a one size fits all approach. I have learned that healthy relationships require both accountability as well as leaders willing to be vulnerable. My approach to leadership has been that true leadership does not mean having every answer, but that I can help to support and look for someone who may know the answers. We are not in this work alone. I need to grow in asking for help and allowing others to contribute their expertise, rather than feeling that I must personally resolve every challenge.
Working Together for Justice and Mercy
I believe that both justice and mercy are inseparable from the ministry of Jesus and therefore must be inseparable from my ministry. I believe that radical hospitality requires us to be more than welcoming people into the Church; it calls as well as requires us to examine the barriers that keep people from belonging in our congregations in the first place. I seek to practice a ministry that offers immediate compassion while also asking what social, economic, and institutional conditions contribute to people’s suffering.
