When I was a freshman at South Carolina State University, the thing I wanted most was to be a drum major. By every rule, that was impossible. I needed to be a sophomore to try out, and I’d never led anything in my life.
You need to understand what a marching band means at a historically black college or university. Across HBCUs, the band is its own institution, a generations-old point of pride the community claims as its own — at many schools, it’s bigger than the football team. That band was a cultural inheritance where I come from, and being drum major was one of the biggest things a young person from my world could reach for.
To me it was Herculean, bigger than the Super Bowl, bigger than the World Cup. I’d never reached that high for anything. I was the class clown back home. My teachers and classmates expected little of me. My brother was the family standout; he won the awards, earned the grades, followed in our father’s footsteps.
Just deciding to try out took a step of faith. Before I could convince anyone else, I had to convince myself. I trained, day after day, and prayed through every workout, growing closer to God even before I’d turned my life over to him.
Looking back, that discipline is exactly what 1 Corinthians 9:24 describes, and it became my life’s verse: run the race to win, purpose in every step. My best friend, another freshman, wanted it too, and I believed God could give it to us both. And he did. We both made it as freshmen, and I later became head drum major.
Here’s the honest part: When I first held that mace (a drum major’s baton), I was not yet saved. I was a preacher’s kid, so I knew how to pray, but I had not given my life to Christ. That came my sophomore year. God met me at a party, of all places, and let me know he had a bigger plan than the one I was chasing.
That Christmas, God finished the job with a translation. Even though my father is a pastor, I’d never read the Bible for myself. I couldn’t get through the King James version. Home on break, bored, I found The Living Bible on his desk. I picked it up, and it opened to plain, everyday English. For the first time in my life, the words were in language I could understand and apply.
My whole story turns on that translation. Without it, none of the rest happens. It was like a spiritual explosion. Over the next several months I read it every day, going through a real conversion, watching my life change like the scale moving when somebody’s finally losing weight.
When I came back to campus, I understood the weight of my responsibility. Three hundred students followed my count, and we were together more than in class. The band became my first ministry — Bible studies, prayer groups, leading by faith. My friends watched it happen, and because it was real, it moved them. I came as their friend still figuring it out, walking with them, not over them.
My leadership rose and fell with my closeness to God; obedience kept me on track. When I obeyed, things held. The band held. I held. When I drifted, the band drifted into chaos, like Jonah when he ran.
Week to week, I learned accountability. A faith leader lives by obedience and discipline, because God holds you accountable, and you learn to hold yourself accountable. Without the title, I had become the chaplain of that band and school.
Here’s what I understand now that I couldn’t have named then: I thought that band was the main stage of my life; it turned out to be the backdrop, and God stepped to the front. I had prayed so hard to be a drum major because I wanted something from God, but God wanted something bigger from me.
All through college, from freshman year to graduation, he stayed with me, speaking through my desire to lead. While I chased a title, he was making me a faith leader, even though I had no idea.
I wasn’t perfect. College offered many places to stumble, and I let people down. I’m still not perfect, but I represent too much to live any other way.
That season taught me that God has a plan for all our lives. I watched students come to Christ through my obedience, in real time, and it blew me away. That is when I understood my purpose: to help others find theirs. It set the course for everything that followed for me — seminary, ordination, preaching, chaplaincy.
Today I am a chaplain at Berea College, supervising 19 student chaplains. God called me to a state where I’d never set foot, and I was unsure how I’d be received. Now in my third year, I help students find themselves and find God at the age I was. I teach a course for first-year African American men, helping them avoid pitfalls and explore who they are. I know their struggle, caught between what your parents taught you and the need to find God, and the world, for yourself.
Just like the band, my students keep me accountable. They depend on me to be who I am so they can become who they are. I don’t tell a young person to leave what they love to find God; I help them find him right inside the sport, the music, the craft they can’t put down, because that is exactly where he met me.
He took the one thing I wanted most and used it to teach me obedience, and that obedience was the launching pad for everything since. Whatever you love most, God can use it the same way. Just make room for God to do it.
I had prayed so hard to be a drum major because I wanted something from God, but God wanted something bigger from me.
Don’t tell the Rev. Luis Cortés that Esperanza is something special.
It is, of course. And he appreciates the compliment. But he doesn’t think that an institution like Esperanza, which serves the Latino community in North Philadelphia, should be special.
“A place like Esperanza should be normative. We have 30 neighborhoods in the city; there should be 30 Esperanzas,” he said. “There should be 30 places where you can participate in the arts, where you can learn about and play music, where you can experience different forms of dance, where you can learn photography, where you can learn how to add and subtract.”
Just because people are poor doesn’t mean they shouldn’t have the same things that everyone needs for a good life, he said.
Founded in 1987, Esperanza seeks to help the residents of Hunting Park, a majority-Latino neighborhood, have the same opportunities that other residents of the city enjoy. It focuses on education and economic development, including affordable housing, schools, housing counseling, immigration legal services, workforce development, youth leader training, and a fully accredited branch campus, Esperanza College of Eastern University.
The organization — its name means “hope” in Spanish — has more than 600 employees and a budget of more than $70 million and is a model for other institutions across the country.
Cortés, who is a Baptist pastor, worked with Hispanic Clergy of Philadelphia to found Esperanza. He earned an M.Div. at Union Theological Seminary and a master’s degree in economic development from Southern New Hampshire University.
In this interview, he talks to Faith & Leadership’s Sally Hicks about why he founded Esperanza and why he thinks institution building is key to social change. The following is an edited transcript.
Faith & Leadership: You have a goal of building an “opportunity community.” What do you mean by that?
Luis Cortés: Our ontology has a set of concepts and categories, and the relationships between these are fundamental. There is a Creator, and there are the created. Those are givens, as fact. So we start there. The other thing that’s given, as fact, is that all human beings are equal in God’s eyes.
If you believe that, then you must believe that we should try to provide a great opportunity for everyone to become that which God would have them become. To be in service to humanity is to assist everyone to develop to their highest potential. That’s our modus operandi.
This understanding then is followed by the question, what do you do with the poor? The mission work is to create a place where you provide all residents the opportunity to live a quality life. What must you provide for people to reach their ultimate goals, to be able to serve humanity better despite their economic situation and to have them feel they have a good quality of life?
This is what becomes an opportunity community, the development of all things needed for individuals to reach their potential. As an example, we built a theater and we have cultural pieces, like teaching dance, teaching music, all from a cultural perspective.
All people come from and have a culture. We have a language, we have music, and for Latines, we are in exile — we’re away from where our culture was based.
What do we do to create an opportunity community — a community that understands your class and your culture and helps you build so that you can have a great life staying here in this neighborhood or you can use what you learn here and have a great life elsewhere?
F&L: How did Esperanza begin?
LC: I was the founder of Hispanic Clergy of Philadelphia in 1981, an outgrowth of developing a field education system for Latine students at Eastern Baptist Theological Seminary. It was about 26 clergy from about 18 different denominational entities.
These clergy were all in the same Philadelphia neighborhood, and they had never really worked together until we organized as a field education consortium. As a group of clergy, when we would get together, like any group of highly motivated concerned citizens, we inevitably become active on challenging issues of the day.
We were getting together to discuss field education, quite mundane. And then all of a sudden, conversations shifted to, “They shot a guy here last week” or, “The police did or didn’t perform,” and we just moved in the direction of the conversations and became a civil rights organization.
During that time, Pew Charitable Trusts did a study on religious institutions, and as a result, we got funded for three years to start Esperanza and to work in clergy education. The clergy hired me to do it, with the mandate to do the clergy education and create a proactive organization, Esperanza.
In the beginning, the more we helped an individual family, the more it hurt the local church. As we helped individuals, the family moved farther away from their church, eventually joining a suburban congregation.
What we learned as a group was, it doesn’t matter if our people leave to improve their lot, as long as we create an institution that remains to assist those that stay or can’t get out.
Our philosophy became that we will work together to create Hispanic-owned-and-operated institutions. We began working on that theory of institution building where we could control the mission and agenda of our community, as opposed to the present-day external control.
We as Hispanic people in this nation have never focused on this on a large scale. We’ve never created our own institutions. What we do is we assume that we will inherit the institutions of America as we become a larger part of America. But that is not how it works. The institutions that provide for and control our neighborhoods are all managed externally: police, fire, schools, streets, most businesses.
So we decided we only wanted to create Hispanic-owned-and-operated institutions. We had enough Hispanic institutions that were doing social service, so we decided to not compete with our follow Latine agencies. We focused on education and economic development.
We wanted to do education because education is the first step and we understand institution-building as economic development.
When we first got started, it was like, “How do we help people?” Now it’s, “How do we help our institutions help people?”
F&L: How did you come to appreciate institutions in this time when there’s a lot of cynicism, a lot of distrust, a lot of anger around institutions?
LC: Since our nation’s beginning, Alexis de Tocqueville noted that it is associations and the institutions that they create that make Americas unique.
We’ve got to think positive. We serve our communities and our neighbors. So if everybody would do as well as they can at their community-serving job, whatever that is, we should be headed to a better place.
As the religious population lessens, there will have to be alternative institutions that defend the rights of the poor. Historically, the church has responded to the poor first through charity, then the development of institutions like hospitals or schools. Advocating to change unjust laws.
If that faith role dwindles, we have to figure out who or what replaces that. I see that as a major problem for the future.
F&L: In addition to the institutions, you are making change in individuals. The documentary “Esperanza: Hope for Our Cities,” for example, shows that commitment. Why do you stress self-belief, grit and confidence?
LC: I went to public school in Spanish Harlem. When I got to elementary school, they said to me, “You can be president of the United States.” And I looked around, and it’s old, it’s decrepit, it’s dirty, it’s outdated, and I’m like, “Nah, no way.”
For many people, it’s hard to self-motivate if you don’t see anyone else around you achieve success. We need our youth to “make it.” Last year, in our graduating high school class, we had MIT, two people at Carnegie Mellon, and one girl went to Wellesley, among a plethora of state colleges and universities. It is now normative.
Part of our model is we must have modern equipment. The space must be super clean. Visitors come to our place and they say, “Wow, this is so clean.” It’s a compliment. I understand. But it also says something about their expectation.
When I’m told, “Wow, this place is clean. This lab is so modern,” what are they saying? That in their preconception of economic poverty, they did not expect a first-class lab here. They did not expect, because of the economics, this place to be spotless. They do not expect your top five students to go to those schools, and you have one of the top college-graduating high schools for Hispanics. They do not expect that.
Whatever prejudice they brought in begins to be challenged, right? It’s like — look at this: MIT, Harvard, Penn. When they see that, they say, “Something special is happening.”
While there may be truth to that, it’s only special because other people won’t do it. Our team at Esperanza figured out how to do it, creating a culture of opportunity.
I believe there’s nothing that we can’t do. It’s just about how much time you have and what are your priorities. People ask me about this all the time — “How did you do it?”
Well, you find the need and fill it. And once you fill it, create an institution behind it, then find the next need and fill it. And once you fill it, create an institution that survives until it can thrive.
F&L: You mentioned the cleanliness, and you also insist on giving Esperanza’s students and other participants the best in other ways. Why is that important?
LC: We start with the concept that we should have what any community has. If you look at most communities and the arts, for example, they have access to experiences and ways to learn; they have ways to experience music, acting, dance and painting or visual. We have to create the avenues.
First we got the theater, and then through the theater, we do dance. But we also brought the best of the region. So the Philadelphia Orchestra plays at our theater; Opera Philadelphia sings in our theater; the Philadelphia Chamber Orchestra plays at our theater; Philadanco and the Philadelphia Ballet dance in our theater.
We communicated to these arts institutions, “When you come to our neighborhood, it has to be your A team.” Normally when they go to a community, they send the B and C team so they can work and practice as they serve a neighborhood project. At Esperanza, if the A team ain’t coming, you don’t come.
The artistic talent also has to give time during the week to work with students. Not just Esperanza schools, but there are about 10,000 public school children in our neighborhood. They do workshops and our community youth interact with them. After their theatrical performance, they sit and answer audience questions for 15 minutes. We have found the arts groups love these interactions as much as our residents do.
F&L: You also work on gentrification. How much of an issue is that for you?
LC: The bottom line is that urban communities near centers of our American cities where working-class Spanish-speaking people live are being dismantled by an upper middle class and above who wants their land and their housing so they can capitalize economically and culturally. It is happening everywhere.
Cities are happy with the gentrification or displacement of our neighborhoods, because it means a better tax base for the city. So when the city gains, the economically disadvantaged lose. That’s a constant struggle.
We need to build up equity in Black and brown communities. The No. 1 equity builder in Black and brown communities is not giant companies; it’s mom-and-pop commercial shops and home ownership. What we can show is, as we lose the housing, these mom-and-pop shops are destroyed.
So, the real question is, do we really want to help Black and brown people, or are we just saying we do while we actually cash in on their assets?
In America, they’re taking our neighborhoods under the guise of mixed income communities. In St. Louis, Black neighborhoods are being bought up by universities. West Philadelphia, it’s universities and science centers. North Philadelphia, it’s another university and the corporate needs. So they push people out of their long serving neighborhoods.
Today, young professionals don’t want to spend money on a car to live in the suburbs. They prefer to live in the city, not have a car. They’ll just Uber and use the money saved on transportation for restaurants and recreation, which is fine. But the economic burden falls on the economically disadvantaged, who need to move farther away to more expensive housing, losing the businesses that cater to their needs.
It’s interesting that progressive communities are the ones that gentrify Black and brown neighborhoods. It’s not the conservatives. Conservatives avoid minority communities, while progressives enjoy moving into a culturally mixed neighborhood until they extinct the original ethnic group that was there.
Progressives move in during their early professional career, purchase housing cheaply, live there for five years and make six figures on their “investment.”
It’s a real interesting dynamic where we fight the conservatives on one side and we have to fight the progressives on the other. They do have one thing in common: they’re white.
The role of the church should be different. How do we talk to progressives to say, “Listen, I know you can make money by moving into my neighborhood, but you’re hurting us. How do we really build a mixed income community?”
There’s a dynamic that’s happening in our country. San Bernardino, Phoenix, Calle Ocho in Miami, San Antonio, Philadelphia. Chicago, with three distinct Hispanic neighborhoods. They’re all under the same pressure.
F&L: How do you keep from being overwhelmed when everything you describe is extremely complex? It’s difficult. Yet almost 40 years later, you’re still hopeful.
LC: I am a minister. I believe in God. And in the end, we are all called to serve others. Despite all the problems, our job is to persevere and pursue. And persistence is the name of the game.
When we first got started, it was like, “How do we help people?” Now it’s, “How do we help our institutions help people?”
For almost a decade, I’ve enthusiastically followed Streetlights’ journey as the organization’s innovative Latino leaders re-imagined the audio Bible, infusing it with the vitality of hip-hop beats and showcasing diverse and authentic voices. Their artistic vision and dedication to placed-at-risk youth speaks directly to my heart.
Born from a vision in a basement 17 years ago, Streetlights has grown into a thriving nonprofit with an $800,000 annual operating budget, 75,000 newsletter subscribers and 430,000 app users worldwide, according to its leadership. It has achieved international influence, reaching 18 million plays of its audio Bible — currently in Spanish and English — with plans for more languages. Beyond the audio Bible, its initiatives also include the Corner Talk teaching video ministry and a music ministry through its touring band, ALERT312.
How Streetlights expanded from basement dream to international reality offers a powerful learning opportunity for us all, including for my own role as an executive director. Since visiting the Streetlights studio in Chicago’s Belmont Cragin community last fall, I’ve gleaned valuable lessons in organizational leadership and capacity building from its inspiring story of collaboration.
Esteban Shedd, Streetlights’ co-executive director, said his vision emerged from the disconnect many youth in his community felt toward the Bible. They found it inaccessible — difficult to understand and hard to relate to culturally — with a lack of engaging resources. Shedd, inspired by the scripture “So then faith comes by hearing, and hearing by the word of God” (Romans 10:17 NKJV), envisioned a culturally relevant, bilingual audio Bible for the digital-native generation. That led to the development of artistically rich digital tools that engage young people from urban communities in their heart language.
Shedd patiently refined his vision over two years, supported by prayer, discussions with leaders and family, and in-depth research about resource production. He waited for the right moment — confirmed by the Spirit and community support — balancing the demands for action with the wisdom to nurture the vision, anticipating when peace and faith would align.
The catalyst came from a friend at GRIP Outreach for Youth, a faith-based nonprofit working with Chicago’s young people, who suggested that Shedd speak with that organization’s executive director. This conversation ignited Streetlights’ inception, leading to a series of conversations and careful planning with GRIP’s board. Bolstered by their support, including covering his salary for a month, Shedd was offered precious time and space. GRIP evolved into an incubator for Streetlights.
But, Shedd said, it was a challenging decision for some in GRIP’s leadership, given that GRIP, too, works with urban youth in underresourced neighborhoods. The initial wariness that the partnership might strain GRIP’s limited budget eased after a board member highlighted how Shedd’s culturally relevant Bible project aligned with GRIP’s mission, offering new ways to serve youth.
Shedd said those who were hesitating realized that the organizations’ missions weren’t separate but an opportunity for unity; they came to see GRIP as part of a larger, interconnected ecosystem. Strategic planning for the partnership began, focused on communicating clearly and engaging stakeholders, crafting a framework that equipped GRIP to effectively navigate and adapt in this new role.
This was also a leap of faith for Shedd. Newly married and juggling his roles as rapper and hip-hop group leader, he committed to Streetlights despite the economic uncertainty for his family. Through prayerful consideration, he and his wife found peace, understanding that vision and conviction are crucial in Christian leadership and may precede funding. Trusting in God’s call and in GRIP’s leadership, Shedd entered into a mutually affirming partnership, where he knew that his vision would be honored, with no attempts to change, control or compete against it.
GRIP’s support meant more than guidance — the executive director and board offered spiritual backing, mentorship, friendship and essential connections for the work ahead. Shedd vividly remembers Scott Grzesiak, GRIP’s founder and then-executive director, providing unwavering encouragement during uncertain times, which was vital to persevering.
In that crucial first month, Shedd devoted countless hours to developing Streetlights’ business plan, capturing its vision and how it would fit within GRIP’s fiscal umbrella. Thanks to the supportive environment provided by GRIP, Shedd was able to avoid some of the typical challenges that organizational leaders face — playing multiple roles and wearing various hats, risking feelings of isolation amid a flurry of meetings, swinging between exhaustion and exhilaration as the vision takes shape.
During this phase, Shedd harnessed his skills as a hip-hop group leader for strategic planning and building social capital. He laid the groundwork for capacity building and sustainability by earning trust from leaders, forging connections in Bible publishing and engaging in effective fundraising. And he wisely focused on community and collaboration, as he sought advocates both within and beyond GRIP.
Shedd initiated scaling efforts, taking on odd jobs with friends to contribute toward the salary for Streetlights’ second team member and leveraging his artist community ties for a digital audio Bible demo’s fundraising. This pivotal first year set Streetlights on a path toward resilience and significant growth, focused on mobilizing resources, managing finances and coordinating volunteers.
What began as a one-month commitment became a nine-year dynamic partnership between GRIP and Streetlights. Within GRIP’s abundant and creative embrace, Shedd and his co-leaders, Loren La Luz and Aaron López, transformed Streetlights into an autonomous organization. As with Acts 2:44-47, Streetlights and GRIP united under a common vision, sharing resources, celebrating collective successes and meeting their community’s needs with joy and gratitude toward God.
The partnership between Streetlights and GRIP exemplifies the power of unity, faith, generosity and a mutual commitment to enhancing capacity. It underscores how organizations can come together to create transformative outcomes.
Streetlights’ journey inspires me to broaden my organizational leadership views, sparking questions like: What resources do we have to empower others? Where can we find partnerships to build essential support systems and strengthen our capacity?
Rooted in Christian values, such an ethos of collaboration reminds us we are not meant to tackle this journey alone. Together, we grow stronger, shaping a future that transforms capacity building, where collective progress and innovation become our common goal.
Shouldn’t we get it by now?
From the inside looking out, we’re aware of the dimming daylight even as we’re typing away, chasing children, on another Zoom. And then we check the time: only 5:15. Whoa.
We’ve observed “spring forward, fall back” our whole lives. We’ve made it through our share of winters. We understand the shortening of days and lengthening of nights. We know how this works. Don’t we?
And yet here we are, year after year, still surprised, still looking outside and saying, “Can you believe how dark it is already?!” (Or, in the words of a TikTok I still think about, “Bro, it’s 5:15! What?”)
When we think of Advent, the themes of darkness, expectation and (im)patient anticipation often come to mind. ’Tis the season to watch and wait. But there’s another element of this time of year that I want to dwell in: the element of surprise.
When we’ve grown up in the church, or even when we’ve simply attended for long enough to know the lyrics and liturgies, the story of Christianity can become a little too familiar. For us and for our salvation he came down from heaven, we may find ourselves droning along each Sunday, focused more on our lunch plans or what remains to be accomplished before Monday’s return. We may grow so accustomed to the mysteries of our faith that we throw around terms like “incarnation” and “ascension” in a way that strips them of any mystical meaning.
But can we back up just a few steps?
[He] was incarnate from the Holy Spirit and the Virgin Mary
and was made truly human.
Think about how you’d “translate” this into normal, everyday language. God chose to be like us, putting on our flesh forever. That’s a crazy, crazy story.
For our sake he was crucified under Pontius Pilate;
he suffered death and was buried.
On the third day he rose again.
No wonder the early Christians got some weird looks (and, well, worse).
“Historically, [Christianity] was a surprise because Christianity was born and emerged and grew in a Roman world that had no expectations for it, didn’t know what it was, and couldn’t have anticipated it,” says C. Kavin Rowe, a New Testament scholar. “Christianity was something that the Roman world had never seen and didn’t even have categories for.
“Christianity was surprising also in its particulars,” he adds. “It introduced patterns of life into the world that caught people by surprise in a good way.”
It’s safe to say that at this point in history, Christianity — at least in the way most people conceive of it — is not much of a surprise. It’s pretty mainstream: no longer a fringe movement. But just dream with me for a second. What if the good news — in all of its particulars — became surprising once more? What if we were as astonished by it as by evening’s early arrival?
Yes, there can be plenty of comfort in familiar rhythms and words, but what might it look like to reclaim some of that wonder — not just for shock value, not just because we’re bored or distracted, but in a way that honors the story we have received?
Maybe it’s as small as reading the passages we know by heart in a new translation for a few days. Maybe it’s looking them up in the Art Search from the Calvin Institute of Christian Worship and seeing some of the creativity those passages inspire. Or maybe it’s simply changing the posture we take when we approach the old, old stories.
How might we be caught off guard?
We joke about the changing seasons surprising us, but the brief days and long nights still startle us each year — “How is it dark already?!” “The sun is already up!”
I hope the jarring reset of our clocks and microwaves and (non-smart) watches might nudge us to do a bit of an internal reset too. I hope the changing church seasons might surprise us as well— that, in some weird and wonderful ways, we might be amazed this Advent by the bizarre, glorious truth of the baby who was God-with-us, the God-man who sits at the right hand of the Father, still wearing his human skin and bearing marks of Roman nails.
I hope we never get used to it.