Luis Cortés: Esperanza builds an ‘opportunity community’ for Latinos in Philadelphia

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.

More than 16 years ago, on the first day of my first real job in higher education, my supervisor treated me to lunch. Over grilled cheese and tomato soup, she said something that has stuck with me all this time: “I believe in you, and I want this job to be an opportunity for your growth and development, so let’s be sure to focus on that.”

I was coming out of a toxic church situation, and my new supervisor’s offer of support and mentorship gave me hope in my new role.

I am grateful for having had many wonderful mentors in my career as a pastor and higher education administrator. Their generous investment in me has inspired me to mentor others.

My first leadership mentor was my mother, who, after serving as a super church volunteer for more than 30 years, finally accepted a call to ordained ministry and served for 15 years as a senior pastor.

My mother modeled inclusion; for example, she took a special interest in the youth group kids. Every year, we hosted a big Halloween party at my parents’ farm in rural Illinois, with my dad driving the hayride tractor. Mom would work the phones, organizing transportation to make sure all the kids could get there.

She frequently disrupted our church system by not only serving as a woman in a leadership role but also including other women in leadership positions.

Achieving inclusion in leadership continues to be a problem across institutions. The number of women, and particularly women of color, who reach senior leadership roles continues to be small. In higher education, a clear majority (58%) of college students are women, yet only 33% of college presidents are women. Approximately half of college students identify as a race other than white, yet 73% of college presidents identify as white.

Representation is not more abundant in the church world, and in many ways, is worse. In my own United Methodist Church, where women are widely accepted for ordination and are a clear majority of members, only 32% of clergy are women. And the church remains one of the most racially segregated institutions in the United States.

This lack of representation in senior leadership roles is a wicked problem that requires individual, institutional and systemic solutions. I’ve come to believe that one important piece of the solution on an individual level is mentoring.

All along the way, I have felt frustrated that I am not making a bigger impact — and a bit terrified that I, as a white male, will do more harm than good by seeking to mentor people with identities different from mine. It puts a knot in my stomach to write publicly about my intentions in this area where I have so much to learn, but it is starting to seem more problematic to be silent. I recognize that white men can play a key role as gatekeepers.

I’ve had successes and failures. I’m happy to say that of the 21 employees I have had the privilege of hiring, most have been women and/or people of color, and most of them are thriving in new leadership roles. One of my proudest professional accomplishments was pivoting the leadership of a church I planted to a woman who has since led that church for more than 10 years.

I’ve also made mistakes. In one instance, I pushed one mentee too hard in my eagerness to develop what I saw to be her talents. In the end, I apologized and acknowledged, “I did a bad job of listening.”

In the academic literature on leadership development for women and people of color, mentoring comes up frequently. Recent studies that center the voices of women and people of color suggest that while mentoring may be helpful, what’s needed most are people who will move beyond merely mentoring to advocacy on their behalf.

I am now convinced that mentoring and advocating for mentees is crucial to progress. I’ve found success with a particular style of mentoring I think of as “mindful mentoring.”

Mindful mentoring moves beyond simply investing in someone to identifying, addressing and dismantling the systems that lead to disparity and inequity. The starting point is awareness of who is in your sphere of influence.

One theory I find useful is Leader-Member Exchange (LMX), which attempts to describe the quality of exchange in the relationship between leaders and the people influenced by them.

It describes an in-group and an out-group. In the workplace, those in the in-group have a deep connection and high-quality relationships with the leader. Studies have shown that being in the in-group leads to higher job satisfaction, commitment, performance and innovative behavior.

Those in the out-group are under the supervision of the leader but lack the high-quality connection of the in-group, and all the outcomes previously mentioned are worse.

The first step to being a mindful mentor is awareness. I know how easy it is for a white male in a senior position to forget his privilege, and I recommend a simple exercise to help leaders be mindful of their relationships.

Take a sheet of paper and draw two large circles, one inside the other. Label the inner circle “in-group” and the outer circle “out-group.” Next, write in the in-group circle the names of the people in your sphere of leadership with whom you have a great connection.

Then fill in the out-group circle. Finally, apply the lens of gender and race to the names on the paper. Who is in your circle(s) of influence? Who is missing?

When I first tried this exercise, I was surprised and disappointed to see how many people in my inner circle looked like me. I now complete this exercise twice a year. It’s helped me be aware of who is in my in-group and to strategize about how to move women and people of color from the out-group to the in-group.

Being a mindful mentor includes doing your own work of self-awareness, striving for cultural humility, uncovering your own implicit biases, and perpetually attempting to understand why these representation disparities exist in the first place.

It’s easy to get overwhelmed at the scale and scope of the work that needs to be done, but being a mindful mentor is practicing hope by focusing on what is within your control. Be aware of your immediate context and think concretely about what you can do today to make a difference.

I have two little daughters, and my deep desire is that they will grow up in a world where their gender will not limit the leaders they can be. Currently, their primary care physician is a woman, and we have many female family friends who are medical professionals. The other day, one of my daughters asked me, “Daddy, can boys be doctors too?”

I said, “Yes, boys can choose to be doctors too.” This kind of upside-down thinking motivates me to be the best mindful mentor I can be.

As a clinical psychologist, I spend much of my professional time helping make sense of what happens when things go wrong. Anxiety, depression and other struggles can dominate conversations with my clients.

Unfortunately, we live in a world where the same can be true for many of us. Wars are raging around the globe. Here, in one of the world’s richest countries, millions live in poverty. Our government seems to be in a perpetual state of chaos. It is easy to reside in a kind of existential dread that permeates our hearts, minds and souls.

While it is important to reckon with the reality of the suffering that exists in the world, it is also important for us not to become overwhelmed by it. Joy is an essential antidote in a suffering world.

Proverbs 17:22 (ESV) tells us, “A joyful heart is good medicine, but a crushed spirit dries up the bones.” For believers, joy is not just a perk of the Christian life; it’s a spiritual resource that helps us carry out our work in the world.

A dictionary might define “joy” as a state of happiness in response to external circumstances. But our kind of joy is one that rests in the knowledge of what God has done and will continue to do. Our kind of joy is not dependent on what is happening in the world; it is a commitment to see good and recognize the presence of good in the world and in ourselves, regardless of our circumstances. Joy is the product of our ever-present knowledge of God’s movement and work in our lives.

I want to be clear that I’m not suggesting that joy means we ignore all the bad. While some of us may have a tendency to use our faith to try to pretend our trials away (a process we mental health professionals call spiritual bypassing), the joy I’m suggesting does not negate the presence of evil or suffering in the world.

In fact, tapping into joy in our lives is what helps us fight injustice and work toward good for all. Joy keeps us going when we want to give up and keeps us fueled for the journey ahead by reminding us that suffering is an experience and not a destination.

As many cultures that have experienced historical violence and trauma can attest, joy is often the thing that helps us survive the unspeakable. As the proverb says, joy is a medicine and a healing balm, and when we lose it, our vitality dries up and disappears. It is no accident that we find moments of laughter at memorial celebrations, no accident that we spent the first few months of the pandemic lockdowns making jokes on the internet. Joy reminds us that we are alive when things feel perilous.

Because we live in a world that can exhaust and overwhelm us, we must be intentional about organizing our lives in a way that allows us access to the gift of joy. Ross Gay writes in “The Book of Delights” about his decision to find delights intentionally on a daily basis. He says of the process: “I felt my life to be more full of delight. Not without sorrow or fear or pain or loss. But more full of delight.” We must remember that joy and sorrow can, and will, coexist.

To be intentional about accessing joy is to make a practice of holding sacred time for the things that help us feel most content, at peace and close to God. For some, it may be physical exercise or spending time with our most beloved friends or family. For others, it might be time in nature, crafting or cooking. For others, it might be listening to music, committing to a devotional or other spiritual practice, or playing a game.

In her book “Rest Is Resistance: A Manifesto,” Tricia Hersey proclaims that resting is an explicit resistance to a capitalist society that demands we treat our bodies as dispensable and our souls as inconsequential. While joy and rest are not the same, joy can most certainly be found in rest. And rest can help us be more open to the joy in our lives.

There is no single right way. The point here is that to have joy as a resource, we must decide to make it a part of our lives. We must actively seek out joy rather than waiting for it to come to us.

When I am helping clients navigate depression or recover from burnout, I often ask them to identify the drains and wells in their lives. Drains are things that deplete and exhaust us. Wells are things that energize and excite us. Wells refill our proverbial cups, while drains cause them to empty.

Both are necessary parts of our lives. But when we are able to identify the wells, we can be intentional about having access to them all around our lives so that we never have to get empty. This is the power of joy! Our ability to access it regularly and often allows us to operate from a place of overflow rather than depletion. Simply put, joy sustains us for the journey.

For each of us, this is an individualized process. Ask yourself: What lights me up? What makes me feel most alive?

What would it be like to organize our lives around our joys, just as biblical cities were built around wells? What if those wells in our lives — those things that sustain and revitalize us — become nonnegotiables, so that all the mundane tasks of our lives have to fall into place in relation to them?

To organize ourselves around joy in this way is to participate in a reparative process, declining to sacrifice ourselves and our spirits to an unjust world, instead claiming a holy retention of our goodness and our “godness.” To recognize the reality of our goodness is to acknowledge that we are deserving of light, joyful, playful moments. Those moments can then become the home base from which we navigate the world.

It was dark when a group of volunteers arrived at Bethlehem Farm, a Catholic community in the hills of West Virginia.

As their minivans pulled into the gravel parking lot outside the farm’s main house earlier this fall, the 10 students from the University of Notre Dame were met by the farm’s full-time caretakers, who extended the customary Bethlehem Farm greeting: a “welcome home” hug.

“Those were the hardest hugs I’ve ever had in my life,” said Matthew Dunne, the only freshman in the group. “My initial reaction was, ‘What have I gotten myself into?’”

Mark Van Kirk, a junior studying computer science, was also startled.

“I felt like I was being treated like a close friend,” he said. “I don’t normally experience that with strangers.”

Eric Fitts, Bethlehem Farm’s director, said that surprising hospitality is exactly why hugs have become such a part of the central Appalachia farm’s culture.

‘Simplicity is countercultural’

The farm welcomes hundreds of volunteers each year for weeklong retreats, where visitors work alongside the caretakers and mirror their way of life. Fitts said the farm’s model of hosting volunteers is in part for practical reasons — it brings in more hands to accomplish the work. But it also allows those volunteers to see mindful, intentional living with their own eyes.

“Whether it’s community living or the idea that simplicity is countercultural — it’s not the way, but it’s a possibility,” he said.

The Notre Dame students were on a midterm break, and all were enrolled in the school’s Appalachia Seminar. On their first morning, Fitts gave them a grand tour of the property. The land once belonged to the Kirwan family, who ran a Catholic Worker farm on the site from 1983 until 2004. The Bethlehem Farm organization formed there in 2005, although the land was then owned by the Diocese of Wheeling-Charleston.

Fitts, a Wisconsin native, discovered Nazareth Farm in north central West Virginia while in college at Loyola University Chicago. Nazareth Farm is another Catholic community that emphasizes prayer, simplicity, community and service and offers service retreats for groups around the country. He fell in love with the way of life there and continued to organize trips to Nazareth Farm after going to work for Wheeling Jesuit University. During one such trip, the idea for Bethlehem Farm was born.

Fitts and others realized there were far more groups on the waiting list for Nazareth Farm than the organization could host. In addition, they wanted a farm that emphasized sustainable practices, which was not a focus of Nazareth Farm at the time. And they believed West Virginia needed more intentional communities.

“There was a neighbor who kept saying, ‘There needs to be more Nazareth Farms,’” Fitts said.

The diocese turned over the property to Bethlehem Farm in 2019.

The farm covers 91 acres, but only a small part is developed. Just below the house is a large pasture, where five donkeys take care of the grass. There are beehives that Fitts’ wife, Colleen, tends. The farm cemetery sits on a hill just above the pasture.

A little way off is the chicken house with its 45 unusually aggressive hens. There are high tunnels (also known as hoop houses), greenhouses, and garden plots of herbs, sweet potatoes, peppers, tomatoes, onions, and just about everything else that will grow in this climate.

The two residences on the property — one for caretakers, the other for retreat guests — are as eco-friendly as possible. There are solar panels on the roofs. The large, homey cabins are heated by wood-burning stoves, and the plumbing is connected to a rainwater containment system with a capacity of nearly 50,000 gallons. But caretakers still limit themselves to two showers a week, and guests are invited to do the same. There are signs in the bathroom advising guests to flush toilets only when necessary.

In the kitchen, food scraps get composted into fertilizer. There’s not a disposable plate or cup in sight. When guests arrive, they choose coffee mugs and label them with masking tape — to use for the remainder of their stay. Although breakfasts and dinners are made fresh every day, lunches on the farm are a smorgasbord of leftovers.

“I told my dad these people would probably survive the longest in a zombie apocalypse,” Dunne, the freshman, said. “They would survive and be happy.”

Fitts said it’s all just part of the community’s attempt to live out the Gospels.

“When we say we’re living the gospel, I guess the question is — ‘How?’ I think in our culture right now, the default is you’re going to be living destructively: toward the environment, toward yourself, toward other people,” he said. “We’re looking to live creatively.”

Home repair and evening prayer

During their time on the farm, the students split into three work groups. Each day, two groups would work on construction projects with the farm’s Repairing Homes, Renewing Communities program, which provides free labor for home construction projects and allows clients to pay for materials with no-interest loans. The remaining group would serve as that day’s “home crew,” preparing meals, cleaning the residence and planning evening prayer.

Two projects were underway when the college students visited. At one site, crews repaired a leaky roof by covering it with a new one made of metal. At the other, they measured, cut and installed new vinyl siding on a home.

Bethlehem Farm has other initiatives that go hand in glove with their home repair program. Its Sustainable Upgrade Fund allows families to use more durable, nontoxic and environmentally friendly materials in home projects for no additional cost. Its weatherization program helps homeowners insulate their homes to save on heating and cooling costs. And its renewable energy program gives low-income families 0% financing on solar panels. Volunteers help with all those projects except the installation of solar panels, which is done by professional contractors.

During groups’ first day at the farm, though, no one heads out to a work site. That day is spent doing some chores around the property and learning about the farm — and, more importantly, learning about Bethlehem Farm’s philosophy of service.

“So that we understand we’re not here to reach down a hand and lift up the ‘lowly poor,’” Fitts said.

While there was a renewed interest in helping poor Appalachians during the War on Poverty of the 1960s and 1970s, that assistance came with exploitation, Fitts said. The people of the region were often portrayed as uneducated, helpless and dirty, in need of outsiders to come and fix their issues. Bethlehem Farm is cautious not to perpetuate those stereotypes.

“We are coming with our poverty — the spiritual neglect in much of our culture, the poverty of ‘I’ve never pushed a wheelbarrow.’ And we come with our wealth, our strength, whatever it is we’re giving,” he said.

He emphasizes to students that the people Bethlehem Farm serves have their own poverty and challenges but also their own wealth — life experience, depth of faith, technical know-how, knowledge of local traditions.

That’s why Bethlehem Farm prefers not to use the term “clients” for the people it helps but rather “homeowners,” “partner families” or, even better, “neighbors.”

“Neighbors help neighbors. That’s a really strong trait of West Virginia,” Fitts said. “We just happen to be the neighbor who has 20 college kids come and visit.”

“It wasn’t 30 hours of prayer. It was two minutes. And then it changed your perspective on the work you’re doing,” Vaquero said.

“We were on God’s time — that’s what they would tell us,” Dunne said. “We would start prayer while it was dark, and by the end of prayer, it was light. You could really feel time passing.”

The group prayed again before breakfast. They prayed before leaving the farm to head out to work sites and again when they arrived at the work sites. They prayed before lunch, before dinner and before bed.

For junior Van Kirk, the emphasis on prayer helped him stay focused on the reason they were there.

“It made our work feel like it wasn’t just work. It felt like it was very purposeful,” he said.

The farm has another way of fostering connection among volunteers — by asking them to fast from technology during their stay. Cell service isn’t great on the property anyway, but the students said they initially found the lack of screens a little difficult.

“I remember, at the beginning of the week, every time I would stand up from a couch I would pat myself and check if I had my phone,” Vaquero said.

But as the week went on, she noticed that the lack of phones changed how she and her peers interacted.

“It forced us to be with one another,” she said. “I’ve realized after the trip, in group settings where there’s nothing to do, people look at their phones and scroll mindlessly. But [at the farm] there was no moment of silence unless it was prayer time. Someone would find something to talk about.”

Since returning to campus, Dunne has been thinking about how limiting screen time can make him more present with those around him — the way the people at Bethlehem Farm are, he said.

“They’re teaching us what it feels like to be part of a community,” Dunne said. “I could re-create that in my life.”

Gathered in a circle

Every Tuesday night, Bethlehem Farm hosts a community dinner. It’s open to anyone who wants to attend, but caretakers have a list of people they call each week to invite: neighbors they’ve helped in the past, members of the church they attend, other people from the community.

On the week that the Notre Dame students were there, about 40 people showed up. They filled every seat at the multiple dining tables, leaving a few guests to take a seat on couches and coffee tables.

The home crew worked on dinner all day, preparing sausage lasagna, butternut squash, garlic knots, gluten-free cheese rolls, Brussels sprouts, salad greens. One of the guests brought a Little Caesars Hot-N-Ready pizza, which the kids in attendance quickly devoured.

But before dinner was served, everyone gathered in a circle in the center of the room. One by one, they introduced themselves and talked about their connection with the farm.

Among those in the circle were Catherine Wheeler and her mother, Bobbie. They had been introduced to the farm through its home repair program — crews had fixed the gutters, porch steps and shower at Bobbie’s house. She now comes to the dinners almost every week and enjoys the opportunity to socialize with people from her community. Bobbie suffers from COPD and Alzheimer’s disease, and Wheeler, as her mother’s full-time caretaker, doesn’t get many opportunities to interact with other people. She said Bobbie enjoys the meals too.

“I can mention we’re going to dinner at the farm, and she’s ready to go,” Wheeler said.

Near the end of the circle stood Maury Johnson of Summers County Residents Against the Pipeline — SCRAP, for short. He was making his first visit to the community dinner, but SCRAP has been working with Bethlehem Farm for months to protest the Mountain Valley Pipeline project. The natural gas pipeline, which will span more than 300 miles from northwestern West Virginia to southern Virginia, doesn’t directly affect Bethlehem Farm but will run through neighboring properties. And the project’s largest stream crossing is just down the road.

“Bethlehem Farm has been protectors of this river for a long time,” Johnson said. “They’re not boastful. They don’t say, ‘Look at me.’ They just do it.

“The world needs more Bethlehem Farm,” he said.

Around the circle, heads nodded in agreement. Then all present bowed their heads and prayed.