Railson & Heidi Gil

Christian missionaries in Pará, northern Brazil.

Railson, native to Pará, is called to developing projects which exemplify the Kingdom in practical ways, specifically through communications development and digital integration (that is, making computer technology available to disadvantaged classes). Heidi is a pediatric nutritionist and English teacher from Oregon, USA. She enjoys putting the Gospel into practice as she counsels nutritionally needy families. Our gifts bring us into contact with people of all levels, which often leads to house visits and impromptu gatherings around the Bible. We love it when God surprises our unsuspecting visitors with the tangible sense of His presence! Here you will find our current and past newsletters as well as photos of our family and region. Have fun exploring our site!

• A Decade In Review

  Filed under Business, Family, Ministry
  Oct 29

  The Gil Ministry

  We’ve been in ministry for about a decade. As we look back on where we’ve been, we are blessed to see how God has orchestrated the necessary events to cause our vision and skills to grow. Despite the hardships, we are content with the knowledge that we are working within our gifting. It truly is an adventure to be friends and co-laborers with Christ. We don’t have to know ‘why’ or ‘how.’ We just have to be willing.

  The following summary is intended to help you get (re)acquainted with our ministry’s story. Bear in mind, the following outline is extremely abbreviated. (How does one abbreviate a decade, after all?) We have tried to highlight the events that have had the most effect on our ministry and financial state of the present. We are happy to answer any questions or comments, or to fill in gaps, via email.

  Overall, we hope three things will remain apparent to you.

  1. Our first and foremost priority is effective Christian leadership, not business. We continue to desire to pastor in a team setting in an informal yet powerful, non-religious local church (basically the Vineyard model, because that is what we know best). It is in drawing people to Christ that we find our strength and purpose. We have seen, however, that it is useless to initiate a work while we ourselves are financially unstable. Unfortunately, our experience has taught us that while donations are extremely important, we cannot afford to rely strongly on them. The truth is that we would like to be living in financial abundance such that we could make a significant impact in the lives of the underprivileged in our community (i.e. not merely herd them into church services on Sundays). We have led two churches in the region; we know how effectiveness rises exponentially with increased funding. As long as we are personally in financial crisis, we believe it would be imprudent (if not disastrous) to assume a church plant. That is why we are not pastoring at the moment.
  2. We continue to value our professional work in health (Heidi) and communications (Railson) as powerful means of gaining credibility, providing for a portion of our budget, and making a godly impact on the community. Ever since I graduated in Nutrition and Food Service Management from OSU, I have wanted to work in health relief in Brazil. We are convinced that Christian professionals are the ones who should be the best equipped in the marketplace because they have one hand on eternity and one hand on community decisions. This is especially important in the context of an emergent nation like Brazil where class divisions are extremely exaggerated (i.e. the haves and the have-nots), and where the Church has not historically shown competency to appeal to the upper class. We see ourselves as working in this gap. Bringing classes together is only possible through the Body of Christ, which unites us all. Naturally, this facilitates community development, and we could cite many excellent examples of this.
  3. We have never had major financial backing from any single church or entity. Terms such as “missionary salary” and “furlough” have never played a role in our ministry (although at times we have wished for it!). We have been supported by our own work and by donations from individuals, and, at times, from churches. The largest monthly donation we have ever received was $200. Early on, we had promises of partnership from various churches and individuals who were interested in our work. Some even came and visited us in Brazil and were momentarily impacted. We believe in the sincerity and intentionality of each one, but the reality is that sentimental or adventure-oriented ideas of missions do not serve the long term needs of the Body of Christ in poverty-stricken areas. Simply put, we need an income we can count on for the long run. As our finances have been damaged by the decline of the dollar and by the loss of supporters over the last few years, we have explored many options for financial support from what most term tentmaking. This was a pleasure in the beginning, it has become an arduous and frustrating process recently, one for which we are seeking breakthrough. Having said that, we want to reiterate that we do certainly value our donors and their long-time sacrifice. We are always open to receiving monthly and one-time donations, which do so much to accelerate our work.

  1997

  • I graduated from Oregon State University in nutrition and was sent out as a short-term missionary to the House of Hope in Rio de Janeiro, after having had an intense desire to minister in Brazil for about 5 years.
  • The missions pastor, missions secretary and the head pastor of my church in Corvallis, Oregon supported this move. I had raised sufficient monthly support from individuals to live adequately on the mission field, as I had been instructed, and I began writing bi-monthly newsletters.

  1998

  • I left the House of Hope (initially because of logistical issues regarding my visa renewal) and resided in northern Brazil with a church-planting effort associated with Vineyard. The local mission was called the Xingu Mission, and was an off-shoot of the Paz work in Santarem.
  • The Lord spoke firmly to my heart that I was to stay in northern Brazil, rather than Rio. (Several weeks later I met my husband.)
  • The Xingu Mission provided a teamwork approach to church planting and missionary structure, but no salary or benefits.
  • My sending church in the US changed focus from general missions to missions in Asia, but the elders agreed to continue supporting me in what they termed a “grandfather clause.” (i.e. I would be their only missionary outside of Asia.)
  • To help with immigration issues, I finished a theological course offered by the church elders and became a licensed minister, a status which the church continued to renew every 1-2 years until a change of leadership in 2007.

  1999

  • Railson and I got married. Our “Decade” together began.
  • The currency exchange rate had doubled, so my single missionary income was enough (although barely!) for the two of us while Railson finished school part-time and pastored full-time in Porto de Moz.
  • By this time we had the support of my home church as well as a Vineyard and representation with Calvary Chapel.
  • My language-learning accelerated substantially with the duties of a pastor’s wife and the fact that I was the only English speaker for miles around. We were pastoring the church farthest from the mission base, which led to a degree of isolation.

  2000

  • I began to teach English at a public school and provide nutritional counsel for the local hospital to help bring in extra income.
  • In addition to essential church work, we developed several methods of social assistance, including church-based clothing distribution and food aid.
  • Financially, we had gained the support of another Vineyard, and two more churches in Portland, Oregon.
  • We received a construction team from a US Vineyard that helped tremendously with our building project in Porto de Moz.
  • A series of leadership changes at my home church in Corvallis began which eventually led to a distancing of our work from the church.

  2001

  • Our son, Timothy, was born.
  • The exchange rate rose to 3:1, that is, our earnings had automatically tripled from the time I was a single missionary, so as the family was growing, the income was too.
  • Since I was well-known at the hospital, I began evangelizing through work with the health department (of course, you wouldn’t be able to do *that* in the US!), working with teams of Brazilian health professionals in the interior and praying for the sick at the end of the day.
  • I coordinated the local implantation of federally funded breastfeeding campaign and began to specialize in pediatric nutrition, while doing many house visits and opening the church for health conferences. This brought attention to the church’s work.
  • We initiated the Constru-Blessing project, geared to aid poor families in finishing basic home construction (similar to a federal housing project that was never fully implemented).

  2002

  • We visited family and friends in the US around Tim’s first birthday in January, but we were not able to raise much support for Constru-Blessing. In the end, we helped only a handful of needy families with construction projects.
  • The exchange rate continued to rise until 2003.
  • The church building, besides being used constantly for church events, continued to be used for community meetings and for an outreach to the elderly on a weekly basis.

  2003

  • Sarah was born and our US family came for a two-week visit.
  • The exchange rate rose to 4:1 early in the year, which allowed us to live fairly comfortably on the same level of missionary support that I had been receiving in 1999 as a single missionary.
  • Our donations began to decline as several churches discontinued support in lieu of changing mission focuses and changes in leadership. Then, after the Brazilian presidential elections, the dollar began to plummet.

  2004

  • We moved to Almeirim, sent by the Mission, to continue developing a church plant begun by the Independent Baptist Church a short time earlier. This meant leaving my tentmaking and our house behind, but we were excited because we had had a vision for this move for years.
  • Our income was reduced to less than 30% of the previous year since I had left my work with the hospital and English teaching. After the mayoral elections, the job proposal I had received with the health system fell through.
  • We experienced a time of extreme isolation, both from the Mission and from our supporters. We did not have adequate Internet or phone access. Making matters worse, our hard drive crashed and we lost our contact lists. We were out of contact with almost everyone for a time.
  • We did not have adequate funds for trips to participate in Mission meetings or retreats, something which was unfortunately misunderstood by the Mission.
  • Due to many delays with my application for permanence, I still did not have a Brazilian ID card. This became an issue since we were now residing in an area where few people knew us. I could not work a good job without it.

  2005

  • Due to leadership issues, the board of my sending church determined that they were not in a position to support us financially any longer.
  • Our leaders in Porto de Moz went on sabbatical for a year which left us out of contact at critical moments in decision-making within the church. We eventually decided to unite our church with a local Paz church for stability.
  • We began a church outreach to neighborhood children 3 days a week (the Vinhateiros), and we pooled church members’ resources for food aid to needy families.
  • In response to our extreme financial state, Railson registered the ISP, Amaster, in Monte Dourado, together with a technician friend, as a means of generating a more stable income in the future.
  • I pulled money enough together to travel to the immigration post in Santarem to request permanence for the second time.

  2006

  • Amaster proved its worth to the communities of Monte Dourado and the Laranjal. Hundreds of people, many students, discovered the world of information for the first time.
  • While the business was still recovering its initial investment, it suffered severe losses from lightning damage, as well as from a devious lawyer.
  • The dollar continued to decline, yet I could not work because of the lack of an ID card.
  • At the end of the year, we united our church with a local Paz church, since our mission was unable to provide adequate oversight.

  2007

  • Our family finally found housing in Monte Dourado, so that we could all be together again (not just on the weekends!). Railson had been spending weekdays in Monte Dourado for months.
  • Family expenses grew with both the kids in school, but the dollar continued to decline. The business began to provide about $200 a month, the first fruits of hard labor, and we thought we could see the light at the end of the tunnel.
  • I began teaching English for a few hours a week at a local English school.
  • Since we did not have any mission or church support during this time, we assumed a role in a local church (eventually Paz) as pastoral support for the existing leadership. What we actually accomplished was a discovery of corruption within the church, so our work was primarily bringing this discovery to the surface and supporting leaders and members in the fall-out.
  • The Xingu Mission decided against implanting a base in Monte Dourado, in lieu of a different city. We parted ways, since our financial support was inadequate, I still had not been granted permanence, and we felt our time at the church had not ended in Monte Dourado. We expected to be able to plant a church here; we even saved the church sign from Almeirim “just in case.”
  • Life Chrisitian Center in Portland renewed support at this critical time, and continues to route our donors’ checks up to present.
  • In October, it was apparent that our Amaster partner’s business intentions had grown far different than our own. He had begun to steal from the business. For a number of reasons, we felt it best to sell the business to him. The agreement was for about US$53,000.
  • As a precaution, Railson registered another business, Priminet (to provide computers and accessories to the market we ourselves created through the Amaster), but without funds up front to invest, it remained on paper.
  • With the sale of the business, a high profile in Monte Dourado, and two years’ experience with wireless technology we began set up a project for educational radio. We discovered that the correct frequency was not only available, but also approved by the federal government for our geographical location.
  • We began the process of registering a Brazilian foundation (Fundação Jubileu) so that we could eventually solicit the radio and have a means of receiving Brazilian funds as an NGO.
  • Our ex-partner suddenly stopped paying the installments from the sale of Amaster. What he had paid up to this point was insufficient for us to pay all the debt we owed from the start-up of the business. The case was not taken seriously by the local judge, leading to a loss of about US$38,000. This interfered with the process of starting the new business and foundation.
  • Without the mission’s intention to work in Monte Dourado and with insufficient resources to plant a church immediately, we came alongside a local church plant (later, Igreja da Paz). We preached relief and taught regularly in the new leadership training school begun by the church.

  2008

  • I was granted permanence, but my ID card hadn’t come yet, which meant that the permanence was still useless.
  • Lack of funds halted the registration process for Fundação Jubileu. Our lawyer had worked voluntarily up to a certain point, but could go no farther without payment. Hence the radio project, too, was on hold.
  • During our trip to the States in July we were blessed to get reacquainted with friends and family after six long years, but we were unable to raise our support level. We had wanted to find backing for the Foundation and radio project, but this was not to be. Unfortunately, the trip ended up contributing to our debt.
  • Railson decided to take Priminet a step farther by legalizing it for importation. Although importation will eventually be the best way to maximize profits for the mission field, it has proven to be a long and costly process. However, we have developed relationships with contacts in China, buyers in Brazil, and are in the middle of growing market. We are in need of financial investment to get it off the ground.
  • The dollar continued to drop. The global economic crisis took its toll on just about every missionary and NGO we know. We lost several longtime supporters, at just the worst time.
  • My sending church in Corvallis, having had very little relationship with us in recent years, cut ministerial ties, and currently does not support us in any way. Of six supporting churches, only LCC continues support at this point.
  • Amaster went bankrupt in the hands of our ex-partner; shortly after, he illegally removed the infrastructure (radio tower & computers) so that they could not be transferred to us as payment. We have little hope of recovering our loss. We had hoped to use the Internet tower for our radio project.

  2009

  • Railson works informally with sales of wireless modems (which function via GSM and CDMA) while setting up a structure (documents, payment plans, registrations, web page, etc.) for the new business. This helps with about $400-$500 per month, better than he could earn working full time at the paper or mineral factories.
  • We invested in a taxi permit, which generally gives a good return. But the driver had several small accidents early on which diminished revenue. Then, when the car’s papers delayed in arriving, we discovered that the vehicle was not legal. It had been used as a decoy in a mafia. We returned it hurriedly, and ended up breaking even. (The next month, the car was confiscated by the police in another city.) We sold the permit to pay off some bank debt, and are no longer considering taxi work.
  • The leadership of the Paz church we were assisting moved back home due to difficulties with the building and other past issues. Church members continue to meet in homes (cell groups) during the week and are slowly blending in with other local churches (mostly Foursquare). We regret that we have neither the funds nor financial backing to take over the leadership of this group, since we have already developed a strong relationship of trust.
  • Railson’s two nieces moved in with us for four months. Fabricia is wheelchair bound, and needed constant assistance. Since neither of the girls had had much exposure to daily Christian living previously (their family being strong Catholic), we opted to hold home church for most of the time they were with us. It proved to be very meaningful for us all, and opened the girls’ hearts to the supernatural power of Christ. For the fist time, the girls understand what it means to consider the cost of following Christ.
  • Railson and I celebrated our 10th wedding anniversary in July.
  • We strengthened ties with the Vineyard church leadership in Macapá, 8 hours’ drive away, which happens to be the same city in which the business is being registered. We would love to be able to work with this church plant, or one similar to it, in the future. Lord?
  • My ID card came at last! However, I cannot be officially registered as a nutritionist until my Oregon State diploma goes through a long and expensive validation process in Brazil, which now costs seven times as much as it would have last year. So, I am still unable to work in a better-paying job as a nutritionist.
  • I continue to teach English part-time (about $300/mo) as an emergency measure, but it always seems far too little.
  • Plans for the nutrition clinic have developed very slowly. I do not have money for advertising or private office space, and without my permanent documents I cannot consult patients under national insurance providers, nor can I work in a professional position with the health department as I did several years ago in Porto de Moz. Still, I love the work. I see a few patients a week—and enjoy each consultation! I work mostly with pregnant women, infants, diabetics and overweight patients. Most of the work is still voluntary, because many patients cannot afford to pay, and they would otherwise not have access to nutrition care.

• Prayer People, We Count On You

  Filed under Business, Family, Ministry
  Oct 6

  We just wanted to let those of you who pray for us know how much we appreciate you. On a routine basis there is no one around here to pray for the types of needs we can elaborate with you. One of our supporters was surprised to hear that we don’t have frequent opportunities to receive prayer. Since the Paz church leadership was forced to return to their home town earlier this year, the members who did not join other churches immediately have been meeting once a week on Saturdays. This is the group we have been ministering in, and it has been good, but there have been so many issues and wounds to heal that we’ve gotten lost in the scramble. However, last Saturday we did receive prayer from our fellow believers and that felt great. That’s what fellow soldiers are for.

  The Saturday group has decided to become a home group under the auspices of the Foursquare church. Compared to other local churches, Foursquare is the nearest to our style. It’s by no means, however, an exact fit. Railson & I are frustrated that we have had no major support from churches or ministries to be able to offer more dedicated leadership to this group. It is a fabulous group, with musicians, evangelists and preachers. Frankly, it hurts to see much of that talent and grace get “religiousized” and explored for the sake of meeting agendas and religious expectations. We’re not into that; we have so much vision inside. We want to see the Gospel in the market, not just behind poorly calibrated sound equipment and poorly prepared preachers in neckties (I’m not criticizing Foursquare; I was baptized in the Spirit and in water in the Foursquare. I’m only talking about the local situation). Still, we believe it is best to remain together with other believers, so we have been staying close and sharing the Word at every opportunity.

  We really *long* to be able to say we are in abundance financially!! But we are not. It has taken its toll. Some of you have gone through similar situations, so you know how stigmatizing and nervewracking it can be. We are questioning why. We are examining our motives and atitudes. And we are trying, really trying, not to be disappointed with God.

  The dollar keeps falling. Since March, we have lost another 25% of the little we receive. Not much we can do about that, except try not to be so dependent on dollars.

  The new business we are trying to register has not been approved, despite Railson’s hard work. Everything is in order, but the Brazilian IRS says we owe tax (go figure, we’re not making money with it yet–quite the contrary) and we do not have the right economic profile to work with importing (i.e. we’re broke with no capital). Sooo, Railson will travel 8 hours by bus over that long dirt road to chat with them and see if we can get them to change their minds. Have you ever heard of a last-ditch effort? If this doesn’t work we truly don’t know what we’ll do because we need to get our monthly earnings up, and fast. (On a positive note, we already have suppliers overseas and buyers in Brazil. We just need the legalization to import and funds to make the first purchase.)

  In Brazil’s poorest region, we are constantly surrounded by needs far more severe than our own. Every day, we are face to face with situations that require creativity and at least a little financial intervention in order to change people’s lives. Whether it’s a need for cooking gas or for basic skills classes, good living requires funding. Our hearts are bursting with the desire to give liberally to society and stamp each contribution with the Gospel of Christ. We just wonder WHEN are we going to be able to step into that part of our destiny?

  • And the painful irony is that we seem the least prepared to help, at least materially.
  • We have absolutely no savings, insurance or retirement plan.
  • We are behind on our bills, and we still owe a great deal for our trip to the States last year. The phone and our personal internet are already cut.
  • Railson’s major means of transportation, the motorcycle, is broken down. No money for repairs.
  • Our air conditioner (the one that allows us to sleep at night) broke in an energy surge last month. They say it’s not worthwhile to fix it. Needless to say, we haven’t have a decent night’s sleep since then (about 85-90F in the bedroom during the night).
  • The toilet broke too. No, there’s no money to fix it. You can figure that one out…
  • We all are in need of clothing and shoes.
  • And then there’s healthcare. Just for starters, Railson’s dental piece is 10 years old and really bothering him. It’s actually doing permanent damage. We always think we’ll get it replaced later but later never comes…
  • Our two major legal processes never got resolved, so Railson’s credit rating has been severely damaged. Not fair.

  The financial pressure hasn’t been easy on the marriage. We’re doing okay, but it’s easy to be anxious and irritated, not to mention the weight on Railson’s manly self esteem. That’s been the hardest. He’s exhausted and it shows.

  We’re not complaining. I’m just throwing up my hands and saying, What gives, God! This is not what I signed up for. And I really don’t like to have to mention it again as a prayer request, but here it is. Any insights, let us know. We need to have something change fast–or start looking for somewhere else to live before we get evicted from the place we’re renting.

  Thanks for your backing. And for understanding. I only mention all this “yuck” because I am certain things will change. And I am certain you will be an essential part in that victory.

  It’s not easy out here. Miss you all very much.

  xoxo Heidi
  Railson, Tim & Sarah