Bahá’í Faith in England

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 In this document the International Teaching Centre outlines the importance of accelerated training and the effect this has had on promising clusters. These clusters have been encouraged to have between 40 to 50 people complete the sequence of courses, which has led to “an enhanced readiness for intensive growth”.

Strategies are also described for communities with smaller Baha’i populations. The use of intensive institute campaigns is regarded as “vital”.

The message goes on to identify the role of the believers and institutions in launching and sustaining an intensive programme of growth. It sets out the various phases that constitute each cycle of growth, the tasks of the various cluster-level agencies, and the sorts of goals that different kinds of ‘A’ cluster might establish.

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The opening section of this message provides a summary of the learning gained about advancing the process of entry by troops since the start of the Five Year Plan in 2001. It looks at the categorisation and prioritisation of clusters. It then examines the experience of the friends progressing through the sequence of courses and the consequent rise in individual initiative: “[f]or the most part th[e] proliferation of community activities was the expression of individual initiative by believers who translated into action what they had internalized from their training institute courses.”
Clarification is given about the correct attitude of the friends towards the training process.

The second section details the strategies that can be used by clusters to advance from one stage of development to the next. The main way forward for each kind of cluster is to focus on establishing an ever-stronger institute process. The other measures for the progress of each kind of cluster, such as the multiplication of core activities, are elaborated on, including the requirements for accelerated growth.

The third section emphasises the importance of institutions at every level - the local, cluster, regional and national - to learn how to achieve and sustain intensive growth effectively. The Teaching Centre makes it clear that this demands of institutions “a variety of capabilities and new approaches” and requires members of institutions to “have had first-hand experience with the dynamics of cluster development and the processes that contribute to growth.”

The fourth section expands on the “change in the culture” taking place in the Baha’i community. This comprises four aspects. First, the development of an attitude of learning on the part of the friends and a shift in planning to the grassroots, both witnessed at reflection meetings.
Second, the maintaining of focus by the friends - that is, a focus on the Supreme Body’s “explicit framework for… action” for advancing the process of entry by troops, together with a systematic approach to growth. Third, the empowerment of the rank and file of the believers through the training institute, leading to active participation
in the core activities, thereby increasing the numbers of those involved in “meaningful and vital serviceto the Cause”. Fourth, the development of an “outward-looking orientation” among Baha’is which involves an exerted effort to reach out, achieved through the reordering of their lives to expand their social circles and friendships.

The concluding section gives us a clear sense of our actions: that underlying our teaching work should be the premis that “all humanity is moving toward Baha’u'llah” and that “[a]dopting an attitude of openness and inclusion will help diminish the sharp line that believers have sometimes tended to draw between themselves and the public at large.” “Above all”, we are told, “the friends should be encouraged to remember Baha’u'llah’s call ‘This is the day in which to speak’”.

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This letter provides the Baha’i world with the “insights thus far gained” and a clarification of issues based on the experience of the community since the 9 January 2001 message of the Universal House of Justice was received.Indeed the House of Justice is heartened by “the culture of learning that is taking root everywhere” as the believers focus on advancing the process of entry by troops.

The Supreme Body reflects on the learning about the categorisation of clusters. The purpose behind this categorisation is made clear: “To assign a cluster to one or another category is not to make a statement about status.  Rather, it is a way of evaluating its capacity for growth, in order that an approach compatible with its evolving development can be adopted.”  Two criteria that “seem especially important” in the evaluation of clusters’ devellopment are “the strength of the human resources raised up by the training institute” for the teaching work and “the ability of the institutions to mobilize these resources in the field of service”.

The House of Justice comments on the importance of the sequence of courses, stating that “[t]he rise in activity around the world testifies to the success of these courses in evoking the spirit of enterprise”.  It is noted that there is “a growing sense of initiative and resourcefulness throughout the Baha’i world, along with courage and audacity.”  The training institute seems to be the source of growth.  Devotional meetings begin to flourish “as consciousness of the spiritual dimension of human existence is raised among the believers in an area through institute courses.” Children’s classes are “a natural outgrowth” of training.  Both activities have been opened up to the wider community, attracting a growing number of seekers who are usually eager to attend firesides and study circles. Many become Baha’is and from the outset “view their role in the community as that of active participants in a dynamic process of growth”.  The training institute has created a way for Baha’is to share the Message with “friends, family, neighbours and co-workers”.
The Supreme Body states that “[t]his outward-looking orientation is one of the finest fruits of the grassoots learning taking place.”

It is clear, then, that “[t]he pattern of activity that is being established in clusters around the globe constitutes a proven means of accelerating expansion and consolidation.”  This leads to “thrilling opportunities” for Local Spiritual Assemblies whose challenge, together with the Auxiliary Board members, is “to utilize the energies and talents of the swelling human resources available”.  For the House of Justice, it is particularly gratifying to note that [i]n cluster after cluster, the number of those shouldering the responsibilities of expansion and consolidation is steadily increasing.”  Moreover, cluster meetings allow for the sharing of experience and insight leading to the setting of short-term goals.  As a result, [l]earning in action is becoming the outstanding feature of the emerging mode of operation.”

Leading the way will be those clusters ready to start an intensive programme of growth.  The House of Justice concludes with the challenge that [t]he scale of expansion that is to mark the next stage of growth in these clusters calls for an intensity of effort yet to be achieved.”

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This message begins with the Supreme Body calling on the assemblage of Counsellors to ensure the successful launch of the Five Year Plan (2001-2006).  Given the great changes in the fortunes of the Faith in the preceding years the House of Justice states that “[t]he Cause of Baha’u'llah stands at the threshold of a new epoch”, noting “an increasing receptivity to His all-pervasive and resplendent Spirit.”  The acceleration of the advancement of the process of entry by troops is the aim of the new Plan, to be achieved “through systematic activity on the part of the three participants in the Plan: the individual believer, institutions, and the community.”

The growth of the training institutes is identified as one of the significant achievements of the previous Four Year Plan.  The institutes have not only enhanced “the powers of the individual, but also vitali[zed] communities and institutions.”  Consequently the House of Justuce states that the “continued development of training institutes… must be a central feature of the new Plan.”  In discussing the importance of child education the role of the training institute is outlined.

The Supreme Body explains that along with the development of training must come the systematizing of teaching efforts, achieved through a “combined process of action, learning and training”.  The role of the Auxiliary Board members and assistants is addressed, specifically in the cultivation of individual teaching initiative, for “[w]hen training and encouragement are effective, a culture of growth is nourished in which the believers see their duty to teach as a natural consequence of having accepted Baha’u'llah.”  In this culture “[m]utual support, commitment to learning, and appreciation of diversity of action are the prevailing norms.”

The House of Justice elaborates on the process by which national communities are to formulate plans for systematic growth.  This will begin by dividing these communities
into “smaller geographic areas” or clusters.  The House of Justice identifies some of the (non-Baha’i) criteria which will determine the boundaries of these areas. Descriptions of the various categories of Baha’i development are then outlined, ranging from clusters as yet unopened to the Faith to those areas able “to take on the challenges of systematic and accelerated expansion and consolidation.”

Some of the “propitious” conditions required for a cluster to begin an intensive programme of growth are set out and the nature of these programmes clarified. At the programme’s “core” “must lie a sound and steady process of expansion, matched by an equally strong process of human resource development.”  The House of Justice reminds us of the purpose of these intensive programmes: “to ensure that the Revelation of Baha’u'llah reaches the masses of humanity and enables them to achieve
spiritual and material progress through the application of the Teachings.”

The concluding paragraph provides a compelling context for our actions: “The Major Plan of God is at work and the forces it generates impel humanity towards its destiny. In their own plans of action, the institutions of the Faith must seek to gain insight into the operation of these great forces, explore the potentialities of the people they serve, measure the resources and strengths of their communities, and take practical steps to enlist the unreserved participation of the believers.”