Although CBR projects and CBR programmes are being implemented around the world, some people are not sure of the difference.

Where there is limited government support for CBR, projects are often started by local community groups or nongovernmental organizations. If they are successful, they may be expanded to the programme level.

Use your mouse or keyboard to indicate where on the following scale you would like your CBR initiative to be three years from now. Select Save when you are finished.

While projects and programmes have different characteristics, this online training package uses the term “programme” for both. The management cycle that is discussed in this element – as well as the outcomes, key concepts and suggested activities that are presented throughout the course – readily apply to both.

CBR is often initiated by a stimulus from outside the community, for example by a government ministry or a nongovernmental organization. More recently, the impetus has come from local government, often in response to advocacy from groups or individuals within the local community. In this locally initiated model, nongovernmental organizations play the role of an enabler or resource for the community, while the CBR strategy remains in the control of the government and local community.

Whether the interest originates from inside or outside the community, it is important to ensure that sufficient resources are available, and that the community is ready to develop and implement the programme.

It is neither expected nor possible for a CBR programme to implement every component of the CBR Matrix. To develop a programme that addresses all components, CBR programmes need to develop partnerships with stakeholders responsible for different components.

Each sector should be encouraged to take responsibility for ensuring that its programmes and services are inclusive and respond to the needs of persons with disabilities, their families and communities and the organizations that represent them. For example, the ministry of health and/or nongovernmental organizations working in the health sector should take responsibility for the health component, while the ministry of education and/or nongovernmental organizations working in the education sector take responsibility for education, and so on.

CBR programmes can be local, regional or national. The type of coverage will depend on who is implementing the programme, the areas of intervention and the available resources.

It is important to remember that support for people with disabilities, their families and the organizations that represent them must be provided as close as possible to their own communities, even in rural areas. In most low-resource countries, available resources are limited and concentrated in the capital or big cities. The challenge for CBR planners is to find the solution best able to provide the highest possible quality of services as close as possible to where people live.

Participation is one of the critical threads running through every CBR programme.

There are two aspects of participatory management: the first is the sharing of responsibility for managing CBR programmes between individuals and organizations. “Management-by-committee” (which is discussed in more depth in the Management structures element) allows representatives from multiple stakeholder groups to play a direct role in managing a CBR programme.

The other aspect of participatory management is the involvement of people with disabilities, their family members and the organizations that represent them at all stages of the management cycle. Stakeholders can provide valuable inputs by sharing their experiences, observations and recommendations. Their participation throughout the management cycle will help to ensure that the programme responds to the needs of the community, and that the community will help to sustain the programme in the long term.

While good intentions help to start CBR programmes, they are never enough to run and sustain them. Overall, experience shows that:

CBR has been most successful where there is government support, but day-to-day management and implementation are a community effort. CBR programmes that are strongly rooted in the local community are more sensitive to local factors, such as culture, finances, human resources and support from stakeholders (including local authorities and disabled people’s organizations).

Some essential ingredients for increasing the sustainability of CBR programmes are listed below.

Take into account cultural factors

What may be culturally appropriate for one group of people may not be for another. To ensure CBR programmes are sustainable, it is important to consider how they will affect local customs and traditions, the resistance that may be expected and how it can be responded to in the best interests of all. It is important to find a balance between challenging inaccurate beliefs and behaviours concerning people with disabilities and adapting programmes and activities to the local context.

Identify possible partnerships

Since the primary aim of CBR is to facilitate the inclusion of persons with disabilities into mainstream services and other opportunities, it is important that CBR programmes do not compete with existing services in the community. To ensure this, community partnerships need to be fostered to draw on a greater range of knowledge, skills and experience, as well as additional financial resources. These partnerships can help to influence governments to include persons with disabilities fully and respect their human rights.

In many situations, formal arrangements such as service agreements, memoranda of understanding and contracts can help secure and sustain partners’ involvement.

For more information about partnerships, select the following links:

• Preparing for partnership (from Coady Institute)
• Partnership success criteria (Coady Institute)

Build community ownership

Successful CBR programmes have a strong sense of community ownership. This can be achieved by ensuring that key stakeholders actively participate in all stages of the management cycle.

Use local resources

Reducing dependence on human, financial and material resources from external sources will help ensure greater sustainability. The use of local resources should be given priority over national resources, and national resources should be given priority over resources from other countries.

Build local capacity

Building the capacity of local stakeholders to plan, implement, monitor and evaluate CBR programmes contributes to sustainability. CBR should have a strong awareness-raising and training component to help build capacity among stakeholders, for example developing skills among persons with disabilities to advocate for inclusion in mainstream initiatives.

Find financial support

CBR programmes must develop stable funding sources. These include direct financing or grants from governments, in-kind donations, sponsorships or project proposals submitted to national or international donors, and the sale of products, fees for services or microfinance for self-generated income.

Build an effective leadership team

It would be very difficult to sustain a CBR programme without effective leadership and management. CBR programme managers are responsible for motivating, inspiring, directing and supporting stakeholders in achieving programme goals and outcomes. Thus it is important to select strong people for leadership positions – individuals who are committed, excellent communicators, and respected by all stakeholder groups and the wider community.

Build political support

A national CBR policy and network, with budgetary support, will ensure that the benefits of national implemention of the CRPD and disability-inclusive development initiatives reach all people with disabilities, their families and the organizations that support them.

Inclusion of disability issues in government legislation and policies will also ensure lasting benefits for people with disabilities in terms of their access to services, as well as opportunities in the health, education, livelihood and social sectors.

“Scaling-up” means expanding the impact and reach of a successful CBR programme. This will reach more people with disabilities with unmet needs, contribute to a growing awareness of disability issues in society, and increase support for changes in policies and resource allocation related to disability. Scaling-up involves increasing the geographical coverage of a programme by expanding the programme from a single community to several communities, or to the regional or even national level. It is suggested, however, that CBR programmes start small in areas that are easy to reach and demonstrate their results before they consider scaling up.

In order to successfully scale up a programme, it needs to demonstrate its effectiveness and be accepted by people with disabilities, their families, organizations that support them and the community at large. Sufficient financial resources will also be required, as well as supporting legislation and policies.

Scaling-up also means that people with disabilities need to be engaged in other community issues and develop alliances with other community-based rights groups, such as women’s groups, children’s groups and groups representing the urban poor.