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Particularly in its early days, when CBR was initiated by external forces, such as nongovernmental organizations, and so much of its funding and direction came from a single source, a simple, hierarchical management structure like the one shown below made good sense. In this structure, a single manager led a group of CBR workers and volunteers in a simple vertical structure.
Though still used in a number of cases, more recently governments are increasingly assuming responsibility for initiating, funding and managing broad-based CBR strategies and, inspired by the CRPD, aim to integrate people with disabilities into every sector. This has led to a different management structure.
