cbr guidelines - apminebanconvention...8 planning a cbr programme •planning is the first essential...

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CBR GuidelinesManagement

1

30 years of evolution & practice

Guiding force

13 December, 2010CBR guidelines 2

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CBR guidelines 13 December 2010 3

CBR guidelines 13 December 2010 4

CBR Matrix: 5 components

Health

Education

Livelihood

Social Empowermen

t

3

Different examples of CBRLed by civil society

NGO/

DPO

MOH

MOE

ML/E

MSW

Different examples of CBRLed by MSW

MSW

MOH

MOE

ML/E

NGO/

DPO

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Different examples of CBRLed by MOH

MOH

NGO/

DPO

MOE

ML/E

MSW

Different examples of CBRLed by Local Government/Municipality

Local

Municipality

MOH

MOE

NGO/

DPOML/E

MSW

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Who initiates CBR???

Community

initiated CBR

• Greater sense of

ownership

• More appropriate

• More possibilities of

empowerment

• Better chance of

sustainability

Government

initiated CBR

• Well resourced

• Easier to facilitate

multi-sectoral

involvement

• Referral support

• Larger reach

• Larger benefits

Both approaches have been successful

and both have merits and demerits.

National CBR Programme – I. R. Iran

State Welfare

Organization

Deputy for

Rehabilitation

Planning and

Developing

Rural Welfare

Head of CBR &

CBR Experts

Provincial Deputy

for CBR

with CBR Experts

Chief Expert

of Rural Welfare

Rural welfare

Experts

CBR Station in City

with CBR Teams

Rural Welfare

Unit

Rural

CBR Team

Local

Educated

Facilitator

Ministry of

Education

Ministry of Welfare

& Social SecurityMinistry of

Interior

Ministry of

Health

Health Workers

Bevers

Health Unit

at City Level

Rural

Health Centre

Rural

Health House

Seco

nd

ary

/Tert

iary

care

facilit

ies

& S

up

po

rt S

yste

m

6

CBR Programme by Ministry of Health

District/Provincial

Health Centre

Primary Health Care

&

CBR Manager

Health Centres with

Health workers

& CBR Workers

Community

Facilitators or

Volunteers/

SHG leaders

School

Authorities

Primary/

Secondary

Schools

Referral Centres

CBR

Committee

Livelihood

Authorities

Livelihood/

Vocational/

Job Training and

Income

Generation

programmes

CBR Programme at District/Sub-District level

by local Government or NGOs

Director or Head of

the Institute

CBR Manager

Health

Coordinator

Mid Level

CBR Managers

Education

Coordinator

Livelihood

Coordinator

Social

Coordinator

CBR Workers

Community

Facilitators or

Volunteers

Em

po

we

rme

nt

7

CBR Programme at local level

CBR Committee

CBR Manager

Mid Level

CBR Managers

CBR Workers

Community

Facilitators or

Volunteers/

SHG leaders

School

Authorities

Primary/

Secondary

Schools

Health Centres/

PHC/Hospitals

Community

Health Centres

Health/Outreach

Workers

Local

Authorities

School

Authorities

Primary/

Secondary

Schools

CBR Programme by

Public-Private PartnershipDirector or Head of

the Institute

CBR Manager

Health

Coordinator

Mid Level

CBR Managers

Education

Coordinator

Livelihood

Coordinator

Social

Coordinator

CBR Workers

Community

Facilitators or

Volunteers

Em

po

we

rme

nt

NG

Os/D

PO

sG

ove

rnm

en

t

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Planning a CBR programme

• Planning is the first essential function of

CBR management.

• It is a crucial aspect of any development

activity.

• The planning process has two aspects:

– Philosophy

– Management – Converting philosophy into

practice and managing it

Philosophy

• Understanding the realities - good intentions are never enough

• Lateral thinking–look beyond/partnership

• Change agents

• Participatory management

• Sustainability – community mobilization/ ownership

• Community-Based Inclusive Development

• Twin-track approach

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Twin-track approach

CBR

ContextualFactors

EnvironmentalFactors

Personal Factors

Health condition

Impairments

Twin-track approach

CBR

System

Inclusive

•Health

•Education

•Livelihood

•Social

Assist/Facilitate

Create services for

people with disabilities

and their families/

community

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Management Cycle

Situation

Analysis

Planning and

DesignImplementation

and

Monitoring

Evaluation

Situation Analysis

Where are you now?– Collecting facts and figures

– Stakeholder analysis

– Problem analysis

– Objectives analysis

– Resource analysis

Situation Analysis

Planning and Design

Evaluation

Implementation and Monitoring

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Situation Analysis

• Determine the needs of people with disabilities

and their families and the conditions in which they

live;

• Assess the resources that are available or

required to improve the situation (resource

mapping becomes more relevant if it is related to

the needs identified);

• People with disabilities themselves and their

families/community are very important

resources.

• Identify key stakeholders and foster their

commitment by involving them from the beginning

Situation Analysis

Planning and Design

Evaluation


Planning & Design

Failing to plan = Planning to

fail– Plan together with key

stakeholders

– Identify key priorities

– Prepare a SMART

programme plan

– Develop a GANTT Chart

Situation Analysis

Planning and Design

Evaluation


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Planning & Design

• Setting priorities: Priority setting involves deciding

what needs to be done and in what order of

importance.

• Programme goal or vision: This is the overall, long

term, end result envisaged.

• Objectives: the medium term directions of the

programme, developed to achieve the goal or vision.

• Indicators: (criteria for performance) should be

developed

• Activities: For each objective a sequential list of

activities is developed with quantitative targets and

time lines.

Situation Analysis

Planning and Design

Evaluation


Planning & Design

• Risks and assumptions: it should be

considered in every planning process.

• Monitoring and Evaluation: how the

programme will be monitored and evaluated

• Costing and Budgeting: this deals with the

question of what money is needed to

implement the activities, so as to reach the

objectives.

• Partnerships: finally, the programme plan

identifies mechanisms to build partnerships

within the community.

Situation Analysis

Planning and Design

Evaluation


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Implementation & Monitoring

Putting your plans into action– Develop detailed

work plans

– Mobilise and

manage resources

– Carry out planned

activities

Monitoring your progress

Situation Analysis

Planning and Design

Evaluation



From individual to group

– Many people with disabilities and their families feel

that they are the only ones facing a particular

problem.

– Once people with similar problems meet, they can

come to realise that they have common problems

and that there are common solutions.

– Being together helps to minimize isolation and to

increase mutual support. Feeling of togetherness is a

prerequisite for group empowerment.

– Self-help groups (SHG) or Disabled people’s

organisations (DPO) are the foundation of any model

CBR programme

Situation Analysis

Planning and Design

Evaluation


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• Capacity building of different levels of

stakeholders is an ongoing activity for

the sustainability of the CBR

programme.

• This takes many forms:

– exposure visits,

– exchange programmes,

– annual events, etc.

– continued training

Situation Analysis

Planning and Design

Evaluation


Evaluation

Where do you go from here?– Assess current or completed activities

– Learn from successes and failures

– Make decisions about the programme

– Continue the management cycle

Situation Analysis

Planning and Design

Evaluation


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An example from the CBR Guidelines

Mobility India is running CBR programmes in

three different locations with three

different starting strategy:

1) the urban slums of

Bangalore;

2) a periurban area

(Anekal Taluk) about

35 km from Bangalore;

3) a rural area

(Chamrajnagar District)

about 210 km from Bangalore.

Learning from evaluation

• initiate activities that benefit the whole

community, not just a few disabled people;

• involve key stakeholders at all levels of the

management cycle;

• perform a proper situation analysis before

starting a CBR programme;

• make a solid investment in initial planning,

ensuring that clear indicators are developed;

• develop partnerships with key stakeholders,

partnerships with local government are

essential;

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Learning from evaluation

• recruite CBR personnel from local

communities and giving preference to

people with disabilities, particularly women;

• ensure that capacity building is an ongoing

process and inclusive of everyone, e.g.

people with disabilities, their families,

community members, service providers and

local leaders or decision-makers;

• sharing successes and failures with others.

Thank you

CBR guidelines 3213 December 2010

cbr guidelines - apminebanconvention...8 planning a cbr programme •planning is the first essential...

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