THE ROLES OF KEY PLAYERS IN

THE LOCAL CBR PROGRAM

THE LGU
>Market CBR to the local >Appoint a CBR Focal Person or
community and local unit under the office of the local
organizations; executive to be responsible for
>Ensure implementation and the implementation of the CBR
management of CBR in the program;
community-work to promote >Create a local committee on
positive attitudes, a barrier free disability affairs (LCDA), along
community and high quality with the seven sub-committees;
services; >Monitor and evaluate the
>Promote and lobby for supportive programs using the CBR
and sustaining local legislation. strategy;
Ensure that CBR activities are >Advocate CBR to other LGUs
included in the development
“work & financial” plan of the
local government line agencies;
>Involve the DPO in managing the
CBR program from the onset;
The Local Committee on
Disability Affairs (LCDA)
>Policy Development and planning to
help the LGU determine the best
approach in delivering
effective CBR program;
>Plan, deliver, facilitate and monitor
the CBR Plan in the seven key
areas: health, education, social
services, training & employment,
advocacy, accessibility,
information, communication and
technology;
>Ensure the legal mandates and
policies developed by the NCDA
are addressed with
legislation and programs;
>Market CBR to the local community;
>Highlight disability issues
concerns;
>Work for change in negative
attitudes and to remove barriers;
>Support the organization of
Barangay CBR committees;
>Support the organization of a DPO
an and Parents’ Group ;
>Mobilize resources, budgets and
facilities;
>Identify, establish, and support a
referral system. The LCDA taps
into the RCDA, the regional CBR
Team, NCDA, the TDC, and
external services for referrals and
training that cannot be addressed
at barangay & municipal levels;
>Monitor and evaluate the programs
local using the CBR strategy, with
support of LGU, CBR Focal
Person, DPO leader, Barangya
& CBR Committee, DPO, RCDA,
NCDA and TDC.

THE DPO
>Guide LGUs in identifying the needs
of people with disabilities;
>Manage programs using the CBR
strategy, together with the LGU;
>Ensure the CBR plans meet the
needs of people with disabilities;
>Implement activities and programs;
>Monitor and evaluate the program,
inform practitioners about the
validity and appropriateness of
such activities;
>Advocate for social change
THE ROLE OF NGOs
>Serve as an invaluable resource for
programs using the CBR strategy,
particularly in enabling the local
community to do as much as possible
for themselves;
>Enable the community to manage and
implement programs and services;
>Mentor and support LGUs on
implementing CBR;
>Act as adviser for community education,
for addressing causes of disabilities
and in developing advocacy
campaigns;
>Organize DPOs to work with LGUs in
developing and managing services
and community projects;
>Help the LGUs develop effective referral
systems;
>Be a resource for information;
>Link the LGU, civil society & business
sector so that they work together on
community projects.
THE ROLE OF THE PROFESSIONAL
>Professionals need to become
trainers, enabling local
communities to do most of the
work and to know when to refer to
specialists;
>Help develop referral systems;
>Help plan, implement and evaluate
quality services;
>Provide specialist interventions in
their field of expertise;
>Hire a community organizer to
facilitate the process of
organizing the DPO;
>Provide their speciality at affordable
rates;
>De-mystify the rehabilitation
process;
>Provide information in easily-
understood formats
THE CBR WORKERS AND
VOLUNTEERS
>Initiate the Brgy. CBR committee;
>Learn about disability, impairment
types, education & rehabilitation
techniques, & how to identify the
barriers that create disability;
>Provide community education in the
brgy. About the realities facing
persons with disabilities;
>Assist the CBR Focal Person and
DPO leader in gathering base-line
data on numbers, needs, types of
barriers, etc;
>Conduct a needs assessment as
basis for the implementation plan;
>Train caregivers on how to
implement plans;
>Supervise, monitor & evaluate the
program regularly;
>Prepare & implement individuals &
community activities for PWDs
and their families.
THE CBR FOCAL PERSON AND
DPO LEADER
>Market CBR to the local
>Oversee the implementation of community;
services & programs; >Mobilize resources to support
>Follow through the plan and sustain CBR, with support
established in the Stakeholders from the RCDA-TDC;
Forum, including holding all >Identify, establish and support a
stakeholders accountable to referral system. When the
commitments they made removal of barriers or the needs
regarding CBR implementation; of PWDs cannot be met t the
>Gather baseline records & maintain brgy. Level, the CBR volunteers
data-base collection; coordinate with the CBR Focal
>Assist in the enhancing, Person & DPO leader who, in
organizing, and strengthening turn, will facilitate the
the DPO; necessary intervention;
>Work to enable the DPO to take a >Organize and conduct community
management role; education (i.e inclusion), in
partnership with the RCDA-
TDC.
THE ROLE OF EVERY MEMBER IN
THE COMMUNITY

>CBR requests that each >Health workers trained and

community member works to actively providing early
change their attitude and adjust intervention to minimize the
their approach in society, so impact of any impairment;
that they are actively upholding >The school, nurse & teachers are
the rights of PWDs; trained and providing eye and
>Protect their community and ear screening;
address causes of disability; >Day Care Teachers provide early
>All children play with children education for all children.
with disabilities and are willing
to escort any child who needs
assistance to school;
>Town planners and architects
ensure that all plans for
buildings and infrastructure
include accessibility features;
SALAMAT…
THE 4 STAGES IN PLANNING AND IMPLEMENTATING PROGRAMS USING THE
CBR STRATEGY
1. PRE-PLANNING ANALYSIS
a. Establish contact with a DPO, or
help establish one
b. CBR orientation
c. SWOT (strength, weaknesses,
Opportunities & threat) analysis
d. Identify stakeholders
e. Update the database
f. Inventory of community resources
g. Regular gatherings of PWDs: Identifying needs &
solutions
4. EVALAUTION FOR IMPACT
w. Evaluate impact and quality
Of life improvements
x. Promote CBR in a neighboring
community
2. DEVELOP CBR PLAN
h. Stakeholders Forum for Planning & setting
Up a Steering Committee
i. Designate CBR focal person & leader w/
Disabilities
j. Establish LCDA & BCC
k. Allocating budget
l. Mapping of training options
m. Training the focal person/leader w/ disabilities
n. Passage of CBR resolution/ordinance
3. IMPLEMENTATION & MONITORING
o. Establish a referral system
p. Implement services
q. Build on existing services: share experiences, info.
And practice
r. Capability-building for the CBR workers &
Volunteers
s. DPO capacity-building
t. Developing Work Options
u. Alliance-building
v. Monitoring
HOW DO WE MOVE FORWARD?
CBR interventions only become
meaningful when there is real change
in the attitudes of society. The focus
now shifts from trying to fit people with
disabilities into existing systems to
making significant changes in society
to include PWDs – to accommodate the
diversity of the human condition.
Inclusive development is not the end result.
Rather, it is the strategy to ensure that
EVERYONE BENEFITS from development
initiatives in a community. It is a strategy
where everyone is part of the decision-
making, implementation and evaluation of
programs. All sectors are engaged, working
together to ensure right-based,
environmentally-friendly, respectful,
cohesive, well-grounded, spiritual, caring
and high-quality programs, that develop and
sustain life and communities. Inclusive
development promotes the value that
everyone in the community is responsible for
the well being of both children and adults.
CBR depends on the local terrain,
culture, and needs of the people with
disabilities and their community.
Mindful of these factors, there are good
practices which define CBR, and which
should be in place to ensure that
people with disabilities will be part of
community development.
CBR is founded on good governance, where
PWDs participate in management. The LGU
takes the lead and establishes a system
whereby the LGU, DPO, parents’ group, civil
society and business sector collaborate and
work together to share the responsibility and
to maximize expertise. They all ensure that
essential services, which address the causes
of disabilities, are provided to all. Meanwhile,
PWDs unite and form a People’s Organization
and advocate for change in society – for an
inclusive society. Existing resources are
harnessed and developed.
Capacity building enables the community and
people with disabilities to improve their skills
and knowledge and to manage their own
CBR. The expected outcome is poverty
reduction. CBR is sustained when the
community invests because they see its
value for everyone.

CBR is a strategy where persons with

disabilities control their own development.

CBR helps a community grow.