Effective community organisations (as illustrated by the Lima case in Box 6.15) may take on operation and maintenance roles for basic facilities and equipment. They may also see the benefit of assuming management roles, especially where facilities are communal. Management may include a role in billing and revenue collection. Such arrangements are often formalised through the development of consumer cooperatives or NGOs structured for this purpose. Where this is carefully planned, it can result in far better cost recovery than that achieved by operators. In Port-au-Prince in Haiti, for instance, a successful NGO initiative was scaled up to provide 100,000 poor households with access to communal standpipes. Water committees were formed and took responsibility for determining requirements, facilitating construction, hiring the standpipe operator, resolving community grievances and organising maintenance. With community agreement they have developed a system in which they charge more than the operator's price and reinvest the profits in other community services. Their visible success has led to an institutionalisation of committees and the empowerment of all the communities involved.