A/HRC/22/61 needs they identify. The key components of the project are community-coordinated and managed water and sanitation services, waste management and childcare; livelihood training, facilitating engagement in the municipal planning process, and access to credit and savings schemes. 57. The South African Homeless Peoples‟ Federation114 illustrates how communitygenerated associations can drive self-built housing improvements, particularly by bringing together a network of autonomous savings and credit groups from across South Africa. It was created to address a void in housing improvement options for the urban poor, who are largely unable to meet the requirements to qualify for the national housing subsidy. The Federation requires that members commit to a savings and credit group. It assists them by providing bridge-financing to secure land tenure and build homes; facilitating exchanges between member neighbourhoods and cities to increase knowledge, skills and practices to address common needs within poor urban communities; mapping and surveying settlements to identify needs and collect data for negotiations with municipal authorities; and constructing demonstration homes. 58. The Manila Water Company, Inc.,115 is a compelling example of a public-private partnership that has been largely successful in providing improved access to water for the urban poor in Manila. In 1997, the Company won a Government concession to serve the east service zone of Manila, encompassing a population in which the urban poor make up 40 per cent of inhabitants. By approaching them as a viable customer base and revenue source, the Company‟s customer-centred culture and model of community engagement was successful in extending the water infrastructure to informal settlements, reducing illegal tapping and maintaining a profitable enterprise. It provides a useful illustration of how market forces might be harnessed to improve water access to the urban poor when combined with a pro-poor approach and anchored by a strong public partner. 59. Cooperatives exist in cities across Latin America, Asia and Africa that organize poor, urban informal workers who make a living by sorting and collecting waste. The case of CEMPRE (Compromisso Empresarial para Reciclagem) in Brazil shows how cooperatives can partner the private sector to improve job creation and waste management among the urban poor. CEMPRE116 is a non-profit association created in 1992, financially supported by private firms operating in Brazil, that helps waste pickers form cooperatives in order to secure better prices for the wastes they sell to industrial recyclers and waste processers. These cooperatives have been shown to be effective at securing better working conditions, higher pay and opportunities for members to gain further education, collect savings and more.117 C. Regional and international communities 60. The work of ILO with national and regional bodies is a model of both international support and regional coordination for poverty eradication. At the national level, ILO works 114 115 116 117 Ted Baumann and others, “The age of cities and organizations of the urban poor: the work of the South African Homeless People‟s Federation and the People‟s Dialogue on Land and Shelter”, Working Paper No. 2 on Poverty Reduction in Urban Areas (IIED, 2001). See USAID, “Enabling Water Services Delivery for the Urban Poor in Asia: Best Practices Review and Workshop” (2006). Martin Medina, “Globalization, Development, and Municipal Solid Waste Management in Third World Cities” in Private Sector Involvement in Solid Waste Management (Deutsche Gesellschaft für Zusammenarbeit, 2005). See Oscar Fergutz and others, “Developing urban waste management in Brazil with waste picker organizations”, Environment and Urbanization, vol. 23, No. 2 (October 2011), p. 23. 19