This project has developed a different model from the traditional OPA model in China. The principal difference is that these OPAs are responsible for initiating pilot projects on livelihood and health issues. In the selected OPAs, training was provided on OPA formation and management. Self-management of the OPAs is a key ingredient in sustaining the activities of the OPAs. There is a process of developing by-laws and for selecting the management committee to lead the OPA in its activities. There is also the selection of bookkeepers and cashiers to manage the seed money provided through the project. Also, the OPAs have adopted clear procedures for the selection of beneficiaries for the seed money, leading to an open and transparent system. The following lessons are drawn from the experience of the project:

One lesson learned is that there is greater social cohesion when OPA members join together based on their proximity. Some OPAs in the more remote areas were formed by members who have to travel a long distance to attend the group meetings. These OPAs tended to have less social cohesion and fewer activities as a result. The OPAs formed on the basis of established communities, however, demonstrated a much higher level of participation, social interaction, and group activities. The best practice is therefore to form OPAs out of existing communities where the older people live relatively close to each other.

OPA leaders in the management committee are crucial to the capacity of the OPAs to conduct their affairs. It is common for literate and educated members to be selected for the management committee. The choice of leaders has an impact on the operation of the OPA, and typically, those with enthusiasm and drive are able to build solidarity among the members and thereby increase participation by the members as well as increase the level of activities. Good leaders will also seek to be transparent about the OPA’s finances and self-management practices and seek ways to generate funds for their activities. One example is setting up a tea plantation as a way to generate revenue for the OPA.

The ability of the OPAs to manage their own activities and to adopt measures to improve their effectiveness enables the OPAs to operate for the long term. Clearly, financial issues affect sustainability as well. From an operational view, though, the ability of the OPAs to elect their own leaders, to be involved in the governing rules of the OPA, and to voice their opinions have the effect of generating participation. The effect is that the organization looks to its own members to provide the capacity to operate, which the older people have shown they are capable of doing.

The involvement of women in the management committee allows them to represent the interests of women members. Capable women leaders can help balance the decisionmaking authority and generate more interest among women members, as well as provide resources for activities involving women. Over half of the members of the project OPAs were women. The active participation of older women within the OPAs helps to strengthen the OPA and their families by ensuring the needs for social, mental, and physical activities of older women are met.

Older people lack of social activities in their daily life. Social activities add spice to older people’s daily life, and they provide a platform for gathering everyone together and communicating important information. As a result of these activities during the project, older people’s health improved and unhealthy habits became less common. Because the activities were organized by OPAs, their capacity also improved; now most village OPAs can organize exchange visits, agricultural trainings, and touring visits independently.