Policy Windows in an Authoritarian System: How Alignment, Leadership Signals, and Disasters Enabled Policy Entrepreneurship in China's Poverty Alleviation

China's poverty alleviation campaign is significant. Over the past four decades, the number of people in China living below the international extreme‐poverty line fell by close to 800 million, accounting for nearly three‐quarters of the global reduction in extreme poverty. This study applies the Multiple Streams Framework (MSF) to explain how Organization C, a government‐organized NGO (GONGO), successfully promoted a poverty alleviation model (“Britevilla”) as part of China's anti‐poverty campaign. The case of Britevilla shows that policy change was successful because three conditions converged: the problem was framed as severe and politically salient, the proposal aligned with central priorities, and sufficient local capacity existed to translate the model into practice. Two policy windows were especially important: post‐disaster reconstruction after major earthquakes and the institutionalization of Targeted Poverty Alleviation after 2013. Organization C acted as a policy entrepreneur by coupling the streams, refining the model through pilots and experts, and presenting Britevilla as a politically trusted and operationally ready solution for local governments under performance pressure. The article argues that implementation showed that Britevilla became adoptable and scalable. More broadly, the case shows how GONGOs can broker innovation in an authoritarian polity and suggests that local governments under strong central steering may adopt field‐tested models from trusted intermediary actors.