Policy & Practice | April 2021

is unfair. If state programs aren’t yielding the results we want, it’s time to change the game. n When someone says, “that will never happen,” it may be exactly what needs to happen. There is no shortage of naysayers on disman- tling poverty and inequality—it’s “too hard,” “daunting,” or “an intrac- table problem to solve.” The effects of economic hardship on well-being, however, are well documented and crystal clear: poverty causes negative outcomes for children, adults, and families 4 and costs the U.S. economy more than $1 trillion annually. 5 Washington would be substantially better off without poverty and injustice—well-being would soar due to improved edu- cation, health, and employment outcomes, and rates of homeless- ness, child neglect, addiction, and crime would decrease. Just because the work is hard, doesn’t mean it’s impossible. Dismantling poverty is essential to advance our collective well-being and build a strong, resil- ient economy. Meeting the Moment: Accountability to a Just & Equitable Future The PRWG emerged out of col- lective frustration with the Great Recession of 2008. Little did we know that the 10-Year Plan would be a plan to meet the current moment, and if there is a silver lining to the tragedy of COVID-19 and its economic conse- quences, it’s the opportunity to chart a path toward the just and equitable future we need. It will not happen by accident—leaders must act with inten- tion and accountability. It is starting to happen. At the time of this writing, Washington State is wrapping up a legislative session that is making historic investments in child care, education, health and human services, workforce devel- opment, and public health. A state Earned Income Tax Credit, targeting resources to people with low incomes, passed. Efforts to decriminalize poverty and reform the child welfare and criminal and juvenile justice systems are underway. Dozens of stakeholders aligned with the 10-year

plan testified in legislative committees about implementing the recommen- dations. A recently established state Office of Equity, one of the first in the nation, will build enterprise-wide accountability to just and equitable outcomes. The 10-Year Plan has inspired several interagency col- laborations to influence Washington’s economic recovery and is building strong public–private partnerships to ensure that communities historically excluded from economic well-being are elevated in state policy, program, and funding decisions. And the PRWG Steering Committee is now publicly funded to guide implementation of the 10-Year Plan. The journey toward a just and equitable future continues and much work remains, but the 10-Year Plan is meeting the moment thanks to the brave, inspiring work of PRWG members who dedicated their time, energy, and expertise to the effort. The Steering Committee members have offered words to inspire anyone inter- ested in dismantling poverty in their own states to take action: “For those of you with the power to now decide whether and how to act, please remember that millions of people, just like us, will continue to struggle to keep a roof over our head, struggle to feed our children, and live without peace of mind that things will be okay. Please don’t forget that we are the people behind the numbers, the lives that will benefit should you choose to act.” –Drayton Jackson and Juanita Maestas, PRWG Steering Committee Co-Chairs Reference Notes 1. See https://www.governor.wa.gov/sites/ default/files/directive/17-12%20-%20 Poverty%20Reduction.pdf 2. Mia Birdsong (2016). The Story We Tell About Poverty Isn’t True. Available at https://bit.ly/3gQSIO8 3. See https://dismantlepovertyinwa.com/ 10-year-plan-is-here 4. National Academy of Sciences, Engineering, andMedicine (2019). A Roadmap to Reducing Child Poverty. Washington, DC: The National Academies Press. 5. McLaughlin, M., & Rank, M. R. (2018). Estimating the Economic Cost of Childhood Poverty in the United States. Social Work Research, 42 (2); 73–8

Lessons Learned (So Far) There was no recipe for this work, but strong guiding principles to center people experiencing poverty and a firm commitment to racial and social justice kept the work focused at a North Star: a just and equitable future. Cultivating a sense of humility and a beginner’s mind also contributed to the hard, deep conversations necessary to commit to change. We still have a lot to learn in Washington State, but a few valuable lessons emerged: n It is easier (and harder) than you think. There was no guarantee that a multisystem, multisector effort to dismantle poverty, led by the people we serve, would work. Starting was the easy part—Governor Inslee directed agencies to do the work, and we got to it. Creating a culture that took the time to build trust, listen, and hold meaningful conversations to achieve systemic, equitable change was the hard part. Moving slowly to build trust among members allowed the effort to succeed later. n It is not about you, except when it is up to you. Listening to criticism about your organization is not for the faint of heart. Most government employees work hard to make a dif- ference in people’s lives, so it feels personal to be challenged. Leaning into the feedback and recognizing that it targets institutions, and not us personally, was an important mile- stone in the journey. With that said, systemic change becomes possible when we recognize the “system” is us. We may not be individually responsible for the shortcomings in our institutions and programs, but we all have a responsibility to improve them. n Critique the game before the players. Steering Committee members described navigating state programs as “a game of chutes and ladders, in which success depends on a lucky roll of the dice.” They also described how dehumanizing it is to apply for public assistance—the onerous requirements, the punitive measures, and the shame. When one in four people struggles to make ends meet, it signals that the game

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