Evaluating Leadership Development in London's Living Wage Campaign

Introduction

Imagine this: low wages, rising rents, job insecurity. Yes, London is far from an easy place to live. Even now, in 2024, there are still 575,000 jobs that pay less than the real Living Wage. So, if you're a Londoner trying to make ends meet, caring for your parents and children, and perhaps coming from another city, another country, another continent, it can feel hard to believe that your actions could truly make an impact.

This is the backdrop for the Making London a Living Wage City campaign, a collaborative effort by Citizens UK, Trust for London, and the Living Wage Foundation. Since 2021, the campaign has been working towards ensuring that everyone in London earns at least the London Living Wage, currently set at ￡13.15 an hour. The initiative combines peer-to-peer advocacy led by the Living Wage Foundation with grassroots efforts driven by community organisers.

(see below an interactive visualisation we created on the proportion of jobs paying less than the real Living Wage in London in each borough)

The Challenge

In the autumn of 2023, we stepped in as evaluation and learning partners with a specific focus: to understand how community and worker leaders were developing through their involvement in the campaign. These leaders, juggling multiple responsibilities, were at the heart of driving this change, advocating for better wages while empowering their communities.

Our task was to evaluate their journeys, particularly in intangible areas: personal growth, storytelling and narrative-building, confidence to tackle power imbalances, and the ability to lead change. These are not things you can easily quantify, but they are the essence of what it takes to make a difference at the grassroots level.

Approach

Our evaluation approach was centred around adaptability and inclusivity, ensuring that we captured the realities of these leaders' lives while respecting their time and commitments.

1. Flexible Data Collection: We realised early on that we needed to meet people where they were, literally. Leaders often had tight schedules, so we conducted interviews in train stations, cafés, and community halls. Some conversations happened early in the morning before school runs, and others took place late on Friday evenings after a long workweek.
2. Prioritising Accessibility: We thought deeply about the accessibility and inclusivity of our information-gathering process. We made sure people could engage in the way that worked best for them, whether that was via desktop, mobile, or in-person meetings. Language was another key factor; we had to ensure that language barriers didn't limit participation.
3. Observation Over Surveys: We had considered running a survey at one point, but we quickly realised that the richness of insights we were after wouldn't come from a form. Instead, we wanted to recognise and build upon the initiatives community leaders were already involved in, rather than duplicating their efforts. We attended their events and observed them in action.
4. Adapting to Constraints: Initially, we'd hoped to run a reflection workshop with all the leaders we interviewed, but time constraints made that impossible. We had to adapt our approach, focusing on more achievable methods of data collection and conversations and sessions with staff members and organisers. Most of the background work was done by researching and analysing the Citizens UK's database, comparing information from about 300 leaders with publicly available data and creating interactive visualisations to make sense of facts and figures collectively.
5. Make the evaluation useful: Throughout the process, we constantly asked: What do these insights tell you? Who is missing from this conversation? What can you do next based on these findings? We believe that evaluation should be a tool for learning and design, not just a box-ticking exercise.

Outcomes and Impact

The real magic happened when we saw these leaders in action. Watching them lead meetings, rally support, and grow in confidence was far more telling than any survey could have been. Leadership was interpreted by many as a journey to be, not as a destination to reach. One leader nicely summarises this, saying:

“The definition of a leader has evolved for me. Previously, I saw leaders as decision-makers, but now, I view them as individuals who empower others. With Citizens UK, I've learned that leadership is about inspiring others, allowing them to shine, and providing support”.

Leadership development within the campaign also demands time and patience, particularly from the leaders themselves. Many shared the view that the opportunity to see people with a similar background to your own helps you mature and build confidence. You learn not by watching the perfect leaders and public speakers but by relating to someone you can identify with. Leadership development should be visible and credible.

Through repeated interactions, leaders were exposed to both the highs and lows, which can challenge even the most experienced among them to reflect and refine their approach. For many, the campaign is about more than just the immediate goals; it's part of a broader journey toward a better life. As one participant noted:

“For us, it is not just about Living Hour or Living Wage... but about Living.”

Conclusion

As we wrap up this evaluation, I'm struck by two competing feelings: the satisfaction of completing a complex project, and the sense that there's still so much more to do. But isn't that always the case with meaningful work?

Looking ahead, there's potential for more peer-to-peer learning among community leaders. We've only scratched the surface of the wealth of knowledge and experience these individuals hold. And while we've made strides in making our evaluation process more accessible and inclusive, there's always room for improvement.

The question now are: How do we build on this momentum? How do we ensure that the voices of these community leaders continue to shape the future of work in London?

As you read this case study, I invite you to consider:

What role can you play in making London a truly equitable city for all its workers?

After all, change doesn't just happen in board rooms or parliament buildings. It starts with conversations in cafés, on train platforms, and in community halls - just like the ones we've been privileged to be part of.

- Michel Alimasi, The Curiosity Society