Story #118: Ian Simmons and the Living Wage Campaign

The following is a transcript from Ian Simmon’s “Mini Ted Talk” at PBHA’s Alumni Weekend on Nov. 9th, 2024.

Hello everyone, my name is Ian Simmons. I arrived on campus in the fall of 1994 and got involved immediately with the Mission Hill after-school program. That was a big part of my early work here. Later, my wife and I became anchor supporters for PBHA, which you'll hear more about shortly, continuing our commitment to this important work.

In addition to that, during my time at Harvard, I was part of the progressive student labor movement. This was an organization that emerged to address the growing economic justice issues we saw on campus. The movement began in the late 1990s, especially around 1999, with the founding of the Harvard Living Wage Campaign. The issue at hand was wage inequality, not just in the broader country, but specifically at Harvard.

As many of you know, the economic disparities in the U.S. were becoming more pronounced, with the median income levels diverging significantly over the past few decades. By 2000, the minimum wage had stagnated, while productivity continued to rise. This had serious implications for workers at places like Harvard, where wages were so low that many employees needed government subsidies just to make ends meet.

The irony was that while Harvard, a leading institution in many ways, was paying low wages, MIT and BU were already paying 50-300% more than Harvard's lowest-paid employees. This discrepancy motivated the movement, especially given that Harvard's unions were relatively weak. At that time, Harvard's leadership—President Neil Rudenstine and later President Lawrence Summers—had a policy of negotiating wages based on the market, without much consideration for the well-being of workers or the community.

One key irony here is that Neil Rudenstine came from a working-class background himself. He was the son of a waitress and had worked his way up, so he personally understood the challenges of being in a low-income household. However, he delegated labor relations to others, and when the issue was raised, he didn’t give it the attention it deserved. This lack of engagement was frustrating for us, and it became clear that we needed to take action to make our voices heard.

Instead of just pointing out the low wages, the student activists decided to take a more comprehensive approach. We interviewed workers—custodians, security guards, dining hall staff—and shared their stories. These interviews were extensive, often running thousands of words, and we displayed them publicly, including in the Science Center. By humanizing the issue, we brought attention to the real lives behind the numbers, showing the struggles of workers who were simply trying to make a living.

One such story was from a custodian named Prifera, who was 31 years old at the time. He was married with two kids, but he had to work two full-time jobs to support his family. He rarely saw his son except when he was asleep, and weekends were his only time to spend with his children. These personal accounts really resonated with the Harvard community and helped put a face to the issue.

The public relations campaign became more activist in tone over time, but it was important to keep it respectful and grounded in evidence. We focused on holding the administration accountable, not demonizing them. The goal was to point out the discrepancies in Harvard's wage policies and show that the university's leadership was failing to live up to its values.

After two years of campaigning, Harvard refused to address the issue through traditional channels. That’s when the sit-in tactics were organized. I’m in one of the photos here, outside President Rudenstine’s office. We had secured a building to serve as our headquarters, and we used it to continue our organizing efforts. It wasn’t just about the sit-in itself, but about building solidarity among students, faculty, and workers.

One of the critical elements that helped propel the campaign forward was media attention. Initially, there was a media blackout, but with the help of a friend working as an intern for Bob Herbert at the New York Times, we were able to get the issue covered. Bob came to campus, wrote two columns, and that really helped shift public opinion. We also gathered over 300 signatures from faculty members, which put additional pressure on the administration.

The campaign culminated in a series of rallies and events that garnered national attention. Newspapers across the country covered the issue, framing it as a question of fairness: how could it be just for a worker to put in 40 hours a week and still not make enough to support a family? These editorials resonated with the public and helped elevate the issue to the national stage.

In the end, the administration responded. Senators Ted Kennedy and John Kerry came out in support, as did the Cambridge City Council. After a prolonged negotiation process, Harvard agreed to raise its wages and establish a "living wage" floor for its lowest-paid employees. This agreement has been in place ever since, and it’s an achievement that we’re all incredibly proud of.

The victory also had a lasting impact. Within a year, 95% of Harvard's workers were earning a living wage. This success didn’t just improve the financial well-being of the workers; it also allowed them to support their families, send their kids to college, and have better healthcare. The New York Times even returned to campus two decades later and wrote a glowing story about Harvard’s policies, which was a testament to the long-term impact of the campaign.

The lesson here is clear: power matters. We were able to win because we built broad coalitions—students, faculty, and workers—and aligned ourselves with a majority of the campus community. The campaign was driven by evidence and the human stories of the workers, and we remained pragmatic in our negotiations with the administration. While the sit-in was an important tactic, it was the overwhelming public support and the evidence we presented that ultimately led to change.

I hope this story provides some insight into how grassroots organizing and solidarity can lead to real change. Thank you so much for your time.

Watch the recording of Ian Simmon’s speech here.