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From YouTube: BWWC 4th Annual Best Practices Conference
Description
The Annual Best Practices Conference is an event organized by the Mayor's Office of Women's Advancement which gives Talent Compact signers an opportunity to learn new strategies to help close the wage gap and encourage female advancement in the workplace.
A
A
So
welcome
to
our
fourth
annual
effective
practices
conference.
We
made
it
here
bright
and
early,
so
good
job
us
I'm,
very
proud.
My
name
is
Tanya
Del
Rio
I'm,
the
new
ish
executive
director
of
the
mayor's
office
of
women's
advancement,
we're
under
the
leadership
of
Mayor
Martin,
J
Walsh,
who
we
have
here
today.
We
thank
you.
A
We
have
a
mission
of
promoting
gender
equity
by
empowering
women
on
one
hand,
but
also
removing
systemic
barriers
to
their
advancement,
on
the
other
hand,
and
both
are
really
important.
We
don't-
and
we
really
cannot
do
this
on
our
own.
We
do
this
with
you
with
all
of
you,
a
hundred
percent
talent,
compact
signers.
You
you
commit
to
building
a
world
where
organizations
really
harness
diversity
as
an
asset.
A
You
realize
that
you
cannot
design
the
best
product,
deliver
the
best
services
or
just
provide
the
most
value
to
your
customers
and
your
shareholders.
If
you
do
not
have
women
at
the
table,
that's
smart
on
your
part,
but
it's
also
the
right
thing
to
them.
Yeah
and
us
compact
signers,
know
that.
So
thank
you.
You
also
know
that,
for
talent
to
flourish
in
our
city,
you
do
not
have
to
ask
women
to
bend
themselves
into
a
mold
that
they
just
don't
fit.
A
You
realize
that
it
is
organizations
that
have
to
adapt
to
the
needs
of
your
employees,
and
you
do
that
by
putting
in
practice,
policies
that
support
them
and
that
create
environments
that
welcome
them.
U.S.
signers
understand
that,
and
that
is
why,
in
Boston,
all
of
you
are
leaders-
and
we
really
thank
you
for
that.
We
thank
you
for
joining
Mayor
wash
in
his
commitment
to
gender
equity
and
we
look
forward
to
another
year
of
working
together
and
this
year.
A
This
next
year
is
going
to
be
big
because
it's
a
year
that
where
we
report
data
and
we'll
learn
whether
we've
made
progress
from
last
year.
So
we
look
for
joining
you
on
that
effort
and
today
we
are
going
to
be
talking
about
advancing
women
to
the
c-suite
and
a
very
important
component
in
closing
the
wage
gap,
which
is
the
mission
of
the
bust
and
women's
workforce.
Council
I
do
have
some
bad
news
to
share
free.
A
If
yet
to
share
with
you
today,
it
turns
out
that
Sally
crachek
is
very
ill
and
she's
been
in
bed
ever
since
yesterday.
She
really
hasn't
gotten
up
so
she's,
very
sorry
to
send
her
messages
that
she
cannot
be
here
today,
but
we
still
have
a
very
substantive
session
and
we
do
have
important
topics
to
discuss
and
may
your
watch
is
here.
So
worry
not
I
am
confident
that
you're
gonna
find
the
content
really
interesting,
but
ideally
you're
gonna
find
it
very
helpful
to
your
organization's.
A
I
really
want
to
thank
the
Federal
Reserve
Bank
of
Boston
for
hosting
us
today.
In
this
great
space,
I
also
want
to
shout
out
Boston
University,
because
without
their
ongoing
partnership,
the
Boston
Women's
workforce
council
wouldn't
be
able
to
do
its
job
and
wouldn't
have
a
in
office,
and
we
also
want
to
thank
McKinsey
and
company
because
they're
going
to
provide
support
for
the
event
today.
B
Thanks
so
much
feels
like
home.
Actually
it's
much
nicer
than
when
I
was
here,
so
we're
all
benefiting
from
the
progress
that's
been
made
since
I
left.
So
I
also
want
to
repeat
all
of
the
thanks
that
Tanja
talked
about
to
the
Fed
Kim
Montgomery.
Here
is
a
chief
operating
officer
to
McKenzie
folks
to
everyone
that
Tonya
mentioned.
You
know
this
is
a
huge
effort.
B
Boston
has
a
unique
private
public
partnership
with
Mayor
Walsh
partnering
with
250
companies
now
to
make
Boston
the
best
place
in
the
United
States
for
working
women.
So
you
know
nobody.
Does
the
little
group
of
us
don't
do
this
on
our
own?
We
don't
do
this.
We
just
are
five
major
sponsors.
We
don't
do
this
individually,
we
do
it
collectively.
We
do
it
as
a
community.
B
We
do
it
as
a
group
really
focused
on
what's
important
because
as
Tanya
so
well
said,
it's
not
a
question
of
whether
or
not
you
want
to
have
women
in
your
work
force
they're
there.
It's
not
a
question
of
whether
you're
doing
the
right
thing.
It's
a
question
also:
are
you
doing
the
most
business
oriented
business
focused
thing
by
bringing
everybody
in
your
workforce,
no
matter
what
gender
color
package
they
might
come
wrapped
in
get
a
hundred
percent
of
their
brainpower,
working
for
you
and
that's
what
this
community
is
about.
B
That's
what
this
effort
is
about
and
I'm
just
so
pleased
to
be
working
with
you
on
it.
Now
that
I've
covered
most
of
my
slides.
Let
me
just
go
through
a
couple
of
things
here.
First
of
all,
I
just
wanted
to
say
that
we
are
so
lucky
to
have
mayor
Walsh
as
our
partner,
the
Boston
Women's
workforce
Council.
The
effort
that
you're
all
involved
is
a
public-private
partnership.
B
The
public
side
of
it
is
so
vital
and
his
model
for
advancing
women
and
he's
the
one
that
actually
made
Tanya's
job
and
before
that
his
predecessors
job
executive
director
for
the
advancement
of
women
here
in
Boston.
That
was
a
new
title
and
it's
in
a
very
effective
title
and
he's
looking
at
a
threeway
kind
of
effort.
One
is
the
Boston
Women's
workforce,
Council
two
focuses
on
individual
women.
Evelyn's
been
very
involved
with
this,
as
has
Tanya
in
terms
of
salary
negotiations.
How
many
people
have
we
trained?
B
How
many
women
have
we
trained
meant
more
than
8,000
yeah?
That's
amazing!
Some
of
you
have
probably
run
into
women
in
your
organization.
Who've
been
trained,
be
nice
to
them.
They
learned
how
to
negotiate
and
and
finally,
we
have
a
pay
equity
law
in
Massachusetts,
and
we
all
need
to
pay
attention
to
that
and
working
in
the
direction
that
we're
working
here
in
the
Boston
Women's
workforce
council
has
got
a
stand.
You
in
good
stead
for
many
aspects
of
that
law.
B
Okay,
we
want
to
make
Boston
the
best
place
in
the
United
States
for
working
women.
We're
going
to
do
this
by
closing
the
wage
gap.
As
I
said,
this
is
a
business
decision
as
much
as
much
as
a
social
decision.
All
of
your
companies
have
signed
something
called
the
Boston
compact.
You
agree
to
look
at
data,
you
agree
to
make
changes,
and
then
you
agree
to
let
us
collect
this
says
report
that
makes
it
sound
like
we
actually
see
your
individual
data,
we
don't.
B
To
spread
effective
practices,
we
used
to
say
best
practices,
but
what
was
what
best
practices
are
best
practices
for
your
company
might
not
be
the
best
practices
for
somebody
else's
company,
but
if
you're
getting
effective
change
if
you're
moving
women
along,
if
you
can,
you
know,
look
at
your
own
data
and
see
that
gender
equity
is
getting
better.
That's
what's
an
effective
practice
for
you
again.
B
We've
got
two
hundred
and
forty
plus
signers
and,
as
Tonya
so
well
said,
we'd
be
lost
without
the
folks
at
the
at
Boston
University's
Hariri
Center
for
computing
talk
a
little
bit
about
the
data
you
have
in
front
of
you
our
annual
report
for
2017.
We
did
actually
report
data
in
2017.
We
didn't
do
it
in
2018.
Our
commitment
to
you
is
in
every
other
year
collection
process,
so
you
don't
have
to
worry
about
it
every
spring,
just
every
other
spring.
B
The
data
were
daunting.
We
can
we
got
a
highly
statistically
significant
number
of
employees
reflected
in
our
data
16
percent.
We
saw
that
the
women
in
that
sample
or
earned
676
cents
on
a
man's
dollar
and
it
varied
a
lot
by
race
and
with
Africans
American,
African,
Americans
and
Latinas
at
the
low
end.
Unfortunately,
we
saw
that
the
women
in
our
sample
had
a
shorter
length
of
service
and
that
their
cash
bonuses,
where
they
got
them
were
smaller.
Now,
let
me
talk
a
little
bit
about
how
this
data
reflects.
B
The
overall
workforce
we've
been
very
fortunate
to
work
with
the
Department
of
Labor
and
they
have
been
able
to
provide
data
to
us
using
the
zip
codes
that
we
use
for
data
collection.
They've
been
able
to
provide
data
to
us
about
the
actual
workforce
in
that
not
just
the
reported
workforce,
and
we
have
been
able
to
see
that
the
data
from
our
employers
really
covers
a
percentage.
B
Much
higher
percentage
of
women
then
exists
percentage-wise
in
the
overall
workforce,
and
we
also
recognize
that
the
jobs
we
use
the
EEOC
Claddagh
job
classification
scheme
to
collect
data,
those
classifications
10
to
be
pretty
broad
and
capture
a
lot
of
different
markets.
So
we
know
there's
where
we're
the
first
in
the
nation
to
collect
actual
data
from
actual
reporters
and
get
actual
wage
gaps.
B
But
we
know
our
data
are
somewhat
skewed
by
the
number
of
women,
the
percentage
of
women
and
where
these
women
are
within
the
various
jobs
kept
captured
by
each
of
the
EEO
EEOC
categories.
So
we're
working
on
this.
We
know
also
intuitively
that
the
only
thing
that's
going
to
improve
the
community
standing
in
terms
of
a
wage
gap
is
to
progress
women
into
higher
paying
jobs,
get
them
moving
up
in
your
organization,
getting
them
into
the
c-suite.
B
B
We
have
some
new
faces,
we're
welcoming
Tanya
here
as
the
executive
director
for
the
mayor's
office
of
women's
advancement
and
Sherman
sure
Mac.
A
lot
of
you
probably
already
met
Shireen
or
answered
for
many
emails
or
phone
calls,
or
you
know,
but
she's.
Our
new
executive
director
we've
been
recruiting
a
number
of
new
signers
and
we've
been
focusing
very
intently
on
effective
practices,
practices
that
we
hope
will
work
in
your
environment
or
you
can
take
them
and
modify
them.
So
they
work
in
your
environment.
B
That's
completely
undertaken
by
the
women
in
an
organization
you
have
got
to
have
male
allies
they're,
so
important,
and
the
way
you
get
male
allies
is
to
make
them
visible
and
highlighted
in
the
organization
encouraging
them
to
take
on
duties
outside
the
workplace,
to
bring
women
on
work
on
a
unconscious
bias
and
to
focus
more
intently
on
not
repeating
the
cycle
that
we
see
in
most
businesses.
Ie
women
come
up
to
a
certain
level,
maybe
senior
middle
management
and
never
progress
beyond
that
level.
B
Male
allies,
as
well
as
women,
have
to
see
this
as
a
problem,
because
it
is
a
problem.
It's
a
problem
for
all
of
our
organizations,
because
we
are
not
using
people
well.
When
we
don't
see
any
category
of
person,
not
it
was
well
represented
in
the
pipeline
and
well
represented
in
middle
management,
not
make
their
way
up
women
of
color.
B
B
These
are
the
five
points
that
they
emphasized
in
their
op-ed,
but
I
think
what
I
took
away
from
that
is.
It
was
careful
talking
about
if
you
come
to
an
organization
and
you
don't
feel
comfortable
with
that
organization.
As
a
woman
of
color,
you
really
shouldn't
you
should
just
write
it
off,
because
your
instincts
tell
you
what's
gonna
work
and
what
isn't
and
for
her
it
was
the
fuzzy
pink
slippers
that
she
saw.
People
wearing
at
the
first
organization
that
she
interviewed
with
she
said
yeah.
B
If
they
can
tolerate
fuzzy
pink
slippers,
they
could
probably
tolerate
me
so
it
worked.
It
worked
and
I'm
making
light
of
something
that
it's
extraordinarily
serious,
extraordinarily
serious,
because,
however,
they
white
women
think
they
have
it
in
terms
of
glass
ceilings,
it's
nothing
compared
to
the
reality
for
women
of
color,
and
we
really
need
to
be
conscious
of
that.
B
So
what's
the
relationship
between
the
academics
and
they
actually
getting
things
done
on
the
ground-
and
that
was
the
subject
of
our
fourth
quarter
briefing
some
takeaways
doing
a
Climate
Survey
rating
senior
management,
making
it
part
of
their
compensation
how
much
they
move
women
along
within
their
organizations
and
getting
companies
to
look
outside
and
leverage
advocate
groups
like
the
Boston
Women's
workforce,
Council
in
creating
a
changing
environment
or
in
naming
a
board
member
or
or
whatever
searching
for
a
new
leader
of
their
organization.
So
we
had
a
great
time
with
that.
So
what?
B
If
we
learned
this
year,
we've
learned
that
surprise,
surprise.
Achieving
gender
equity
is
challenging,
but
when
unemployment
rates
are
below
four,
it's
a
business
imperative.
It's
a
simple
business
imperative.
We
need
to
advance
women
into
positions
of
power.
We
need
to
focus
on
the
legislation.
The
mass
legislation
on
equal
pay,
that's
being
implemented.
All
of
us
have
got
to
pay
attention
to
that
and
look
at
our
HR
systems
and
how
we
evaluate
people
and
how
we
progress.
B
People,
not
just
you
know,
stay
within
the
law,
but
also
to
create
advancement
for
people
who
really
deserve
it,
and
we
need
to
look
at
that
culture
in
the
workplace.
What
is
that
culture
telling
us,
and
how
can
we
change
it?
How
can
we
make
it
the
norm
that
the
best
qualified
person
again,
no
matter
what
package
that
person
comes
wrapped
in
gets
a
look,
if
not
the
job,
moving
forward
the
best
qualified
people
and
that
takes
leadership?
B
It
takes
leadership
from
all
you
we're
here
to
help
you,
but
it's
you
who
are
really
on
the
frontline
of
making
this
happen
here
in
Boston
2019
we're
going
to
continue
to
advocate.
We
are
going
to
try
and
develop
a
good
understanding.
You
know
in
true
Boston
fashion.
We
have
the
Boston
Women's
workforce
council,
but
we
probably
have
at
least
eight
or
ten
other
organizations
that
in
one
aspect
or
another
overlap
with
what
we're
doing.
B
B
Shareen
has
a
tech
background.
There
are
things
I,
don't
have
a
clue
about
what
she's
doing
with
this
web
community
in
Portal,
but
we're
out
there
we
tweet
we
do
Facebook.
We
do
all
those
things,
I
don't
do,
but
we
do
and
she's
creating
an
ongoing
conversation
with
new
technology.
That
I
think
is
really
helpful.
B
B
Anyways
I
would
now
like
to
remind
you
that
any
of
the
comments
made
from
the
podium
are
off
the
record
in
terms
of
attributions
kind
of
what
do
they
call
that
Charter
House
Rules?
You
can
convey
the
sentiment,
but
not
you
know
who
said
it
and
now
I'd
like
to
turn
the
podium
over
to
Evelyn
Murphy,
my
esteemed
co-chair
I'm
so
lucky
to
be
working
with
Evelyn.
I
cannot
tell
you.
C
Look
it's
my
pleasure,
first
of
all
to
thank
you
for
coming
today,
each
and
every
one
of
you,
it's
important,
there's
nothing
that
substitutes
for
having
actually
have
you
in
the
room,
listen
to
Kathy's
presentation,
the
elegance
of
it,
but
also
to
build
this
community.
You
have
to
do
it
in
person.
So
thank
you.
Thank
you.
Thank
you
for
coming
today.
C
Now,
a
friend
of
mine
years
ago,
I
asked
him
for
some
advice
about
introducing
people
and
he
said
to
me
find
three
illuminating
things
that
you
want
people
to
know
about
this
person.
Not
what
they've
done
not
the
resume,
not
what
they've
done,
but
who
they
are
so
here's
my
version
of
that
advice,
I'm
going
to
tell
you
three
problems.
I
have
with
the
mayor.
C
House
number
one
is
if
the
mayor
does
not
take
credit
for
what
he's
done.
He
was
a
legislator.
We
now
remember
this
because
legislators,
effective
legislators,
give
credit
all
over
the
place
and
he
means
it
it's
for
real.
He
does.
He
means
it,
but
here's
what
I
mean
you've
heard
that
no
other
city
in
the
country
has
a
public-private
partnership
like
ours.
That
is
true,
but
why
it's
because
no
other
mayor
in
the
country
has
built
sufficient
trust
with
employers
that
employers
will
actually
give
access
to
their
most
private,
privately
held
information
wages.
C
Now
building
trust
doesn't
just
happen.
It
accumulates
in
in
little
interactions
day
after
day
year
after
year,
mayor
Walsh
has
built
that
trust,
and
we
on
the
council
guarded
ferociously
you'll,
never
read
in
his
resume
about
building
trust.
He
never
takes
credit
for
this.
Yet
that
is
exactly
how
we
are
here
today,
problem
number
two:
he
doesn't
have
any
paid
staff
that
creates
a
glowing
image
of
him
when's.
The
last
time
you
read
a
puff
piece
about
the
mayor
doesn't
happen.
C
C
He
walks
around
town
telling
people
that
it
is
unacceptable
in
2018
that
we
have
a
gender
wage
gap
and
that
the
boss
wounds
work
for
us,
Council
and
all
of
us
here
are
going
to
eliminate
it
and
then
every
other
year
he
holds
us
accountable
for
the
progress
with
data
that
actually
measured
this
gap.
Now
what
that
means
is
the
following:
I
wake
up
every
single
morning
and
this
team
wakes
up
every
morning
feeling
enormous
pressure
to
deliver
measurable
change,
trust
action
and
impatience
for
fairness.
This
is
our
mayor.
D
Thank
you.
Thank
you,
I'm
laughing,
because
the
other
day
we
had
a
meeting
in
the
office,
and
we
were
talking
about
where
we
are
and
what
we're
doing
and
exactly
what
you
said
today,
because
I
was
criticized
for
by
everyone
in
the
office.
You
know
you
don't
talk
about
enough.
You
don't
do
that.
You
don't
do
that
and
and
it's
my
job,
you
know
it's
my
job,
it's
our
job.
If
we
do,
if
we
do
this
work
to
get
a
pat
in
the
back,
then
we're
not
going
to
do
our
job.
D
There's
too
many
people
over
years
that
that
have
have
pat
pat
themselves
on
the
back
about
I
hired
a
woman.
There's
a
woman
in
my
leadership,
team
or
I
had
a
person
of
color
to
work.
For
me
and
and
and
you
know
it's
it's
beyond
that-
the
padding
on
the
back
and
in
the
all
that
stuff
right
now,
I
think
and
I
appreciate
it.
I'd
appreciate
you
saying
that
anyone
from
the
globe
here
we
need
to
get
the
globe
in
this
room.
D
So
we
need
to
do
it
not
for
this
story,
but
to
talk
about
the
leadership
Joe,
and
this
is
off
the
record
by
the
way.
So
I
could
say
what
I
want.
Let
me,
let
me
somebody's
texting.
Somebody
right
now,
there'll
be
another
editorial
against
this.
Let
me
just
let
me
just
start
with
Tonya
Tonya's
been
in
the
job
for
six
months.
Megan
Costello
was
was
that
first
person
to
run
actually
a
woman's
Commission
and
then
women's
advancement
and
then
with
Kathy
and
Evelyn,
and
so
many
other
folks
in
this
room.
Thank
you.
D
You
know
and
then,
when,
when
Megan
went
on
to
show
at
school
now,
she's
at
Harvard,
she's,
gonna
Harvard
agree.
You
know
we
were
looking
to
who
should
we
put
there
and
I
thought
a
Tanya
and
Megan
thought
Italian
and
she
did
incredible
work
and
she
has
passion
for
this
job.
We
were
in
a
meeting
in
my
office
not
too
long
ago
talking
about
some
situations
with
in
the
part
of
the
city
where
women
are
involved
and
I
saw.
D
Her
I
saw
her
passion
come
on
that
day,
not
in
the
meeting,
but
after
the
meeting
when
she
came
to
me
to
talk
to
me
about
it.
So
tell
me:
I
want
to
thank
you,
for
you,
do
for
the
city
of
Boston
and
thank
you.
You're
gonna
take
this
and
in
what
we're
doing
into
a
whole
new
height
to
new
height.
So
thank
you
for
that.
D
I
want
to
thank
the
leaders
of
different
companies
that
are
here
today
as
well,
but
this
can't
just
be
was
I
look
around
the
room,
I
see
the
names
and
I'm
not
gonna,
sign
my
name's
Ken.
Thank
you
for
hosting
us
today.
You
know
whenever
we
come
to
see
barbers
everywhere
he's
always
always
here.
Every
room
is
in
Dee's
hair.
You
know
it
can't
just
be
Bob
and
Aaron
and
Ryan
and
other
folks.
It
needs
to
the
other
folks.
We
need
to
make
sure
they
come
to
these
meetings
if
they
are
truly
committed.
D
If
men
are
truly
committed
to
making
a
difference,
then
they
need
to
be
in
this
room
at
8:15
in
the
morning,
because
they're
somewhere
else,
some
other
room
at
8:50
in
the
morning
and
I
want
to
just
want
to
I
want
to
start
right
there
and
I'm
gonna
end
with
that
as
well.
I
also
want
to
thank
Sonia.
Last
last
month
was
a
big
month
for
her
because
she
she
became
a
United
States
citizen.
So
congratulations.
D
So
Tonya
had
a
lot
of
options
in
her
life.
She
had
women's
advancement,
potentially
immigrant,
advancement
and
other
things,
so
you
know
so
thank
you
for
what
you
did.
I
want
to
thank
everyone
for
being
here
today.
I
want
to
thank
Evelyn's
for
that
incredible
introduction
and
she's,
amazing
and
I
want
to
thank
you
for
that.
Kathy
I
want
to
thank
you
as
well
for
the
incredible
presentation
and
the
fact
that
you
are
not
a
fan
of
Twitter
and
Facebook
I
agree
with
you.
I
think
we
should
get
rid
of
it.
D
I
want
to
I
want
to
thank
you.
Don't
read:
Twitter
I'll
read
some
of
it
Shareen.
Thank
you
for
the
work
that
you've
done
since
becoming
the
executive
director
since
December.
Thank
you
as
well
to
all
the
scientists
of
the
hundred
percent
talent.
Compact
I
want
to
thank
you
for
leading
by
example.
It
does
mean
an
awful
lot.
The
boss's
woman
who
worked
for
Council
is
a
powerhouse.
D
I
talked
to
you
know.
As
Evelyn
said
in
the
beginning,
I
was
a
rep
in
1997
and,
and
we
talked
about
this
before
you
know,
we
talked
about
doing
Pay,
Equity
legislation,
I
think
I
vote
on
Pay
Equity
legislation,
ten
times
as
a
state
representative
I,
don't
know
if
there's
any
more
legislation
that
we
can
pass
about
pay
equity
I
mean
we've
passed
at
all,
we've
done
it
all.
We've
talked
about
it
all,
and
now
it's
about
it's
time
for
us
and
it's
been
happening.
D
D
D
Having
that
that
information
in
front
of
you
is
so
important
allows
us
to
take
an
in-depth
look
at
race
and
ethnicity
gaps
as
well,
and
something
that
that
you
know
we
truly
want
to
continue
to
move
forward.
Our
unemployment
rate
in
Boston
is
is
run
to
four
percent,
which
is
great
good
of
Roxbury.
It's
about
eight
percent,
which
isn't
great.
D
You
start
to
look
at
where
people
are
getting
paid
in
the
economy
and
as
mayor,
we
look
at
a
whole
bunch
of
different
things
in
the
city
and
I'm
always
asked
about
housing
and
jobs
and
and
and
what's
happening,
and
when
you
think
about
the
city
of
us
when
I
think
about
the
city
of
Boston,
I.
Think
of
700,000
people
that
work
in
the
city
I
live
in
the
city.
D
D
There
are
people
in
this
room
right
now,
I'd
be
willing
to
bet
that
were
either
born
and
grew
up
in
Boston
or
you
or
you
lived
in
the
city
for
a
little
while,
but
you
move
somewhere
else
because
you
can't
afford
to
stay
in
the
city
of
Boston.
So
the
conversations
that
we're
having
today
are
about
equity
are
about
inequality,
are
about
allowing
up
opportunities
for
people
to
benefit
from
the
Boston
economy
and
benefit
from
what's
happening
in
our
city.
D
Fifty-One
percent
of
the
people
live
in
our
city,
51
percent,
more
than
half
the
people
who
live
in
our
city
are
people
of
color.
They
live
in
the
city
of
Boston
today.
If
we
don't
continue
to
make
advances
in
equity
and
pay
equity.
Those
somebody
some
days
understand
at
this
podium
and
talk
about
how
Boston
used
to
be
a
city
with
52%
of
the
households
were
led
by
women.
They're
gonna
talk
about.
We
used
to
have
a
city
majority
people
of
color
living
in
it.
D
We
used
to
have
a
city
that
has
28
percent
of
its
residents
that
were
born
in
another
country.
We
used
to
have
a
city
that
48
percent
of
us
residence
in
our
city,
our
first
generation
like
the
men
that
used
to
be
here.
That's
that's
what's
at
stake
here
today
and
what's
at
stake
in
the
work
that
we
do,
this
work
is
urgent
and
we
have
to
continue
to
move
this
work.
It's
really
important
for
us
to
continue.
Staying
on
this
work.
D
Every
single
day,
Kathy
talked
about
the
salary
negotiation
workshops
with
over
8,000
women
have
been
trained
to
negotiate
their
salary.
We
looked
at
at
UMass
did
a
study
showing
that
90
percent
of
the
women
who
attended
those
workshops
took
some
sort
of
immediate
action
which
actually
was
able
to
negotiate
higher
wages.
That
works.
D
I've
mentioned
this
story
before
being
in
an
elevator
going
to
an
event
woman
on
the
elevator
sets
talking
to
me.
She
went
to
a
salary
negotiation
workshop.
She
date
me
for
it.
She
knew
about
Evelyn.
She
knew
I
was
part
of
it
and
she
said
she
said:
I
fought
for
I
fought
for
higher
wages.
You
know
what
I
got
15
percent
more
than
they
offer
me
in
the
beginning.
The
workshops
work
I
actually
think
there
are
women
that
work
in
the
city.
D
For
me
that
have
use
that
on
me,
yeah
it's
since
I
I'm,
like
watching
this,
my
okay
something's
going
on
in
and
that's
important,
but
that's
important.
You
know
it
is
so
important.
I
don't
mean
to
when
I
talked
to
earlier
about
that
kind
of
brushing
aside
the
equal
pay
legislation
know
it's
important.
It
is
important,
there's
no
question
about
it
in
2016,
the
equal
pay
legislation,
quiet,
more
transparency,
around
wages
and
eliminating
buyers,
questions
and
about
salary
history.
Those
LED
piece
of
legislation
are
real
important
to
pass.
D
What
I
was
meaning
earlier
was
that
we
talked
about
the
legislation.
It
can't
just
be
legislation,
it
has
to
be
action.
You
need
the
action
with
the
legislation
to
be
able
to
move
forward
in
and
I
know
that
we're
going
to
continue
to
move
forward.
We
also
need
to
focus
on
the
call
attention
to
harassment
that
women
face
in
every
sector.
D
It's
a
coupe,
the
true
cultural
shift,
as
am
as
a
man,
their
experiences
that
that
that
women
have
that
I'll,
never
know
first
hands
and
as
a
leader
of
an
organization,
it's
very
complicated,
sometimes
because
there's
always
circumstances
around
it
and
is
how
do
you
find
that
balance
to
be
able
to
addressing
a
problem
is
not
the
problem?
It's.
D
How
do
you
handle
it
when
it
happens,
and
how
do
you
move
forward
in
understanding
the
importance
of
the
different
challenges?
I've
been
mayor
now
for
five
years
and
I've
had
many
occasions
where
we've
had
situations
around
pay
equity,
where
we've
had
situations
around
harassment,
we
would
have
situations
around
cultural
problems
and
it's
not
a
simple
solution.
But
but
there
are
people
around
me
every
single
day
that
we
work
on
to
actually
how
do
we
deal
with
and
address
the
issues
in
front
of
us?
It's
not
simple.
D
It
can't
be
done
overnight
and
I
say
that
to
you
today,
because
if
your
company
is
having
situations,
it
can't
be
resolved
overnight,
but
it's
important
to
acknowledge
it
and
to
have
the
dialogue
and
not
just
acknowledge
the
situation,
that's
in
front
of
you,
but
how
do
you
put
policies
and
procedures
in
place
that
eliminated
in
the
future?
That's
something
that's
really
important
and
something
that
we
have
to
continue
to
do.
It's
my
job
to
listen
and
understand
and
lead
the
city
in
a
direction
that
empowers
women
truly
to
thrive.
It's
about
amplifying
women's
voices.
D
D
The
one
thing
that
we
do
know
that
we
need
to
tackle.
We
need
more
women
at
the
highest
levels
of
leadership
in
boardrooms
and
in
corner
offices,
and
we've
talked
about
that
and
we're
seeing
that
this
year
the
Commonwealth
Institute
released
a
report.
The
first
ever
statewide
survey
on
women's
leadership,
development,
I,
think
the
council
and
the
many
compact
scientists
for
contributing
to
the
report.
It
shows
employers
need
to
do
more
to
develop,
retain
and
advance
women
in
Massachusetts.
D
So
it's
not
just
Boston
it's
Massachusetts.
We
can't
focus
necessarily
or
worry
about
what
the
impact
is
going
to
be
on
the
West
Coast,
the
Midwest,
the
north,
the
south
of
the
country.
But
what
we
can
do
is
we
can
speak
and
lay
down
a
foundation
where
other
people
start
to
pay
attention,
and
they
are
too
what's
happening
here
and
they
will
ask
us
questions.
How
did
you
stop
this
and
maybe
there's
not
something?
D
D
D
The
report
shows
that
executive
teams
and
include
women
are
more
effective
than
less
diverse
teams.
So
the
proof
is
when
you
we
have
a
more
diverse
team.
It's
a
better
team,
that's
something
that
I
know
to
be
true.
If
we're
going
to
understand
and
meet
the
needs
of
an
entire
city,
we
need
to
make
sure
that
half
the
population
isn't
left
out
of
the
conversation
and
we've
said
that
I
just
wrote
down.
We
just
have
a
couple
things
here
in
City
Hall.
D
A
pension
debt
according
to
the
state
is
supposed
to
be
paid
off
by
2020
2040
we're
gonna,
have
it
paid
off
by
2025
our
rainy
day.
Funds
is
nearly
quadrupled
and
you
think
about
the
sustainability
of
a
city
when
you
think
about
policy
in
the
city.
What
policy
to
eat
Sacco,
having
somebody
lead
that
then
understands
the
importance
of
what's
happening
is
truly
important.
Our
chief
of
Housing,
probably
one
of
the
biggest
issues
that
we
deal
with
right
now,
the
biggest
issue
we
deal
with
a
housing
transportation
in
education.
D
All
three
areas
are
led
by
women
in
the
city
of
Boston,
when
you
think
about
that.
So
it's
important
that,
as
you
think,
about
a
company
in
structure
having
people
in
key
places
in
that
organization
is
key
about
moving
an
organization
forward,
not
just
board
members,
but
actually
the
infrastructure
of
your
aren't
your
companies,
including
my
company,
the
company
that
we
run
right
now.
D
Our
city
is
growing
and
thriving,
we're
doing
groundbreaking
work
and
fighting
the
opioid
epidemic,
although
it's
still
tough,
because
addiction
is
horrible,
we're
working
on
resolutions
on
homelessness
and
chronic
homelessness,
we're
creating
trying
to
create
and
working
on
creating
pathways
to
the
middle
class.
As
I
mentioned
earlier,
our
Workforce
Development
Office
is
gonna.
Train
train
win
is
the
head
of
that
going
to
Train
20,000
people
by
the
year
2022
for
good-paying
jobs
in
the
city
of
Boston.
D
All
the
issues
that
we
have
are
important
in
the
areas
or
battling
there's
no
coincidence
that
they're
being
led
by
women
and
that's
something
that
is
really
important
for
me.
We
are
successful
because
we
strut
we
strive
every
day
to
draw
from
100%
of
our
city's
talent
pool.
The
spirit
of
inclusion
also
extends
into
everything
we
do
in
the
city
of
Boston
we're
developing
programs
at
our
community
centers
to
Apolo
girls
and
promote
girls.
D
Leadership
for
our
young
want
little
girls
in
the
network
in
our
community
centers
we're
putting
an
emphasis
on
mentoring
and
partnering
with
organizations
like
big
sister
and
I
just
want
to
throw
to
second
commercials
a
big
sister.
They
lost
the
line
item
in
their
budget
and
they
had
their
event
the
other
day.
They're
short
some
money.
We
need
to
make
sure
that
that
organization
continues
to
move
forward
and
and
be
successful,
so
make
sure
if
you
can
would
love
you
to
help
them.
D
They
haven't
asked
me
that
I
just
know
that
that
they
I
got
a
call
the
other
day
and
I'm
going
to
try
and
make
up
for
the
shortfall
for
them,
but
it's
so
important
that
we
support
that
organization.
Our
we
Boston
program
is
lifting
women
up
women
entrepreneurs
up
I,
just
opened
up
in
the
north
end
the
other
day,
a
new
new
store
that
is
products
made
of
honey,
toothpaste
and
shampoo.
It's
the
first
from
I
can't
believe
it
says.
D
I
think
it's
the
first
business
of
color
black
business
in
the
north
end,
which
led
by
a
woman
that
is
so
important,
I
can't
believe
in
2018,
I'm
saying
this.
The
first
black
business
is
not,
then
there
must
have
been
one
B
years
ago,
but
they
were
not
to
my
knowledge,
but
we
should
think
about
that
and
we
have
so
many
organizations
and
opportunities
for
women-owned
businesses
in
our
city,
small
businesses,
not
big
ones.
We're
also
asking
you
separate
commercial
shop,
local
for
a
little
while
during
this
holiday
season.
D
You
know
it's
too
easy
for
us
to
be
sitting
watching
something
on
TV
and
having
the
iPad
or
the
iPhone
and
popping
on
this
and
plop
them
buttons
and
then
Amazon
pops
to
the
house
the
next
day
and
that's
all
great
to
shop.
But
let's
not
forget
our
small
businesses,
because
many
of
them
are
led
by
women
and
made
most
of
them
are
led
by
women
in
Indore
people
of
color
in
immigrants.
D
So
we
want
to
be
able
to
get
that
information
out.
We're
helping
women
and
people
call
our
access
capital
funds
to
start
their
business
growth
and
something
that
we're
going
to
continue
to
do.
Thanks
to
all
the
compact
signers
in
this
room
today,
I
know
that
culture
is
spreading
and
growing
in
every
industry.
D
I
see
it
I
see
it
in
City,
Hall
I
see
it
with
departments,
I
see
it
with
cabinet
when
people
are
hiring
people
they're
asking
the
right
questions
and
they're
thinking
about
making
sure
they
bring
the
right
people
in
it's,
not
simply
the
guy
who
came
in
and
was
cool
or
whatever
into
the
right
thing.
I'm
seeing
it
I
see
it
at
the
table.
I
don't
really
have
to
say
it
anymore.
In
some
places,
I
still
do
in
some
places.
D
Don't
get
me
wrong,
we're
not
perfect,
but
there's
a
lot
of
places
that
starting
to
see
it
happening
inside
city,
government
and
I'm.
Also,
seeing
the
state
follow
us
I'm,
watching
the
state
kind
of
follow
along
what
we're
doing
here
in
the
city
and
I'm,
seeing
businesses
there's
leaders
in
this
room
that
have
led
the
way
for
a
long
time
and
I
want
to
thank
you
and
I'm
sad
to
see
other
companies
ask
you
questions
about.
What
are
you
doing,
how
you
doing
it?
D
So
it
is
important
we're
seeing
more
women
in
leading
Boston
and
in
influential
influential
institutions
like
Mary,
Ann,
Harrison
and
Hancock,
which
were
excited
about
Marissa,
Kelley
and
Suffolk
University.
Congratulations,
Andrea
Kaelin
at
the
New
England
Conservatory,
and
that's
just
naming
a
couple,
but
you
think
about
some
of
the
other
organizations
and
institutions
are
happening,
our
city
and
that's
what
we
want
to
continue
to
move
move
as
I
said
in
the
beginning,
you're
leading
the
way
in
this
room.
You're
leading
the
way
I
want
to.
Thank
you
for
what
you
do.
D
2019
is
an
important
year
for
the
council.
Kathy
said
it
we're
gonna,
be
getting
information,
we're
gonna,
see
if
we
made
gains
I'm,
not
sure
what
those
numbers
are
gonna
be.
Maybe
they're
gonna
be
okay,
maybe
they're
gonna
be
great,
maybe
they're
gonna
be
the
same
I,
don't
think
they'll
be
I,
don't
think
there'll
be
worse
whatever
that,
whatever
whatever
we
find
out,
doesn't
mean
that
we
our
work
stops.
That
means
that
we
have
to
double
down.
D
So
if
we
show
that
we
made
incredible
growth
in
the
in
the
last
two
years,
then
more
than
any
other
period
in
history
or
our
city,
that
doesn't
mean
we
can
sit
back
and
say
our
work
is
done.
Let's
go
do
something
else.
That
means
we
have
to
double
down
on
our
efforts.
If
the
report
comes
back
and
it's
the
same
exact
as
it
was
two
years
ago,
then
we
have
to
double
down
on
our
reference.
No
matter
what
happens,
that's
what
we
have
to
do.
D
We
also
have
to
make
sure
that
that,
as
I
said
in
the
beginning,
on
the
end
with
this
men
need
to
step
up
leaders
in
this
city,
you
need
to
step
up
those
and
when
I
say
that
men
that
are
here
in
leadership,
take
you
but
other
people
there's
a
lot
more
other
companies
that
are
led
by
men
in
the
city
of
Boston
and
as
I
look
around.
You
know
the
companies
probably
represented
here
today
and
thank
you
for
that,
but
you
need
to
be
here.
We
need
to
be
here.
D
I
believe
that
people
are
gonna.
Look
back
on
this.
This
pot,
this
time
in
our
in
our
life
and
see
it
as
a
turning
point
as
Evelyn
was,
was
giving
her
three
criticisms
or
three
problems
with
me.
I
was
honestly
sitting
here.
Thinking
before
she
was
starting
to
speak,
I
was
thinking
about
how
do
we?
How
do
we
amplify
this
work?
How
do
we
get
this
work
into
every
single
house,
because
it's
not
Evelyn
was
right
when
she
talks
about
I'm,
not
I,
don't
take
credit
for
the
work.
D
It's
not
about
take
credit
for
the
work,
but
how
do
we
get
this
work
that
we're
doing
into
every
house
in
the
city
of
Boston,
because
it's
not
there
today,
there
are
too
many
young
women
and
women
and
people
in
the
city
that
don't
understand
that
there's
a
conversation
stay
at
the
Fed
talking
about
the
advancement
of
women
and
actually
pay
equity
and
trying
to
get
more
people.
There's
too
many
people
that
don't
have
that.
D
Don't
understand
this
conversations
going
on
today,
so
we
need
so
we
need
to
make
sure
that
we
bring
this
conversation
out
to
the
neighborhoods.
We
need
to
make
sure
we
bring
this
conversation
out
to
the
bar
rooms.
Bring
this
conversation
out
to
the
the
restaurants,
bringing
this
conversation
out
to
the
corner
stores.
Bring
this
conversation
now
to
the
gyms,
bring
this
conversation
out
to
the
schoolyards.
We
need
to
bring
this
conversation
wherever
we
can
bring.
The
conversation
I
want
to
thank
all
of
you
for
being
here
today.
I
want
to
thank
you
for
I.