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From YouTube: Women in Public Finance Conference
Description
In the Seaport District, Mayor Walsh welcomes attendees at the 22nd Annual Women in Public Finance conference at the Boston Convention and Exhibition Center. Massachusetts Treasurer Deb Goldberg is among the speakers in a panel discussing how women can gain leverage in the workplace.
A
A
So
it's
the
next
person
who's
replacing
you
going
to
be
like
you
and
he
said
no
we're
actually
trying
to
make
someone
be
more
like
you
when
I
said
that's
great,
because
we
need
to
see
more
of
that.
But
again
I
know
it's
been
the
mission
of
the
folks
here,
but
in
thinking
about
that
I've
seen
that
time
and
time
again
and
I
watched
with
so
impressed
when
the
treasurer
took
office
and
made
it
such
a
priority,
not
only
using
her
bully
pulpit
to
promote
this
issue
because
she
lived
it
and
her.
A
You
know
in
her
business
career
before
becoming
our
treasurer
to
you
know,
knew
the
value
of
getting
these
different
perspectives,
but
then
she's
used
some
leverage.
You
know
as
running
the
the
pension
board,
the
prim
board
here
in
Massachusetts
to
use
proxy
voting
and
other
things
and
she's
continued
on
this
path,
and
you
know
more
recently
developed
at
peace
last
year
to
not
only
just
lecture
at
companies
about
what's
good
for
them,
but
also
help
connect
the
dots
for
them
giving
them.
This
is
how
you
do
it.
A
This
is
what
you
need
to
do
to
change
the
culture
in
your
firm
first
and
then
contribute
that.
So
we
wanted
to
talk
about
that
following
what
the
treasurer
was
doing.
I
was
so
excited
when
I
saw
what
statestreet
did-
and
you
know
taking
this
this
idea
and
applying
it
on
this
huge
scale
and
doing
it
in
a
way
that
got
a
lot
of
attention
and
so
I'm
so
thrilled
to
have
Tracy
ikenson
here
from
State
Street
to
talk
about
that.
So
here
it's
like
okay,
we
all
know
it's
good
for
companies.
A
A
I
know
it's
hard
for
all
of
us,
and
it's
just
you
know
it's
kind
of
a
women
issue,
sometimes
to
not
feel
like
you
know,
confident
enough
to
go
in,
but
hopefully,
with
some
of
the
skills
Abigail
was
teaching
us
earlier.
We
can
get
out
there
and
Jana
spends
her
life.
Now
she's
worked
with.
You
know
human
wealth
management
and
helping
people.
A
Skill
sets
with
explai
Singh
executives
and
it's
taken
on
a
mission
to
try
to
help
get
more
diversity
on
boards,
and
so
here
we
have
this
amazing
resource
to
help
us
what
skills
should
you
to
be
developing?
What
network
should
you
be?
You
know,
locking
into
to
do
that.
So
I'm
really
excited
about
this.
As
you
can
tell,
and.
A
B
Megan,
thank
you
for
having
me
and
I'm
glad
to
look
around
the
room
and
see
all
the
exciting
women
that
are
here
today.
I
really
am
particularly
touched
because
so
often
when
were
in
the
public
finance
setting,
we
don't
see
enough
women
in
the
room
and,
in
fact
beyond
we're
here
to
talk
really
about
corporate
boards
today.
But
for
me,
it's
far
more
holistic
when
I
ran
for
treasurer.
B
What
was
incredibly
exciting
about
it
is
the
mass
treasurer's
office
is
so
has
so
many
diverse
functions
that
we
could
use
the
leverage
all
across
the
treasurer's
office
beyond
the
pension
fund
candidly,
to
enhance
the
career
paths
for
women
and
women
in
fields
that
have
not
been
typically
where
they
have
not
been
represented,
and
that,
of
course,
is
legal
finance.
State
government,
you
name
it.
Yes,
the
year
I
was
elected.
B
Four
years
ago
a
number
of
women
did
win,
but
candidly
when
you're
talking
about
women
in
politics,
you
are
also
talking
about
women
in
boardrooms,
you're
talking
about
women
at
law
firms,
you're
talking
at
women,
that
private
equity
you're
talking
about
women
at
venture
capital.
It's
all
the
same
thing.
I
didn't
stand
a
chance
of
not
being
an
advocate.
I
was
very
fortunate.
I
was
mentored
from
the
time.
B
So
between
her
mentoring
me
and
Evelyn,
Murphy
mentoring
me
I
have
absolutely
no
choice
than
but
to
be
doing
what
I'm
doing
so
when
I
ran
for
treasurer.
It
was.
You
know,
of
course
it's
about
financial
transactions
and
making
sure
that
we
take
care
of
the
taxpayers
and
that
we
well-managed
the
treasurer's
office.
That's
a
given,
but
it
was
also
for
me
about
diversity
in
terms
of
women
and
people
of
color.
It
was
about
wage
equality
and
we
audited
the
trend
every
division
in
the
treasurer's
office.
B
As
soon
as
we
got
in
there
for
wage
gaps
for
women
and
people
of
color-
and
we
also
in
our
hiring
from
day
one
made
sure
that
there
was
a
diverse
pool-
and
you
know
what
there
was
because
there's
plenty
of
qualified
women
out
there
and
plenty
of
people
of
color
who
are
qualified
and
the
treasurer's
office.
You
need
to
have
a
skill
set.
This
is
not
a
legislative
function.
This
is
not
a
policy
shop.
This
is
an
area
of
state
government
where
the
treasurer
in
many
ways
is
a
CEO,
a
very
diverse
corporation.
B
When
you
have
alcohol
regulation,
the
lottery
and
the
pension
fund
in
one
division,
you
have
a
diverse
corporation,
but
it
also
gave
me
the
opportunity
to
use
the
leverage
of
the
treasurer's
office
and
we
did
immediately
three
out
of
five
of
my
deputy
treasurer's
are
women.
My
general
counsel's
office,
which
has
9/10
attorneys
and
one
paralegal,
is
nine
women.
One
man
and
the
paralegal
is
a
man
that
just
gives
you
a
sense
of
the
environment
and
by
the
way,
it's
intentional
diversity,
but
the
most
qualified
people
for
the
job
get
the
job.
B
My
chief
of
staff
is
a
male.
My
first
deputy
is
a
male,
so
this
is
not.
This
is
not
reverse
discrimination.
It's
that
when
you
build
it,
they
will
come,
and
so
I
knew
from
my
days
at
Stop
and
Shop
that
you
could
have
a
socially
progressive
attitude
about
so
many
things.
You
do
and
still
be
the
number
one
business
and
we
were
in
New
England.
We
were
the
first
to
have
diversity.
We
were
the
first
to
have
we
brought
in
the
union's
ourselves.
B
So
Megan
you
remember
those
days
and
so
immediately
I
wanted
to
go
to
30%,
and
we
saw
that
at
that
time
we
had
about
nine
to
ten
thousand
companies
we
invested
in
and
it
looked
like
we
wouldn't
be
voting
for
anybody,
so
I
decided
to
create
aspiration
and
I
put
in
twenty
five
percent.
If
you,
if
you
didn't,
have
twenty
five
percent
women
and
people
of
color,
we
didn't
vote
for
you.
Well,
it
worked
and
then
Kelly
Rogers
is
here
today
from
the
treasurer's
office
in
Rhode
Island
Kelly.
B
Where
are
you
please
put
your
hand
up
so
Seth
magazine
our
treasurer
of
Rhode
Island
calls
me
says:
Deb
I'm
gonna
beat
you
out
and
I'm
gonna
put
in
thirty
percent.
I
went
well
I'm
doing
it
in
February,
I
was
just
trying
to
create
aspiration.
You
have
to
mentor
and
nurture
people
Seth
so
immediately.
We
did
that
too,
but
I'm
gonna
tell
you
something
else
that
we
did.
B
We
coupled
that
with
an
over
boarding
guideline,
because
it's
great,
if
you
have
these
standards
of
30%,
but
what
if
there
are
no
openings
and
the
over
boarding
guideline
again,
was
fundamentally
based
on
business
operations.
You
know
again:
Carole
Goldberg
was
one
of
the
only
women
in
the
country
on
these
corporate
boards
and
until
last
June
and
she's
87
years
old.
She
still
was
on
her
last
public
board,
but
I
said
to
her
hey
MA.
What
about
these
guys?
You
know
some
of
them
six
or
seven
of
them.
B
You
know
they're
on
six
or
seven
boards
and
of
course,
you
know
they're
making
a
couple
hundred
thousand
a
year
doing
this.
Can
they
really
function
appropriately
in
today's
world,
for
these
companies
and
she
said
absolutely
not
more
than
three
and
you're
spreading
yourself
thin
with
the
issues
that
companies
have
to
deal
with
today.
So
again,
I
wanted
to
create
aspirations.
B
So
we
began
with
five
that
we
would
not
vote
for
companies
that
had
board
directors
who
were
on
more
than
five
and,
let's
think
about
the
board
directors:
hey
we're
out
in
a
foursome
playing
golf
I'm
retiring
from
my
company.
Hey
Joe,
what
do
I
do?
Oh
I'm
gonna
recommend
you
to
my
board.
That
is
the
vetting
that
often
takes
place
for
men
and,
and
we
talked
about
the
imposter
syndrome
and
I.
B
Don't
know
if
you
want
to
talk
about
that
during
the
questions
and
answers,
because
I
have
stories
about
that,
but
what
over
boarding
does
and
when
companies
begin
to
comply
with
your
requests
and
we
started
with
five
we
gave
them.
We
were
trying
to
give
them
a
heads
up
because
we
immediately
dropped
down
to
four
the
year
before
this
is
the
mom
in
me.
B
The
mom
and
me
gives
you
a
warning
and
then
then
comes
in
strong
and
by
the
way,
with
the
30%
and
the
four
there's
still
more
to
come,
guys
so
make
sure
you
know
that
and
so
it,
but
it
creates
the
openings
and
forces
the
issue.
So
Megan
mentioned
our
tool
kit.
What
we
did
is
we
convened
three
areas
of
business
in
the
Boston
area.
B
That
really
are
where
it's
at
in
terms
of
good
paying
jobs,
boards
a
lot
of
high
profile
for
people,
and
it
was
healthcare,
financial
services
and
the
high-tech
world,
and
we
brought
in
people
from
companies
that
were
both
diverse
and
were
women
and
and
how
you
get
it
done
in
your
industry.
And
our
report,
which
is
available
on
our
website,
explains
what
successful
companies
have
done,
how
they've
gotten
it
done
the
approaches
they
take,
how
they
outreach
to
find
women
and
people
of
color
and
results,
are
there.
B
Companies
are
more
creative,
warum,
innovative
and
more
profitable
when
they
have
a
diverse
workforce
and
a
diverse
board,
but
why
the
boards
are
so
important
is
that
it
starts
at
the
top
and
business
decisions
are
made
in
boardrooms,
and
if
you
only
have
one
voice,
you're,
not
reflecting
the
world
and
candidly,
the
rest
of
the
world
is
doing
it
better
than
we
are
and
I
do
want
to
give
a
shout
out
to
the
California
Legislature,
because
this
past
week
they
made
it
mandatory.
Just
the
way
great
Christmas.
C
Totally
echo
everything
that
you've
said
and
I
think
you
know
much
of
what
State
Street's
doing
is
too
directly
aligned
with
what
you're
doing
and
your
leadership
you
know,
I
think
it's
really
important
that
it
is
this
call
to
action.
It
is
you
know,
starting
to
require
things
to
happen,
whether
it's
through
corporate
governance
actions
that
we
can
take
through
legislative
actions,
as
well
as
forcing
companies
to
be
more
transparent,
with
what
they're
doing
really
we
need
to
start
moving
the
dial,
and
for
years
and
years
we've
been
talking
about
mentorship
and
sponsorship.
C
C
So
we
have
the
one
end-around
companies
and
making
sure
that
they're
being
transparent,
that
they're
setting
targets
and
goals
and
that
they're
reporting
on
their
success
of
those
things
and
that
they're
also
making
changes
to
some
of
their
hiring
practices
and
their
HR
policies
and
procedures
to
enable
them
to
achieve
those
goals.
And
then
there's
the
other
end.
C
It's
us
and
what
are
we
doing
to
make
sure
that
we're
positioning
ourselves
to
be
viable
incredible
candidates
not
only
for
board
roles
but
for
continued
advancement
in
leadership
roles,
which
is
really
the
ticket
in
order
to
get
us
into
the
boardroom?
I'm?
More
than
happy
to
share
my
thoughts
on
that
latter
part
in
my
own
experiences
being
a
director
on
Raytheon
Corporation
for
the
last
five
years,
and
it's
been
really
an
outstanding
experience
and
something
that
I
value
very
much.
C
But
I
have
been
asked
to
talk
about
State
Street's
approach,
both
what
we're
doing
internally
as
an
organization
and
what
we're
doing
to
try
to
influence
that
and
other
public
companies.
Many
of
you
might
be
familiar
with
that,
giving
you
roles
in
public
finance
with
State
Street,
but
for
those
of
you
who
aren't,
we
are
based
here
in
Boston
we
are
a
global
financial
services,
company
servicing
institutional
asset
managers,
pension
funds,
public
and
private,
central
banks,
insurers,
etc.
We
provide
a
full
range
of
services,
including
record-keeping,
custody,
research
data
and
analytics
and
asset
management.
C
We
safeguard,
administer
34
trillion
in
assets
under
administration,
so
we
have
quite
a
voice
in
the
public
markets
and
through
our
State
Street.
Global
Advisors,
which
is
our
asset
management
arm,
is
really
where
we
can
exercise
that
corporate
governance
most
specifically,
and
that
is
where,
as
one
of
the
world's
leading
asset
managers
and
money
managers
as
part
of
our
responsibility
as
being
a
financial
services
organization,
we
obviously
have
responsibilities
to
our
shareholders
and
to
our
clients
to
really
promote
long-term
value
creation.
C
And
when
we
manage
assets
on
behalf
of
our
clients,
we
really
look
to
finding
opportunities
where
we
can.
You
know
have
maximized
the
probability
of
having
attractive
long-term
financial
success
and
we
believe,
firmly
believe
that
diversity
and
leadership
and
in
the
boardroom
is,
is
primary
predicate.
In
order
to
have
that
long
term
focus,
the
research
is,
as
Deb
has
talked
about.
It's
pretty
clear
on
this.
C
That's
why
we've
been
you
know
internally
trying
to
advance
it
in
our
own
company,
and
it's
also
why
we've
been
have
a
call
to
action
to
public
companies
on
which
we
invest
on
behalf
of
our
clients.
It
is
also
the
impetus
behind
our
Phyllis
girl
campaign.
Last
year
on
International
Women's
Day
State
Street
Global
Advisors
called
on
all
of
our
companies
to
increase
gender
diversity
on
their
boards,
and
so
for
every
company
that
didn't
have
a
female
in
their
boardroom.
We
told
them
that
we
would
use
our
proxy
vote
to
vote
against
them.
C
The
statue
was
really
meant
to
to
demonstrate
the
power
of
women's
leadership
and
to
symbolize
that,
and
the
importance
of
women's
roles
in
the
boardroom
and
in
leadership
I
have
to
say
that
we
didn't
anticipate
what
the
reaction
to
that
was
going
to
be.
It
was
really
amazing
within
hours,
after
placing
her
in
the
dark
of
night
in
New
York
City,
so
it
went
viral
on
social
media.
C
12
hours
later
there
were
a
billion
tweets
about
the
fearless
girl
and
crowds
lining
up
in
front
of
her
to
take
their
picture
or
their
selfie
with
her,
and
that's
still
happening
today.
We're
very
proud
about
the
fearless
girl
and
what
that's
done
to
inspire
this
kind
of
chucks
next
generation
of
female
leadership
and
to
reinforce
our
message
about
about
board
diversity
and
so
I
thought.
If
we
could
there's
a
brief
video
that
I
wanted
to
share
with
you
about
the
fearless
girl
exactly.
D
D
152
added
a
woman
director
and
34
more
have
touched
to
do
so.
There
is
still
much
to
be
done
because
there's
a
lot
at
stake
for
every
girl
growing
up
every
woman
who's.
Faced
that
invisible,
no
every
investor
seeking
the
future,
that's
better,
but
already
a
generation
can
see
that
progress
is
possible
when
we
stand
fearless.
C
So,
as
you
heard
in
the
video
after
the
first
year,
we
had
over
150
of
those
companies
that
we
called
pon,
who
agreed
to
commit
to
adding
a
woman
to
their
board
and
just
jus,
and
we
updated
our
statistics.
State
Street,
Global,
Advisors
abstain,
updated
the
statistics
and
it's
now
300
of
those
companies.
C
And
like
they
were
not
stopping
there,
so
we've
extended
with
our
guidance,
is
to
the
companies
that
we're
investing
in
and
asking
them
to
to
be
transparent
and
to
report
on
where
they
are
on
diversity,
metrics
in
their
own
leadership
teams.
You
know,
as
we
know
and
there's
nobody
who
knows
that
more
in
this
room,
then
what
gets
measured
gets
done
and
having
those
targets
and
being
transparent
in
them
is
what
is
going
to
do
the
thing
to
increase
diversity
in
the
boardroom
and
in
the
leadership
broadly.
C
We
also
need
to
make
sure
that
we're
addressing
gender
biases
in
the
workplace
and
culture
and
HR
related
practices
within
organizations,
and
so
I'd
say
it
stays
straight.
You
know
we're
very
proud
what
we're
doing
to
promote
diversity,
but
we're
not
perfect,
and
we
have
a
lot
to
do
and
we
are
doing
some
things
in
2011
we've
been
the
first
time
that
we
started
actually
creating
goals
and
targets.
We
start
reporting
on
those
we
measure
and
hold
our
managers
accountable
for
that
and
we're
transparent
with
our
employees
about
where
we
are
in
those
goals.
C
We
review
them
every
year
and
every
three
years
we
reset
and
we
get
more
aggressive
every
year.
We've
also
done
a
lot
around
the
HR
practices,
because
you
can't
ask
people
to
improve
where
we
are
the
metrics
without
enabling
them
and
supporting
them
in
doing
that.
So
we've
done
a
number
of
different
things.
E
Because
I
think
having
that
symbol
of
success,
and
so
many
women
that
I
work
with
when
I
call
and
I
say
I,
have
this
board
opportunity.
What
do
you
think
and
many
will
say-
oh
I'm
not
ready
for
that,
because
they
will
immediately
go
through
and
say
well.
I
haven't
had
experience
in
this
area
or
haven't
done
that?
E
Why
Jana
would
you
think
I
would
be
qualified
and
I'm
thinking?
I,
don't
have
that
same
conversation
with
the
other
gender
okay
I,
don't
get
that
I
get
absolutely
I
am
the
best.
What
do
I
need
to
do?
Where
do
I
send
that
so
you
know
for
me,
a
lot
of
it
is
to
give
you
the
confidence
to
say
yes,
I
can
yes,
I'm
ready,
be
realistic,
know
that
getting
on
boards
can
be
a
marathon,
it's
not
a
sprint.
E
It
takes
time
and
I
hope
Megan
that
when
you
met
your
passenger
friend
on
the
plane
that
you
gave
them
your
business
card
and
said,
I'd
be
a
great
replacement
someday.
Because
again
it's
that
networking
and
it's
that
being
bold.
That
I
want
to
make
sure
that
you
leave
here
with
today,
because
that's
what's
important
the
foundation
is
there
we're
seeing
the
year
of
the
women
when
I
was
at
wick
Kieffer
75%
of
my
board
placements
were
women
and
I
mean
that
was
a
standard.
E
I'm
now,
with
Spencer,
Stewart
and
I
pulled
the
numbers.
Yesterday,
Spencer
Stewart
has
placed
2,000
women
on
boards
last
year.
43
percent
of
all
placements
were
women
and
we're
seeing
more
and
more
of
those
calls
coming
in
saying
we're
looking
for
women.
The
other
good
news
is
78%,
want
the
financial
background.
So
when
I
look
around
this
room,
I
think
wow
you're
already
there
in
that
you've
got
that
skill
set,
and
so
what
are
the
things
that
you
need
to
do
to
be
able
to
continue
to
branch
out?
E
E
Why
would
a
board
want
you
at
their
table?
What
is
it
that
you
bring,
so
things
to
think
about
are
being
able
to
even
branch
out
of
your
own
experience,
so
anything
that
you're
doing
and
strategic
planning
any
organizations
that
you've
been
a
part
of
that
have
transformed
the
experiences
are
so
important
beyond
your
core
skills,
so
raising
your
hand
and
taking
on
something
outside
your
own
domain
is
important.
That's
going
to
help
you
in
terms
of
being
able
to
separate
yourself
from
others,
and
you
can
bring
that
experience
to
the
table.
E
It's
also
important
to
that
when
you
think
about
that
board,
bio,
that
again,
you're
you're
thinking
about
how
do
you
differentiate
yourself,
so
part
of
it
is
again
peer
relationships
in
terms
of
whether
you're
right
thought
leadership
pieces
things
where
you
are
known
for
a
particular
area.
Anything
like
that
is
important
to
make
sure
that
you
are
capitalizing
on
ask
yourself
why
you
want
to
be
on
a
board.
I
mean
it
may
be
to
help
you
and
your
current
role.
E
The
board
language,
Tracy,
I'm,
sure
that's
something
that
was
really
key
going
in
I
mean
when
you
walk
into
your
first
board
assignment,
it
can
be
very
intimidating
and
the
one
thing
that
I
love
about
having
more
than
than
one
female
on
that
at
the
table
is
the
fact
that
I
don't
want
my
only
female
to
be
a
goat.
Okay.
So
we're
not
about
having
goat
herders
we're
about
being
able
to
come
to
the
table.
E
Have
the
experience
the
confidence,
the
know-how
and
to
be
collegial,
because
that
is
important,
but
also
to
be
able
to
bring
true
value,
because,
as
through
that
value,
that
more
and
more
boards
will
continue
to
diversify.
You'll
start
to
see
a
very
different
complexion
in
the
boardroom,
which
is
only
going
to
enhance
their
bottom
line.
So
with
that
I'm
gonna
turn
it
back
over
to
Macon.
E
A
You
when
Jade
say
I
wanted
to
ask
you.
I
was
looking
at
the
audience
when
they
talked
about
like
for
corporate
boards
and
that's
all
whether
you
raise
your
hand
if
you
did
Tracy's
on
the
Raytheon
board.
And
could
you
talk
a
little
bit
about
what
your
path
was
to
the
board
and
how's
it
going
I
hope
you're,
not
the
only
woman
in
the
room
for
them,
I'm,
afraid
I'm.
C
Not
the
only
woman
first,
let
me
tell
you
about
the
Raytheon
board.
So
when
I
did
join
the
board
of
Raytheon
five
years
ago,
I
it
wasn't
a
you
know,
take
you
to
golf
and
get
the
board.
It
was
an
aggressive
board
interview
process
and
you
know
a
number
of
different
candidates.
When
I
joined
the
board,
there
was
one
other
woman
on
the
board.
She'd
been
on
the
board
for
quite
a
while
ten
years.
C
She
was
the
only
woman
for
ten
years
she
left
shortly
after
she
had
made
to
herself
that
she
was
going
to
commit
to
ten
years,
and
she
felt
that
that
was
enough
for
herself.
So
I,
you
know,
but
thankfully
I
was
only
one
meeting
when
I
was
by
myself,
because
our
board
quickly
replaced
her
with
another
diverse
candidate,
and
then
we've
continued
to
do
that.
Our
board
has
gone
through
refreshment,
significant
refreshment,
mostly
because
we've
had
a
number
of
long-standing
board
members
who,
because
of
age
limits,
are
now
aging
off
of
the
board.
C
In
the
last
year,
we've
added
three
new
members,
I'm
happy
to
say,
they're
all
women
and
a
big
part
of
that
was
our
head
of
our
governance.
Our
Governance
Committee,
our
nomination
and
Governance
Committee
was
100%
committed
to
making
sure
that
we
had
women
as
a
criteria,
a
female
as
criteria
on
our
board
selection
process
and
we
actually
fired.
We
hired
a
firm,
we
told
them,
we
wanted.
C
You
know
women
and
we
got
you,
know
kind
of
a
smattering
and
women,
but
it
wasn't
a
thoughtful
presentation
of
women
and
the
talent
that
was
available,
and
then
we
found
a
firm
who
gave
us
all
women
women
for
policy
roles
that
we
were.
You
know
coming
out
of
the
defense
industry,
all
women
for
the
financial
role
and
all
women
for
CEO
type
roles
that
we
were
filling
today.
We're
five
women
on
the
board.
C
We're
we're
a
little
larger
in
size
than
normal
because
of
this
refreshment
and
wanting
to
make
sure
that
there
was
talent
available
and
that
we
got
them
and
we
didn't
wait
have
to
wait
until
one
of
our
board
members
retired.
But
when,
when
we've
finished,
this
up
will
probably
be
50%
women
on
our
board,
and
this
is
the
defense
in
the
aerospace,
business
right,
missiles,
engineering.
C
You
know:
I
came
from
financial
services
and
I'm
on
this
board
and
I.
You
know
part
of
my
dialogue
with
them
when
I
was
asked
about
this.
I
I
am
at
a
financial
expert.
I
am
the
financial
expert
on
the
board,
as
I
suspect
many
of
you.
That
would
be
a
principal
role
that
you
could
help
words
with
having
been
a
partner
at
PricewaterhouseCoopers
and
in
a
number
of
different
finance
roles.
C
When
I
went
there
and
was
talking
to
them,
I
was
bringing
to
them
where
I
thought
we
had
similarities
being
a
large
global
company
and
what
I've
seen
in
our
boardroom
and
in
the
boardrooms
that
I've
interacted
with
where
it's
about
talent,
where
it's
about
innovation,
where
it's
about
the
values
of
your
firm,
where
it's
about
being
customer
focused.
It
doesn't
matter
what
industry
you're
in.
C
These
are
topics
that
are
relevant
to
every
single
industry
and
so
showing
that
you
can
bring
that
a
different
perspective,
but
on
critical
topics,
I
think
adds
significant
value
in
terms
of
being
in
the
boardroom.
I.
Remember
my
first
meeting
in
the
boardroom
and
I'll
tell
you
this
story.
I
tell
it
to
women
that
I
work
with
in
the
board
when
I
first
went,
we've
had
five-star
generally
was
a
vice
chair
of
the
Joint
Chiefs
of
Staff
Bush's,
former
NSA
director.
C
You
know,
former
chairman
of
EMC,
you
know
like
Admiral,
of
the
entire
fleet
of
the
entire
US
fleet
in
the
room.
You
know
when
they
were
directing
9/11
response.
So
leadership,
like
you,
wouldn't
believe
in
this
room
and
at
first
I
just
tell
you
the
talent,
that's
in
our
military
is
amazing,
and
so
you
should
feel
good
about
that.
C
You
know.
I
sitting
in
this
room
is
my
first
meeting
and
we
were
talking
about
extending
some
technology
that
we
had
and
bringing
it
into
the
commercial
sector,
and
you
know
the
dialogue
was
around.
You
know.
What's
our
government
clients
gonna,
think
about
us,
bringing
this
technology
into
the
commercial
sector
and
I
was
thinking,
I
mean
this
was
during
this
whole
thing
of
you
know
Facebook
and
cyber
and
privacy,
and
you
know
we
were
being
accused
of
wiretapping
the
German
Chancellor
and
all
these
things
that
I
was
like
geez
I.
C
A
B
B
And
then
I
walked
into
my
first
meeting
and
took
off
from
there,
but
I
need
what
I
want
to
share
is
some
very
important
pieces
that
we
put
into
place
in
the
treasurer's
office
and
I
want
to
remind
people.
We
have
800
employees.
So
it's
not
a
small
organization,
but
mentoring
has
been
a
critical
piece
to
it.
Carol
Goldberg
my
mom
at
some
point,
mentored
every
successful
business
woman
in
this
state
and
outside
of
this
state
I,
was
on
a
panel
in
Washington
DC.
B
Where
I
talked
about
this,
and
a
woman
from
Virginia
walked
up
to
me
and
said:
I
flew
to
Boston
to
sit
down
and
talk
to
Carol
Dole
Burke.
We
have
always
felt
that
mentoring,
helping
build
those
kind
of
feelings
of
being
more
self-confident.
Knowing
that
you
belong
there,
she
had
a
poster
in
her
office.
That
was
a
kitty
cat
hanging
by
its
claws
from
the
limb
of
a
tree,
and
it's
about
hanging
in
there
and
grim
perseverance,
grim
persistence.
B
No
candidly
I
grew
up
in
that
invite,
and
even
so
you
heard
what
I
said
when
I
was
44
years
old,
when
I
decided
to
run
for
state
treasurer,
it
was
the
year
I
turned
60
years
old
and
I
had
to
contemplate
this,
whereas
all
these
guys
were
out
there
running
around
going
I'm
running
for
treasurer
I'm
running
for
treasurer,
women
have
to
be
asked
more
than
five
times
you
get
a
kid
in
high
school
who
isn't
sure
he
wants
to
go
to
college.
There's
an
open
state,
rep
seat
and
I
am
not
exaggerating.
B
He'll
know,
oh,
maybe
I'll
do
that.
Instead,
a
woman
would
never
think
that
way.
No
matter
where
you
come
down
on
Hillary
Clinton
I
spoke
to
her
after
she
was
appointed
Secretary
of
State,
and
she
said
to
me:
I
was
at
an
event
with
her
and
she
said:
I
have
so
much
studying
to
do
before
I
become
Secretary
of
State.
Does
anyone
think
that
the
men
say
that
to
themselves?
So
we
know
at
the
treasurer's
office,
so
we've
actually
created
a
fellowship
for
women
in
finance
and
what
we
do
it's
become
quite
competitive.
B
It
is
a
summer
program,
we
pay
a
stipend,
but
the
mentoring
part
is
a
huge
piece
of
it.
We
pair
up
all
the
young
women
across
whether
it's
math
school
building
Authority,
whether
it's
the
financial
part
of
the
lottery,
whether
it's
over
at
the
pension
fund,
and
we
had
three
women
at
the
pension
fund
this
year.
We
have
skills
that
you
acquire.
B
We
expose
you
to
other
financial
services
in
this
in
the
city
and
we
also
mentor
and
they
hear
about
that
kitty
cat
hanging
from
them
from
the
limb
and
I
do
my
best
to
empower
every
young
woman
and
in
the
science
fields
we've
done
it
get
all
the
way
down
to
the
sixth
grade
level,
because
you
get
to
seventh
and
eighth
grade
and
you
try
to
join
the
Robotics
Club
and
you
walk
in
and
they're
all
guys
there
and
some
of
your
girlfriends
are
saying.
Why
aren't
you
going
to
the
hip-hop
club?
B
And
this
is
where
it
begins,
and
so
we
feel
that
that's
equally
as
important.
Our
human
resources
department
has
been
focused
on
this
since
before
I
was
sworn
in
the
mentoring
piece
having
a
broad
array
of
people
who
are
applying
for
the
job
and
men
as
I
said,
selecting
the
most
qualified
but
I
said
to
the
pension
fund
board
right
after
I
arrived
I
walked
into
my
first
meeting
before
I
was
sworn
in.
B
Said
I
graduated
BC,
Law
School
in
1983
and
Harvard
Business
School
in
1985
we
did
have
a
quota
at
Harvard,
the
24
percent,
women
and
but
BC
we
were
50
percent
women.
Trust
me
over
those
years
of
compounding
the
number
of
graduates
at
just
those
two
schools.
There
are
a
lot
of
qualified
women
out
there.
They
just
need
to
know
that
they
are
going
to
get
paid
the
same,
that
they
are
going
to
advance
at
the
same
rate
and
that
they
are
going
to
be
welcome.
B
What
that
result
has
been
is
we
have
the
most
diversified
staff
in
state
government?
We
are
by
a
longshot
ahead
of
everyone
else,
we're
at
33
to
34
percent
today
in
terms
of
diversity,
but
we
are
55
percent
women,
and
that
is
because,
as
I
said
before,
you
build
it,
they
will
come.
People
apply
for
jobs
in
my
office.
They
know
it's
the
real
deal.
They
know
we
did
an
audit
that
mean
they
know
we
equalize
pay
and
we
instituted,
which
is
unheard
of
in
government
twelve
weeks
paid
parental
leave
for
biological
foster
adoption.
A
E
E
What
do
I
need
to
do
and
I
said
we'll
talk
about
what
you're
serving
on
now
from
a
not-for-profit
perspective,
so
we
made
some
changes.
I
actually
helped
her
get
on
one
that
was
pretty
visible
and
she
actually
did
not
take
the
audit
chair
because
so
often,
when
you
come
out
of
finance,
you
know
you
either
take
audit
or
comp.
She
actually
took
business
development,
side
and
strategic
planning
for
that
particular
board.
That
was
a
real
key
for
her
she's
now
on
to
for-profit
boards
and
and
is
doing
extremely
well.
E
So
it's
a
matter
of
start
with
one,
even
if
it's
a
not-for-profit
Network
with
recruiters
network,
with
your
boss
network
through
women,
that
you
meet
at
this
conference
through
others
and
make
sure
it's
on
your
Linkedin,
etc.
I
mean
those
are
all
important
that
you're
willing
to
look
at
board
opportunities
and
make
sure
that
your
value
proposition
is
really
compelling.
So
again,
all
of
those
in
play
and
I
will
add.
You
do
need
to
be
patient
because
it
does
take
some
time
and,
as
Tracy
talked
about
it's
very,
very
competitive.
C
I,
just
reinforced
I
think
what
you
said
Jana
during
opening
remarks.
It's
raising
your
profile
so
that
people
are
aware
of
you
right
and
so
a
part
of
that
is
just
having
a
good
LinkedIn,
because
they're
going
to
look,
you
know
if
they're
looking
for
different
criteria
when
search
firms
are
looking
at
boards
or
recruiting.
What
are
you
doing?
Are
you
doing
public
speaking?
Are
you
on
the
panels?
Are
you
interacting?
Are
you
writing
my
papers?
Are
you
doing
things
to
increase
your
external
presence
and
profile
so
that
these
organizations
can
find
you
another.
G
Question
yes,
Carmen
Vargas
with
rumors
and
company.
This
question
is
probably
for
Tracy.
You
know
someone
who
kind
of
asks
the
questions.
Okay!
Well,
in
a
quarter,
my
company's
gonna
ask
me
what
are
my
outside
business
activities
and
then
I
kind
of
sit
there
and
I'm
like
right.
I,
don't
want
them
to
know
that
I'm
doing
too
much
nonprofit
work,
because
how
much
time
are
you
spending
on
work?
G
I,
guess
the
question
is:
how
do
you
balance
that,
when
you're,
when
you're
seeking
opportunities
on
corporate
boards,
how
do
you
balance
the
fact
that
you
me,
for
example,
I
want
to
continue
in
my
current
position
and
sort
of
rise
within
the
ranks
of
the
current
firm
but
at
the
same
time,
I
do
want
to
branch
out
and
seek
opportunities
outside
yeah?
Well,
thanks.
C
For
the
question,
I'd
say
first
of
all,
I'm
very
grateful
to
state
straight
to
our
CEO
for
allowing
me
the
opportunity
to
serve
on
a
public
company
board
while
I'm,
you
know
still
full-time
employed
actively
at
State
Street.
So
when
I
my
board
services
RIT
is
really
a
my
on
my
time.
You
know
I'm,
obviously
the
you
know.
The
firm
lets
me
go
when
I
need
to
go
to
board
meetings
and
I'm,
not
charging
vacation
or
something
like
that,
but
you
know
board,
prep,
etc
or
being
available
for
calls
or
going
over
for
meeting
I.
C
Am
the
audit
committee
chair
so
I
have
a
lot
of
time.
It
takes
a
lot
there's
a
lot
of
time
invested
in
that
and
and
so
I
do
that.
You
know
that's
my
time,
my
own
time
and
I.
For
me,
it's
an
investment
of
me
and
I,
find
it
incredibly
intellectually
stimulating.
So
it
is
it's
how
I
would
choose
to
spend
my
free
time?
Actually,
you
know
to
me:
it's
a
it's
always
been
a
balance.
You
know
everything
the
demands
of
your
career,
your
family.
C
Yeah
yeah
and
you
gotta
pick
and
choose
you
know.
I
often
tell
women
when
I'm
coaching
women
or
you
know
what
is
this
doing
for
you.
You've
done
that
already.
You've
done
it
for
five
years
is
really
doing
it
for
another
five
years
going
to
be
gonna.
Do
anything
else,
for
you?
Is
there
something
else
that
still
aligns
with
what
your
mission
and
purpose?
That's
something
meaningful
to
you,
but
that
gives
you
another
set
of
experiences
or
a
different
group
of
people
that
you
can
interact
with
or
something
that's
going
to
continue
to
broaden.
C
H
So
picking
up
on
something
that
treasurer
said,
but
this
may
also
be
something
that
the
rest
of
the
panel
can
speak
to
so
we're
reading
a
lot
about
companies
and
large
companies
talking
about
wage
parity
that
they're
looking
inside
that
they're
making
sure
these
things
are
happening,
but
also
I've
been
reading
stories
that
they
really
don't
know
what
they
don't
know.
They
think
they're
doing
this
great
job
and
then,
if
they
really
look
into
it,
they
find
out
there's
a
lot
more
disparity
than
they
ever
thought.
B
This
is
exactly
when
I
first
was
running:
I
started
that
I
said
wage
equality
from
day
one,
and
there
is
an
answer
to
that
question.
You
must
hire
an
outside
auditing
firm
and
do
an
internal
audit.
Steve
Grossman,
who
was
there
before
me,
is
a
terrific
guy.
Believe
me
in
his
marriage,
barbra
runs
the
show
and
he'll
be
the
first
to
tell
you
he
thought
he
was
doing
this
and
I
said
to
him:
did
you
do
an
internal
audit?
B
Simultaneously,
we
created
wage
negotiation
workshops
which
Marty
Walsh
has
done
here
in
the
city
of
Boston,
but
we
have
now
taken
statewide
and
we're
the
pilot
with
our
hashtag
just
as
a
program
that
will
then
go
nationally,
because
we
feel
the
only
way
to
break
down
these
cultural
barriers
is
to
give
people
all
the
tools
that
they
need
to
get
this
job
done.
So
we
attack
it
from
all
the
different
areas
because
know
there
are
plenty
of
well-meaning
companies
and
well-meaning
people.
B
Prim
did
think
they
were
doing
everything
they
could
do
well,
once
I
created
the
toolkit,
they
downloaded
it
and
used
it
as
have
we've
had
hits
not
only
from
everywhere
in
the
country.
You
can
go
to
equal
pay,
ma,
don't
forget,
ma,
dot-com
and
see
all
that
plus
I
am
now
incoming
senior
VP
of
the
National
Association
of
state
treasurer's.
There
are
37
Republicans
and
only
less
than
10
I
know
it
doesn't
add
to
50.
B
I
am
a
numbers
person,
but
not
every
state
has
a
treasurer
and
mainly
Republicans
I
have
been
able
to
present
to
them
over
and
over
with
members
of
my
staff
why?
These
are
economic
imperatives,
Thai
people
who
sell
401ks
and
are
in
the
retirement
business.
Let's
talk
about
the
wage
gap
with
respect
to
women.
Do
they
have
any
money
to
invest
in
your
plans
if
they
have
paying
off
loans
trying
to
take
care
of
their
families?
No
we're
trying
to
create
customers
for
them.
B
So
we
have
to
start
right
at
the
begin,
and
that
is
how
we
have
approached
it
from
my
office.
This
is
a
business
imperative,
it's
good
for
the
economy,
it's
good
for
our
world
and
it's
good
for
women
and
their
families,
so
that
that's
really
the
answer.
You
have
to
come
to
it
from
all
angles
and
you
have
to
make
it
businesses,
don't
like
government
taking
a
stick
and
hitting
at
them.
I
felt
I,
wanted
to
take
it
from
the
business
side
and
be
supportive,
just
like
the
25
percent
to
the
30
percent.
I
I
I
I
have
served
as
treasurer
for
a
number
of
years.
I
come
to
the
women
in
public
finance
meetings,
I
served
on
the
board
and
I
want
to
thank
all
of
you
for
putting
together
such
a
wonderful
conference
as
treasurer
I
clearly
have
the
financial
and
business
acumen
to
serve
on
a
board,
but
having
run
campaigns
and
been
an
elected
official
for
many.
Many
years
worked
in
state
government
federal
government
as
well
as
local
I've,
also
got
those
political
connections
and
I
have
written.
My
bio
and
I
am
looking
to
serve
on
a
board.
I
J
J
B
That's
probably
the
hardest
part,
and
yet
what
kept
me
motivated
was
the
end
game
that
achieving
this
role
would
help
me
help
everyone
else.
I
am
sincerely
and
honestly
mission
driven
I
am
a
true
public
servant
and
I
think
that
comes
across.
What
people
have
said
to
me
is
what
they
feel
at
the
end
of
the
day
has
helped
me
win.
So
many
people
over
is
authenticity.
B
My
mission,
my
passion,
is
right
here
on
my
sleeve,
but
at
the
same
time,
when
people
personally
attack
me
I
have
to
admit
it
hurts
I've
gotten
more
used
to
it,
but
you
never
get
completely
used
to
it
and
forget
my
husband.
He
can't
stand
it
so
it's
hard,
and
particularly
when
you're-
and
this
happens
in
the
business
world
too.
I
will
tell
you
that
when
I
didn't
have
this
personality,
but
I
had
the
beginnings
of
it.
B
B
Well,
the
guys
weren't
used
to
that
because
most
of
the
women
it
candidly
and
in
my
class
in
1984-85,
had
engineering
and
accounting
backgrounds,
so
they
didn't
speak.
I
did,
as
you
can
tell,
and
so
consequently,
and
that
note
in
my
box
hurt
me
but
Rose
Beth
Kanter
said
persevere,
which
is
what
I've
been
hearing
my
whole
life
and
don't
you
change
a
bit,
and
so
that's
the
kind
of
encouragement
that
we
need
to
give
each
other
and
we
need.
That
is
why
we
need
to
support
each
other.
B
It's
why
organizations
need
more
than
one
woman,
because
you
need
to
be
there
for
each
other
and
don't
look
at
the
other
women
as
your
competition.
When
I
first
came
on
the
Board
of
Selectmen,
there
was
another
woman
she
felt
threatened
by
me.
She
had
been
the
queen
bee
I,
decided
to
defer
to
her
expertise
and
make
her
feel
comfortable.
B
We
have
to
play
a
little
bit
different
game,
but
at
the
end
of
the
day,
we
and
we
were
best
friends
and
so
one
of
the
things
that
we
know
is
women
and
people
of
color
need
cohorts
in
their
environments.
The
comfort
level
grows,
and
so
it
is
our
job
to
make
sure
more
women,
more
people
of
color
are
in
our
organizations
and
that
we
support
each
other.
Thank.
A
A
And
now
I
get
to
do
another
fun
thing.
I
am
honored
to
introduce
the
mayor,
Boston
the
Honorable
Martin
J
Walsh,
and
we
appreciate
his
coming
and
joining
us.
I
know
he
cut
us
a
trip
to
DC
short
I,
think
down
for
the
conference
of
mayors
and,
although
I'm
sorry
to
cut
your
trip
short,
but
there's
kind
of
some
bad
juju
down
there
right
now.
A
Empowering
women
is
a
demonstrated
priority
for
this
mayor,
he's
elevated
Boston's
office
of
women's
and
advancement
and
empowered
it
to
be
a
national
policy
leader
in
forging
pathways
to
equity
and
wages
and
leadership.
I
know
the
treasurer
mentioned
one
of
those
programs.
The
mayor
is
appointed
high,
ranking
officials
in
his
administration.
A
The
mayor's
work
with
private
employers
to
close
the
gender
pay
gap
he
established
paid
parental
leave,
Presidium
and
Boston
employees.
He
created
the
women's
entrepreneurship
Boston
program,
he's
also
reached
out
to
his
constituents
and
he's
provided
free
salary
negotiation
workshops
for
working
women
in
Boston
training
over
4,400
women
to
advocate
for
themselves
and
he's
made
Boston
a
leader
in
ending
human
trafficking.
So
please
join
me
in
welcoming
mayor
Walsh.
K
That's
happening
today
in
the
vote.
That's
going
to
be
clearly
happening.
Probably
tomorrow
and
I
just
got
so
frustrated,
I
get
so
frustrated
and
it
was
never
really
thought
about
one
of
the
United
States
Senator,
but
at
that
moment
in
my
couch
I
wanted
to
be
one
honestly
to
to
let
people
have
it,
but.
K
Thank
you.
Thank
you
to
all
the
women
here
in
public
finance.
Thank
you
for
being
here.
Welcome
to
Boston.
We
want
to
welcome
you
and
hope
you
have
an
incredible
conversation
conference.
The
panel
that
was
just
here
the
treasurer
is
amazing.
Deb
Goldberg.
She
was
just
like
I
told
you
her
story.
Slight
woman
I
met
her
back
in
1997
when
she
was
the
select
woman
everything
she's
talking
about
today.
K
She
was
talking
about
back
in
1997
when
I
was
a
brand-new
elected
official
and
really
is
amazing
to
have
her
in
the
leadership
role
that
she's
in
and
the
other
panelists.
Thank
you.
I'm
proudly
chose
this
city
this
year
for
this
conference
all
over
the
country.
You
know
women
are
driving
a
powerful
change,
you're
empowering
women
to
advance
their
careers
and
play
bigger
roles
and
leaders
in
the
industry.
Now
this
work
has
a
ripple
effect.
Megan
talked
about
my
work
on
human
trafficking.
K
I
ran
familiar
in
2013
and
we
called
we
had
many
different
policy
areas
that
we
were
working
on.
One
of
them
was
around
human
trafficking
and
not
to
really
treat
the
women
as
victims.
In
this
case,
and
not
as
criminals
and
we
called
the
press
conference
and
we
had
a
whole
policy
paper
written
on
it,
and
when
we
had
the
press
conference,
not
one
reporter
showed
up
and
it
was
really
discouraging
because
at
that
point
it
told
me
a
lot
of
2013.
K
It
told
me
a
lot
of
how
the
media,
not
blaming
the
media,
forever
people
weren't
paying
attention,
people
weren't,
paying
attention
to
the
issue
of
human
trafficking
and-
and
you
know
and
I,
was
on
a
panel
the
other
day
in
Washington
in
in
South
Carolina
for
the
other
conference.
Amazing
and
every
city
has
something
going
on
human
trafficking
in
a
way
to
really
identify
and
the
women
as
victims
in
this
horrible
horrible
area.
So
something
that
we
was
seeing
that
change
happened.
K
K
When
I
became
the
mayor
in
2013-14,
my
office
of
women's
advancement
was
called
the
women's
Commission.
It
was
led
by
Megan
Costello,
who
was
my
campaign
manager,
and
she
really
didn't
want
the
office
I,
don't
think
because
it
was
an
office
that
was
a
commission
and
I
said
to
around
there
and
change
it,
make
it
make
it
an
office
and
one
of
the
first
changes
is.
K
We
took
a
change
it
from
a
commission
to
an
actual
office
in
City
Hall,
and
we
started
to
really
work
on
a
bunch
of
things
which
I'll
talk
about
in
a
second.
But
what
I
was
doing.
I
was
tired
of
hearing
about
legislation.
I
think
I
was
I,
was
a
state
rep
for
16
years
and
I
think
I
vote
on
five
bills
that
were
equal
pay,
equal
work
and
I
said
that
we
have
to.
You
know
it's
important
to
talk
and
it's
important
of
the
dialogue,
but
I'm
like
the
dialogue
and
talk
has
to
stop.
K
We
have
to
have
action,
we
have
to
do
things,
and
this
is
this
was
back
in
2014
and
we
started
to.
We
went
to
work
in
Boston
has
been
a
leader,
so
what
we're
looking
at
is
we
certainly
in
the
world
and
in
Boston
in
Massachusetts
in
the
country
we
need
more
women
in
guiding
our
budgets
in
capital
and
Benson
I'm
gonna
talk
about
my
chief
financial
officer,
I.
Think
she's
here
in
handy.
You
know,
if
she's
here,
but
I'll
talk
about
in
a
second
right.
K
Thank
you,
but
before
I
talk
about
Emma
I
want
to
talk
about
another
young
woman
that
I
met,
1997
I
got
elected
to
the
State
House,
and
the
Speaker
of
the
House
at
the
time
was
Tom
Finneran,
and
he
had
this
amazing
person
in
his
office.
That
literally
had
budgets
in
her
hand,
and
you
could
talk
to
her
about
any
line-item
about
budgets
and
she
understood
that
was
Katherine,
Craven
and
I
want
to
thank
Katherine,
who
is
here
today.
K
K
Looking
in
the
line-item
and
she
would
rattle
off
the
numbers
and
tell
you
exactly
the
impacts
that
would
have
and
how
would
affect
other
parts
of
the
budget
and
she
ran
that
process
and
it
was
so
important
and
it's
City
Hall
our
chief
financial
officers
that
mehandi
who's
in
the
back
and
she's.
Here
today.
K
As
a
member
of
the
Boston
host
committee
and
last
year,
I
was
honored
to
a
planner
as
the
city's
top
financial
role
in
her
first
year,
she
has
led,
even
even
even
the
state,
even
a
healthier
financial
situation,
achieving
a
triple
a
triple
a
bond
rating
for
the
fifth
consecutive
year
in
a
row
continuing
those
investments
that
were
making
in
our
city
that
are
targeted
investments
in
opioid
and
in
addiction
and
in
in
policing
and
in
Human,
Services
and
all
the
different
areas.
Her
leadership
is
an
indicator
of
Boston's
culture.
K
We've
established
in
the
city
of
Boston
prod
to
say
that
we've
hired
more
women
in
leadership
positions
than
ever
before
in
City
Hall,
and
it's
not
just
about
the
numbers.
It's
about
amplifying
women's
voices.
It's
about
celebrating
women's
success.
It's
about
making
sure
that
we
get
the
diversity
of
perspectives
at
the
table.
Every
time
we
make
an
important
decision
and
the
folks
that
have
surrounded
me
are
oftentimes
women
that
the
ones
I
wrote.
K
There
are
many
experiences
that
women
have,
that
I'll
never
know
firsthand.
That's
why
I
really
don't
rely
on
the
people
in
my
administration,
women
of
my
administration
across
all
industries
and
across
our
neighborhood,
to
tell
me
their
stories.
It's
my
job
to
listen
and
understand
and
lead
the
city
in
the
direction
that
empowers
women
truly
empowers
women.
This
is
especially
important
to
me
in
our
work.
K
That's
working
to
close,
though,
when
the
the
gender
wage
gap,
women
make
up
the
majority
of
a
population
in
the
city
of
Boston,
but
they're
underrepresented
and
underpaid
in
our
workforce.
This
is
an
issue
of
fairness,
quality
of
life
and
justice.
When
I
got
elected
in
2014,
I
wanted
to
understand
the
scope
of
this
problem
and
I
wanted
to
tackle
the
issue
head-on
and
I
also
have
a
background
in
labor
I'm,
a
union
labor
of
by
by
tray,
and
when
you
work
on
the
job
site,
if
you're
a
union
member
you
get
paid
the
same.
K
So
to
me,
it's
baffling
that
you
work
in
the
in
different
industries
and
there's
a
big
discrepancy,
but,
along
with
the
Boston
Women's
workforce
council
and
Boston
University,
we
issued
a
historic
report
that
shows
exactly
how
bad
this
issue
is.
It
was
the
first
in
the
nation
to
you.
Jury
use
real
wage
data
self-reported
by
businesses
in
the
Greater
Boston
area.
K
It
represents
11
percent
of
the
Greater
Boston
workforce
and
11
billion
dollars
in
earning
it
shows
a
23
percent
wage
gap
for
women
in
Boston,
and
that
number
is
even
greater
when
you
talk
about
people
of
color
and
as
the
treasurer
spoke
about
that.
None
of
this
comes
to
surprise
to
anyone
in
this
room.
Certainly,
but
the
data
allowed
us
to
make
sure
that
everyone
in
Boston
understood
how
deep
the
problem
was,
and
we
called
the
Boston
Boston's
employers.
K
We
talked
to
them
to
do
something
about
it
and
so
far
over
200
businesses
has
signed
up
to
our
100%
Talent
compact,
where
they
give
us
information
and
they
give
us
their
data.
We
keep
their
name
off
it
and
we're
able
to
do
true
assessments
of
exactly
what
that
data
means.
I'm
also
I
also
talked
about
this
issue.
Wherever
I
go,
whether
it's
the
Chamber
of
Commerce
or
State
or
state
of
the
city
or,
however,
it
is
because
we
can't
just
talk
about
it.
K
We
also
have
to
make
sure
that
we're
letting
people
know
that
we're
paying
attention
to
what's
happening
on,
what's
not
happening
in
the
industry.
The
businesses
have
committed
to
report
wage
data
anonymously
into
it
best
practices
to
retain
and
promote
women.
The
numbers
of
the
compact
sign
has
continued
to
climb,
so
we
have
200
employees
right
now,
we're
not
done
there
and
other
cities
isn't
ask
us
how
we
did
it
and
how
we
get
these
these
employees
to
table
some
of
our
biggest
employers
in
the
city
of
Boston
have
signed
up
I.
K
Ask
any
of
you
who
work
in
the
Boston
a
Boston
area
organization,
to
ask
your
employer
to
join
the
compact
if
they
already
have
it,
and
it's
really
important.
If
they
want
know
more
information-
or
you
want
me
information,
you
can
contact
our
office
in
the
city
of
Boston.
I
also
want
to
make
sure
that
a
lot
of
people
aware
the
work
that
we're
doing
with
employees.
We
offer
free
salary
negotiation
workshops
all
year
round,
all
over
the
city
of
Boston.
K
So
far,
we've
empowered
7,000
women
to
get
to
ask
for
higher
pay
and
to
advocate
for
their
behalf
to
get
more
money.
The
results
are
inspiring.
We
found
the
90%
of
those
women
who
immediately,
who
took
the
immediate
action
following
the
workshop
they're
using
their
skills
and
getting
raises
they
deserve.
I
was
actually
in
an
elevator
and
want
some
event
in
town
and
one
walked
on
and
she
was
very
excited.
She
told
me
I
need
to
see
you
and
she
was
at
once.
I
did
a
salary
negotiation
workshop.
My
god
is
great
how'd.
K
K
Was
proud
of
that,
because
that
was
simply
a
conversation.
It
was
simply
a
conversation
in
learning
how
to
advocate
on
behalf
of
yourself
and
a
lot
of
us.
Any
of
us
don't
really
know
how
to
advocate,
but
men
don't
have
to
advocate.
Sometimes
they
sit,
they
laugh,
they
talk
and
all
of
a
sudden
they
go
on
one
salary
and
come
out
with
another
salary
without
even
without
even
open
their
mouth.
So
it
is
important
that
we
continue
to
do
that.
K
This
is
the
hard
work
and
but
nothing
happens
overnight,
but
the
change
is
happening
which
we're
chipping
away
at
the
culture
that
systematically
undervalues
women's
work.
This
is
the
work
that
all
of
you
have
been
doing
every
day
of
your
careers
and
those
of
you
that
haven't
done
it
talk
to
some
of
the
people
who
have
been
in
in
Korea
for
a
long
time
and
get
an
understanding
of
what
they
went
through
and
the
challenges
that
people
have
experienced.
K
I'm,
proud
to
you,
no
problem,
I'm,
proud
to
stand
alongside
you
as
an
ally
and
to
do
my
part
to
build
a
better
world
for
in
the
gender
gap
in
the
workplace.
Discrimination
and
sexual
harassment
are
all
systemic
problems.
They
will
only
they'll
only
be
a
thing
of
the
past
when
men
as
well
as
women
acknowledge
them.
The
men
needs
to
be
held
accountable,
underpaying.
K
Under
paying
women
taking
credit
for
women's
work
outright
abuse,
all
of
these
things
come
down
to
power.
It
comes
down
to
cowards,
was
so
afraid
of
losing
their
power
that
they
they
keep
it
to
keep
each
other
people
down,
silencing
incredible
women
who
did
a
shine,
it's
something
that
I
won't
stand
for,
and
it's
something
that
we
shouldn't
stand
for.
That's
why
I'm
so
serious
about
the
work
that
we
do
in
the
city
of
Boston
and
that's
why
I've
joined
100?
K
That's
why
I
join
hundreds
of
women
the
other
day
and
survivors
in
allies
on
Boston
City,
Hall,
plaza
told
you
that
don't
know
what
happened
on
Monday.
We
had
the
Forbes
30
under
30
conference
in
the
city
of
Boston
unbeknownst.
To
me,
one
of
the
panelists
speakers
was
senator
flake.
He
was
in
Boston
on
Monday
and
in
a
very
short
period
of
time.
Within
a
12
hour
period
time
near
Al
and
other
organizations
came
together
him
and
put
a
rally
together
on
Boston
Common
Boston
see
Hall
plaza.
K
K
If
there
are
any
survivors
here
today,
I
believe
you
it's
up
for
entire
community
to
support
you
it's
up
to
all
of
us
as
a
society
to
confront
these
issues.
It's
up
to
men
to
do
everything
they
can
to
do
everything
they
can
to
fix
the
problems
that
are
going
on
inside
today,
whether
you
work
for
government
or
nonprofits
or
private
finance.
All
of
you
are
in
touch
with
the
things
that
are
important
to
our
communities.
Many
of
you
have
broken
new
grounds
as
women
in
this
industry.
K
All
of
you
have
a
role
in
moving
us
forward
and
together
towards
equal
representation,
whether
it's
in
Boston
or
another
city
and
I.
Just
want
to
thank
you
all
for
being
here
today
in
Boston.
We're
never
gonna
let
up
on
this
work
until
every
woman
gets
paid
fairly
in
every
single
industry
in
the
city
and
we're
gonna.
Take
it
just
beyond
the
city
borders
in
the
Greater
Boston
area,
in
the
Commonwealth
of
Massachusetts,
we're
gonna
set
we're
going
to
set
priority
and
we're
going
to
set
an
example
on
how
we
do
it
in
our
city.
K
K
Every
day
we
get
closer
to
where
we
need
to
be,
even
when
it
feels
like
two
steps
forward,
one
step
backwards,
we're
doing
the
work
that
will
get
us
there.
I
want
to.
Thank
you
all
for
being
a
part
of
that
I
want
to
thank
you
for
being
a
part
of
this
great
organization.
I
want
to
wish
you
best
of
luck
in
the
rest
of
this
conference
and
I
hope
that
you
enjoy
your
time
in
the
city.
Go
Red,
Sox,.
A
L
Thank
you
so
much
it's
been
an
inspiring
morning
and
we're
looking
to
continue
the
program
after
lunch,
with
more
enlightened
discussion
and
and
great
topics
this
afternoon
this
year
marks
the
end
of
my
three-year
term
as
a
national
board
member,
and
it
has
truly
been
an
honor
to
serve
as
president
of
the
board
this
year.
I
want
to
take
a
moment
to
highlight
some
of
our
achievements.
For
the
year,
Alabama
became
our
18th
chapter,
one
eight.
So
it's
amazing
to
see
that
growth,
we've
added
125
new
members,
bringing
our
total
to
750
members.
L
We've
added
two
new
board
committees
to
enhance
opportunities
for
our
members,
education
and
communication
communication.
The
communication
committee
will
be
improving
communications
to
chapters
and
members
sharing
information
about
local
chapter
events
and
enhancing
our
social
media
presence
on
LinkedIn.
L
Many
of
you
are
familiar
with
our
LinkedIn
group,
but
we
will
be
more
actively
using
the
women
in
public
finance
company
profile,
which
doesn't
have
that
many
followers
as
of
right
now.
So,
if
you
have
your
phone
out
and
during
lunch,
I
encourage
you
to
log
into
LinkedIn,
find
the
women
in
public
finance
company
profile,
not
the
group
and
then
follow
it.
We're
gonna
be
using
that
to
share
more
information
share.
L
Chapter
events
in
July,
the
Education
Committee
hosted
our
first
national
program,
a
webinar
with
gutsy
leadership,
titled
own
your
own,
your
authority
as
a
thought
leader
with
influence
in
July.
We
also
launched
the
first
phase
of
our
mentorship
program,
a
pilot
program
that
our
mentorship
chair,
Lourdes
Abidine,
will
tell
you
more
about
during
lunch
this
year.
The
board
really
challenged
ourselves
to
move
forward
on
the
implementation
of
the
strategic
plan
that
laid
out
the
goals
for
the
expansion
of
the
organization
and
enhanced
membership
benefits.
L
L
Vice
president
Meghan
Burke
hold
the
plus'
secretary
Karen
daily
treasurer
Joanna,
Brody
assistant,
treasurer
and
chapter
liaison,
Samantha,
funk
Lourdes
Aberdeen,
Stephanie,
ferry
ginger,
flea
Haven,
Kathy
Garner,
Kristin,
Hansen,
Marge,
Henning,
Susan,
Kendall,
Robin,
Redford,
Julie,
Santa,
Maria,
Carolyn,
shmidt,
marina,
Scott
and
Spano
and
Jennifer
right.
Thank
you
so
much
for
your
hard
work.
L
We
are
seeking
letters
of
interest
for
next
year's
new
class
of
board
members.
The
the
board
is
made
up
of
18
members
and
it
is
a
three
year
term
and
six
members
roll
off
the
board
each
year,
more
information
on
how
to
apply
can
be
found
on
the
national
website.
That's
wwwp,
FC,
comm
and
letters.
Letters
of
interest
are
due
by
October
25th.
L
We
will
also
be
opening
up
participation
for
the
ten
national
board
committees
to
all
women
in
public
finance
members.
Historically,
those
committees
have
only
been
staffed
or
the
participation
has
been
limited
to
board
members,
but
we
will
be
opening
those
up
to
all
women
in
public
finance
members,
more
information
on
that
will
be
distributed
before
the
end
of
the
year.
We
had
our
annual
in-person
chapters
meeting
yesterday
and
it
was
fantastic
to
see
the
enthusiasm
of
our
local
chapters
in
their
leadership.
L
We've
talked
a
lot
about
expansion
and
local
chapters,
events
and
programs.
Next
year
we
will
be
planning
for
two
in-person
chapter
meetings:
to
provide
additional
opportunities
to
share
ideas
and
get
feedback
for
our
national
level
programs.
I
would
like
for
all
of
you
who
weren't
at
yesterday's
chapter
meeting
to
get
a
sense
of
how
expansive
this
organization
has
become
over
the
past
three
years.
I'd
like
to
recognize
each
of
our
18
chapters
and
I
would
ask
that
members
of
each
chapter
stand
as
I
name.
Your
chapter.
L
L
L
Finally,
I
would
like
to
recognize
the
tremendous
efforts
of
the
core
Boston
conference
planning
team
led
by
Megan
E,
Meghan,
Burke
and
Susan
Kendall.
These
women
have
dedicated
so
much
time
and
effort
yes
and
have
really
gone
above
and
beyond
I,
just
in
the
last
I
think
two
or
three
weeks
they
were
having
two
conference
calls
a
day,
just
amazing
to
make
sure
every
detail
and
every
part
of
today's
program
went
perfectly.