Tag Archives: books about poverty

Circles USA as a Strategy for Navigating the Emerging Economy

Circles USA is pursuing a 10-year goal to inspire a 10% reduction of poverty rates in 10% of all U.S. counties (300 of them). We are building Poverty Reduction System models that are synced with the emerging economy. While the idea of ending poverty seems impossible to many people, reducing it by 10% in 10 years seems more doable to the audiences I have shared my vision with over the past five years.

Perhaps the 10% number in 10 years harkens back to reaching the moon by the end of the ’60s, or 10% tithing as a reasonable amount to give back to one’s community of faith. Whatever it represents to people, we now have 60 counties on board in 21 states and counting to pursue this goal. When people get their minds around what this might take, everything that works against the goal comes to the surface with new clarity. The needs I keep hearing are for:

    • Better, updated job-creation strategies
    • More powerful and better-targeted training programs for the job demands of the emerging economy
    • Performance metrics and payment systems that reward workforce programs that help people make progress to 200% of the Federal Poverty Guidelines
    • A strong safety net with the complete elimination of the Cliff Effect (disproportionate decreases in safety-net benefits when earning increases), incentivizing and rewarding work with pro-rated, easy-to-manage benefit schedules
    • Community-building programs that give people weekly support to manage poverty issues while they pursue a self-directed pathway to economic stability.

From the book: Enough Money, Meaning & Friends ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

People Hear the Call to Adventure Differently

How one hears the call to adventure is influenced by one’s belief system about how the world operates. In early 2001, a national poll conducted by National Public Radio (NPR), the Kaiser Family Foundation, and Harvard University’s Kennedy School asked nearly 2,000 Americans aged 18 or older, “Which is the bigger cause of poverty today: that people are not doing enough to help themselves out of poverty, or that circumstances beyond their control cause them to be poor?” Respondents were roughly equally divided between “people not doing enough” (48%) and “circumstances” (45%).

A 2016 poll conducted by the LA Times and the conservative think tank American Enterprise showed similar results in terms of who or what is responsible for poverty — but with interesting nuances. For example, White blue-collar workers were more likely to blame the poor for their situation than Whites with college educations. When it comes to solutions, the study showed that more Blacks than Whites believed that government programs put people back on their feet and allowed them to get jobs and out of poverty. A majority of Whites believed that government programs create dependency and encourage people to stay poor. People in poverty believed that government programs fail primarily because not enough money had been put into them. More affluent people than working-class people believe that government programs are badly designed.

When people first get involved in Circles USA, they usually have a strong set of opinions about why people are in poverty and what kind of help they need. What happens through their experience with Circles USA, however, often shifts these opinions over time more to the middle ground. Many people discover that it is the combination of self-responsibility and planning skills coupled with new support systems and better designed private and public programs that can best help people escape poverty.

Because people do not change their belief systems easily, and because our beliefs ultimately drive what we do as individuals, a community, and a nation about poverty, the beginning of the end of poverty must start with understanding our current beliefs. While we have books and training programs that can increase people’s awareness of their beliefs, the most important strategy of Circles USA is the opportunity to build healthy and effective relationships across socioeconomic class lines. We want people in poverty to get to know people of middle-income and upper income means. It is through these relationships that people challenge their assumptions and arrive at better, more informed views of poverty.

As a White suburban kid, my primary call to adventure was to chase the American Dream as defined by making money, buying a nice house, raising a family, taking fun vacations, and having a respectable career. I learned that shopping is good for the economy, more stuff equates to more happiness, and respect from others comes through higher income and net worth. While my parents were born during the Great Depression and had a deep respect for the value of a dollar, my surroundings screamed out to me that consumerism is the path to happiness. My worldview might have remained the same except that I fell into an emotional abyss trying to be an architecture student, a path that did not seem to be my calling or fit my talent. Through the confusion that followed my leaving the architectural program, I encountered several significant guides who challenged my thinking to its core.

In my mental model of the American Dream, people could make as much money as they wanted to if only, they applied themselves. Through this lens, I saw the United States as the greatest equal opportunity nation on Earth. It was a level playing field, and if you worked hard and played by the rules, you would inevitably achieve the promises of the American Dream. Being poor was largely the consequence of not putting enough effort into one’s goals. Enabling the poor with subsidies, for example, was not going to help them in the long run.

For the past 40 years, however, I have met countless everyday heroes who have heard the call to alleviate the suffering caused by poverty. Heroes who have big hearts, keen minds, tenacious personalities, compassionate ears, generosity beyond the norm, and an uncommon amount of common sense. I have been inspired by the thousands of everyday heroes who have humbly answered the call to adventure and forged new relationships with people who have either a lot more or a lot less money than they do. People join our work with Circles USA because they want to help someone else. The nation has a deep tradition of charity, goodwill, and a love-thy-neighbor attitude, and it is wonderfully evident throughout our network of Circles USA chapters across the country and in Canada as well.

Learn more: Transformational Leadership: A Framework to End Poverty ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

The Cultural Creatives

Paul H. Ray and Sherry Ruth Anderson, in their 2000 publication Cultural Creatives, estimated that 50 million adult Americans focus on values that actively support the goal of ensuring everyone can pursue enough money, meaning, and friends to thrive, including an aggressive approach toward mitigating the problems of climate change.

According to a Huffington Post article, “Cultural Creatives Are Changing the World ,” updated on Dec 6, 2017, it was estimated that Cultural Creatives could now make up over half of the American population. This number may seem high to many of us because one thing Cultural Creatives have in common is the feeling of being alone in our values. We are not yet connected in ways that give us the common experience of changing the world together to reflect these values.

The values of the Cultural Creatives could be the key to creating the transformation we desire, values such as seeing nature as sacred, viewing relationships as important, and focusing less on material success. They want self-actualization and don’t believe in financial materialism. They want to be conscious activists for a world that works for everyone.

On the other hand, Traditionalists, as Ray and Anderson label them, do not embrace change, hold conservative political and religious beliefs, and are generally fearful. This market is dying off. Modernists believe in financial materialism and are secular. Success is a high priority, but they are being recruited to join the Cultural Creatives as they mature and realize that material success is not as satisfying anymore.

If you are a baby boomer like me, almost everything you think is normal is already changing: from the houses we live in; to how we get energy, transport ourselves, grow and buy our food; the materials we use for clothing and household items; and on and on. What has been an almost hidden force of cultural values is beginning to show itself. A recent poll done by NPR/PBS NewsHour and Marist conducted July 15-17, 2019 reveals that the majority of Americans believe in the following ideas:

    • Free public college
    • $15 minimum wage
    • A “Green New Deal”
    • Millionaire tax
    • Pathway to citizenship
    • Regulate drug prices
    • Voluntary Medicare for all
    • Gun background checks

The underlying values that support these ideas include fairness, society-mindedness, global-mindedness, and the diffusion of power from the hands of the few. While Modernists continue to press for free-market, deregulation, freedom to use the environment as you wish, lower taxes, etc. and Traditionalists fight for border security, nationalism and a merging of state and religion, the cultural creatives are gaining in numbers that will eventually change politics, the economy, how people practice their faith, our community infrastructure, the treatment of the planet, animals and each other.

Image Credit: By Source, Fair use, https://en.wikipedia.org/w/index.php?curid=58681355

From the book: Enough Money, Meaning & Friends ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Building a Shared Vision

The transformational planning process builds a shared vision that generates more commitment and solutions than you had before you started. To transform something requires a clear vision of what life would be like as a result. You must make this visioning process very personal for those you want to engage in your agenda. You must engage Allies in a rich planning process that taps into both their deepest worries and their dreams for the future. You will create strategies for creating the next level of commitment from stakeholders to the shared vision.

There are three reasons to involve others in developing your transformational plan:

    1. To have a shared vision. Peter Senge and other experts on organizational development tell us how rare it is to find a truly shared vision.
    2. To generate commitment. Shared visions generate more commitment than visions that are passed down from above. People find activities more meaningful if they are involved in developing those activities.
    3. To create better strategies. The more people enjoy pursuing the vision because it is personally meaningful to them, the more insights and energy you have going toward getting results.

Your preparation for developing a transformational plan is now complete. You developed a clear leadership agenda in Step 1. You have recruited a leadership team, and you have gathered compelling data. You are now ready to engage the community, your staff, and board in the transformational planning process for the purpose of building a shared vision that generates more commitment and solutions than you had before you started.

So, what should the plan look like when it is done? How will you know if you have something that is really capable of transforming your community?

Now, it is time to start writing the plan that will guide you and your stakeholders over the next couple of years. Here are the most important points to consider when writing your plan:

    1. Make it highly readable. Use “language of the heart” to capture people’s attention and to remind them of your passion to achieve the vision.
    2. Make it specific, holding people accountable to leadership assignments that will make a clear difference.
    3. Continue revising your drafts until you can reach consensus with your stakeholders. Have them show it to others who will be playing a role. Even if it takes 20 versions, it will be worth it to get full buy-in.

Another tip is to have one key writer who is supported by someone with editing and planning skills. Let these two people synthesize the feedback you receive. Much of the feedback will be about outcomes and strategies.

One rule of thumb with outcomes is that they should challenge the stakeholders of the plan without setting them up for failure. You don’t want your staff, program participants, board members, or volunteers feeling bored because the indicators are too modest or feeling anxious because they are too ambitious.

Regarding strategies, the dialogue needs to be around two questions:

    1. Do we have the right criteria to evaluate the potential impact of our strategies?
    2. Do we have the highest impact strategies we are capable of implementing?

Learn more: Transformational Leadership: A Framework to End Poverty ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Our Spending Choices Are Changing the Economy

coinsHow we choose to spend our money will determine whether the emerging economy increases or reduces poverty, protects or further degrades the planet, and makes us a happier or a more miserable society.

Our individual consumer habits matter. Every dollar is a vote for the world we want to create. Worried about climate change? Notice how often you tank up or travel for leisure. How about that new plastic gadget? How long before it ends up in the landfill? How about food shipped from a distant part of the country? As millions of us awaken to the detrimental impacts of our spending habits on the environment and on our health, we will generate a major shift in how our economy functions.

An economy should serve the greatest number of people for the highest good. It’s a system that we invented for the primary purpose of generating value for one another. We don’t just work to make money. We work because we have an inherent need to contribute to others. Human beings have spent the majority of their history working together in small groups to survive. Deep in our social DNA is the protective instincts of taking care of one another so that each of us can make our necessary contributions to thrive as a group.

There is far more cooperation in successful economies than we realize. Think of the coordinated efforts in providing you with this book to read. There are too many companies to list that were involved in making the complex products and providing the services necessary for me to write on a computer, email it to an editor, have it uploaded onto a publishing and distribution format, notify you that it’s available, and prepare the cup of coffee that you might be having while reading it.

Imagine if we understood the notion that the best economy is one that works for everyone. The tragedy of poverty would end. The United States has more than enough resources to eradicate poverty, literally overnight if we chose to do so. These realities can happen once a critical mass of people adopts a new paradigm about the purpose and goals of the economy.

From the book: Enough Money, Meaning & Friends ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Archetypal Roles in Organizations

Several leaders we work with like to use the following court roles as a metaphor. To be effective, organizations must have strong people playing the roles of King/Queen, Warrior, Lover, and Wizard.


The primary responsibility of the King or Queen is to download the initial vision and communicate it regularly to others so that it can be built upon through a shared vision involving the key stakeholders of an organization or community. John Kotter, author of Leading Change, speaks to the importance of creating a sense of urgency.

The Queen

or King cannot underestimate how frequently she or he needs to articulate his or her vision and eventually the shared vision. In most organizations, the King or Queen is played by the CEO, president, or executive director. In collaborative leadership, it can be an entire group of leaders who are playing this role in tandem with each other.


Every organization is vulnerable. Its weaknesses must be monitored and addressed by the Warrior. Unexpected threats arise, and it is the role of the Warrior to take responsibility to protect the organization. Too often this role is left to the King or Queen, which is inappropriate. It is too difficult to effectively lead and protect at the same time. The Warrior role is typically played by the CFO, executive assistant, and/or COO. His or her job can also include protecting the King or Queen from himself or herself as needed. Obviously, there is a strong level of trust between Warrior and Queen or King.


Lovers are the ones who attract others to the organization. They typically work in sales, fundraising, marketing, communications, and community engagement positions. Lovers are those you want to be around, join with, and have ongoing interactions with throughout a process. They are very easy to get along with and will go out of their way to help you.


The Wizard develops and maintains the magic that an organization creates in products and services. He or she is the one generating the value added for the world. The Wizard(s) can be the chief technology officer, services or products manager, chief designer, etc. Because the Wizard is producing on behalf of the organization what the world is buying, it is easier for the Wizard to confuse his or her role with the King or Queen than for the Lover or Warrior. When and if that happens, the King or Queen must immediately assert his or her role and reset the boundaries to eliminate confusion.

The more able we are to understand these personality traits in ourselves and others, the easier it is for us to build a conscious leadership team that is capable of functioning at a high enough level to bring about transformations. Does your organizational leadership team possess each of the archetypal roles: King/Queen/Warrior/Lover/Wizard? If not, how can you bring someone onto your team to play these crucial roles?

Learn more: Transformational Leadership: A Framework to End Poverty ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Thriving in the Emerging Economy

“Science fiction is the very near future.” –Mark Lautman, author of When the Baby Boomers Bail

Looking into his crystal ball, my friend and colleague Mark Lautman, national economic development architect and author of the book When the Boomers Bail , gave me his well-informed forecast about the emerging economy. He tells me we are dispensing with most blue-collar jobs and even the white-collar ones like attorneys, mortgage brokers, etc.that can be done with automation and artificial intelligence. On the one hand—good — people don’t have to do as much grunt work. But where are the jobs for all the people we want to support out of poverty? Although it is unclear, there may be a completely new concept of an economy being birthed that holds the promise of providing people with enough money to pursue enough meaning and friendships to thrive. This new economy will likely be a hybrid of paid work, community work, and a new level of sharing that reduces expenses while increasing a sense of community with others.

I realized that our program, Circles USA, and other approaches like it are offering intentional communities where people have each other’s back to help secure basic needs as well as to advance in the emerging economy. In Circles, we recruit people from middle-income and upper-income households to enter into powerful and meaningful relationships with people who want to become economically stable. Ironically, many volunteers recognize that they, like me, carry around a lot of financial anxiety through unconscious spending. The relentless pursuit of making and spending money has contributed to both a sense of ennui and isolation. We are sacrificing time for meaningful activity and quality friendships in pursuit of the quick fix that a new purchase provides. I suggested to our Circles USA leadership team that it was time to refocus on the message of supporting everyone to have enough money, meaning, and friends . We need a new American Dream that will help more people live happier lives.

Too Much Evolves into Just Enough

Using a more appropriate measurement than the outdated poverty guidelines adopted in the mid-’60s by the federal government, the current economy, according to a recent New York Times report, is generating a 50% poverty rate. The official White House assertion in 2018 was that the poverty rate is actually 3%. Quite a difference in the “facts.” Regardless of what the rate really is, the emerging economy is trending toward more disparity and fewer people experiencing the ideals of the American Dream of the ’50s, ‘60s, and ‘70s. Therefore, new structures such as Circles are emerging to help people learn not only how to have enough money, but enough meaning and friends as well.

According to the website Sapiens, https://www.sapiens.org/debates/simplicity-culture, almost 60 million people in the United States are embracing voluntary simplicity — working fewer hours, spending less money, and being more mindful about how they live. Perhaps the Great Fog is beginning to lift for a critical mass of us.

From the book: Enough Money, Meaning & Friends ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Fully Empowered Leadership Teams

A fully empowered leadership team is aligned to a shared vision and works together to move others through the process embodied in the Transformational Map. Each knows his or her role and has enough authority to carry out his or her responsibilities. She or he must also be aligned with her or his own organization’s top management team.

The team at the top of an organization must be analyzed to determine its capacity to lead transformational change. Standing committees, ad hoc committees, and de facto leaders and groups who have “always done things the same way” can become siloed in their approach to meeting the organization’s mission and its new change agenda. In order to implement the change that is envisioned, the way in which work gets done must change to align with the new strategies. Here are examples of how the leadership team must evolve as it moves into the various stages of the Transformational Map.

The defining criterion for membership in the top leadership team is the ability to fulfill a staff member’s role in supporting the transformational change process.

Practices and Procedures

Leaders must analyze existing practices and procedures to assure alignment with the change initiative.

Definition: Practices and procedures are the way policies and strategies are carried out in the organization or system. They might develop formally or informally over time. They might be invisible — we don’t notice many of them because they are “the way we do things around here.” Some are in writing, some are not. Leaders and managers usually have the authority to change them without changing policy.

Examples: performance review, communication systems, staff development, leadership development, recognition systems, compensation systems, budgeting processes, purchasing, planning work activities with individual workers, and many others.

Exercise: Identify the key structures, practices, procedures, or organization attitudes that will hinder your organization from moving through the transformational map

You should now have an outline for the organizational shifts that must occur for you to align your leadership efforts to achieving the vision. Management should be firmly delegated to others, and the leadership team should focus on articulating the vision, gaining agreement and commitment from stakeholders, facilitating learning, and embedding change into the culture.

Learn more: Transformational Leadership: A Framework to End Poverty ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Visible and Vulnerable: The Honesty of Leadership

We live in an age where leaders are exposed to a near-constant barrage of criticism. The media thrives on scandal and focuses its attention on what grabs the audience share rather than on what is truly worth our attention. Leaders are visible and therefore vulnerable to being attacked. Social media gives people ample opportunity to generate negative commentary. Opinion makers love controversy and will find leaders to undermine at every turn. As we watch leaders being criticized on a regular basis, it can be easy for most of us to conflate leadership with potential exposure to shame and humiliation.

The great lie of our culture is that we are not good enough. Leaders, like everyone else, are susceptible to feeling inadequate because of the culture-wide conditioning that we somehow do not measure up to others. If I do not conform to society’s religious or sexual norms, there is something wrong with me. If I don’t make as much money as “they” do, I am less than they are. If I make more money than they do, then there is something better about me. Perhaps making more money will protect me from feelings of inadequacy.

There are taboo subjects that generate shame, confusion, and feelings of less-than. The main topics that many of my generation were told to keep private include money, sex, politics, and religion. Yet we live in a world in which money, sex, politics, and religion are central elements of our lives. To not talk about these issues with others is to deny human nature.

The most atrocious assaults that we humans make against each other come from distress patterns related to one or more of these taboo topics. The shame surrounding these topics creates toxicity within us that can compel us to shy away from leadership.

In sharing views on the taboo subjects of sex, money, religion, and politics, we open ourselves to attacks from others. The more visible we are, the more exposed we can feel. If you look like you are doing really well, people who don’t feel successful might turn their feelings of jealousy into weapons. Unconsciously, we don’t want to raise our heads above the crowd just to have it chopped off.

As a leader, I find myself shying away from telling people I am a member of a new-thought spiritual center. “Is that even a church?” one person asked me. Not really. It’s a center where people study and practice a spiritual pathway together, in community. We draw from the ancient wisdom that informs all of the great traditions of spiritual disciplines.

Many of my peers have had brutal experiences in religious upbringings that used fear and guilt to manipulate them. And yet, being from a traditional church in which so many of the congregants don’t embrace the spiritual pathway of the church is somehow more acceptable than being a member of a congregation that embraces diversity, dismantles shame, and explores the full potential of what it means to be a human without trying to control anyone in the process.

Because of my position as a national nonprofit leader with donors, volunteers, and those we serve being of different political affiliations, I also shy away from owning and sharing my political preferences. I was taught that you don’t talk about politics in public. But why? Politics affects what happens to the environment, the economy, the legal system, and almost every other important aspect of life. If I say I am affiliated with this party or that party, I invite attacks—more so now than at any other time in my life.

The time has come for us all to get honest, to openly discuss the important issues of the day, and to allow leaders to be human. This shift is essential to support our most dynamic leaders who are creating a world that works for everyone.

From the book: Enough Money, Meaning & Friends ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.

Ending Poverty by 2050

When I woke up on January 1, 2050, I joined my large circle of friends to formally celebrate the elimination of poverty from Story County, Iowa. Let me tell you how this happened. It’s an amazing story that few believed possible 60 years ago.

Once we were sure that all our children were safe and healthy, then, and only then, did we turn our attention to making our personal lives more comfortable. Schools no longer charged fees for extracurricular activities. All children now had access to computers in the home so that the playing field was level from the beginning.

We helped couples decide to postpone having children. Adults made the conscious decision to slow down and take the time to really notice the extraordinary individuality of each child in our community. We decided to invest more of our time and energy in raising our children than in the pursuit of wealth. We got so interested in children that we were right there for them, in appropriately sensitive ways, on the very days when they had questions about sexuality, feelings of loss, and anxieties about being loved. We became more sophisticated about what children need from adults and made it our priority to give it to them. We watched while teen births gradually decreased, then became a thing of the past. During 2049 in Story County, no child was born to teenage parents.

Adult parents in Story County learned how to value maintaining a committed relationship above all else—how to simplify life by reducing unnecessary consumption, freeing up time and energy for building and strengthening their commitment. We realized that the benefits of having a successful, lifelong partnership far outweigh the difficulties we all experience sustaining one. People stopped tolerating emotional and physical abuse—indeed, the community developed strong, assertive plans to interrupt patterns of abuse in families.

Men and women realized the necessity of establishing good relationships with one another in order to stay close. People got better about asking friends for help with negotiating the challenges of staying together and raising a family. Children observed these changes and so learned how to choose compatible mates and how to communicate effectively to maintain a good, intimate relationship. The rate of family breakups fell from 50% to 6%.

Employers in Story County saw the wisdom of turning away from short-term earnings, investing more time and money into building teams of steady, reliable, well-paid workers able to fully utilize their talents to provide meaningful services to the community. During the past 40 years, employers have shifted away from generating products and services of questionable value for people and the environment, moving toward a deep commitment to enrich lives, while conserving and renewing natural resources for future generations.

Health insurance became universally accessible, benefiting thousands of vulnerable families in Story County. Many of the county’s older residents still remember the years of preferential medical care; younger people hear those stories with disbelief.

Transportation changed as radically here as in the rest of the nation. Electric vehicles replaced the fleet of polluting cars we once had. Supplementing our clean energy supply by natural gas burning facilities is necessary less than 5% of the time. Electric bus service now extends to all area businesses and communities. The use of bicycles increased dramatically as it became safer and easier to pedal around the county on hundreds of miles of newly constructed bike paths. As generosity and making new friends became a normal way of life, carpooling became easy. People with lower incomes now don’t have to worry about maintaining a car. There are plenty of ways to get where they need to go. Those who absolutely need a car but can’t afford the price can obtain a donated vehicle that has been donated.

The cost of housing decreased dramatically during the past 40 years. No one now has to spend more than 30% of take-home pay for rent. The city of Ames and Story County, through a number of bold public initiatives, paved a clear and reasonable path for anyone to move from affordable, subsidized rental situations to home ownership.

Because adults focused more on children, Story County citizens enthusiastically created the best childcare support system we could. Iowa joined the rest of the states in  providing excellent and affordable childcare for all. Most people had more time to spend with their own children because of their commitment to staying together as families, and, as life became more affordable and manageable, they didn’t feel compelled to work ever longer hours.

Story County developed such a powerful social safety network that it became virtually impossible for anyone to suffer poverty in isolation. These emergency financial support services have become just as important to us as our emergency police and fire services. People in our communities now know when families are in financial trouble and so are able to reach out quickly and effectively before evictions, job losses, family breakups, and a host of other destructive outcomes occur. Every community has ample emergency funding, plenty of skilled volunteers and professionals who know how to intervene, and Circles USA to ensure that people don’t fall back into poverty.

A family’s financial crisis is treated as an opportunity for community members to reach out in service to a neighbor—to support a family out of isolation. We have realized that every member of the community has gifts to share, and we’ve stopped wasting human potential by marginalizing individuals and families living in poverty.

When I woke up on January 1, 2050, I realized that at some point during the previous 40 years, a critical mass of people had figured out how to have enough money, enough friendship, and enough meaning in their lives to be truly happy. This core group became the catalyst necessary for making it an eventual reality for all. Story County had been transformed.

Learn more: Transformational Leadership: A Framework to End Poverty ~ By Scott C. Miller

To learn more about Scott Miller, please see his website here.