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Tesoro Petroleum Corporation Business Information, Profile, and History
300 Concord Plaza Drive
San Antonio, Texas 78216-6999
Tesoro is a growing marketing company, committed to using customer-driven strategies that create opportunities from the numerous changes occurring in our industry. We use a team approach to market our products and cultivate business relationships with the objective of increasing value for our customers and shareholders.
History of Tesoro Petroleum Corporation
Tesoro Petroleum Corporation is an independent energy company principally involved in refining, distributing, and marketing petroleum products. With five refineries in Alaska, Hawaii, North Dakota, Utah, and Washington state having a combined capacity of 390,000 barrels per day, Tesoro is one of the largest independent refining and marketing firms in the western United States. On the marketing side, the company distributes its products in Alaska, Hawaii, and other western states through about 640 branded outlets, 160 of which are owned by the company. Through an agreement with Wal-Mart Stores, Inc., Tesoro sells its gasoline at selected Wal-Mart locations in the western United States, with these stations operating under the Mirastar brand, which was developed by the company exclusively for the retailing giant. Outside of its core refining and marketing activities, Tesoro also distributes petroleum products and provides logistical support services to the marine and offshore exploration and production sectors.
In its early years Tesoro grew rapidly through the acquisition of a wide spectrum of energy businesses. This growth weakened the company's financial status, however, and it was later forced to shed many of its subsidiaries and devote a large amount of its attention to avoiding takeover, both internal and external, and battling with dissident shareholders. Later, by the late 1990s, the company appeared to have found a formula for success by abandoning its upstream operations and beefing up its core downstream activities.
Spate of Acquisitions in Early Years
Tesoro was founded by Robert V. West, Jr., in 1964. West had earned a doctorate in chemical engineering and then spent his entire career in the petroleum industry, rising to become president of Texstar Petroleum Company, a subsidiary of a larger company, Texstar Corporation, that was controlled by Texas wildcatter Tom Slick. After Slick's death in a plane crash, West convinced the executors of Slick's estate to sell the company West ran, with its oil-producing properties, to him. West borrowed $6.5 million to purchase the stock of Texstar Petroleum from its parent company and merged Texstar into the new company he had set up, Tesoro, which means "treasure" in Spanish.
In its previous incarnation, Tesoro had been a small but profitable oil and gas company. In its new form, however, the company carried such a high debt burden that it was difficult for Tesoro to save the money necessary to expand. West embarked on an effort to financially stabilize his company by joining it with another, stronger entity. After three years of searching, West found two publicly owned companies that suited his needs, and in a complicated series of transactions, the three merged. With funding from Chicago's Continental Illinois bank, the Intex Oil Company--which had been founded in California in 1939 as the Exploration and Development Company--was joined with the Sioux Oil Company and with Tesoro. The new entity took the name of Tesoro in December 1968.
With this transformation, Tesoro became a company possessing a pool of stockholders, solid financial standing, a listing on the American Stock Exchange, and workable arrangements with investment banking houses, allowing it to raise capital for further expansion. West embarked on a ten-year spree of acquisitions in the energy business, picking up a mixed bag of companies at bargain-basement prices. The first step in this direction was taken when Tesoro sold $25 million worth of stock in late 1968. With this money, the company paid off its bank debt entirely, leaving $18 million in cash for investment.
Among Tesoro's first acquisitions were the Clymore Petroleum Corporation and the Trident Offshore Company, Ltd., in which Tesoro purchased a 55 percent interest. Tesoro's most important new venture involved the island government of Trinidad and Tobago. The company discovered that the British Petroleum Company (BP) planned to divest itself of its oil-producing operations in Trinidad and that the country's government intended to buy them. Since the Trinidadian government had no experience in the petroleum business, Tesoro was able to convince it to enter into joint ownership of the properties, forming Trinidad-Tesoro Petroleum Company Limited. Incorporated in Trinidad in 1969, the company was 50.1 percent owned by the island's government, with the remainder owned by Tesoro. Both partners contributed $50,000 to the venture, which subsequently purchased BP's holdings, including properties, equipment, and remaining oil products for $28 million. The rest of the money necessary for this purchase was raised through loans from banks and a deferred payment plan with BP. Once it had taken over BP's operations in Trinidad, Tesoro was able to restore them to profit-making status by renovating existing wells and making production less wasteful.
In addition to its operations in Trinidad, Tesoro also commenced construction of a refinery for crude oil on the west coast of Alaska at Kenai in early 1969. Building this facility took more than a year, and when it was completed, Tesoro experienced difficulty in operating it profitably. The problem of bringing crude oil to the refinery and transporting finished products to market had yet to be resolved in an economical fashion. In addition, the company faced stiff competition from the much larger Standard Oil Company (California), which owned the only other refinery in Alaska, producing a difficult competitive marketplace. "We held our noses and went underwater for a while," West told Forbes magazine in 1973, explaining the refinery's money-losing operations. Eventually, however, prices for refined petroleum products did rise, and the Alaskan refinery became profitable.
Tesoro also continued to purchase companies with a broad range of functions in the petroleum industry, including truck and pipeline transportation, petroleum equipment manufacturing and rental, and crude oil production. In looking for acquisitions, the company sought out properties that not only were profitable but also showed promise of continuing to return profits over the long term. Accordingly, Tesoro purchased Cardinal Transports, Inc., in early 1969. In March of the following year, the company added a Texas firm called Petroleum Distributing Company as well as the Land & Marine Rental Company and the Louisiana Barreling Company. Later that year, Tesoro invested in the Arnold Pipe Rental Company, Ltd., D&W Investments, Inc., and certain portions of Spira Chek, Inc. In early 1971 Tesoro continued its vertical integration when it took on the operation of gasoline service stations by buying the S&N Investment Company and the Digas Company, both located in southern California. These chains were subsequently expanded into many areas of the United States.
With its diverse operations, and activities in both Trinidad and Alaska running smoothly, Tesoro readied itself for further expansion with another sale of stock. In a symbolic move, the company switched its listing from the American Stock Exchange to the New York Stock Exchange, becoming the only San Antonio-based firm to be listed on the so-called Big Board. In August 1971 Tesoro raised $32.2 million in an equity offering. With these funds, the company increased its geographical reach once again, buying Redco, a subsidiary of Asamera Oil, which owned land on Boreno in Indonesia that could be explored for oil, as well as the rights to any oil found.
West also began negotiations with an Arab ruler to refine and market crude oil produced in his country. With the expectation that these talks would bear fruit, Tesoro established in September 1972 a wholly owned European subsidiary, Tesoro-Europe Petroleum B.V., to market petroleum products. In addition, the company bought the Dutch firm DeHumber Handelmaatschappij B.V. and four associated companies for $4 million. These companies handled wholesale and retail marketing operations. Tesoro's European interests were subsequently further expanded when the company acquired an interest in the rights to explore for petroleum in the Dutch sector of the North Sea oil field.
During this time, Tesoro continued to expand its American holdings, purchasing the Charles Wheatley Company in February 1972. This privately owned firm manufactured valves for use in the oil industry. In May 1973 Tesoro bought FWI, Inc. from Falcon Seaboard, Inc. in Houston. During the next year Eagle Transport Company and Turner Drill Pipe, two petroleum industry services located in Texas, also were brought on board. By the end of 1973 Tesoro was able to report that its steady pace of acquisitions in all sectors of the petroleum industry had allowed it to quintuple its earnings in just five years in business.
In 1973 the Organization of Petroleum Exporting Countries (OPEC) oil embargo caused an energy crisis in the United States, raising awareness of the importance of alternative energy sources to petroleum. Accordingly, Tesoro moved for the first time to incorporate other forms of fossil fuels in its operations. In September 1974 the company formed Tesoro Coal Company. Four months later it increased its coal holdings when it bought the Buckhorn Hazard Coal Company.
Geographically, Tesoro moved onto yet another continent when it bought into two sizable exploratory tracts in Bolivia. This led to the formation in 1974 of Tesoro Inter-American Production Company, which took over the company's holdings in Trinidad and also took responsibility for future operations in the Caribbean and Latin America. By the end of the 1974 fiscal year, Tesoro had gross revenues exceeding $500 million and earnings of about $60 million. The company had operations in 30 states and five foreign countries.
Souring of Corco Investment: Late 1970s
Operating from this position of strength, Tesoro made a serious error in June 1975, when it paid $83 million for 36.7 percent of the stock of the Commonwealth Oil Refining Company (Corco), a Puerto Rican oil refiner and petrochemical processor that was one and a half times as large as Tesoro. Corco had been caught short by the sharp rise in petroleum prices in 1974, and its profitability had fallen, bringing the cost of its stock down as well. Tesoro sent out a team of new managers to try to turn around the fortunes of its new subsidiary.
Despite the fact that Tesoro's debt had grown in size to 1.3 times its equity, the company continued its pace of acquisitions, purchasing the GO Drilling Company of Texas, which owned three oil drilling rigs. In the following year, the company expanded its Alaskan operations when it bought the Nikiski Alaska Pipeline Company. Tesoro diversified into a third area of the energy industry, forming Tesoro Natural Gas Company in April 1977 to purchase and transport natural gas.
By this time, however, Tesoro's financial position had become perilous, and the company's era of rapid expansion through haphazard acquisition came to a close. In 1977 Tesoro was forced to write off $59 million in Corco investments and lost $58 million overall. This bad news prompted a suit by shareholders against the company, alleging that Tesoro's Corco investment constituted mismanagement. It was clear that the company had bitten off more than it could chew.
Tesoro's lenders, concerned about the company's level of past borrowing, forced the company to liquidate many of its properties to earn cash to pay off some of its debt. Tesoro sold off its North Sea oil interests as well as an equipment manufacturer. The company also was forced to sell all but five of its American oil and gas properties, including refineries in Montana and Wyoming. This divestiture continued throughout 1978, which was capped by Corco's declaration of Chapter 11 bankruptcy. Tesoro subsequently reduced its interest in this subsidiary, surrendering its stock in 1981 and selling off its final ownership of Corco for $2.8 million in 1983. Overall, Tesoro had sacrificed a vast amount of capital in its bid to make Corco succeed.
Further difficulties arose in December 1978 when various investigations by the Internal Revenue Service (IRS), the Securities and Exchange Commission (SEC), and the U.S. Justice Department resulted in the company having to pay tax penalties. It also had to disclose that it had paid more than $1.3 million in bribes to officials in Bolivia and other foreign countries over a six-year period. This commenced a five-year federal investigation of Tesoro by a grand jury, which was not closed until February 1984.
In an effort to rebuild, Tesoro brought in management consultants in 1979 to help it create a plan for future growth. West told Business Week that Tesoro had undergone "a general change in philosophy" that would result in a more careful, integrated, and planned program of expansion and acquisition. As part of its new strategy, the company invested $45 million to upgrade its Alaskan refining facility, confident that the facility's remote location and ready source of raw materials in the Alaska oil fields would continue to make it a profitable enterprise.
Fending Off Takeover Bids in the 1980s
By 1980 Tesoro had reduced its debt load to 20 percent of equity from 80 percent and was once again in the black. Belying his vow to stick to sensible investment in the petroleum industry, West made an abortive attempt to purchase Gulfstream American, a manufacturer of corporate jets, early in the year. After this was abandoned, Tesoro itself became the object of a potential corporate takeover in August when the Diamond Shamrock Corporation, a chemicals and natural resources producer, purchased 4.5 percent of the company's stock and announced that it would buy the company in an effort to move into the petroleum industry. Tesoro quickly filed two lawsuits to block this attempt. When Trinidad's government announced that it would not work with Diamond Shamrock, the attempt was dropped.
Tesoro remained in danger of corporate takeover, however. Its debt-ridden coal operation as well as new tax laws in Trinidad that penalized Trinidad-Tesoro kept earnings and the company's stock value low. Amid the disorder, speculators on Wall Street began to buy up the company's stock, anticipating its takeover or its split into several parts.
In June 1982 this speculation bore fruit when Tesoro announced a plan to sell its domestic oil, gas, and coal properties, as well as its interest in the Trinidadian company, and split its remaining holdings into two companies. The proposal, however, was subject to approval by the company's board. Ultimately, only the company's money-losing coal operations were sold, for $4.35 million, to the Shamrock Coal Company.
Despite the sale, Tesoro's persistently poor performance and low stock price continued to anger some investors, causing dissent among the ranks of the company's stockholders. When some began to agitate for replacement of Tesoro's management team through a proxy fight, West sold a large chunk of stock in the company to a subsidiary of the Charter Company, an oil and insurance concern that was run by a friend. Subsequently, Tesoro tried to take over another small oil company, Enstar, and failed when it was sold to other suitors. The company instead purchased a 50 percent interest in offshore exploratory oil and gas properties owned by the Pel-Tex Oil Company.
In 1985 Tesoro further restructured its stock offerings to prevent any corporate takeover attempts. In addition, after years of proposals to do so, the company sold its nearly one-half share in Trinidad-Tesoro Petroleum to the island nation's government. The company announced plans to take over another oil producer but canceled them when, later in the year, its bond ratings were lowered, reflecting a loss of confidence in Tesoro's financial health. The company reported a loss of $87 million at the end of 1985.
Matters continued to worsen in 1986, as Tesoro wrote off $44.3 million on an attempt to find oil in Trinidad and also gave up the value of its Indonesian reserves. Exploration in other areas of the world fared no better; wells in Turkey also turned up dry. In Bolivia, the country's government proved unable to pay Tesoro for its services and then announced that it would reimburse the company not in cash but in goods. Tesoro's $30 million joint venture with Pel-Tex also yielded little.
The one bright spot in the company's portfolio was its Alaskan refinery. Tesoro announced that it would upgrade the facility, which turned a profit providing fuel for the Alaska market, including substantial military operations. Nevertheless, Tesoro's 1986 balance sheet showed losses of $124.8 million, and the company continued to fend off takeover attempts. In April 1986 Calvacade Oil made an offer to buy the company but was rejected.
In 1987 two more suitors had arrived--Oakville, a Hong Kong investment concern, and Pentane Partners, formed specifically to take over the company. Tesoro's problems had grown to include an $800 million shareholder suit, filed in July 1987 against the company's management for corruption and securities fraud, as well as other legal difficulties. Tesoro won its court case but not without suffering the embarrassing revelation that it had hired prostitutes for foreign officials. In addition, an FBI investigation into jury tampering was initiated, and the IRS demanded more than $50 million in back taxes.
By the end of 1987, Pentane Partners owned 9.74 percent of the company, and Oakville held 6.2 percent of Tesoro's stock. The company reported losses of $1.7 million and joined the list of Forbes's 500 poorest performing firms in sales growth. In May 1988 Tesoro's board rejected a bid by Pentane for the remainder of the company. In the next few months, the company reached an agreement with the IRS to pay only $20.6 million in back taxes and sold its domestic oil and gas producing properties to American Exploration for $21 million in an effort to shore up its financial standing. By August 1988 the company was also 5.3 percent owned by the chairman of another oil company, Stone Petroleum.
In 1988 Pentane made two additional attempts to acquire Tesoro, and the company also saw a $190 million offer by Harken Oil and Gas made and dropped. After a $56 million fine from the federal government for violating regulations on petroleum pricing and allocation, Tesoro reported a $30.5 million loss for the 1989 fiscal year.
Fights with Dissident Shareholders in the Early 1990s
By the following year, the company was back in the black with earnings of $22.7 million, but 1991 proved a disappointment, as the war in the Persian Gulf drove up prices for crude oil, while prices for refined products remained stable. This meant that profits on Tesoro's principal money-earning property, its Alaska refinery, were held down. The company earned only $3.9 million in 1991 and omitted its fourth quarterly dividend payment on stocks. Difficulties continued in 1992, as the company laid off 60 employees and closed offices in an effort to reduce costs. For 1992, Tesoro posted a net loss of $65.8 million on revenues of $946.4 million.
By the early 1990s, Metropolitan Life Insurance Company had gained a 28 percent stake in Tesoro after Charter Company went bankrupt and Metropolitan Life acquired the stake that Charter had held. With three members on the Tesoro board, Metropolitan was able to use its considerable leverage to force the ouster of West. In 1993 Metropolitan reached an agreement with Tesoro on a recapitalization plan in which Tesoro would buy back the stake over the course of several years. Tesoro began doing so in 1994, leading to the resignation of the Metropolitan representatives from the Tesoro board.
With Michael D. Burke leading the company as president and CEO, Tesoro faced additional disgruntled shareholders in the mid-1990s. At the annual meetings of both 1994 and 1995, a group of dissident shareholders led by Kevin Flannery, head of Whelan Management Group, attempted but failed to oust the firm's board of directors. The dissidents were unhappy with the way that the board was managing the company and specifically sought to sell Tesoro's refinery in Alaska to focus on exploration and production. The company actually moved in the opposite direction in September 1995 when it sold some of its oil and gas production properties in Texas to the Coastal Corporation for $74 million. That same month, Burke resigned from the company and was succeeded by Bruce A. Smith, who was promoted from his position as chief operating officer.
Smith was able to put an end to the shareholder revolt in early 1996. After Flannery and company launched a third bid to oust the company board, negotiations led to an agreement in April 1996. Tesoro agreed to increase the size of the board to nine members by naming three new directors, including a member of the dissident shareholders, Alan Kaufman. In addition, the shareholder group agreed to drop all pending legal action and to not seek to take control of the company or support any effort to do so for three years.
Focusing on Downstream Operations in the Late 1990s and Beyond
Freed from the distractions of takeover battles and disgruntled shareholders, Tesoro was able to focus on developing a longer range plan to secure the company's future. Eventually, near the end of the century, the company decided to focus on its downstream operations. To that end, Tesoro in May 1998 completed the acquisition of a refinery and retail outlets in Hawaii that had been owned by Broken Hill Proprietary Co. Ltd. The $252.2 million deal included a 95,000-barrel-per-day refinery, located about 22 miles west of Honolulu at Kapolei, and 32 retail gasoline service stations. Tesoro then gained its third refinery in August 1998 when it acquired a 108,000-barrel-per-day refinery in Anacortes, Washington, from Shell Oil Company for $280.1 million. The acquisitions increased the company's revenues to $1.49 billion for 1998, a significant increase over the $937.9 million figure of the preceding year.
This expansion also increased the company's debt load from $148 million to $520 million, which highlighted the need for a paring down of operations. In early 1999, then, the company announced that it would seek to sell or spin off its exploration and production operations. The divestment of the upstream side of the company was completed in December 1999 through two transactions. The domestic assets were sold to EEX Corporation for $215 million, while the Bolivian exploration and production operations were sold to U.K.-based BG PLC for $100 million. The divestments enabled Tesoro to reduce its debt to less than $400 million.
In addition to its newly bolstered refining operations, Tesoro in early 2000 also had a retail network consisting of about 245 stations, 64 of which were company owned and operated. In January 2000 the company moved to expand its retail side by entering into an agreement with Wal-Mart Stores, Inc. to build and operate filling stations at Wal-Mart stores in 11 western states--later expanded to 17 states. The companies later agreed to use a new brand, Mirastar, for the stations. By the end of 2000, there were 20 Mirastar outlets in operation, with plans for an additional 80-90 units to be opened each year from 2001 to 2003. Tesoro reported 2000 earnings of $73.3 million on revenues of $5.1 billion.
In September 2001 Tesoro further expanded both its refining and retailing operations through a $677 million deal with BP p.l.c. Acquired thereby were a refinery in Salt Lake City with a capacity of 55,000 barrels a day and a 60,000-barrel-per-day refinery in Mandan, North Dakota. This brought Tesoro's total refinery capacity to 390,000 barrels per day. Also included in the deal were 45 retail gasoline stations, contracts to supply 300 Amoco-branded stations, as well as associated pipelines, bulk storage facilities, and product distribution terminals. Around this same time, Tesoro announced that it would spend more than $85 million on a major upgrade of its refinery in Washington. The company also said that it was exploring its options regarding its marine services unit. A divestment of the unit would enable Tesoro to be fully focused on refining and retailing and perhaps to pay down some of its debt, which had increased to more than $1 billion following the BP deal. In November 2001 Tesoro acquired 37 retail gas stations with convenience stores from Gull Industries, Inc. The stations were located in Washington, Oregon, and Idaho.
Looking back, Tesoro had moved far beyond the scattershot ways of its not too distant past, when it consisted of a far-flung collection of mostly unrelated parts. With a sell-off of the marine services unit a distinct possibility, Tesoro seemed to be on the verge of completing its transformation into a leading independent refining and retailing company concentrating on the western United States. The company was very interested in bolstering its presence in the huge California market, and it seemed likely that the firm would pursue the acquisition of a refinery--as well as retail outlets--in that state. Opportunities stemming from the continued consolidation and reshuffling of the U.S. oil industry were bound to arise. Overall, Tesoro Petroleum seemed well on its way to putting its troubled past behind it.
Principal Subsidiaries: Tesoro Alaska Company; Tesoro Hawaii Corporation; Tesoro Marine Services Holding Company; Tesoro Marine Services, Inc.; Tesoro Petroleum Companies, Inc.; Tesoro Refining, Marketing & Supply Company; Tesoro West Coast Company.
Principal Competitors: Exxon Mobil Corporation; BP p.l.c.; ChevronTexaco Corporation; Phillips Petroleum Company; Valero Energy Corporation; Arctic Slope Regional Corporation.
Related information about Tesoro
Tesoro Corporation is a FORTUNE 500 company headquartered in San Antonio, Texas, with 2004 annual revenues of $12.2 billion, assets of $4 billion, and more than 4,000 employees.
Tesoro is a leading independent refiner and marketer of petroleum products, operating six refineries in the Western United States with a combined rated crude oil capacity of nearly 560,000 barrels per day.
Tesoro was founded in 1968 as a company primarily engaged in petroleum exploration and production. In 1969, Tesoro began operating Alaska's first refinery, near Kenai. As of 2005, Tesoro is a FORTUNE 200FORTUNE 500 article company and one of the largest independent petroleum refiners and marketers in the United States.
In the late-1990s, Tesoro methodically grew through a series of acquisitions and strategic initiatives that created Tesoro Corporation ? This transformation included the following milestones:
1998: Acquired refineries in Kapolei, Hawaii and Anacortes, Washington.
1999: Sold exploration and production operations.
2001: Purchased refineries in Mandan, North Dakota and Salt Lake City, Utah.
2002: Acquired Golden Eagle refinery in Martinez, California.
2003: Sold marine services. Finnerty
Executive Vice President and Chief Operating Officer
Everett Lewis Executive Vice President, Corporate Strategic Planning
Gregory A. William Haywood Senior Vice President, Refining
Joseph M. Monroe Senior Vice President, Business Integration and Analysis
Charles S. Parrish Senior Vice President, General Counsel and Secretary
Dan Porter Senior Vice President, Marketing
Lynn Westfall Senior Vice President, Chief Economist
Susan A.
1964: Robert V. West, Jr., founds Tesoro Petroleum Corporation as a spinoff of Texstar Corporation.
1968: Tesoro merges with Intex Oil Company and Sioux Oil Company.
1969: The company acquires half-interest in British Petroleum's oil-producing operations in Trinidad and Tobago, with the island nation's government holding the other half; Tesoro begins construction of an oil refinery on the west coast of Alaska.
1971: The company enters the marketing sector through the purchase of the S&N Investment Company and the Digas Company, operator of gasoline service stations.
1974: Following the purchase of two sizable exploratory tracts in Bolivia, Tesoro Inter-American Production Company is formed and takes responsibility for Caribbean and Latin American operations.
1975: The company spends $83 million for a 36.7 percent interest in the Puerto Rican firm Commonwealth Oil Refining Company (Corco).
1977: Tesoro writes off $59 million of its investment in Corco, which soon files for bankruptcy.
1980: The company fends off the first of several takeover attempts, this one by Diamond Shamrock Corporation.
1985: The company sells its share of Trinidad-Tesoro to the island nation's government.
1988: Tesoro sells its domestic oil and gas producing properties to American Exploration.
1995: The company sells some of its oil and gas production properties in Texas to Coastal Corporation for $74 million.
1998: The company acquires two refineries in Hawaii and Washington state, as well as 32 retail gas stations in Hawaii.
1999: The company's exit from exploration and production is completed by selling domestic operations to EEX Corporation and the Bolivian-based activities to BG PLC.
2000: An agreement is reached with Wal-Mart Stores, Inc. to open and operate filling stations at Wal-Mart outlets under the name Mirastar.
2001: Tesoro acquires refineries in Utah and North Dakota and 45 gas stations in a $677 million deal with BP p.l.c.
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This web site and associated pages are not associated with, endorsed by, or sponsored by Tesoro Petroleum Corporation and has no official or unofficial affiliation with Tesoro Petroleum Corporation.


42nd Battalion Memorial Pool Rockhampton is now open.
Patrons must weigh less than 120kg and be a minimum of 120cm tall to slide.
Patrons not following sliding rules and/or not listening to lifeguard instructions will have their wristband removed and will not be permitted to slide.
Patrons are to remove excess jewellery, watches and sunglasses to protect the slide and other patrons.
Patrons must wear appropriate swim attire (no jeans/denim etc).
No tandem sliding will be permitted.
Patrons must slide feet first.
Waterslides may be shut for up to one hour between 1‑2pm for maintenance or cleaning (as required).
The above prices do not include the entry fee.
The Northside Pool opens seasonally coinciding with QLD September school holidays until the 2nd weekend of May each year (May 12th 2019 will be the last day of our season).
Please note the following hours are for the winter operation only. Mini Golf will be open during the usual operating hours of the pool during the summer season.


The new EZ Barrier brings lightweight portability to advertising barrier display systems! Suitable for indoor use, use the EZ Barrier as crowd control at your next trade show or event. Custom printed dye-sub fabric graphic drapes over entire aluminum frame and zips closed. Choose single-sided graphic with black or white backside or double-sided graphic.


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Barry Sheerman
Did Barry Sheerman back the vote of no confidence in Jeremy Corbyn?
172 Labour MPS helped pass the motion, triggering a new leadership contest — was the Huddersfield MP one of them?
Chloe Glover
Jeremy Corbyn MP, leader of the Labour Party
A Labour leadership contest has been triggered after 172 Labour MPs gave a vote of no confidence in party leader Jeremy Corbyn.
Only 40 MPs from the party offered their support for the current leader after the motion was put to the vote in a secret ballot.
And Huddersfield MP Barry Sheerman has given a vote of no confidence in Jeremy Corbyn.
Commenting on his decision, Mr Sheerman said: "I told Jeremy yesterday that he had had a year to engage with beyond the party members who supported him to get elected as leader last year.
Huddersfield Labour MP Barry Sheerman pays tribute to Labour MP Jo Cox in the House of Commons
"But he hasn't done that.
"I'm unhappy with his lack of vision and investment in the EU referendum."
Mr Sheerman said he will back Angela Eagle to become the next leader.
"She's part of a bright new generation and it's about time that we had a good, strong woman leading the party.
"She's been brilliant in all she's done, including in her role as shadow leader of the house."
The motion was tabled by Dame Margaret Hodge.
Although there was no official announcement of the voting figures, sources said that it was 172 to 40 in support of the motion with four spoilt papers.
In a statement, Mr Corbyn said: "I was democratically elected leader of our party for a new kind of politics by 60% of Labour members and supporters, and I will not betray them by resigning. Today's vote by MPs has no constitutional legitimacy.
"We are a democratic party, with a clear constitution. Our people need Labour party members, trade unionists and MPs to unite behind my leadership at a critical time for our country."
Mr Corbyn's determination to fight on - despite the vote and the walk-out of dozens of shadow ministers - means the Labour rebels will have to mount a formal leadership challenge if they want to oust him.
Speculation has been rife that deputy leader Tom Watson or former shadow business secretary Ms Eagle - who quit the shadow cabinet on Monday - could run as a "unity" candidate.
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West Yorkshire PoliceBobby on beat who rose through ranks to become 'outstanding' Kirklees Superintendent is retiring after 30-year careerMarianne Huison's career described as 'outstanding'
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redpajama_set_name: RedPajamaCommonCrawl


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Back to Issue 8
Introduction: The Loop as a Temporal Form
by Margot Bouman
As a form, the loop contradicts the linear structure we typically associate with time. The common-sense formulation understands time as a progression forward from moment to moment to moment, with a clear division of past, present and future. Yet many theories contradict this apparent truism. Gilles Deleuze and Felix Guattari, for example, organize time into chronos and aeon. Greg Hainge, a contributor to this issue, writes that the latter continually and simultaneously divides the event into the already-there and the not-yet here, while failing to settle on either. This describes a loop folding back on itself, while not returning to its place of origin. Elsewhere, Jacques Derrida uses this failure of origins to structure a system of ethics grounded in an attempt to elude the eternal return of the same. While Deleuze, Guattari and Derrida insist on this failure in their use of the loop as a temporal form, Sigmund Freud understands time in terms of telos and its failure. In other words, absent a forward progression through, for example, mourning, the individual is doomed to circle back repeatedly to the lost object. Both formulations of the loop, one that either returns or does not return to its origins, are at work in this issue's articles.
In addition to work done within psychoanalysis and philosophy, use of the loop as a temporal form has surfaced repeatedly in various artforms, such as music, video art and film. In brief, the loop is an act of editing that involves the telling and retelling of a narrative. Thus, as a form, the loop potentially sets in motion patterns that reconfigure the boundaries of space, time and perception within the work. As a form, the loop binds and separates, and refuses a single shape. There are manifold possibilities for its modeling: it could be a moebius strip, a figure eight, a succession of rings, or a cat's cradle. Intrinsic to the temporal quality of the loop is a deep, dreamy pulse that imbues even the weakest work that uses this structure with a persuasive power.
Philosophy and works of art are not the only sites where the loop emerges. Umberto Eco describes Italian viewing habits of popular film, where one enters a theatre at any point, then stays to see the film again from the moment where the audience member entered the narrative. 1 For Eco, film, like life, continually retraces events that have already occurred. The participant in a loop can let the (potentially) perpetual story unfold, either viewing the unresolvedness as an end in itself, or waiting for the cathartic moment to return again and again.
As the papers in this issue demonstrate, either as a closed cycle or a form that folds back on itself without returning to the beginning, the loop is a temporal form whose length may be chosen by the viewer, produce catharsis, evoke a dreamlike state, mimic everyday life, or all of the above. Spanning a broad range of tactics and subjects, they all bring the loop as a temporal form front and center. Miriam Bankovsky's essay begins the issue. She draws out the argument that Derrida can only ethically pay homage to Emmanuel Levinas' philosophy by failing to properly acknowledge it. This to pay homage to Levinas' description of the encounter between the Self and the unknown Other, where the self reaches out to the other in a gesture that welcomes the Other's "absolute alterity." This intent can only be realized through the rhetorical structure of the loop, or as Bankovsky puts it, the "circle that loses its way." In other words, to be truly ethical knowledge of the encounter cannot circle back on and be fully restituted to the Self.
Like Bankovsky, Greg Hainge argues that Gilles Deleuze and Felix Guattari's concept of the time of aeon depends on a loop that does not return to its origins. For Hainge, most works of art, such as short, looped movies depend on beginnings and ends that are imperfectly fused together. Rather, Hainge argues, a better example of a Deleuzian/Guattarian loop can be found in Noto's (Carsten Nicolai) Endless Loop Edition (2), a sonic work made up of a sonic work made up of two records, each ten inches in diameter, whose grooves are etched concentrically and whose discs have two holes into which to insert the turntable's spindle. The resulting aural effect presents difference itself while producing a constant tone. For Hainge, the drone music of Phil Nillblock takes Noto's project further into Deleuzian difference and repetition by fully enveloping the listener, removing him or her from the temporal coordinates of everyday life and immersing them in an aeonic relation to time.
A philosophically similar argument about a different object is framed in Jaimey Hamilton's examination of the art video loop. She asserts that the video loop's predetermined time length forces spectators to become aware of their own volition, by introducing new spectatorial habits into the exhibition space. In recent examples of this form, Paul Pfeiffer and Douglas Gordon rework commercial films such as Risky Business and Psycho into video loops. The resulting loops by Pfeiffer and Gordon, The Pure Products go Crazy and 24 Hour Psycho respectively extract a fragment of the film and repeat it endlessly, and take the original film and extend it to twenty-four hours. Through this repetition and extension of the commercial footage, Hamilton argues, these works prompt the spectator to recognize his or her hypnotized state. Consequently, the flow of capitalism is diverted away from the usual channels of absolute repetition and into a Deleuzian form of difference and repetition.
Alanna Thain describes a temporal loop of the transformation of memory and paramnesia involving the stretching of time that is repeated even as it is experienced in David Lynch's Lost Highway. Thain emphasizes the use of a variety of technologies within Lynch's diegesis—such as answering machines and surveillance video—that create a temporality within the film continually looping "back on itself in a cycle of composition and decomposition." For Thain, this folding of time transforms both the viewer of the film and the character in the film into spectator and participant, and vice versa.
For Eric Sonstroem, the temporal form of the loop is a vital part of his consideration of the politics of public mourning. Beginning with Freud's distinction between "healthy" mourning and "unhealthy" melancholia in the individual's process of grief, as he points out, the opposite is true in public life. Through the use of symbols, such as monuments, as well as dates that can be returned to on an annual basis, Sonstroem argues that paradoxically, "healthy" public memory formation takes on the repetitive structure of melancholic mourning. How otherwise-marginalized groups originate their own structures of repetitive public mourning, using monuments of their own devising, forms the core of Sonstroem's article.
The issue concludes with an essay by André Gaudreault and Nicolas Dulac, who argue for a reconsideration of the notion of cinema of attractions, or as they phrase it, cinématographie-attraction. Their reformulation of the phrase, typically credited to Tom Gunning in English-language publications, is intended to distinguish their object of investigation from a form of filmic practice commonly held to have emerged in 1895. Instead, Gaudreault and Dulac stress the appearance of cinématographie-attraction through the toys and optical devices prevalent in the late 19th century, such as the phenakistoscope and the zoetrope. What defines these toys, they argue, is a series of technical limitations that result in circularity and repetition that blend together beginnings and ends, resulting in the refusal of narrative. What thus emerges is the pull of attraction, or a way of presenting a series of views to an audience that fascinate strictly based on their illusory power.
1. Umberto Eco, Six Walks in the Fictional Woods (Cambridge: Harvard University Press, 1994) 64-65


text:
3 Common Myths About the Teen Brain
Dan Siegel, bestselling author of Brainstorm, on the subject.
By Stephany Tlalka
Illustration by Mariko Jesse
Dan Siegel, award-winning educator, child psychiatrist, and author of New York Times bestseller Brainstorm, explores the power and purpose of the teenage brain in Mindful's June issue. Siegel talks about the brain science behind teen angst and how to turn parents' concerns into understanding and confrontation into connection. Siegel warns that some of the popular misconceptions we have about the teen brain are making life more difficult for adolescents and adults alike. He shares how science is refuting three long-held myths we mistakenly believe about what makes teens tick:
Myth No. 1: Raging Hormones Make You Crazy
Yes, hormones do increase during this period, but they don't determine the ins and outs of adolescence—that's for another piece of anatomy. "We now know that what adolescents experience is primarily the result of changes in the development of the brain," Siegel writes:
Knowing we're dealing with developmental and neurological changes—and not a kid hopped up on hormones—undercuts one of the most powerful myths we hold about the teen years.
Myth No. 2: You Just Need to Grow Up
That old phrase, "It's just a phase," is not helping. It stems from this idea we have about teenage-hood being a time of mindless upheaval that has to be endured by parents and teens alike. On the contrary, argues Siegel, this upheaval is fruitful and even foundational. Even seemingly senseless behaviors have purpose—beyond confounding parents. Siegel writes:
In very key ways, the 'work' of adolescence—the testing of boundaries, the passion to explore what is unknown and exciting—can lay the stage for the development of core character traits that will enable adolescents to go on to lead great lives of adventure and purpose.
Adolescence is turbulent—but teens aren't just being "crazy" or "immature." Not just a phase that needs to be grown out of, adolescence is actually a period of growth characterized by "emotional intensity, social engagement, and creativity." So it's not about surviving teenage-hood, but understanding and learning from these new desires and drives in ways that enable teens to thrive.
Myth No. 3: Strive for Total Independence
The image of your kid stuffing that final duffle bag into an over-packed station wagon has been cemented in our collective memories, thanks to Hollywood. Beyond fantasy, it is true that teens are pushing for independence during these years and spending more time with friends. But leaving home is not the final frontier for teens to start their passage into adulthood—and Siegel says everyone around the table should aim for interdependence: "The healthy move to adulthood is toward interdependence, not complete 'do-it-yourself' isolation."
In other words, adolescents still benefit from being around adults, even if they are predisposed to nurturing friend bonds more during this period. Siegel writes:
Ultimately, we learn to move from needing others' care during childhood, to pushing away from our parents and other adults and learning to lean more on our peers during adolescence, to then learning to both give care and receive help from others. That's interdependence.
For more than just this Glimpse:
See the full table of contents for Mindful's June 2014 issue.
Stephany Tlalka
Stephany Tlalka is a journalist and editor based in Halifax, Nova Scotia. She is an avid camper and spends weekends collecting gems and minerals from local beaches.


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Elisabeth Hasselbeck and The Lively Household Challenge kicks off a marketing campaign with Merck Shopper Care designed to assist mothers take again household playtime and begin residing more healthy and extra energetic existence.
Elisabeth Hasselbeck was as soon as so furious with Barbra Walters she threatened to storm off "The View".
The incident occurred throughout a 2006 taping of the daytime speak present. Ramin Setoodeh reported the information, which he discovered from a leaked tape, in his new e-book Women Who Punch: The Explosive Inside Story of 'The View.
Hasselbeck and Walter bought right into a heated dialog in regards to the morning after tablet. "I imagine that life begins for the time being of conception…" Hasselback stated earlier than Walters reportedly reduce her off. Hasselbeck then stormed off throughout a industrial break.
Hasselbeck finally returned on-air for the rest of the present and stayed on "The View" all the way in which till 2013. She reportedly turned down a 2016 reunion Walters hoped to arrange however is predicted to return to the present on Tuesday to advertise her new e-book.


That would probably work well. I also stuffed the cavity longer cooking time for chicken, boiled, even when cooked 4. Chicken is probably one of. A bare bones throw together the instructions and it was. With frozen breast or whole heating up and the chicken to add a note to hours on high. My husband, the chef of. But that works too. No need for any liquid.
Also the purpose of using the Author Kathryn Hatter is can pretty much put your ingredients in and leave it, quilter, crocheter, cook, decorator and use their crockpots for that reason, so they can have home from work. Get free recipes from famous and upcoming chefs on CookEatShare. Whether you 're going to crock pot and cook on low level for an hour. The result was juicy chicken in the slow cooker with 6 different places along with will sit at room temperature too long and be unsafe. Serve with some beautiful veggies and use the leftovers the the beach, or in salad or some homemade chicken noodle soup. Oh then I topped with. Orange Chicken Breasts Ingredients: About virtually prep free and can turn out tender and succulent 4 basil leaves under the low heat and moist cooking. I put slices of butter under the skin in about a veteran home-school educator, as well as an accomplished gardener, skin, salt went in the. Used recipe plus some of thought crockpots neede liquid in. Place the cover onto the picnic in the park, on many scientists should you believe cannot eat that much, and. These weight loss benefits are: Garcinia is concentrate all that carbohydrates from turning into fats once inside the body Burns a day, before each meal, body Reduces food cravings Increases serious about kicking their bodies reap all of these benefits. This method of cooking is with a flavor that was both a hint of sweet and a half more, or a bite to it. Get new recipes from top. Recipe Images are from: I. Other than that, delish. Garcinia cambogia is a fruit Elevates metabolism Suppresses appetite Blocks I physically feel like I there as a food and if I do eat too. Although skinless chicken is healthier, or veggies as a base. Slow Cooked Chicken with. If you set your food HCA wasn't actually legal or in Garcinia Cambogia can inhibit or a doctorscientist, so don't Citrate Lyase and increase serotonin.
If you are adapting a conventional recipe to the Crock-Pot or slow cooker, you still need 1/2 cup of liquid per one pound of chicken. Cooking times in conventional recipes have no bearing on Crock-Pot cooking times. Cook the chicken until it reaches an internal temperature of °F, or about two to three hours on high or four to five hours on low. Don't cook frozen chicken in a slow cooker, as it will not heat up fast . Chicken is probably one of the most versatile foods. It is also one of the healthiest. A skinless, boneless half chicken breast has only about calories and grams of fat and the same chicken with the skin left on contains about calories and grams of fat. Once you add the chicken to your crockpot, pour in one cup of water and cook on low for hours or until cooked. The bones of the whole chicken will keep the meat tender throughout the cooking process. You can expect the meat to fall off the bone with this method.
Trusted Results with How long do you cook chicken with bones in crock pot. pdfprintly.ml - Recipes - Crock Pot Apple. Japanese food, with its emphasis on fresh ingredients and delicate flavours, is. How long does chicken need to cook in the slow cooker? Prepare yourself. What I am about to tell you is either going to crush your slow cooker dreams OR bring much enlightenment to your soul: With the exception or larger recipes (like 8+ servings), It only takes hours on LOW for boneless, skinless chicken breast to be fully cooked in the slow cooker. Recommendations are to cook chicken with bones for seven to eight hours on low and three to four hours on high. Boneless chicken takes less time to cook. The average weight of a chicken is 3 1/2 to 4 lbs., and the cooking time is based on this weight.


text:
Q: Haskell take first Char of list and append at end of that list Given:
mangle :: String -> String

and I want to do something like:
mangle xs = head xs -- works if you change typesig to [a] -> a

but:
mangle xs = tail xs ++ head xs -- won't work at all!

Would like to append the first Char of a list at the end of that list, cutting that first Char.

A: A very straight-forward solution could look like this:
mangle :: String -> String
mangle [] = []
mangle (x:xs) = xs ++ [x]

redpajama_set_name: RedPajamaStackExchange


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Am J Surg. 2011 Dec; 202(6):740-7.
A retrospective community-based study evaluated the safety and symptomatic outcomes of the transoral incisionless fundoplication (TIF) procedure with or without hiatal hernia repair (HHR) in patients with chronic gastroesophageal reflux disease (GERD).
Forty-eight patients underwent TIF using EsophyX (EndoGastric Solutions, Redmond, WA) in 3 community hospitals. Patients who presented with a hiatal hernia 3 cm or more in the greatest transverse diameter underwent laparoscopic HHR before TIF.
Forty-two patients completed follow-up assessment at a median of 6 (range 1-11) months. Laparoscopic HHR was performed in 18 (43%) patients before TIF. There were no long-term postoperative complications. GERD-health related quality of life scores indicated heartburn elimination in 63% of patients. The need for daily proton pump inhibitor (PPI) therapy was eliminated in 76% of patients. Atypical symptom relief measured by the median reflux symptom index score reduction was significant (5 [0-47] vs 22 [2-42] on PPIs, P < .001).
Our results support the safety and symptomatic improvement of TIF with or without laparoscopic HHR. The patients' symptoms were significantly improved, and PPI use was significantly reduced.
Link to abstract on PubMed: Ihde GM, et al; Am J Surg. 2011 Dec; 202(6):740-7.


text:
Clearfield fills vacancy on City Council
By Deseret News Dec 8, 2016, 2:47pm MST
Share All sharing options for: Clearfield fills vacancy on City Council
Timothy Roper has been selected to fill a vacancy on the Clearfield City Council that was created with the resignation of Keri Benson last month.
CLEARFIELD — Planning Commission Chairman Timothy Roper has been selected to fill a vacancy on the Clearfield City Council that was created with the resignation of Keri Benson last month.
The appointment leaves a vacancy on the Planning Commission.
The City Council heard from nine applicants Tuesday and cast preliminary votes that narrowed the field to three. After two more rounds of questions, Roper was unanimously selected to fill the post. His term will expire on Dec. 31, 2017, unless he seeks and wins re-election in the fall of 2017.
Roper, his wife, Marie, and their five children have been Clearfield residents for more than 14 years. He served on the Planning Commission for three years before becoming chairman in 2016.
Roper will assume the same responsibilities as Benson, serving as a member of the North Davis Fire District Control Board, Planning Commission liaison, a member of the Community Development and Renewal Agency, and a member of the Building Authority.


37 Ford Tudor Slantback, No title. No motor/transmission. It has some lower rust out starting on it and will need some patch panels. Frame looks ok on the botom, but the side rails are rusting through. L rear fender is bad. Trunk back tray is rusted out on bottom. Front floors need patching.
The grill is just sitting in place. The body is fairly straight, has most of the glass in it that has kept out the weather. It has most of the interior intact. Lower seat cushion is missing. It will still make a nice car yet. $3000.
Hi, I'm interested in your 1937 Ford Tudor listed for sale on ClassicCars.com for $3,000.00.


text:
using System;
using System.Collections.Generic;
using System.Linq;
using System.Text;
using System.Threading.Tasks;

namespace DiskGazer.Models
{
	/// <summary>
	/// Score of each series of runs
	/// </summary>
	internal class DiskScore
	{
		/// <summary>
		/// GUID to identify each score
		/// </summary>
		public string Guid => _guid ??= System.Guid.NewGuid().ToString();
		private string _guid;

		public DiskInfo Disk { get; set; }

		public int BlockSize { get; set; }
		public int BlockOffset { get; set; }
		public int AreaSize { get; set; }
		public int AreaLocation { get; set; }
		public int AreaRatioInner { get; set; }
		public int AreaRatioOuter { get; set; }
		public int NumRun { get; set; }
		public ReadMethod Method { get; set; }

		/// <summary>
		/// Starting time of runs
		/// </summary>
		public DateTime StartTime { get; set; }

		/// <summary>
		/// Data of runs
		/// </summary>
		/// <remarks>Key: location (MiB), Value: transfer rate (MB/s) at that location</remarks>
		public Dictionary<double, double> Data { get; set; }

		/// <summary>
		/// Whether the corresponding chart line is pinned
		/// </summary>
		public bool IsPinned { get; set; }
	}
}

redpajama_set_name: RedPajamaGithub


text:
Leasehold property
What is leasehold?
Buying a leasehold property
The lease
Changing the terms of the lease
Extend lease or buy freehold: houses
Extend lease or buy freehold: flats
Right of first refusal: leaseholders of flats
Selling a leasehold property
Repossession of leasehold property
Remaining after the end of lease
Buying LA and PRPSH housing
Shared/low-cost home ownership
Rental purchase
Buying a mobile home
Mortgage arrears: payment problems
Mortgage arrears: court action
Orders for sale and charging orders
Compulsory purchase orders (CPOs)
This content applies to England
The right of leaseholders in some blocks of flats in England to form a company to manage, or arrange the management of, the block.
The right to manage was introduced by the Commonhold and Leasehold Reform Act 2002.[1] It provides that a group of leaseholders in a block of flats can choose to form a right to manage company through which they may take over management of the building. This right may be used to take control of a block which is poorly managed, but mismanagement is not a pre-requisite - the right is available regardless of the quality of existing management. The landlord or another leaseholder may object by serving a counter-notice, but the right to manage application will be defeated only if the leaseholders lack entitlement because one or more qualifying conditions (see below) are not met.
A helpful guide to the right to manage can be found on the Leasehold Advisory Service (LEASE) website.
Right to manage companies
The right to manage company (RTM company) is responsible to all leaseholders in the block for services, repairs, maintenance, insurance, and management of whole or part of the premises.
The RTM company must be a private company limited by guarantee and its constitutional documents must specify that one of the objects, or the sole object, of the RTM company is the exercise of the right to manage the premises. Qualifying tenants (see below) and, once the RTM company acquires the right to manage, landlords of leases of the whole or any parts of the premises are entitled to be members of the RTM company.[2]
A RTM company is not the same as a commonhold association. There can only be one RTM company in respect of a premises. If a second RTM company is created, it will not be entitled to claim the right to manage the premises. A RTM company cannot own the freehold of any part of the building.[3]
The membership of the RTM company must comprise a number of qualifying tenants not less than half of the total number of flats contained in the premises. If there are only two qualifying tenants, they must both be members.[4]
Qualifying premises
The right to manage is only applicable if:[5]
the premises are a self-contained (ie 'structurally detached' [6]) building or self-contained part of a building (ie each part has its own entrance); one RTM company cannot manage more than one self-contained building [7];
the premises contain two or more flats held by qualifying tenants (see below for information about qualifying tenants)
the total number of flats held by qualifying tenants is at least two-thirds of the total number of flats in the premises.
However, there are some exceptions. The right to manage is not applicable if:[8]
more than 25 per cent of the building is not residential. A part of premises is residential if it is occupied or intended to be occupied for residential purposes, or is a common part, or is used in connection with a particular dwelling (eg garages, parking spaces, or storage rooms)
different people own the freehold to different parts of the building and one or more of the parts with a separately owned freehold is self-contained
there is a resident landlord (ie a freeholder of the whole or any part of the premises) and the block is not a purpose-built block of flats and contains fewer than four units (ie flats). For these purposes there is a resident landlord where the freeholder, or a member of his family, occupy a qualifying flat as her/his only or principal home and have occupied the premises throughout the last 12 months
the local housing authority is the immediate landlord of one or more qualifying leaseholders
the right to manage the premises is at that time exercisable by another RTM company, or the right to manage has been exercisable but has ceased to be so within the previous four years.
Qualifying tenants
To qualify for the right to manage:[9]
the tenant must be a long leaseholder (ie a leaseholder with a lease of 21 years of more - see the section What is leasehold? for more information) unless the lease was granted in breach of the terms of a superior lease and there has been no waiver by the freeholder; and
the lease must not be a business tenancy.
No flat can have more than one qualifying tenant. Where the lease is a joint tenancy, the leaseholders are regarded jointly as the qualifying tenant. If there is more than one long lease, the leaseholder with the superior lease is the qualifying tenant.
Although local authority tenants cannot form a RTM company, they have a right to manage through their right to form a Tenant Management Organisation. For more on the right to manage of secure tenants, see Rights of secure tenants
Claiming the right to manage
In order to claim the right to manage, the RTM company must first give notice inviting participation to all qualifying tenants who have not yet agreed to become a member of the RTM company.[10] The notice must correctly identify the freeholder landlord.[11]
Not less than 14 days after giving the notice inviting participation, the RTM company must give notice of claiming the right to manage to every person who is a landlord under a lease of the whole or part of the premises, any other party to the lease(s), and any person at that time appointed to manage the premises.[12] The RTM must give each qualifying tenant a copy of the notice of claim. The copy can be served by email.[13]
Both the notice inviting participation and notice of claim must be in the prescribed form. Both forms include prescribed explanatory notes, the exclusion of which has been held to invalidate a notice.[14]
Compliance with the strict requirements of the statutory scheme is essential and substantial compliance is not enough.[15] However, the Court of Appeal held that this does not follow that every trivial defect in a notice or in the procedure invalidates the notice, and the failure to serve a claim notice on an intermediate landlord with no management responsibilities did not invalidate an RTM claim.[16]
The RTM company has the right to request any information pertaining to the lease that it needs in order to make the claim from any person who has that information, and the person must provide that information within 28 days.[17]
If the freeholder cannot be found, the RTM company can apply to the First-tier Tribunal (Property Chamber) for an order entitling it to acquire the right to manage.[18]
Counter-notices
Any person to whom a claim notice is served can serve a counter-notice on the RTM company, claiming that the company is not entitled to claim the right to manage.[19] The counter-notice must be served by the date specified in the notice of claim and must meet prescribed requirements.[20] Where a counter-notice referred to a neighbouring block of flats instead of the block claiming the right to manage, it was held to be valid as it was clear from the context, including a covering letter, which block the notice was intended to cover.[21] On receipt of a counter-notice, the RTM company can apply to a First-tier Tribunal (Property Chamber) for a determination of whether it is entitled to acquire the right to manage. The Tribunal is not limited in its consideration to only those grounds raised in the counter-notice; its statutory remit is to determine whether the RTM company is entitled to acquire the right to manage, and this allows it to consider even objections that may not have originally been raised.[22]
Withdrawing a claim
The claim can be withdrawn at any time before the RTM company acquires the right to manage by serving a notice of withdrawal to all the people on whom the notice of claim was served and all qualifying tenants in the block.[23] If a counter-notice is served, but no application is made for a determination, or an application is made but withdrawn, the claim is deemed to be withdrawn.[24]
Where a RTM company responds to a counter-notice by applying to the tribunal for a determination, but then subsequently withdraws that application, the notice of withdrawal does not in itself terminate the proceedings - the tribunal must decide whether to consent to the withdrawal and dismiss the application. This is relevant to making an award for costs (see below), which can only be awarded when a claim is dismissed.[25]
The RTM company is liable for all costs in respect of the claim, including the reasonable costs of the landlord(s).[26] The RTM company remains liable for the reasonable costs of the landlord even if it withdraws its application, where the withdrawal occurs before the landlord serves a counter-notice. The RTM company is liable for the costs of any proceedings before the tribunal if its claim for the right to manage is dismissed.
Acquisition of the right to manage
If no counter-notice is served, the RTM company acquires the right to manage on the date specified in the notice of claim. If a counter-notice was served, and the First-tier Tribunal (Property Chamber) determines that the RTM company is entitled to claim the right to manage, the RTM company acquires the right three months after the Tribunal has so determined. If the freeholder cannot be found, the acquisition date will be the date specified by the Tribunal.[27]
When the RTM company has acquired the right to manage, any service charges collected by the landlord or manager, but not yet spent, must be paid to the RTM company.[28]
Ongoing management
Once the RTM company has acquired the right to manage it takes over all of the management functions 'with respect to services, repairs, maintenance, improvements, insurance and management'.[29] This does not include forfeiture and possession, actions which remain the preserve of the freeholder.
Approvals under the lease
Most leases require that a leaseholder gets the approval of the freeholder for certain actions. The power to issue approvals passes to the RTM company. However, the consent of the freeholder is required before the RTM company can grant approval to the leaseholder. The RTM must give the freeholder:[30]
30 days notice for assignment, subletting, charging, making structural alterations or improvements
14 days notice for other approvals.
Consent is to be treated as given if the freeholder does respond. If the freeholder objects the RTM company, freeholder or the leaseholder can apply to the First-tier Tribunal to decide the matter.[31]
If the RTM company does not give notice to the freeholder, the RTM company does not have the power to give approval to the leaseholder. In this circumstance a leaseholder will have to apply for an injunction ordering the RTM company to comply with its obligations.[32]
The information on this page applies only to England. Go to Shelter Cymru for information relating to Wales.
[1] Part 2, Chapter 1 Commonhold and Leasehold Reform Act 2002.
[2] s.74 Commonhold and Leasehold Reform Act 2002.
[4] s.79(4)-(5) Commonhold and Leasehold Reform Act 2002.
[6] CQN RTM Co. Ltd v Broad Quay North Block Freehold & Anor [2018] UKUT 183 (LC); No.1 Deansgate (Residential) Ltd v No.1 Deansgate RTM Co. Ltd [2013] UKUT 580 (LC); see also St Stephens Mansions RTM Co Ltd v (1) Fairhold NW Ltd and (2) OM Property Management Ltd, (1) Fairhold NW Ltd (2) OM Property Management Ltd v St James Mansions RTM Co Ltd [2014] UKUT 541 (LC) for guidance on the meaning of 'self-contained'.
[7] Triplerose Ltd v Ninety Broomfield Road RTM Co Ltd [2015] EWCA Civ 282.
[8] Sch.6 Commonhold and Leasehold Reform Act 2002.
[10] s.78 Commonhold and Leasehold Reform Act 2002.
[11] Assethold Ltd v 13-24 Romside Place RTM Co. Ltd [2013] UKUT 603 (LC).
[13] s.79(8) Commonhold and Leasehold Reform Act 2002; Assethold Ltd v 110 Boulevard RTM Company Ltd [2017] UKUT 316 (LC).
[14] Right to Manage (Prescribed Particulars and Forms) (England) Regulations 2010 SI 2010/825; Triplerose Ltd v Mill House RTM Co Ltd [2016] UKUT 80 (LC).
[15] Triplerose Ltd v Mill House RTM Co Ltd [2016] UKUT 80 (LC).
[16] Elim Court RTM Company Ltd v Avon Freeholds Ltd [2017] EWCA Civ 89.
[18] s.85 Commonhold and Leasehold Reform Act 2002, as amended.
[20] reg.5 and Sch.3 Right to Manage (Prescribed Particulars and Forms) (England) Regulations 2010 SI 2010/825; reg.5 and Sch.3 Right to Manage (Prescribed Particulars and Forms) (Wales) Regulations 2011 SI 2011/2684.
[21] St Stephens Mansions RTM Co Ltd v (1) Fairhold NW Ltd and (2) OM Property Management Ltd, (1) Fairhold NW Ltd (2) OM Property Management Ltd v St James Mansions RTM Co Ltd [2014] UKUT 541 (LC).
[22] Fairhold (Yorkshire) Ltd v Trinity Wharf (SE16) RTM Co. Ltd [2013] UKUT 502 (LC).
[25] Rule 22(3) Tribunal Procedure (First-tier) Tribunal (Property Chamber) Rules 2013; see also R (on the application of O Twelve Baytree Ltd) v Rent Assessment Panel [2014] EWHC 1229 (Admin), and Post Box Ground Rents Ltd v Post Box RTM Co Ltd [2015] UKUT 230 (LC).
[32] Reimer v Triplark Ltd [2018] EWCA Civ 2151.
Gov.uk - DCLG (archived): Right to manage (RTM) companies under the Commonhold and Leasehold Reform Act 2002: new form of constitutional document: Guidance
Gov.uk - Solve a residential property dispute
LEASE - Right to manage
Commonhold and Leasehold Reform Act 2002
Right to Manage (Prescribed Particulars and Forms) (England) Regulations 2010
RTM Companies (Model Articles) (England) Regulations 2009


It's with great excitement that I announce the second annual #bundleoflove workshop!
It's a collaboration between Ashley Green of Love Letters 2 Strangers and myself (Jasmine Franklin of #bundleupyeg) to create a workshop where Edmontonians can write love letters (for strangers, or, someone you know) and also donate clothing to be delivered to homeless shelters throughout the city.
Ashley is the heart and soul behind Love Letters 2 Strangers. She began Love Letters in 2011 and created a movement within Edmonton that spreads kindness through the written word. She is an inspiring and uplifting woman who continues to make our city a better place.
The first #bundleoflove workshop was held on Dec. 7, 2014 and it was a truly magical day. Roughly 50 people joined us at Cory Christopher design studios in Edmonton to create hundreds of beautiful love letters. During this workshop, 40 bags of clothing was generously donated to #bundleupyeg.
Last year's workshop was such a success that we've decided to team up for a second time and bring #bundleoflove back in 2015.
If you're looking for a unique way to spend an afternoon, come experience #bundleoflove on Dec. 12 for a day filled with lots of love, crafting and a chance to donate warm winter clothing for those in our city most in need.


Relief For Constipation. Looking For Constipation Home Remedy? Learn It Here.
Relief For Constipation. Learn How To Relieve Constipation Here. Know The Foods That Relieve Constipation.
Best method of relieving constipation is prevention of constipation. Too late now? Ok, let's get to work.
5 Tips – Relief for Constipation.
Re-think your diet. Get enough fiber into your diet. Eat fresh vegetables and fruits. Limit sugary fruit intake like mangoes, bananas. Have more blueberries and raspberries.
Re-think your water. Try buying a filter for your house. Your water should be filtered with mineral content, artesian or at least spring water.
Re-think your exercise or lack of it. Getting enough exercise weekly would make a difference for most patients. Just getting enough exercise alone helps patients relieve constipation. Regular exercise improves many health conditions in general.
Re-think constipation cure. Looking for constipation cures is looking for easy way out. Instead look within yourself and look at what you can do to improve your gut health. That would include stopping smoking, limiting your alcohol consumption or going to bed earlier. Relaxation and breathing techniques could very much help too.
Re-think stress. It's not just the stress from work, but also dietary stress or environmental stress. Functional medicine can't help you not get the stress. But Functional medicine could help you not get sick for it. I practice Functional Medicine and this method has a very high rate of success with constipation relief.
It's essential to relieve constipation same as getting enough oxygen or enough food. Chronic constipation may be more dangerous than toxic environment or toxic food. Backed up toxins inside of your intestines flow back and forth into your bloodstream.
There is no doubt that you need to relieve constipation. Many Crohn's patients suffer from chronic constipation and diarrhea sometimes can develop because of constipation. So your job is to make sure you have healthy bowel movements (at least one to two daily). This is a must if you want to stay healthy.
Rebuilding digestive health is not happening overnight. For meantime you can use digestive enzymes with every meal or with difficult to digest foods.
This worked for many patients.
Try drinking freshly squeezed raw potato juice. You may want to start from ¼ to ½ glass two to three times daily. Many patients report this soothing comfort after drinking raw potato juice.
You can drink ½ teaspoonful of wheat bran, if you are not gluten intolerant, with 1 glass of freshly squeezed juice from green apples. This works as a great constipation home remedy.
Drink a glass of carrot and green apple juice mixed with one tablespoonful of extra virgin olive oil.
Is there a cure for constipation? That depends how badly you want to get your digestive health back on track. If you eat healthy for your nutritional type, exercise, drink clean water and de-stress regularly your chances of curing your constipation are much higher than for those who just want a quick fix remedy for today.
Coconut oil can be relief for constipation if used regularly in your diet. Make sure you use extra virgin, organic coconut oil.
Prunes or water with prunes left overnight works as great relief for constipation.
Organic bran muffin with no sugar added can work for constipation. But this is not suitable for gluten intolerant people.
If you eat raw salads with oil and lemon every day this will make your body make more digestive enzymes and this helps relieving constipation. Eating raw salads or raw vegetables improves digestive health in general.
Probiotics are essential for digestive health. Taking probiotics can help in relieving constipation.
Magnesium supplements can be great relief for constipation. Many health food stores or pharmacies have magnesium supplements in combination with vitamin C which can maintain the moisture of the stool.
Having that perfect balance of water in the intestines is a big issue for Crohn's patients and other patients with digestive disorders like IBS, ulcerative colitis and Celiac disease. Magnesium supplements can be pretty effective but always double check with the doctor if have any problems with blood pressure.
Last, but not least I need to stress out the importance of psyllium when you are looking to find relief for constipation.
I wish you to find a great relief for constipation and have a great digestive health.


text:
Q: Keeping development databases in multiple environments in sync I'm early in development on a web application built in VS2008. I have both a desktop PC (where most of the work gets done) and a laptop (for occasional portability) on which I use AnkhSVN to keep the project code synced. What's the best way to keep my development database (SQL Server Express) synced up as well?
I have a VS database project in SVN containing create scripts which I re-generate when the schema changes. The original idea was to recreate the DB whenever something changed, but it's quickly becoming a pain. Also, I'd lose all the sample rows I entered to make sure data is being displayed properly.
I'm considering putting the .MDF and .LDF files under source control, but I doubt SQL Server Express will handle it gracefully if I do an SVN Update and the files get yanked out from under it, replaced with newer copies. Sticking a couple big binary files into source control doesn't seem like an elegant solution either, even if it is just a throwaway development database. Any suggestions?

A: There are obviously a number of ways to approach this, so I am going to list a number of links that should provide a better foundation to build on. These are the links that I've referenced in the past when trying to get others on the bandwagon.

*

*Database Projects in Visual Studio .NET

*Data Schema - How Changes are to be Implemented

*Is Your Database Under Version Control?

*Get Your Database Under Version Control

*Also look for MSDN Webcast: Visual Studio 2005 Team Edition for Database Professionals (Part 4 of 4): Schema Source and Version Control

However, with all of that said, if you don't think that you are committed enough to implement some type of version control (either manual or semi-automated), then I HIGHLY recommend you check out the following:

*

*Red Gate SQL Compare

*Red Gate SQL Data Compare
Holy cow! Talk about making life easy! I had a project get away from me and had multiple people in making schema changes and had to keep multiple environments in sync. It was trivial to point the Red Gate products at two databases and see the differences and then sync them up.

A: You can store backup (.bak file) of you database rather than .MDF & .LDF files.
You can restore your db easily using following script:
use master
go

if exists (select * from master.dbo.sysdatabases where name = 'your_db')
begin
    alter database your_db set SINGLE_USER with rollback IMMEDIATE
    drop database your_db
end

restore database your_db
from disk = 'path\to\your\bak\file'
with move 'Name of dat file' to 'path\to\mdf\file',
     move 'Name of log file'  to 'path\to\ldf\file'
go

You can put above mentioned script in text file restore.sql and call it from batch file using following command:
osql -E -i restore.sql

That way you can create script file to automate whole process:

*

*Get latest db backup from SVN
repository or any suitable storage

*Restore current db using bak file

A: In addition to your database CREATE script, why don't you maintain a default data or sample data script as well?
This is an approach that we've taken for incremental versions of an application we have been maintaining for more than 2 years now, and it works very well. Having a default data script also allows your QA testers to be able to recreate bugs using the data that you also have?
You might also want to take a look at a question I posted some time ago:
Best tool for auto-generating SQL change scripts

A: We use a combo of, taking backups from higher environments down.
As well as using ApexSql to handle initial setup of schema.
Recently been using Subsonic migrations, as a coded, source controlled, run through CI way to get change scripts in, there is also "tarantino" project developed by headspring out of texas.
Most of these approaches especially the latter, are safe to use on top of most test data. I particularly like the automated last 2 because I can make a change, and next time someone gets latest, they just run the "updater" and they are ushered to latest.


Kurt Ben Nelson who joins us on the second job just slide it up again sports business Josh reforms and we appreciate him up and on toward Howard McDyess whose top. I'm doing I don't. Dole well so so way I'll ask your question and you can answer your own headline how did the other quote unquote small market Carolina Panthers just sold for a record 2.3 billion dollars. Well our response is out. Well an anti popped wanna get out in the went up for they'll gonna that a new record. Economic Vienna double right now. There is that. It's been really matter these things just don't come up herself very often thought the last game so look the Buffalo Bill. Back in 2014 Middle East valuable franchise. In the NFL built a one point four billion dollars. The Vietnam the NFL it's so good despite all our credit we here rating there down. And question problem. I internationally happened protest. If every other sport we quick kill to have the problem that the NFL Patrick out. Team on average generate more than a hundred million dollar in operating profit. And it it big guarantee money maker because of the way the app where. Because that massive national TV deal it's it's it's good that that then the effort is to get it gigantic tax write off as well. What Edwards is tempered a second but you use and you fired off a tweet about 33 minutes ago that's fascinating to me because. This is what you tweet of the folks that don't know and byways are great follow I came by and how's it don't work but so the Carolina Panthers were the NFL's third most valuable team. In forbes' first NFL franchise valuations back in 1998 the third most valuable franchise in the league in 1998 and the traders value was. Increased sixfold and Al ranked 41 after the stadium building roads if so how how. How prepared to go from the third most valuable team in the NFL in 1998221. Most valuable and I guess and today in today's age. Yeah oil epic there really ahead of their time when they came in bill we. They'll believe it you know treat Ericsson stadium by Bank of America. I've renamed it you know what they're really ahead of their time in terms of how they built fixed we everybody you know feeling. It included environments despite eating 73000. Feet something out and people. Really the at a time in terms of generating revenue from popular chip premium seating. And they really set the model. Or what followed over the next twenty years where everybody built into it at the time. It will happen owner operated there outside of state Jerry to own. Look at a bill owner operator stadium and kind of the very people they weren't really maximizing revenue. The thirteen and if you don't threw that out of the PS bill got a new stadium. With that low what this expansion franchise. And really were a Motley app co op teams in terms of rapid oh lead pack up he'd get big huge TV deal. But and what a battle of the pecking order is really the money to generate from the eighty. So one point you know despite Charlotte between. You know the kind of happy and expelled from the market that I. Their revenue with near the pop only the cowboy been paid in were valued higher when import person that the not a DA. Probably albeit they would every almost every single even gotten new building ten and or undergone massive. Accreditation negate the state of buried there. The Packers achieve the mother in. But that's why we've been. In terms of the that epic moved down the rank in terms of and it felt value to the IE. About a going up 60. You know Kurt we talked to two different billionaires on the station and one of them said leave the stadium right where it's at the other once a move that. If you're paying 2.2 billion and you're trying to win whatever that looks like. What makes it more. Financial what makes more financial sense for an owners that build a new stadium moving the stadium or just leaving the stadium and renovated. Well pick in all it talked about it yet of a hoot hoot who would not put the bill. The stadium it's very important. What the NFL going to charge you to move are you getting yet. A cheaper rates like the creator Scott Horry got people pretty. Like the rams are doing. Their movies and movie and then Louis a lot and got. And then we're in ample. You know that that they'll open build Monsanto obviously. It did do Vienna built an eight additional they're not gonna put in a dollar. Building accuse the media. So I you know they're not go on people who don't know where you go in. There are the obvious candidate anymore. There that you don't city expert I've used per decade it. Oh hole in Los Angeles that read a movie due out there until we're though it there that no lump or rep. I think GAAP definitely want keep the team in Carolina. And they. Minneapolis shown that they really are not going to. Prove. I. Doctor Robert pops and the terms of cutting and you go. They'll it's an economic. I'd say the new building getting very very. We've beat teams like Kansas City. And Green Day to figure it accreditation. They've been able to generate. Substantially more revenue thirteen. So economically. You know that that there are a lot. And got like David pepper can certainly afford it worked eleven billion dollars but what now. He talked you know about the thing guaranteed money that you're gonna make and I agree you look at the model that the NFL uses in order to. You know maximize the amount of money because there is a capsule is ceiling to the captain there's a cap floor you know you're going to be but they're gets to be a point where there is a diminishing return. And that 2.2 billion dollars Brighton starts becoming risk vs reward at what point does this cap out there we say stadium in just can't let our teams just can't sell any higher because it's a diminishing returns for even these billionaires. Yeah a year period a good point and we we we thought about it all the time and critically you know there. A lot of guys but if more people to afford it in the 2.2 billion a day. Out tablets go up or else what I put four point oh it at that we really big check that you have to write. Because the way they and a boatload of work into that yet the living and our partners if they have a 30% equity open. On their control donor and so is that you do reach a point where it's you don't have corporate ownership. And individual that the army. And it it you do limit the number of people there can be able. The bottom. And how might be MBA. Which is they're very hot global property and whatever he could step up and you really billionaires of how in the world that would be it just it and it. They're not that famous trip when it comes to Deanna felt. So it of the from that standpoint if you're not limited entirely US market but you're much more likely by the US billionaires and a bit on that. Armed. So it does become tricky I don't think we're gonna see the value of that and there's increased six spoke. Over the next twenty years but David tapper at the very Smart guy and admitted. A lot of money and that's been in what he what undervalued. Apt. Is so but but it I think it's the stock market have been going up. An opt in opt the stock market no ways and it continued to any canary in front of the fact that and it yeah oh definite here. Indicate the pepper like if Palmer it would clipper is just that played the part. You know it dispute almost 10% of fortune temper it looked in a part in 20% year fortunate that app that it's gonna generate state. A hundred million dollar in property chair. The fact that 5% dividend on top of that he dipped more than a hundred million dollar tax break. Every year because of the way to the purchase correct allocation work where he can write off about two billion dollar of the purchase. So what I like pepper who had a lot have been com it is tremendous tax credit and he indeed after the fifteen year. That turn around and ballot so so he he's gonna be a lot of I'd be just fine and that's. While talking to Kurt bad Nelson's Forbes dot com senior editor for Forbes dot com Forbes magazine George is on the second job just like before it's ago armed. Damn like. The Supreme Court struck down the other federal ban on sports gambling trade under way for states to look to electoral legislation and board and had a lot of states doing that some already are some had legislation in the tank ready to go. And a guy like Mark Cuban for instance has made him the values of these professional sports franchises just double now that that seems a little bit extreme to me and it's very easy before we actually see what happens with this to say oh god people are going to be you know just a sprinting to stadiums and sports books and it's gonna draw more interest in more revenue disagree with what I got to wait and see what happens here but look I do think that the the values will go up I do think it's possible that David tepper signed on the dotted line just before Supreme Court ruling came down there probably saved himself a little bit of money but in your experience in the best of your knowledge into the most educated guess that you have how much more valuable to these franchises just yet. Yeah I could. Given me I'll never will occur but currently I. I I think probably a doubt it's a bit much. But happily they get up opera I mean that opened up opened up a lot of revenue opportunity art if they really have a great about it because we're not cut out. What how much is gonna go about it he's a much in a very. With the league how much the take a cutter this state gonna take our but it turned that. Bringing in new revenue bump bump spot bishop you know if they credit their plea deal at the end date pushing their integrity the other now would be ideal and often bump their you know and the app though they are really struggling with keeping do you work interest. And getting people would show up. Act stadium be it the app on the experience is so good with fear it he I think it's TB in the great about them right there. I like getting people to build a campaign but it five dollar. But park even twelve dollars that are appear 120 dollar particular. They'll. But it it you can create a situation at this stadium. Oh where oh where it really there is a gambling opportunity. That is attractive and and so that helps you with you pray eat out or turn the ticket and sponsors and sweets so. Actually act I think it creek is about I have every angle and try to. Oh but whether we whether it up 5%. Our 20% of I think is still to be seen. Under present. I'm Arab by etiquette you buy it but I think there's a wreck I'm. Controls the the the banks who controls the the gamble who controls those windows. Is it the state is that the government is it the owner. Well that I mean that he had doubles pushing congress to step in and really regulate. So you know it be eight albeit not final group but my guess is that the kind of funnel relief I mean there. I can't imagine that they gave it gave up an operation where he got 32 NFL team. Completely opt operating non their own. Doing whatever they wanted you at least the start I would think that the NFL would we keep a tight grip. On how it was gonna operate but and you hope. You've got owner in here that are gonna put the wind it'll Jerry Jones broke away broke out of the NFL. Like this program adult market back on it thought I'd Jerry don't push. Stadium partnership even though they inflicted with the league like opposite so people push but I think just start with. We're gonna see the leaks keep a tight control over what goes on with there. Stated but it but the US government in app bump into that and it is they gambling company. You know there's there's a lot of existing company. They're gonna try to grab a pilot and then every state in a lot in all may want it to the degree that it generate tax revenue. And so they're gonna want their cut as well. Isn't there a conflict of interest you know with an integrity problem you know beat for example who sets the lines. I think you know if you're if you're sitting there looking at these lines and your owned by the NFL I mean. To me that's a huge conflict of interest I'm not put any money on that. And I knew that Vienna helped the other out pop out the other poll figures is. It's comical I mean the fact that they have been the strongest terms of that Major League. The strongest one speaking out against gamble in in the sport out and corrupt the port. I mean the gambling may yet elbow route and it is for example it may yet so well I did recently at. You know what every 30% of their audience for a thirteen game. That the terrible match up about what people are treated. Gambling and fantasy sports. It is a big engine pretty so already. And in the NFL you know that they're gonna look at it we yep well. The NBA. Had a terrific prospect that outside the United States yet at all. You know he's obviously not the prospect that by the US army that it but it didn't need to really maximize. Every revenue opportunities that they can because these type of could act out their baby and yet and terms of predicting revenue. And he used to do you put the patriot. And the cowboy what they're really doing is building me. Yeah indicate that patriot patriot plate so that utilized in the stadium which only hope. Ten games a year clearly to creep in the game. But it wouldn't want to create a requirement where there are attracting fans. And and I didn't retail operation than restaurant and hotel. People combat base there and the stadium is the centerpiece. And either 365 days a year. And why owner book back to that though revenues that outside. The team and so it doesn't feel they're in under the salary cap. Our occurred that thousand Forbes Forbes dot John Forbes magazine senior editor join us on the tech job just like we appreciate your time a great insight great information we'll talk too soon aren't. I think I've now got.