here is he's going to sell it to an associate of his, perhaps to netflix, and that's why we need an nfr. you need to say no promotional commercial use. no filming permits for this property. because they're not just filming on the sidewalks, they're filming on the stairs. and if you look at the promotional shots that we've shown in our exhibits, they're shooting this on the stairs of the property, so that's really not a concern about, you know, the public right of way being regulated. this house has to be regulated. the house is what's attracting the nuisance, on purpose, i would say. there were some questions about the timeline here, and mr. franklin's giving quotes to the media, when the crowds started to come. i want to make sure that's completely clear, because i think there was some intentional obfuscation here. craig if you could address the timeline really briefly. >> okay. the -- when my wife and i looked at the property, it was probably in august or september. we didn't even initially know that the "full house" was next door because there were no fans. when we moved in, it was n

there will then be an organization with that in a far and the response of -- with that nfr, and the responsibility to correct it. of departmenth opinion -- no. no one is able to feel accountable. here, all these findings will be associated with an organization, office, or an individual, who will be responsible for an action plan. i will report to you each year which were closed and which were not. we should wait to say good job or who needs more help or encouragement to get their piece of it done, but we will track it finding-by-finding, over time. this is one of the tools of the audit. as we move from the higher levels, it's hard to solve. what of the things i like about that is you may have -- one of the things i like about that is you may have a large number of findings. it's a large problem, but if you can fix to problems, that's all you need to do. the more people do that, the more the organization moves in the right direction. thank you, mr. chairman. i yield back. >> thank you, mr. chairman. i would like to join with my colleagues and saying much we look forward to your efforts, and wish yo

real universe seems to listen to nfr, but the reality is, that without the federal reserve -- >> absolutely. we were the best house in a bad neighborhood. >> we're the tallest midget in the room. >> exactly. that is why we're still, that's why we're still the reserve currency. neil: real quick. >> that can change. neil: real quick, gary, go ahead. >> let's not forget what all this easy money also enabled, massive amount of debt around the globe. government, corporate, and personal debt. it is skyrocketing levels right now. again debt in the long run is usually a bad thing. something to watch. >> i was going to say that president obama who is incredibly immature from fiscal economic standpoint. >> indulgent. >> as crazes is as trump is with these comments, his fiscal policies are so much saner. neil: you have to listen how he dealt with -- >> he sound good. he is full of you know what? >> so indulgent. president obama, i'm sure he is a great dad. great at deadpan humor. great ad deadpan humor, loved that. in terms of running an economy, disasterous. president obama is charming person. >> oba

there will then be an organization with that in a far and the response of -- with that nfr, and the responsibility to correct it. of departmenth opinion -- no. no one is able to feel accountable. here, all these findings will be associated with an organization, office, or an individual, who will be responsible for an action plan. i will report to you each year which were closed and which were not. we should wait to say good job or who needs more help or encouragement to get their piece of it done, but we will track it finding-by-finding, over time. this is one of the tools of the audit. as we move from the higher levels, it's hard to solve. what of the things i like about that is you may have -- one of the things i like about that is you may have a large number of findings. it's a large problem, but if you can fix to problems, that's all you need to do. the more people do that, the more the organization moves in the right direction. thank you, mr. chairman. i yield back. >> thank you, mr. chairman. i would like to join with my colleagues and saying much we look forward to your efforts, and wish yo

we'll have an organization or individual associated with that nfr and the responsibility to correct it. this is important because it gets us past the habit of saying does the document have a clean opinion, no, and then no one feeling they are accountable. here, all these findings will be associated with an office or individual who will be responsible for the corrective action plan. i will be able to come back and report to you each year which of those were closed and which of those were not, who we should write to and say good job and who either needs more help or more encouragement to get their piece of it done. we'll be able to track it finding by finding and hold accountable over time. this is again one of the tools that the audit gives us as we move from the higher level. it's hard to solve to specific things. one of the things i like about that is that that you may have a large number of findings. how do i fix this? and this is yes. but you can fix those two, that's all that you need to do. as more people do that, the whole organization moves in the right direction. >> thank you,

a couple more days for me to relish in the moment of winning nfr championship, it will be a good dealay be surprised to hear this from a guy like me but i understand the under/over is 58, which is a record high i think? >> yeah. i don't pay attention to too much of that. i've never really been a gambler but as a player i always bet on my team before i bet on somebody else. stuart: forgive me for a strange question, what exactly does a defensive end do? >> so we're actually located at either end of the formation on the defensive side of the ball. usually do a lot with setting edges, making sure the ball doesn't get outside. obviously on passing downs, second and third, long distance downs we really try to get after the quarterback, put pressure on him. make sure he has to make quick decisions. stuart: you're the guy who tries to sack the quarterback? >> yeah. we try to get after him pretty good. stuart: so you will try to go after tom brady. >> i personally probably won't. my job is along the line of special teams. we have a good groups of guys. stuart: first time you ever been intervi