{'bill_summary': "Hualapai Tribe Water Rights Settlement Act of 2019\n\nThis bill modifies and ratifies the Hualapai Tribe water rights settlement agreement negotiated between the tribe, the United States, Arizona, and others, thus satisfying the tribe's claims for groundwater and surface water rights to water in Arizona, including the Verde River, the Bill Williams River, and the Colorado River.\n\nThe bill outlines the tribe's water rights, including the right to divert, use, and store 4,000 acre-feet of agricultural priority water of the Central Arizona Project that was previously allocated to nontribal agricultural entities, but retained by the Department of the Interior for reallocation to tribes in Arizona pursuant to the Central Arizona Project Settlement Act of 2004.\n\nThe Bureau of Reclamation must construct the Hualapai Water Project. The project must be designed to divert, treat, and convey at least 3,414 acre-feet of water per year from the Colorado River for municipal, commercial, and industrial uses on the Hualapai Reservation.\n\nThe bill provides for land to be added to the reservation and taken into trust for the benefit of the tribe. In the future, land located outside the reservation may only be taken into trust through an act of Congress.\n\nThe bill outlines (1) waivers, releases, and retentions of claims by the tribe and the United States under the settlement agreement; and (2) a limited waiver of sovereign immunity by the United States and the tribe with respect to certain claims.", 'bill_title': 'To approve the settlement of water rights claims of the Hualapai Tribe and certain allottees in the State of Arizona, to authorize construction of a water project relating to those water rights claims, and for other purposes.', 'company_description': 'the total domestic capacity for our restaurants;  expectations for consumer spending on casual dining restaurant occasions; •  the availability and cost of key commodities and labor used in our restaurants and brewing operations;  menu price increases and their effect, if any, on revenue and results of operations;  projected revenues, operating costs, including commodities, labor and other expenses;  Any inability to open new restaurants on schedule in accordance with our targeted capacity growth or problems associated with securing suitable restaurant locations, leases and licenses, recruiting and training qualified 1 managers and hourly employees and other factors, some of which are beyond our control and difficult to forecast accurately may adversely affect our operations.  Our corporate office is located in California and a significant number of our restaurants are located in California, Texas and Florida which makes us particularly sensitive to economic, regulatory, weather and other risk factors and conditions that are more prevalent in those states.  Any negative publicity about us, our restaurants, other restaurants, or others across the food supply chain, due to food borne illness or other reasons, whether or not accurate may adversely affect the reputation and popularity of our restaurants and our results of operations.  Any adverse changes in the supply of food, labor, brewing, energy and other expenses, including those resulting from climate change, may adversely affect our operating results.  Periodic reviews and audits of our internal brewing, independent third party brewing and beer distribution arrangements by various federal, state and local governmental and regulatory agencies may adversely affect our operations and our operating results.  Government laws and regulations affecting the operation of our restaurants, including but not limited to those that apply to the acquisition and maintenance of our brewing and retail liquor licenses, minimum wages, federal or state exemption rules, health insurance coverage, or other employment benefits such as paid time off, consumer health and safety, nutritional disclosures, and employment eligibility-related documentation requirements may cause disruptions to our operations, adversely affect our operating costs and restrict our growth.  The first BJ\'s restaurant, which opened in 1978 in Orange County, California, was a small sit down pizzeria that featured Chicago style deep-dish pizza with a unique California twist. Our goal then and still today, is to be the best casual dining concept ever by focusing on high quality menu options, at a compelling value, a dining experience that exceeds customers\' expectations for service, hospitality and enjoyment, and an atmosphere that is always welcoming and approachable.  In 1996, we introduced our initial proprietary craft beers and expanded the BJ\'s concept from its beginnings as a small pizzeria to a full-service, high energy casual dining restaurant when we opened our first large format restaurant featuring a brewing operations in Brea, California. Today our restaurants feature over 140 menu offerings including: slow roasted entrees, such as, prime rib; EnLIGHTened Entrees® such as our Cherry Chipotle Glazed Salmon; our original signature deep-dish pizza; the often imitated, but never replicated world-famous Pizookie® dessert; and our award-winning BJ\'s proprietary craft beers. As of February 25, 2019, we own and operate 202 restaurants located in 27 states, and our proprietary craft beer is produced at several of our locations, our Temple, Texas brewpub locations and by independent third party brewers using our proprietary recipes.  We compete in the casual dining segment of the restaurant industry, which is a large, highly fragmented segment with estimated annual sales in the $100+ billion range. We believe that the BJ\'s restaurant concept offers consumers a higher quality, more contemporary and approachable "casual plus," "premium casual," or "polished casual" dining experience than the more mature, mass market casual dining concepts. Our Gold Standard of Operational Excellence is our genuine commitment to take pride in passionately connecting with every customer on every visit, through flawless and relentless execution of every detail, during every shift – to create and keep fanatical fans of BJ\' Our Gold Standard of Operational Excellence is focused on the following key areas that help to differentiate BJ\'s from other casual dining restaurants:  Over the years we have expanded the BJ\'s concept to include menu options that meet our customers \' preferences for any dining occasion.', 'company_name': "BJ's Restaurants, Inc.", 'index': '0'}
You are a lobbyist analyzing Congressional bills for their impacts on companies. 
Given the title and summary of the bill, plus information on the company from its 10K SEC filing, it is your job to determine if a bill is at least somewhat relevant to a company in terms of whether it could impact the company's bottom-line if it was enacted (by saying YES or NO; note the all-caps). 
Official title of bill: {{bill_title}}
Official summary of bill: {{bill_summary}}
Company name: {{company_name}}
Company business description: {{company_description}}
Is this bill potentially relevant to the company? FINAL ANSWER:
You are a lobbyist analyzing Congressional bills for their impacts on companies. 
Given the title and summary of the bill, plus information on the company from its 10K SEC filing, it is your job to determine if a bill is at least somewhat relevant to a company in terms of whether it could impact the company's bottom-line if it was enacted (by saying YES or NO; note the all-caps). 
Official title of bill: To approve the settlement of water rights claims of the Hualapai Tribe and certain allottees in the State of Arizona, to authorize construction of a water project relating to those water rights claims, and for other purposes.
Official summary of bill: Hualapai Tribe Water Rights Settlement Act of 2019
The bill outlines (1) waivers, releases, and retentions of claims by the tribe and the United States under the settlement agreement; and (2) a limited waiver of sovereign immunity by the United States and the tribe with respect to certain claims.
Company name: BJ's Restaurants, Inc.
Company business description: the total domestic capacity for our restaurants;  expectations for consumer spending on casual dining restaurant occasions; •  the availability and cost of key commodities and labor used in our restaurants and brewing operations;  menu price increases and their effect, if any, on revenue and results of operations;  projected revenues, operating costs, including commodities, labor and other expenses;  Any inability to open new restaurants on schedule in accordance with our targeted capacity growth or problems associated with securing suitable restaurant locations, leases and licenses, recruiting and training qualified 1 managers and hourly employees and other factors, some of which are beyond our control and difficult to forecast accurately may adversely affect our operations.  Our corporate office is located in California and a significant number of our restaurants are located in California, Texas and Florida which makes us particularly sensitive to economic, regulatory, weather and other risk factors and conditions that are more prevalent in those states.  Any negative publicity about us, our restaurants, other restaurants, or others across the food supply chain, due to food borne illness or other reasons, whether or not accurate may adversely affect the reputation and popularity of our restaurants and our results of operations.  Any adverse changes in the supply of food, labor, brewing, energy and other expenses, including those resulting from climate change, may adversely affect our operating results.  Periodic reviews and audits of our internal brewing, independent third party brewing and beer distribution arrangements by various federal, state and local governmental and regulatory agencies may adversely affect our operations and our operating results.  Government laws and regulations affecting the operation of our restaurants, including but not limited to those that apply to the acquisition and maintenance of our brewing and retail liquor licenses, minimum wages, federal or state exemption rules, health insurance coverage, or other employment benefits such as paid time off, consumer health and safety, nutritional disclosures, and employment eligibility-related documentation requirements may cause disruptions to our operations, adversely affect our operating costs and restrict our growth.  The first BJ's restaurant, which opened in 1978 in Orange County, California, was a small sit down pizzeria that featured Chicago style deep-dish pizza with a unique California twist. Our goal then and still today, is to be the best casual dining concept ever by focusing on high quality menu options, at a compelling value, a dining experience that exceeds customers' expectations for service, hospitality and enjoyment, and an atmosphere that is always welcoming and approachable.  In 1996, we introduced our initial proprietary craft beers and expanded the BJ's concept from its beginnings as a small pizzeria to a full-service, high energy casual dining restaurant when we opened our first large format restaurant featuring a brewing operations in Brea, California. Today our restaurants feature over 140 menu offerings including: slow roasted entrees, such as, prime rib; EnLIGHTened Entrees® such as our Cherry Chipotle Glazed Salmon; our original signature deep-dish pizza; the often imitated, but never replicated world-famous Pizookie® dessert; and our award-winning BJ's proprietary craft beers. As of February 25, 2019, we own and operate 202 restaurants located in 27 states, and our proprietary craft beer is produced at several of our locations, our Temple, Texas brewpub locations and by independent third party brewers using our proprietary recipes.  We compete in the casual dining segment of the restaurant industry, which is a large, highly fragmented segment with estimated annual sales in the $100+ billion range. We believe that the BJ's restaurant concept offers consumers a higher quality, more contemporary and approachable "casual plus," "premium casual," or "polished casual" dining experience than the more mature, mass market casual dining concepts. Our Gold Standard of Operational Excellence is our genuine commitment to take pride in passionately connecting with every customer on every visit, through flawless and relentless execution of every detail, during every shift – to create and keep fanatical fans of BJ' Our Gold Standard of Operational Excellence is focused on the following key areas that help to differentiate BJ's from other casual dining restaurants:  Over the years we have expanded the BJ's concept to include menu options that meet our customers ' preferences for any dining occasion.
Is this bill potentially relevant to the company? FINAL ANSWER: