Problem: Neighborhood Legal Services, which provides free legal services to the poor, has expanded into the San Gabriel and Pomona valleys, areas with large Asian populations, many of whom speak limited or no English. Language is their biggest obstacle, but the Asian communities' cultural isolation and service providers' lack of cultural expertise also play a part, said NLS executive director Neal Dubovitz. And with 13 percent to 15 percent of the Asian population in the U.S. living below the poverty line, NLS services are badly needed, Dubovitz said. "Although it is a significant part of the poverty population, Asians historically have not been able to participate in the services and programs available to the poor," he said. From simple telephone advice to complete legal representation in court, the agency provides free consumer, health, family, immigration, housing, public benefits and labor legal services to people who earn under $1,380 per month. Legal service providers have long served large Latino populations, who have cultural diversity but share a common language. "I remember the days when there were only a handful of people in the legal offices who spoke Spanish," Dudovitz said. "Now Spanish and English are interchangeable. Our goal is to have that for the major Asian languages as well." Before the expansion, only a few NLS lawyers spoke Asian languages, said attorney Rebecca Yee, who was hired by NLS in April 2002 to design and head the project. "Now we have people speaking Cantonese, Mandarin, Thai, Khmer (from Cambodia), Korean, Vietnamese, Japanese and Tagalog," Yee said. One of the 13 attorneys hired to work with the program is Irene Mak, a family law attorney who speaks Cantonese, Mandarin and Thai. Mak was a partner at a private law firm before she went to work for NLS two years ago, earning up to $20,000 less a year working on domestic violence cases. "The job is more satisfying than the money," said Mak, who grew up in Hong Kong and Thailand before coming to the United States. "I could use my language skills and wanted to give back to the Asian community." NLS expanded when Legal Services Corp., the federal agency that funds providers of free legal services nationwide, reduced the number of grantees in the Los Angeles area from five to three, Dudovitz said. NLS won the competitive grant over the Legal Services Program for Pasadena, San Gabriel-Pomona valleys. That boosted its client base from 16,000 to around 25,000, and NLS opened an office in El Monte.

Question: "What are some of the languages are now spoken by employees of the NLS?"

Answer: "Khmer"

OPTIONS:
- no
- yes
Answer: yes

Problem: Bin Laden and his aides did not need a very large sum to finance their planned attack on America. The 9/11 plotters eventually spent somewhere between $400,000 and $500,000 to plan and conduct their attack. Consistent with the importance of the project, al Qaeda funded the plotters. KSM provided his operatives with nearly all the money they needed to travel to the United States, train, and live. The plotters' tradecraft was not especially sophisticated, but it was good enough. They moved, stored, and spent their money in ordinary ways, easily defeating the detection mechanisms in place at the time. The origin of the funds remains unknown, although we have a general idea of how al Qaeda financed itself during the period leading up to 9/11. General Financing As we explained in chapter 2, Bin Laden did not fund al Qaeda through a personal fortune and a network of businesses in Sudan. Instead, al Qaeda relied primarily on a fund-raising network developed over time. The CIA now estimates that it cost al Qaeda about $30 million per year to sustain its activities before 9/11 and that this money was raised almost entirely through donations. For many years, the United States thought Bin Laden financed al Qaeda's expenses through a vast personal inheritance. Bin Laden purportedly inherited approximately $300 million when his father died, and was rumored to have had access to these funds to wage jihad while in Sudan and Afghanistan and to secure his leadership position in al Qaeda. In early 2000, the U.S. government discovered a different reality: roughly from 1970 through 1994, Bin Laden received about $1 million per year-a significant sum, to be sure, but not a $300 million fortune that could be used to fund jihad. Then, as part of a Saudi government crackdown early in the 1990s, the Bin Laden family was forced to find a buyer for Usama's share of the family company in 1994. The Saudi government subsequently froze the proceeds of the sale. This action had the effect of divesting Bin Laden of what otherwise might indeed have been a large fortune. Nor were Bin Laden's assets in Sudan a source of money for al Qaeda. When Bin Laden lived in Sudan from 1991 to 1996, he owned a number of businesses and other assets.

Question: "What source of money did bin Laden hold in Sudan?"

Answer: "A family company"

OPTIONS:
- no
- yes
Answer: no

Problem: Reuters Holdings PLC said Michael Reupke resigned as general manager to pursue unspecified interests, a move the news organization termed an "amicable separation." Mr. Reupke, 52 years old and a 27-year Reuters veteran, had been the information-services company's general manager for only six months. His appointment to that post, which has senior administrative, staff and policy responsibilities, followed a several-year tenure as Reuters's editor in chief. No successor was named, and Mr. Reupke's duties will be split among three other senior Reuters executives, the company said. In a telephone interview, Mr. Reupke said his departure was for "personal reasons," which he declined to specify. "There is no business reason for my departure," nor any disagreement over policy, he added. He also rejected reports that his departure stemmed from disappointment the general manager's post hadn't also led to a board directorship at the London-based news organization. Mr. Reupke was one of three executives on Reuters's eight-person executive committee who didn't also serve on the company's board of directors. "If I were choosing the people of tomorrow, I would have chosen the people who are now on the board," he said. A Reuters spokesman said the departure reflects "no change in strategy or profits." Mark Shepperd, an analyst at UBS Philips & Drew in London, said, "I suspect (the departure) will be fairly irrelevant for the company. I would be very surprised if his departure signals any change in strategy or change in profit expectations." On London's Stock Exchange, Reuters shares rose five pence to 913 pence ($14.43). In the U.S. over-the-counter market, American depositary shares for Reuters, each representing three shares in the London market, closed unchanged at $43.875. The senior of the three executives who will assume Mr. Reupke's duties is Nigel Judah, 58, finance director and a Reuters board director. Peter Holland, 45, deputy general manager, becomes director of corporate affairs. And Patrick Mannix, 46, international technical manager, becomes director of group quality programs.

Question: "What three senior Reuters executives are sharing the role left by Reupke?"

Answer: "Reupke"

OPTIONS:
- no
- yes
Answer:
no