With a budget of $329 million, LSC provides civil legal assistance to low-income people in every county in America, Kleiman said. NLAP was created in 1968. A decade later, the agency used a $50,000 LSC grant to buy a building at 438 King St. in Charleston and $33,000 to buy a building at 201 King St. in Georgetown, according to Erlenborn's letter to Kaynard. In 1980, NLAP used $63,000 in LSC funds to buy property at 607 Main St. in Conway, the letter said. On Nov. 14, 2001, NLAP transferred title of the King Street building in Charleston to the Charleston County Bar Association, according to county property records. The local bar paid $5 for the building, which sits between a redeveloped office building and an antique shop. The local bar said it would maintain the building for "legal services to indigent residents of Charleston County and coastal South Carolina," the records said. The King Street building appears to be vacant. Notices at the entrance direct visitors to the equal justice center on West Montague Avenue in North Charleston. E. Douglas Pratt-Thomas, president of the local bar, was not available for comment. Charleston County has not appraised the King Street property because it is tax-exempt. But Randall Goldman, managing partner of Patrick Properties, which owns buildings from 440 to 456 King St., said he estimates 438 King St. would sell for between $700,000 and $900,000. "That building, which was purchased solely with federal legal aid dollars, should be used to provide legal services for poor people in South Carolina," Kleiman said. LSC wants the title to go to the equal justice center in Charleston or "we want 100 percent of the proceeds from the sale of the building to stay in Charleston. We are not contemplating taking that money out of South Carolina," he said. Kleiman said if the neighborhood legal program in Charleston "had honored their obligation, this would not be an issue."
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Answer: What agency used a $50,000 LSC grant to buy a building at 438 King St. in Charleston?

New Legitimacy: Organized crime was soon to have a formidable adversary in its bid to control Las Vegascorporate cash. Though Las Vegas had developed a powerful local economy, few major outside investments were made in the city, due primarily to mob infiltration and its inherent ties to illegal activities. That would change dramatically with the 1966 arrival of billionaire Howard Hughes. A legitimate businessman, Hughes was nonetheless eccentric and dramatic, a style suited to the Las Vegas ethos. True to the myth, the reclusive Hughes immediately cloistered himself in the Desert Inn's penthouse. Several weeks later he was askedthen orderedto vacate the room to make room for high rollers, whereupon he promptly bought the property and fired the management. Thus began Hughes' legendary three-year, $300-million Las Vegas buying spree. When it was over, Hughes owned six casinos, an airport, and an airline, along with numerous plots of land stretching from the Strip to the mountains. Hughes' actions would have beneficial repercussions, both immediate and lasting. Because of the new legitimacy Las Vegas acquired from Hughes' investments, established companies such as Hilton Hotels bought into the gaming business, and their influence helped draw a line in the desert sand between legitimate operations and mob casinos, where illegal skimming of profits was rampant. That, combined with the formation of the Nevada Gaming Control Board, would signal the beginning of the end for heavy mob influence in the city. Las Vegas with a Vision As corporations moved in and the mob was slowly pushed out, a new Las Vegas emerged. The legitimization of gambling led to its increased legalization across the US. What was once a sure thing became much more competitive. Casino operators had to reassess the nature of their business. The first to really do so was Steve Wynn, a Las Vegas resident and owner of the Golden Nugget. In the mid-1980s, Wynn began plans to reinvigorate Las Vegas with a new resort. He bought several Strip propertiesthe Silver Slipper and Castaways among themand demolished them to make way for a new kind of resortMirage which became an instant success.
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Answer: What did Howard Hughes purchase during his Vegas buying spree?

The digestive system is the body system that digests food. It digest food in two ways, mechanically and chemically. Both help in the process of turning food into nutrients. The digestive system also eliminates solid food waste. The major organs of the digestive system include the mouth, esophagus, stomach, and small and large in- testines. These organs all work together to help you gain energy from the food you eat. Digestion starts in the mouth. When food is swallowed, it travels through the esophagus to the stomach. In the stomach, digestion continues and a small amount of absorption of nutrients takes place. Most chemical digestion and nearly all absorption of nutrients take place in the small intestine. This organ consists of three parts: duodenum, jejunum, and ileum. The large intestine is the last stop in the digestive system. This is where water is absorbed. The food not digested is released as waste.
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Answer: What does the digestive system do?

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.
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Answer:
What position did Reupke hold one year ago?