community-datasets/selqa huggingface dataset:
Article: How to Live with Your Parents (For the Rest of Your Life)
Section: Development and production

Question: The role of Julian was played by which actor?

In January 2012, ABC placed a pilot order for "How to Live with Your Parents (For the Rest of Your Life)".
Claudia Lonow wrote the pilot episode, and serves as showrunner and head writer.
Lonow also executive produces the series alongside Brian Grazer and Francie Calfo, under their production company Imagine Entertainment.
Casting announcements began in February 2012, with Sarah Chalke first cast in the lead role of Polly, the recently divorced mother who moves back in with her parents.
Jon Dore then joined the series in the role of Julian, Polly's ex-husband.
Following Dore, Elizabeth Perkins signed on to play the role of Elaine, Polly's optimistic and outspoken mother.
Next to board the series was Rachel Eggleston as Natalie, Polly and Julian's six-year-old daughter.
Brad Garrett then joined the series as Max, Polly's stepfather, who owns a successful chain of nightclubs.
Rebecca Delgado Smith boarded the series in the role of Jenn, Polly's co-worker who occasionally helps Polly with her dating problems.
Orlando Jones completed the main cast in the series when he signed on to play the role of Gregg, Polly's married best friend and co-worker.
On May 11, 2012, ABC placed a series order for the comedy.
Shortly after the series order was placed, Rebecca Delgado Smith and Orlando Jones were dropped from the cast.
Smith's role was subsequently recast with Stephanie Hunt.
The series went into production early and the first season was completed by November 2012.
Article: Switzerland
Section: Urbanization

Question: What has given rise to concerns about the use of land in Switzerland?

Between two thirds and three quarters of the population live in urban areas.
Switzerland has gone from a largely rural country to an urban one in just 70 years.
Since 1935 urban development has claimed as much of the Swiss landscape as it did during the previous 2,000 years.
This urban sprawl does not only affect the plateau but also the Jura and the Alpine foothills and there are growing concerns about land use.
However from the beginning of the 21st century, the population growth in urban areas is higher than in the countryside.
Switzerland has a dense network of cities, where large, medium and small cities are complementary.
The plateau is very densely populated with about 450 people per km2 and the landscape continually shows signs of man's presence.
The weight of the largest metropolitan areas, which are Zürich, Geneva–Lausanne, Basel and Bern tend to increase.
In international comparison the importance of these urban areas is stronger than their number of inhabitants suggests.
In addition the two main centers of Zürich and Geneva are recognized for their particularly great quality of life.
Article: Operation Barbarossa
Section: Phase 2: Battle for Smolensk (3 July – 5 August 1941)

Question: When did the Soviets engage the 3rd Panzer Army with 700 tanks?

Phase 2: Battle for Smolensk (3 July – 5 August 1941).
On 3 July, Hitler finally gave the go-ahead for the Panzers to resume their drive east after the infantry divisions had caught up.
However, a rainstorm typical of Russian summers slowed their progress and Russian defenses stiffened.
The delays gave the Soviets time to organize a massive counterattack against Army Group Center.
Its ultimate objective was Smolensk, which commanded the road to Moscow.
Facing the Germans was an old Soviet defensive line held by six armies.
On 6 July, the Soviets attacked the 3rd Panzer Army with 700 tanks.
The Germans defeated this counterattack with overwhelming air superiority.
The 2nd Panzer Army crossed the River Dnieper and closed on Smolensk from the south while the 3rd Panzer Army, after defeating the Soviet counterattack, closed on Smolensk from the north.
Trapped between their pincers were three Soviet armies.
On 18 July, the Panzer Groups came to within sixteen kilometres of closing the gap but the trap would not snap shut until 26 July.
When the Panzer Groups finally closed the gap, 300,000 Red Army soldiers were captured; but liquidating the pocket took another ten days in which time 100,000 Red Army soldiers escaped to stand between the Germans and Moscow.
Four weeks into the campaign, the Germans realized they had grossly underestimated Soviet strength.
The German troops had used their initial supplies without attaining the expected strategic freedom of movement.
Operations were now slowed down to allow for resupply; the delay was to be used to adapt strategy to the new situation.
Hitler had lost faith in encirclement as large numbers of Soviet soldiers had escaped the pincers.
Hitler now believed he could defeat the Soviets by economic damage, depriving them of the industrial capacity to continue the war.
That meant seizing the industrial center of Kharkov, the Donets Basin and the oil fields of the Caucasus in the south and the speedy capture of Leningrad, a major center of military production, in the north.
He also wanted to link up with the Finns to the north.
Fedor von Bock and almost all the German generals involved in Operation "Barbarossa", vehemently argued in favor of continuing the all-out drive toward Moscow.
Besides the psychological importance of capturing the enemy's capital, the generals pointed out that Moscow was a major center of arms production and the center of the Soviet communications and transportation system.
More importantly, intelligence reports indicated that the bulk of the Red Army was deployed near Moscow under Semyon Timoshenko for an all-out defense of the capital.
But Hitler was adamant, and issued a direct order to Heinz Guderian, bypassing his commanding officer von Bock, to send Army Group Centre's tanks to the north and south, temporarily halting the drive to Moscow.
Article: Pike Place Market
Section: Housing and social services

Question: How many bags of groceries are delivered each week to homebound residents by the Downtown Food Bank?

The Market is also a significant provider of low-income housing and social services.
The Market Foundation supports the Pike Market Medical Clinic, Pike Market Senior Center, Downtown Food Bank, and Pike Market Childcare and Preschool (all within the Market), as well as low-income housing in and near the Market.
They provide Market Fresh coupons to their low-income tenants, redeemable for Market produce, and implement the FoodLink program that distributes unsold Market produce to other Seattle food banks and meal programs.
The money placed in the Market's giant piggybank goes to this foundation, as do the funds raised by several annual or intermittent fundraisers, including Pigs on Parade.
About 500 people live in the market.
Approximately 90% are low-income seniors with subsidized rents.
Their average income is only $11,095 a year.
Among the low-income units in the Market are 41 in the LaSalle Hotel, 51 in Market House, 44 in the Stewart House and 96 in the Livingston-Baker.
The Pike Market Medical Clinic provides primary care and ancillary services to 3,600 patients.
Most of these are either elderly, HIV-positive, or working poor.
One third homeless, 30% are physically disabled, and 60% have severe mental illness and/or chemical addiction.
The clinic provides basic medical care, subsidized prescriptions, lab work, mental health counseling, drug and alcohol counseling, connections to other community services, and sometimes even assistance in finding housing.
Approximately 900 people use the Market's senior center.
Services include hot lunches for low-income seniors, help in finding housing and jobs, and a variety of classes ranging from physical fitness and health to language, geography, art, and computer training.
The Downtown Food Bank, located in the Public Market Parking Garage on Western Avenue provides groceries to approximately 1,000 people a week.
About 265 bags of groceries are delivered weekly to homebound downtown residents.
About 160 families receive infant milk, baby food and diapers.
The child care and preschool serves 90-100 families with children ages 2–5 each year.
84% of families with children attending are low-income and receive tuition assistance.
Besides its educational aspects, the school provides these children with breakfast, lunch, and afternoon snacks and has a full-time, onsite child and family support professional to identify resources children their families might need and to link them to those resources.