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1 Local Infrastructure Decision Making
Pages 7-10

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From page 7...
... He explained that although a mathematical optimization includes a detailed analysis and offers a "perfect" technical solution, it is not useful for decision makers if the analysis is conducted without context. For instance, decision makers evaluate several competing factors such as program timelines and requirements, delivery concerns and related design considerations, material and labor availability, political constraints, community engagement, and reporting requirements.
From page 8...
... Steudle replied that any projects with environmental issues that could not be resolved in time to begin work within 6 months had to be delayed, owing to the time constraints of the program. 1.2 MANAGING UNCERTAINTY IN LOCAL DECISION MAKING Fischbach underscored that local decision makers face an increasingly complex and uncertain planning landscape, especially as it relates to resilient infrastructure.
From page 9...
... This iterative process considers trade-offs across multiple objectives, proposes a strategy, identifies vulnerabilities of the strategy, and develops strategy adaptations to reduce these vulnerabilities. He pointed out that applying DMDU methods for local planning demands significant engagement -- by convening several decision makers; building capacity for technical analysis; and developing a range of narratives for planners, stakeholders, and residents.
From page 10...
... Fischbach emphasized that research to inform stormwater planning under uncertainty is ongoing, with new methods for spatial allocation of urban green infrastructure under uncertainty, "dual-drainage" flood modeling, and urban flood analysis under uncertainty at scale.

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