PCDMBPost Conflict and Disaster Management Branch (UNEP)
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(59) Although not their central focus, several of the PCDMB cases identify opportunities to link environmental management and economic development.
The PCDMB cases also flag many unsustainable practices developed under periods of weak governance, often tied to the pull of export revenues.
Another complication seen clearly in some PCDMB cases is that conflict is not bad for all forms of business.
A common pattern in the PCDMB cases is the weakness of administrative systems, regulatory control, and the rule of law for environmental protection and natural resource management.
PCDMB staff point to strengthening capacity of environmental ministries as an important effect of their work.
Liberia and Afghanistan provide two test cases in which PCDMB assessments led to more sustained engagement in environmental institution building.
Also, PCDMB staff acknowledge that social science expertise, which is central of effective support of community-based natural resource management, has been the least developed link in their work.
But PCDMB's decade of experience underscores several points in the emerging literature on environment and peacebuilding.
However, the PCDMB cases also suggest caveats and refinements to how we conceive of the environmental dimensions of peacebuilding.
PCDMB's experience also suggests the need for a strategic, adaptive approach.
Disasters and conflicts are now one of LINEP's six strategic priorities, which will strengthen PCDMB's capabilities.
(53.) PCDMB staff, interviewed by the authors, Geneva, September 19, 2007.