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Invasive alien species such as Spathodea campanulata (African tulip tree) threaten biodiversity in the Pacific islands as well as the economic, social, and cultural wellbeing of Pacific peoples. Despite the potential magnitude of these threats, our scientific understanding of the ecology and management of the African tulip tree is nascent. In this paper, we use data from novel surveys of households and communities to document the direct and direct impacts of African tulip tree in Fiji, focusing on those impacts which may be monetised. We use the same data to describe current management approaches and then describe a state-of-the-science, ‘‘integrated’’ management approach that employs different strategies for trees of different ages and sizes. These two approaches are then compared in a comprehensive cost–benefit analysis. We find strong arguments for pursuing the integrated management approach, which derives monetised benefits of $3.7 for each $1 spent. However, the less costly current approach is also strictly preferred to the baseline, ‘‘do nothing’’ approach, with monetised benefits of $2.7 for each $1 spent. Results of this analysis clearly show that managing African tulip tree is cost effective, even without explicitly considering biodiversity, culture, and other non-monetised benefits of control.

Taro (Colocasia esculenta (L.) Schott) plays a prominent role in the economies and cultures of Pacific Island countries such as Fiji. Unfortunately, taro is highly susceptible to invasion from taro beetles, which burrow into the corms and weaken the plants, rendering them unmarkable and prone to rot. Papuana uninodis Prell, an invasive alien species that is native to the Solomon Islands and Vanuatu, was first reported on Viti Levu (Fiji's largest island) in 1984. Since that time, taro production on Viti Levu has fallen substantially. In this paper, we employ data from surveys of households and communities to document the impacts of P. uninodis on Viti Levu. We then identify three management approaches-chemical controls, cultural controls, and switching from taro to another staple crop-and conduct a cost-benefit analysis of each. We find strong arguments for pursuing chemical control, which derives a net present value of monetised benefits of about FJ$139,500 per hectare over 50 yr, or >FJ$21 for each FJ$1 spent. Still, any of the three management options is more efficient than no management, even without any attempt to quantify the benefits to biodiversity or forest protection, underscoring the value of actively managing this invasive alien species.

Invasive species pose an enormous threat in the Pacific: not only do they strongly affect biodiversity, but they also potentially affect the economic, social and cultural wellbeing of Pacific peoples. Invasive species can potentially be managed and their impacts can potentially be avoided, eliminated, or reduced. However, neither the costs nor the numerous benefits of management are well understood in the Pacific. Thus, we undertook cost-benefit analyses (CBAs) of managing five species that are well established on Viti Levu, Fiji: spathodea campanulata (African tulip tree), herpestus javanicus (small Asian mongoose), papuana uninodis (taro beetle), pycnonotus cafer (red-vented bulbul), and merremia peltata (merremia vine). These CBAs are informed by extensive survey data that record the incidence, management, and impacts of five species in Fiji. Wed find that the most cost-effective management option varies by species, precluding a universal solution. Nevertheless, the benefits of management often exceed the costs of management by a wide margin, arguing for a more concerted effort to control the spread of invasive species in the Pacific.

The earth works like a greenhouse. Carbon dioxide (CO2), methane, and other naturally occurring greenhouse gases (GHGs), as well as human-made industrial gases trap heat from escaping into space. This keeps the earth’s temperature within a life-sustaining range. Without the greenhouse effect, Earth would be much colder—an average temperature of –19° Celsius (C). Human reliance on fossil fuels for energy has increased the amount of CO2 in the atmosphere. Biogenic emissions of GHG from land use have magnified the greenhouse effect. Deforestation and poor land use, which have reduced the absorptive capacity of plants, forests, and soils for CO2, have made things worse.

Farmers cultivate steep hillside plantations of taro and bananas. Fishing communities pull tuna and marlin from the blue depths of the Pacific Ocean. Households tend mile after mile of neatly trimmed roadside gardens. Samoa’s beautiful natural environment also offers a striking setting for a rich and complex culture. Communities headed by traditional leaders, the matai, meet regularly in fale, the open-sided houses, to reach communal decisions. And on Sundays the roads are flooded with families dressed in dazzling white clothes flocking to hundreds of churches.

On the 14-15 October 2010, 14 Pacific Island countries met to discuss the Pilot Program for Climate Resilience. This meeting was attended by representatives from Australia, Cook Islands, Fiji Islands, Kiribati, Federated States of Micronesia, Nauru, Palau, Papua New Guinea, Republic of the Marshall Islands, Samoa, Solomon Islands, Timor-Leste, Tonga, Tuvalu, and Vanuatu. At the meeting there were also representatives from international, regional and national organizations, development partners and non-government organisations. The meeting was jointly hosted by the Asian Development Bank and the World Bank.

Th e Vanuatu Economic Report 2009 outlines the state of economy and social development in the country and presents a road map for addressing key development challenges. It identifies the principal binding development constraints and opportunities in public sector performance, private sector and social development, and governance.

This Climate Change Implementation Plan (CCIP) for the Pacific Regional Department (PARD) of the Asian Development Bank (ADB) describes the areas of focus for PARD's operations and identifies key gaps between country and ADB actions, as well as opportunities for scaling up ADB's assistance related to mitigation, adaptation and associated cross-cutting needs. This gap analysis points to recommended interventions in regional and country programs for additional technical assistance (TA) and financial assistance, including access to new climate funds and adoption of new financing mechanisms. These include multi-donor Climate Investment Funds (Clean Technology Fund and Strategic Climate Fund), ADB's Future Carbon Fund, and possibly a new Sustainable Fuel Credits mechanism to promote reduced petroleum consumption. The CCIP will evolve through periodic updates in order to effectively guide ongoing and future programs and TA and project design. Going forward, specific climate change interventions will continue to be incorporated into the Country Partnership Strategy (CPS) and Country Operations Business Plan (COBP) for each Pacific Developing Member Country (PDMC) and into the Regional Operations Business Plan (ROBP) for the Pacific region as a whole. TA and investment projects will be designed, taking into consideration regional and country variations in governance, institutional capacity, and geographic and local environmental conditions.

The Pacific Strategy for the New Millennium1 of the Asian Development Bank (ADB) focuses on the core objectives of (i) continuing support for economic growth, good governance, and public sector reform; (ii) promoting private sector development as the engine for growth; and (iii) supporting sustainable environmental management and equitable social development. A new regional strategy is being prepared for ADB operations in the Pacific, which will focus on the priority needs of the poor, as defined by an extensive program of qualitative and quantitative poverty assessment, based on listening to the voices of those in hardship or poverty. The new strategy will focus on improving access to basic services and creating employment opportunities. As the Government is beginning preparation of its Strategic Development Plan 8 (SDP8) for 2005-2007, it is timely to review ADB’s strategy and program for Tonga.