Evidence-based decision-making in Canada’s protected areas organizations: Implications for management effectiveness

Abstract

Aichi Biodiversity Target 19 calls on Parties to the United Nations Convention on Biological Diversity (CBD) to improve, share, transfer, and apply knowledge. In this study, we provide an initial assessment of the state of evidence-based decision-making in Canada’s protected areas organizations by examining (1) the value and use of various forms of evidence by managers and (2) the extent to which institutional conditions enable or inhibit the use of evidence in decision-making. Results revealed that although managers value and use many forms of evidence in their decision-making, information produced by staff and their organizations are given priority. Other forms of evidence, such as Indigenous knowledge and peer-reviewed information, are valued and used less. The most significant barriers to evidence-based decision-making were limited financial resources, lack of staff, inadequate timeframes for decision-making, a lack of monitoring programs, and a disconnect between researchers and decision-makers. Overall, our results suggest that the potential benefits of evidence-based approaches are not being maximized in Canada’s protected areas organizations. We propose several recommendations to introduce or improve the use of diverse forms of evidence to enhance management effectiveness of Canada’s protected areas and by extension conservation outcomes.