The ranger profession is rallying behind the need for change, driven by external and internal pressures to strengthen the occupation and its profile. We undertook a review of ranger capacity aimed at improving the capacity, performance, and alignment of the ranger occupation globally. With an international working group, we undertook an objective and structured problem-solving process to examine current issues and links between key variables. We identified several preferred outcomes for rangers and priority targets for change and proposed a simple model for building capacity and improving performance. The model highlights three key elements of capacity: competency (skills, knowledge, and practice), critical mass (right numbers in the right places) and strong supporting systems (organizational structure, systems, policies, resources, and management). Recommendations emerging from this study include a three-stage action plan with short-, medium- and long-term measures and suggest a collective leadership approach across the entire profession. Short-term actions include harmonizing the names, ranks, and roles of rangers, developing a global code of conduct and ethics, and systematic alignment of available training and support with demand. Medium-term actions emphasize regional knowledge hubs and communities of practice while enhancing exchange of knowledge and skills. They also encourage more recruitment of locals (especially women) to improve connections with communities and engage tacit knowledge of the area, cultural knowledge, and skills for managing natural resources. Longer-term actions focus on developing a centralized ranger support body to facilitate change, advocate for the profession, and promote the essential contributions of rangers to conservation of natural and cultural heritage.

Positive ranger–community relationships are vitally important to effective conservation in and around protected areas. In this paper we take a practical approach to identifying and examining the key issues and practices that affect the relationship, both where it is strained and where it is working well, and provide recommendations for action. The issues and the solutions are multi-layered, with embedded complexity based on history, cultural identity, and rights to access natural resources. Solutions require a deep understanding of and respect for the needs and aspirations of the community and its capacity to partner in conservation efforts. Similarly, rangers require effective support and training that enables alternative interactions with communities and greater professionalism. In general, the improvements will require building trustworthy relationships grounded in understanding and supported by strong collaborative management systems and governance. Essentially this means strengthening the social capital of conservation. Our problem analysis revealed that the internal and external factors affecting relationships can usefully be divided into six themes: law, policy, and safeguarding human rights; organizational systems and strategies; options for ranger–community interactions on-site; model systems and the role of communities in conservation and stewardship; and the role of both external supporters and disruptors. Our recommendations for action target conservation bodies at four levels—international, regional, national, and local. They are further clustered around four types of action grouped into: critical responses and crisis planning; establishing general guiding principles, systems, and management and governance; promoting the best models and practices; and strengthening of professional knowledge networks and support.