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.

In this paper we focus on the pressing need to effectively engage with Indigenous Peoples and Local Communities (IPLCs) and the need to strengthen the capacity of rangers originating from these communities. Opportunities for full participation and leadership by IPLCs are improved by enhancing the role of Indigenous and local rangers in fostering relationships while integrating cultural knowledge into the work on the ground. This also strengthens local benefits. We emphasize the invaluable contribution of IPLCs to conservation, often honed over generations, and explore current models of partnership and engagement. Particularly, we spotlight the vital role of IPLC rangers, who leverage unique skills, local knowledge, and cultural practices in their conservation work. The roles of both IPLCs and local Indigenous rangers are essential if we are to meet our goals for conserving 30% of the earth’s lands and waters by 2030 as promoted at the COP15 meeting of the Convention on Biological Diversity (CBD), achieve the objectives for development of IPLC rangers as stated of Chitwan Declaration of 2019 (CD), or meet the related targets set by the Universal Ranger Support Alliance (URSA). We advocate for a partnership model with IPLCs that applies the principles of Collective Impact to improve outcomes and secure enduring benefits at all levels. To aid stakeholders in conservation projects involving IPLCs (including governments, businesses, and non-governmental organizations), we propose a straightforward summary framework that outlines stages for the development of relationships and projects. It integrates the work of others, including foundation principles, management systems for partnerships, and good practices, and stresses the need for pre-project training, learning and other forms of preparation. Altogether, these principles and accompanying recommendations help lay the groundwork for effective intergenerational projects involving IPLCs with long-term benefits.