Scaling out and scaling deep: Using replication as a scaling tool

Scaling conservation impact may be achieved by following three interconnected approaches: scaling out, scaling up and scaling deep.

Scaling out involves expanding a successful conservation solution to different, new locations and adapting it to novel contexts. Scaling up drives systemic change by influencing policies, governance, and institutional frameworks to create the conditions necessary for conservation success. Scaling deep ensures lasting impact by shifting cultural norms, values, and behaviours within communities. 

These three mutually reinforcing approaches work together as a system — while scaling out increases the reach of conservation efforts, scaling up and scaling deep create the enabling conditions that sustain and amplify impact.

Transferring effective solutions involves adopting a conservation approach that has proven successful in one location and applying it to other areas while considering local contexts. Accelerating impact requires that practitioners expand on existing knowledge and tested strategies. This helps reduce the risks of piloting entirely new approaches rather than reinventing solutions. 

This case study is an example of how scaling can be achieved by adapting a conservation solution that works in one location to new sites or regions. This approach focuses on broadening impact, usually geographically, by reproducing successful models.

Strengthening networks and collaboration is essential, as it involves partnerships among organizations, governments, and communities, promoting shared learning and innovation.

Impact achieved: A globally leading tool for conservation management and protection

SMART is enhancing conservation efforts by providing practitioners with effective tools to tackle challenges, and by focusing on scalability. While mainly used by governments, the tool has also been adopted by communities and academic institutions.

Impacts of the SMART initiative thus far include:

• Implementation in over 1,500 sites across more than 80 countries, with direct support from WWF for 260 sites and national adoption in over 20 countries.

• Recognition as the world’s most widely used conservation management tool.

• Improved patrolling by law enforcement for better wildlife protection and habitat conservation.

• Support for biodiversity by reducing illegal activities and enhancing management in protected areas.

• Innovative applications such as the one for tracking polar bear conflicts in the Arctic.

• Training for over 3,290 practitioners worldwide.

The SMART model illustrates how conservation efforts may be scaled through teamwork and the addressing of sector-wide challenges. Its use within the Universal Ranger Support Alliance demonstrates its adaptability.

Moving to scale: Co-ownership and co-creation drive success

The process of scaling the uptake of SMART was underpinned by four key principles, and its ultimate success was determined by a combination of different factors.

The design of the tool was rooted in the following key principles:

1. Community ownership: SMART is collectively owned by its partner organizations. Equal authority, shared decision-making, and formalised roles ensured collaboration and transparency from the start. SMART was developed in response to a global need for effective protected area management, with the conservation community guiding its direction instead of donor or organizational priorities.

2. User-driven development: The tool’s evolution has been guided by the needs of its users in the field. This ensures that SMART is adaptable and practical for real-world conservation challenges.

3. Affordability: SMART is made available free of charge to ensure accessibility, recognising that many partners, especially in resource-limited contexts, can not afford costly tools. The elimination of licensing fees makes this open-source tool affordable for resource-limited organizations. Only an annual partnership fee is levied for maintenance. While implementation requires investment in training and equipment, the absence of licensing fees ensures SMART’s long-term usability.

4. Flexibility and agility: SMART was carefully planned and designed as a flexible tool. This helps ensure it stays relevant and can grow over time. Designed to meet diverse conservation needs, SMART adapts to various geographies and governance models. Ongoing updates and strategic planning keep the toll effective and relevant. In positioning SMART as a shared resource rather than an NGO tool, broader adoption and sustainability among practitioners were fostered. 

The effective scaling of the implementation of SMART in different contexts was driven by several key factors:

• Designed for scale: From its inception, SMART was built to address a global conservation issue, with scalability embedded as a core principle. Its design aligned the roles of the ‘doer’ (implementing authority) and the ‘payer’ (organizations supporting implementation) for greater effectiveness.

• Validation as a critical first step: SMART transitioned from concept to practice during a pilot phase involving 20 sites, which allowed for assessment under different ecological and governance conditions.

• A strong and agile partnership: Partnership was a key factor that contributed to scaling success. SMART’s structured partnership, with defined roles and rotating leadership, ensures both strong oversight and collaboration. The members of this partnership are WWF, the Wildlife Conservation Society, the Zoological Society of London, North Carolina Zoo, Panthera, the Frankfurt Zoological Society, Re:wild and Wildlife Protection Solutions. These networks of partner organizations, some of which are among the world’s largest conservation NGOs, have played a significant role in driving the adoption of the tool.

• Entrepreneurial leadership: Persistent and entrepreneurial individuals played a crucial role in driving SMART forward, overcoming challenges, and sustaining its momentum.

• Impact reporting: Recording SMART’s impacts has reinforced its effectiveness and credibility, easing expansion into new areas.

• Evolving donor expectations: An ongoing shift towards collective, partnership-driven approaches in the funding landscape supports collaboration among conservation organizations.

The principled approach and specific enabling factors set out above have established SMART as a globally scalable, effective and sustainable solution for conservation management in protected areas.

Challenges to scale: Navigating network fragmentation, funding shifts, and collaboration barriers

While SMART has seen successful expansion in many sites across the globe, several challenges have hindered its further growth. These obstacles relate to specific organizational factors, the maintenance of internal support, and the dynamics of external funding.

• Maintaining network buy-in needed: Continuous lobbying within the WWF network is essential to ensure offices commit to paying partnership fees and supporting the tool’s broader implementation.

• Fragmentation and duplication of efforts: The decentralised nature of the network often results in the replication of tools and initiatives. For example, while SMART may already address a particular need, other parts of the network may unknowingly develop similar solutions. This lack of coordination wastes resources and slows the adoption of established tools like SMART.

• Resistance to cross-organizational collaboration:  WWF’s tendency to focus on internal development and implementation can alienate potential partners. When tools are designed within WWF and presented externally for endorsement, other organizations may perceive this as an exclusionary approach. This resistance has made it difficult to secure external buy-in and forced WWF to bankroll projects indefinitely, adding to financial strain.

• Funding constraints: While regular support from offices such as WWF-US, WWF International, WWF-Belgium, WWF-Netherlands and WWF-Germany has allowed SMART to sustain itself, the widespread decline in unrestricted funding across many major WWF donor offices is hindering scaling potential. Historically, these funds supported piloting and development, but their reduction has increased reliance on external donors. This shift limits the ability to pilot tools in multiple regions, slowing scaling efforts. 

• External funding and donor perceptions: Donors are leaning towards partnership-driven funding rather than the funding of WWF-exclusive tools. This, along with growing anti-NGO sentiment, complicates long-term scaling efforts.

Next steps

SMART is evolving to better meet the technology and capacity-building needs of conservation practitioners, thereby ensuring its relevance and effectiveness in a rapidly changing environment.

The SMART partnership is exploring new funding ideas and plans for future sustainability. It aims to upgrade technology and is seeking grants for this purpose.