Exploration of collaborative management implementation at two state wildlife agencies (SWAs) found that government fiscal accountability requirements create tensions that negatively impact collaborative plan implementation. Interview-derived insights highlight state policy misalignments between the support of collaborative governance and the application of governmental accountability controls. Tensions from this misalignment can negatively impact implementation and disrupt relationships among the SWA management staff, their partners, and their procurement staff. Rather than working as a part of a unified state interest to implement collaborative governance, procurement processes function as an internal regulatory authority that addresses different state policies. Informant comments identify dissimilar tension levels within the two SWAs, potentially due to the organizational location of procurement staffs. Confirmation of the influence of an SWA procurement staff organizational location on collaborative implementation requires further investigation. Tensions identified here likely exist in other natural resource management agencies and represent an understudied aspect of governmental collaborative management capacity often overlooked in collaborative planning and management scholarship.
Keywords: Accountability; Collaboration; Implementation; State wildlife agencies.