This thesis analyzes the relationship between accountability and effectiveness in shared governance arrangements between the Canadian federal government and voluntary sector. A qualitative case-study approach is used; the cases considered are the Vancouver Agreement , the National Homelessness Initiative, and the Voluntary Sector Initiative. The central findings of the study are that: (1) the quality of centralized, summary reporting is low; (2) governance structures with strong enough centres tend to produce better quality reporting; (3) voluntary sector involvement tends to produce better quality reporting; and (4) partisan politics tends to diminish the performance information available. The principal recommendation is that independent, or partnership-dependent administrative units be established, and responsibilized for the production of appropriate summary reporting.