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"Change is in the wind,"

"All we have is this campus," says Raven Curling, a biology and pre-dental student who is also president of the student government. "It feels like we're a university without university standards." Policy wonks and education reformers talk often about the importance of accountability and about the responsibilities of trustees to set and enforce standards. All that jargon moves from abstraction to reality when you see the price students pay for inattention.

Institutions that choose to seek program accreditation must, in the finite world of budgets, shift funds away from many struggling departments and toward the chosen few to ensure that all criteria, from faculty credentials and salaries to high-tech classrooms and generous support staff, are not only met but exceeded.

Last year's economic crisis, fueled largely by the graduates of elite, accredited M.B.A. programs who flocked into banking and Wall Street, suggests a startling ethical blindness, social irresponsibility, and historical ignorance.

What good are accrediting agencies that take no responsibility for the behavior of those they accredit?

I have consulted with deans who say they really want to improve their career-services programs—but no, they can't offer career courses for credit, their professors aren't interested in supervising internships, and they must tread lightly around anything that might be seen by the faculty as encroaching vocationalism.

I've also heard from numerous professors, "Our good students go to graduate school. We don't need to focus on those who are looking for jobs."

I have also been told, "The professors are too busy teaching to worry about how the students will use their knowledge. It's not their job." And I've had more than one faculty member confess to me that they really aren't sure how what they teach applies in the nonacademic world.

The third rule of Faculty Club: You must be a teacher to enter the club. Your adviser will not tell you that; your fellow graduate students won't understand that. So enjoy the research nirvana that is graduate school but know that you will be descending back into the cave if and when you are hired by a university. You may have difficulty accepting this rule. If you can't, stop reading this immediately and go back to work on your dissertation. Cease and desist. Only precede to Rule No. 4 once you have fully accepted and understood Rule No. 3. Once you do, then you must not expect to be given any actual guidance from your department on how to be a teacher. You will only be able to obtain those skills through your own efforts.

The fourth rule of Faculty Club: Your students will only know you as their teacher and do not care about your research unless you require them to know about your research. If you require them to know about your research, they will figure out your argument without understanding the complex road that you took to get there. That leads students to believe that the point of education is to tell a professor what he or she wants to hear rather than to think through the material for themselves.

You must be able to convey on a syllabus the course objective and the road map that you will be employing to get students there

Joe D. May: Community Colleges Create a Measuring Stick

"There are … disturbing signs that many students who do earn degrees have not actually mastered the reading, writing, and thinking skills we expect of college graduates. Over the past decade, literacy among college graduates has actually declined."

But a major contributing factor is that the customers of higher education—students, parents, and employers—have few true measures of quality on which to rely. Is a Harvard education really better than that from a typical flagship state university, or does Harvard just benefit from being able to enroll better students? Without measures of value added in higher education, that's difficult, if not impossible, to determine.

Yet what is remarkable about the survey is that participating institutions generally do not release the results so that parents and students can compare their performance with those of other colleges.

Some of that is due to the influence of the traditional academic freedom that faculty members have enjoyed. Some of it is ego. And some of it is lack of understanding of how it can work. There is also a huge disconnect between satisfying outside parties, like accreditors and the government, and using assessment as a quality-improvement system.

We are driven by regional accreditation and program-level accreditation, not by quality improvement. At our institution, we talk about assessment a lot, and do just enough to satisfy the requirements of our outside reviewers.

Standardized direct measures, like the Major Field Test for M.B.A. graduates?

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Of the various ways to assess student learning outcomes, many faculty members prefer what are called “authentic” approaches that document student performance during or at the end of a course or program of study. In this paper, assessment experts Trudy Banta, Merilee Griffin, Teresa Flateby, and Susan Kahn describe the development of several promising authentic assessment approaches.