Higher education institutions worldwide have been working diligently to assure stakeholders that the institutions and their missions and output are of high quality, deserving of the funds allocated to them and the fees paid by their clients. To demonstrate this many if not most are engaging in some form of accreditation process, often centrally organized at the governmental level but sometimes reflecting a more decentralized approach. Many institutions also engage in various forms of internal quality assurance. It is suggested here that in many cases, it is possible that these two efforts are not well coordinated. In this paper both the external accreditation and internal quality assurance measures of the University of California at Los Angeles are examined in the context of new and novel learning outcome measures being adopted. The conclusion is that accreditation is much more effective to the degree that it is well cooridinated and recognizing of the various internal quality assurance mechanisms being practiced.