As the Alliance marks its 50-year anniversary, CME stands at an inflection point. The field is growing, $3.7B in U.S. accredited CME in 2024 and over $10B globally, while expectations shift toward measurable impact. Today, most activities assess competence, and an increasing track performance and patient outcomes, signaling a move from activity-based education to outcomes-driven learning.
Despite this progress, a critical risk remains not what CME fails to start, but what it continues as its value declines. As healthcare evolves, toward team-based care, AI-enabled environments, and outcomes accountability, many CME portfolios remain anchored in legacy structures.
The challenge is not a lack of innovation, but accumulation. New expectations AI, analytics, personalization, are layered onto existing programs without retiring older ones. Over time, this dilutes focus, fragments capacity and limits meaningful transformation.
Structural realities reinforce this inertia. Established programs continue to generate most of the revenue, making it difficult to sunset even as their strategic relevance fades. The result: organizations face a persistent tension between sustaining current income and investing in future models that take time to mature.
The paradox is clear; CME has never been more valuable. Evidence shows it improves clinician performance, collaboration, and patient outcomes. But impact is driven by focus, not volume.
To move forward, CME must elevate stopping as a strategic discipline. This means evaluating programs against outcomes and future relevance, aligning portfolios with evolving care models, and creating space for innovation through intentional subtraction.
The future of CME will not be limited by ideas, but by the willingness to let go of what no longer serves. Every program continued is a choice, and every choice carries opportunity cost.
The next 50 years will depend not only on what we build, but what we are willing to leave behind.
Accreditation and Governance: A Subtle but Significant Shift (May 2026)
May did not deliver sweeping new accreditation policies for continuing medical education (CME). Instead, it revealed something more important: a continued shift in how accreditation is defined away from compliance and toward accountability, data, and demonstrable impact.
One of the clearest signals came with ACCME’s release of its Strategic Goals for 2026–2029, which reinforce the role of accredited education in improving healthcare delivery and outcomes. This represents a reframing of purpose. CME is no longer positioned primarily as educational activity delivery, but as a contributor to the performance of healthcare systems. For accredited providers, this elevates the expectation that education should not only be well designed, but also clearly connected to changes in clinician behavior and patient care.
At the same time, ACCME communications in May highlighted the growing importance of artificial intelligence (AI) in physician learning. What has shifted is not simply interest in AI, but its status. AI is now a governance issue. Questions of content integrity, bias, transparency, and independence from commercial influence are increasingly relevant to accreditation expectations. Providers are not just being asked to adopt new technologies, they are being asked to understand how those technologies affect the quality and credibility of accredited education.
Another important development is the continued evolution of PARS (Program and Activity Reporting System). While largely technical, this modernization signals a deeper transformation. Updated integrations and expanded functionality point toward a more connected data ecosystem, with greater emphasis on learner-level reporting and interoperability with licensing and certification bodies. The implication is clear: data is becoming central to accreditation. What was once periodic reporting, is shifting toward continuous, system-level visibility into educational activity and outcomes.
This emphasis on data aligns with the ongoing focus on outcomes and commendation criteria. While no new criteria were introduced in May, existing expectations remain anchored in demonstrating improvements in competence, performance, and patient care. Increasingly, organizations pursuing commendation, or simply seeking to demonstrate program quality, must link education to measurable change, often using clinical data or performance metrics.
In parallel, the sustained emphasis on interprofessional continuing education (IPCE) reflects a broader shift in expectations about how education is designed. Joint Accreditation frameworks continue to underscore the importance of education “by and for the healthcare team,” reinforcing the need for learning that reflects real-world care delivery. This is not just a design preference; it is increasingly a signal of alignment with modern healthcare practice.
The Almanac’s latest piece for its 50-year anniversary series highlights the evolution of interprofessional medical education, which has roots dating back to the 1940s. Read more to learn how IPCE has evolved into the cornerstone in medical education that we recognize it as today: https://almanac.acehp.org/Leadership/Leadership-Article/interprofessional-education-over-the-years-what-healthcare-cpd-professionals-can-learn-from-the-past-and-apply-to-the-future
Finally, developments beyond CME reinforce this trajectory. In late May, the U.S. Department of Education proposed significant changes to accreditation regulations, emphasizing outcomes, governance, and institutional accountability. While not directly applicable to CME, these changes reflect a broader shift across accreditation systems toward measurable value and transparency.
Taken together, the signals from May point to a clear conclusion: accreditation is evolving. The focus is moving away from activity and compliance, and toward outcomes, accountability and system-level impact.
For CME leaders, this shift carries practical implications. Governance structures must prioritize impact, not just oversight. Data capabilities must support continuous tracking and reporting. Emerging technologies like AI require thoughtful integration and oversight. And critically, organizations must evaluate their portfolios based not only on what they deliver, but on what they achieve.
The changes may appear incremental. But collectively, they signal a meaningful transformation in how quality and value are defined in accredited education, one that will shape the field well beyond this moment.
Alliance Community and Scholarship
As the Alliance moves through its 50-year anniversary, recent board-level updates reflect an organization actively balancing near-term execution with longer-term strategic positioning. The work underway signals both operational discipline and a deliberate effort to align future direction with the evolving needs of the healthcare CPD community.
At the center of this effort is the strategic planning process for the next three years 2027-30. Data from the recent needs assessment survey is currently being analyzed, with additional insights being gathered through focus groups to deepen understanding of member priorities. Board members have been asked to coordinate and collaborate with their respective committees for the upcoming July retreat, where these inputs will inform discussion and decision-making. This level of preparation reflects a commitment to grounding strategy in both evidence and member voice, consistent with the Alliance’s broader mission to advance education designed for impact.
Across the events portfolio, momentum remains strong. Registration for the Alliance Industry Summit (AIS) is open, with early results tracking slightly ahead of recent years. The 2027 Annual Conference is also progressing well, with steady abstract submissions and keynote speakers confirmed. Planning is advancing not only for upcoming meetings, but also for future years, including site visits, contract adjustments and venue sourcing through 2029.
Within membership and operations, overall stability continues, with membership levels remaining close to prior-year benchmarks. At the governance level, board nominations are now open, supporting leadership continuity and renewal. At the same time, recent changes within the DEI committee have prompted a listening process to better understand member perspectives and determine next steps. This reflects an essential aspect of governance: balancing strategic direction with responsiveness to the community.
The Alliance also continues to invest in professional development and capability-building, particularly in areas of emerging importance. New initiatives such as AI-focused office hours and upcoming webinars on the responsible use of AI in CPD highlight the organization’s commitment to helping members navigate rapid change with confidence. These offerings complement ongoing programs like the Alliance Leadership Institute and “Miller Minutes,” reinforcing the Alliance’s role as both a professional home and a source of continuous learning.
Across the Alliance, efforts are aligned to support these priorities, including promoting abstract submissions, new programming and opportunities for engagement.
Taken together, these updates reflect the work the board, staff and volunteer committees across organization that is both operationally active and strategically intentional. The combination of strong program execution, thoughtful governance and forward-looking investment in member capability positions the Alliance to not only sustain its impact, but to define what comes next for healthcare continuing professional development.
Policy, Regulation and External Environment: Convergence Around AI, Data and Accountability
May policy developments reinforce a clear trend: healthcare regulation is converging around AI governance, data accountability and outcomes-based oversight, all of which have direct implications for CME/CPD.
At the federal level, AI policy remains fluid but increasingly active, with ongoing debate about oversight, transparency and cybersecurity expectations for advanced systems. At the same time, HHS is expanding the use of AI in program integrity and oversight, signaling that AI will shape not only care delivery, but how performance is evaluated.
In parallel, data privacy expectations are tightening. Proposed updates to HIPAA are expected to explicitly incorporate AI into risk management and require more rigorous documentation of workforce training and compliance. Regulators are also placing greater emphasis on demonstrating, not just delivering training outcomes.
CMS policy continues to reinforce this environment, with expanded telehealth services and ongoing evolution of quality programs shaping new expectations for clinician performance.
Implication: Policy is increasingly shaping not just what clinicians must know, but how education must be designed, with greater emphasis on measurable competence, data literacy and responsible use of emerging technologies.
Compliance, Transparency and Trust
May did not introduce new CME-specific disclosure rules, but it did highlight the annual transparency cycle and growing expectations for accuracy and accountability, particularly through the CMS Open Payments program.
The most relevant milestone was the Open Payments pre-publication review and dispute period (April 1–May 15), during which physicians and other covered recipients had their primary opportunity to review and correct reported financial relationships before public release. A short additional correction window extended through May 30, after which data moves toward public posting at the end of June. Review and Dispute for Open Payments Covered Recipients | CMS
May guidance and commentary emphasized that this window is not merely administrative. Once data is published, it becomes publicly searchable and persists over time, shaping perceptions among patients, employers and the media. The implication is clear: accuracy in disclosure is directly tied to professional reputation and public trust, not just regulatory compliance. Key Steps for Providers in the Open Payments Review Window
More broadly, Transparency Act requirements continue to reinforce that nearly all transfers of value consulting fees, honoraria, travel, meals, research funding, must be disclosed annually. While this is not new in May, the visibility of the review period underscores the ongoing normalization of transparency as a core expectation across healthcare.
In parallel, a May 28 HHS final rule related to the No Surprises Act further emphasized transparency at the system level, improving visibility into payer-provider financial interactions and strengthening accountability in dispute resolution processes. While not specific to CME, it reflects a broader regulatory direction: greater clarity and increased scrutiny of financial relationships across healthcare delivery. Federal Rule Takes Aim at Health Care Bureaucracy, Reducing Dispute Fees, and Boosting Transparency | HHS.gov
For CME/CPD, these signals reinforce a consistent message. Compliance is not limited to meeting disclosure requirements; it is central to maintaining trust in accredited education. The ACCME Standards for Integrity and Independence already require full disclosure and mitigation of relevant financial relationships, ensuring that education remains free from commercial bias and grounded in patient interest. Standards - ACCME
Implication: As transparency expectations continue to expand, CME professionals play a critical role as stewards of independence. The rigor of disclosure processes, the integrity of grant management, and the visibility of financial relationships are increasingly intertwined with public confidence in the credibility of continuing education.
Innovation, Technology and the Future of CPD
May 2026 developments confirm that innovation in CPD is moving beyond experimentation toward measured, workflow-integrated use of AI and digital learning systems, with a clear emphasis on responsible implementation.
A central theme is the emergence of AI as an embedded learning tool within clinical practice. A May 21 JAMA viewpoint highlights how AI systems are increasingly functioning as both decision-support and “just-in-time” educational resources, delivering structured clinical guidance during care. While these tools can reinforce consistency and reduce variation, the article cautions that they may also shift clinicians from active reasoning to passive acceptance if not thoughtfully designed. For CPD, this reinforces the need to use AI not simply to deliver answers, but to stimulate reflection, critical thinking and clinical judgment. When the Algorithm Teaches — Promise and Peril of AI in Physician Learning | Artificial Intelligence | JAMA | JAMA Network
Research published in May similarly raises concerns about “AI-induced deskilling” in medical education, calling for safeguards that preserve foundational competence alongside technology adoption. This aligns with a broader expectation that accredited education incorporate AI literacy, bias awareness and ethical use principles as core competencies. AI-induced never-skilling in medical education | Nature Medicine
At the same time, real-world adoption data shows AI is increasingly operationalized across healthcare systems. A May 26 industry analysis notes that organizations are moving from pilots to scaled deployment, with AI now used in areas such as documentation, predictive analytics, and clinical decision support, often delivering measurable efficiency and performance gains. However, barriers, particularly integration with existing systems and workforce readiness, remain significant, highlighting the need for education that supports implementation, not just awareness. The Future of AI in Healthcare: 2026 Analysis | GlobalMed
Digital learning infrastructure is evolving in parallel. May updates on healthcare learning platforms emphasize the growing role of AI-enabled learning management systems (LMS) that combine course delivery with analytics, compliance tracking, and role-based learning pathways. More advanced platforms now integrate with clinical and HR systems, enabling real-time tracking of competency, certification and performance data. This represents a shift from episodic education to continuous, data-informed professional development. 10 Top-Ranking Healthcare LMS Solutions [2026]
Importantly, these technologies are being used to address practical constraints in healthcare education. Digital and microlearning formats are expanding access by allowing clinicians to engage with content on demand and within workflow, while simulation-based and scenario-driven tools aim to improve relevance and retention. The emphasis is increasingly on applicability, whether learning translates into improved decision-making and patient care. eLearning in Healthcare: What to Expect in 2026
Across May signals, one point is consistent: innovation is not defined by new tools alone, but by how those tools are governed, integrated, and measured. The gap between technical capability and real-world impact remains a central concern, particularly given ongoing questions about validation, bias and reliability.
Implication: For CPD leaders, the priority is not adopting technology for its own sake, but ensuring that innovation enhances clinical reasoning, learner engagement and measurable outcomes. This requires aligning AI and digital tools with evidence-based design, embedding safeguards for independence and accuracy, and maintaining a clear focus on improving practice and patient care.
Looking Ahead
May has reinforced just how quickly our environment continues to evolve, and how much complexity our community is navigating every day. From shifting expectations around outcomes to the growing role of data and technology, the pace of change is real.
And yet, what stands out most is not the volume of change, but the strength of this community in meeting it. Across the Alliance, there is a shared commitment to advancing education that truly improves care, grounded in collaboration, professionalism and purpose.
In moments like this, the value of community becomes even more important. The ability to learn from one another, to exchange ideas, and to move forward together is what will continue to define us.
Finally, I want to thank all the volunteers who give what little extra time they have to contribute to the greater good of our Alliance community. Also, thank you for the work you do and for the role you play in shaping the future of our field. The path ahead will require continued focus, but we are well positioned to move forward, together.
Warm regards,
Vince Loffredo
President, Alliance for Continuing Education in the Health Professions