At the same time, CME professionals need to talk about their own needs to address the goals for an effective healthcare system. CME needs fall into the following four broad categories: CME as a value center, resources in support of CME, research to advance the field, and leadership to guide the profession. CME should be viewed as a value center for an organization, not a cost center. The value of CME needs to be embraced as an adjunct to quality and safety through its ability to help physicians learn and change. As a value center, CME would receive credit for the indirect benefits it brings to organizations and individuals. These indirect benefits may include financial and nonfinancial gains. In other words, CME should be seen as a strategic asset that helps to accomplish several strategic goals of an organization. These goals might include meeting requirements from regulatory bodies like the Joint Commission on Accreditation of Healthcare Organizations and payers that demand physicians to engage in ongoing education. CME programs not only can facilitate the development of activities that include topics like practice management, quality of care, error reduction, diversity training, communication, and personal and faculty development, but also can help to document compliance with these programs, a required goal of many organizations.