Skip to main content

OPTN Strategic Plan 2024-2027

eye iconAt a glance

Current policy

The Organ Procurement and Transplantation Network (OPTN) Board of Directors adopts a new strategic plan every three years. The draft 2024-2027 OPTN Strategic Plan was developed with feedback from the OPTN Board and transplant community members. The OPTN Strategic Plan prioritizes and guides high-level decisions and resource allocation for a three-year period. The plan incorporates a comprehensive understanding of the factors that impact the transplant community and a focus on building trust through action on opportunities most impactful to the community and ultimately, the patients served by the OPTN.

Supporting media

View presentation PDF link

Requested feedback

  • Do you agree with the Board’s proposed areas of strategic focus for the 2024-2027 plan?
  • Is a goal or objective missing from this plan that should be considered a strategic priority?
  • Are there goals or objectives that should not be included in this plan? If so, should they be maintained in the OPTN’s future operations or discontinued altogether?
  • Are the stated performance metrics sufficient, measurable, and specific? Are metrics missing from this plan that are needed to provide a holistic view of progress on strategic priorities?
  • What organs are at the greatest risk of non-use?
    • What characteristics or criteria describe those organs?

Anticipated impact

  • What it's expected to do
    • Articulate strategic priorities for the OPTN Board and committees over the next three years for the OPTN
    • Establish performance metrics for prioritized goals and objectives
  • What it won't do
    • Removal of a goal or initiative from the plan in any given year does not automatically indicate that work will discontinue - rather, it may have been incorporated into operations and no longer considered a strategic priority
    • This plan does not define specific initiatives – rather this plan provides a framework to define and prioritize work to achieve defined goals. The board maintains the flexibility to allocate resources as needed in the best interest of the transplant community.
    • Bold aims to increase organ utilization by reducing the non-use of transplantable organs, increase organ placement efficiencies, and improve the allocation of medically complex organs, developed by the OPTN Expeditious Task Force, will complement the OPTN Strategic Plan, and are not designed to compete with or override the plan.

Click here to search the OPTN glossary


Read the full proposal (PDF)

Provide feedback

eye iconComments

OPTN Transplant Coordinators Committee | 02/23/2024

The Transplant Coordinators Committee appreciates the opportunity to hear and respond to the Executive Committee’s proposed 2024-2027 OPTN Strategic Plan. Members expressed appreciation for the clarity and actionability of the written plan, noting the clear direction it provides, especially related to potential projects.

Members voiced support for the focus on successful transplants as an area for improvement, while recognizing that the definition of success can be subjective from patient to patient. Members highlighted an opportunity to modernize the system and ease burden on overtaxed transplant coordinators by streamlining the organ listing process.

In all, the 2024-2027 OPTN Strategic Plan received strong support. Members agreed there is clear alignment around issues like improving processes. Execution will require collaboration between committees, government bodies, OPOs and individual centers - but the will seems strong to drive meaningful progress.

Robert Goodman | 02/22/2024

At the same time that I completely agree with the goals of the plan, I can see why some say it is not specific enough. I happen to disagree with that statement in that the transplant community can weigh in on those metrics to help make them more meaningful. If the OPTN spoon feeds the metrics to the transplant community, that will generate a different set of disagreements. I think the approach being suggested is more collaborative, but more specificity as to how that feedback and input will come about needs to be addressed.

Anonymous | 02/08/2024

There is not enough granularity to know what this means or how they plan to enact. We cannot increase transplants in isolation. Restrictive post transplant survival expectations, insurance plan COE, public reporting - have all pushed programs to attempt to mitigate risk by cherry picking donors. Only with relief of these measures can programs increase risk taking on donor side.

John Sperzel | 02/05/2024

I support the OPTN Strategic Plan 2024-2027, including the three goals (1. Improve offer acceptance rate, 2. Optimize organ use, and 3. Enhance OPTN efficiency).

I believe the Strategic Plan could be improved by including more specific metrics (e.g., instead of stating "increased offer acceptance rates," I would suggest "to increase the offer acceptance rate by __%")

Neeraj Sinha | 01/29/2024

I support the proposed strategic plan, but I would make a pitch for adding 'incorporation of big data and artificial intelligence (AI) to advance OPTN goals' as a strategic priority.

Data pipeline needs to be substantially updated and broadened. We tend to over-emphasize the member burden and often consider member burden as a prohibitive factor rather than as a manageable factor. We tend to be rather slow in incorporating new and relevant data elements, indeed often we never get around to incorporate them. To give just a few examples in lung transplant: Aspects of coronary artery disease, esophageal dysmotility, and frailty have been known to increase post-transplant risk for last many decades, but we still have to rely on single- or small multi-center data for our clinical decision making, whether selection or post-transplant management. A larger OPTN-wide database with relevant data elements would more accurately uncover trends and associations and better guide clinical decision-making. The impact in terms of saving lives and improving allocation could be rather large with this approach.

With regard to managing data burden, considerations would be developing efficient data collection processes like having ability to perform automated data extraction from EMRs into TEIDI forms, use of secure portals for patient self-reporting (for patient reported outcomes), and a cost-benefit analysis of adding personnel for increased data reporting burden with added cost shared by payers.

Carle Porter | 01/29/2024

Full transparency is needed significantly more than it is now. From my experience there isn't any. The last thing a patient should be told is 'well we have no answers for you' that is unacceptable! All this talking and things still move at this glacial pace. More awareness should be raised by your organization publicly not just on your websites. Commercials, billboards, etc. None of this should be a secret to the world. Stop talking about things that 'might' happen and just implement things. We live in the most advanced age in human history and for transplant to not be better than 'well we don't know'!? Is unfair to us as human beings. You 'plan' and we suffer, we die waiting. My suggestion, stop quietly promoting your 'strategy' just in a community that already knows all this. I have very little faith in any of this because your organization has not put faith in me that anything will ever happen that will make a difference TODAY, not 2027, not 2030, NOW. The people have no trust in you. There's needs to be better utilization of donor kidneys for those who don't have living donor. I would suggest actual patient testimonials and not just talking heads that will agree with the program of what you want them to say. Something else that would compliment this would be better trained staff Transplant Coordinators and representatives of this field. Not just those emotionless machines that treat us like cattle. If you have 'big plans' then do what you say you're going to do if not than this is just a waste of everyone's time. Make things better for EVERYONE no more excuses. CHANGE THE CULTURE. But do I know? You aren't even going to read this anyway.

Anonymous | 01/24/2024

These are all lofty goals, with associated metrics, that I assume will receive strong support. What I don't see in the plan are the actual strategies for implementing these goals, which makes it difficult to evaluate the plan. I would also find it important to include information from the preceding 3-year plan: what were those goals? how successful (or not) were they achieved? and what was learned from that plan to inform this plan?