United Network for Organ Sharing (UNOS)

Saving lives together

aka UNOS   |   Richmond, VA   |
GuideStar Charity Check

United Network for Organ Sharing (UNOS)

EIN: 54-1327878


UNOS' mission is to unite and strengthen the donation and transplant community to save more lives.

Ruling year info


Interim CEO

Dr. Maureen McBride

Main address

700 N 4th Street

Richmond, VA 23219 USA

Show more contact info



Subject area info

Medical support services

Population served info

Children and youth


NTEE code info

Health Support Services (E60)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The organ donation and transplant system in the U.S. is the best in the world and continues to improve. In 2021, over 41,000 organ transplants were performed in the U.S., an increase of nearly six percent over 2020 and the first time the annual total exceeded 40,000. While the number of lifesaving transplants performed in the U.S. since UNOS' inception is nearing one million, 20 people still die every day waiting for a second chance at life. Despite the miraculous success of transplantation, and the remarkable results, there are still more lives at stake and more ways to continuously improve the system. Today more than 100,000 children, women and men are waiting for a lifesaving organ. Their very lives depend upon an innovative, strong and efficient transplant system to find and match them to a donated organ.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?


UNOS is involved in many aspects of the organ transplant and donation process:

Managing the national transplant waiting list, matching donors to recipients 24 hours a day, 365 days a year. Maintaining the database that contains all organ transplant data for every transplant event that occurs in the U.S. Bringing together the transplant community to develop policies that make the best use of the limited supply of organs and give all patients a fair chance at receiving the organ they need, regardless of age, sex, ethnicity, religion, lifestyle or financial/social status. Monitoring every organ match to ensure organ allocation policies are followed. Providing assistance to patients, family members and friends. Educating transplant professionals about their important role in the donation and transplant processes. Educating the public about the importance of organ donation.

Population(s) Served

UNOS Labs is an experimental incubator that brings together data, technology, and industry expertise. Many of the projects tested here are made possible by charitable support.

We use UNOS Labs to find out if a transformational idea will work or a hypothesis on ways to improve the transplant is true. It is not an academic exercise or theoretical playground, but a place where we can test products, tools, and methods for insights to improve the system. A project or study must meet the following criteria to be a UNOS Labs study:

Experimental – Needs scientific investigation to answer question or test validity
Micro-oriented – Starts small with potential to scale to larger system
High risk – Lacks sufficient data to know if it’s going to work or fail
Data-driven – Relies on newly created data to inform decisions
Collaborative – Relies on partnering with industry (transplant and/or non-transplant) experts

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of deceased organ donor transplants

This metric is no longer tracked.
Totals By Year
Related Program


Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context Notes

UNOS is the highest-performing organ donation & transplant system in the world, even in the midst of a pandemic. 2020 was the 10th consecutive record breaking year for deceased organ transplant.

Number of transplants performed (annual)

This metric is no longer tracked.
Totals By Year
Related Program


Type of Metric

Output - describing our activities and reach

Direction of Success


Number of living organ donor transplants

This metric is no longer tracked.
Totals By Year
Related Program


Type of Metric

Output - describing our activities and reach

Direction of Success


Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

UNOS' vision is a lifesaving transplant for everyone in need. UNOS is the private, non-profit organization that serves as the nation’s organ transplant system—the Organ Procurement and Transplantation Network (OPTN)—under contract with and oversight by the federal government. Stewardship of the gift of life entrusted to us and accountability for providing fair and equitable access to transplant for everyone in need are the values that drive our work every day.

To fulfill our mission, the UNOS Board of Directors adopts a three year strategic plan to identify and prioritize key initiatives that will help us achieve our vision of a lifesaving transplant for everyone in need. They, along with the UNOS executive team, continuously measure the effectiveness of every initiative and actively seek new projects that will meet strategic objectives.

UNOS strategic goals from 2021 to 2024 include:

• Increase the number of transplants
• Provide equity in access to transplants
• Improve waitlisted patient, living donor, and transplant recipient outcomes
• Promote living donor and transplant recipient safety
• Increase organizational capacity to serve the community

Increase the number of transplants
• Improve metrics and monitoring approaches for increased collaboration and performance improvement activities
• Pursue policies and system tools that promote system efficiency and increase organ utilization
• Increase the number of Donation after Circulatory Death (DCD) donor organs recovered and transplanted
• Review policies to determine whether future changes will be necessary to encourage or facilitate mechanical preservation during transportation of organs
• Increase living donation
• Conduct donor management research to improve practices

Provide equity in access to transplants
• Improve equity in transplant opportunities for multi-organ and single organ candidates
• Implement continuous distribution policy framework in all allocation policies to increase equity and provide more flexible, patient-focused allocation policies
• Increase the ability for allocation policies to be dynamic and incorporate changes in faster policy cycles
• Examine differences in access to transplant among different ethnic, economic and geographic groups and develop strategies as indicated to address any identified disparities
• Increase patient involvement throughout the policy development process
• Increase racial, ethnic and professional diversity on the Board and committees
• Continually increase the quality of OPTN data collected and explore the use of non-OPTN data to supplement policymaking and research

Improve waitlisted patient, living donor and transplant recipient outcomes
• Consider recipient longevity and quality of life in transplant center metrics
• Evaluate effective methods for assessing living donor outcomes
• Enhance transplant program tools and education in the selection and follow up of living donors
• Improve patient tools for understanding transplant center metrics and comparing programs, the allocation process and organ acceptance strategies, and living donation
• Improve the process/management of donor information that becomes available after transplantation

Promote living donor and transplant recipient safety
• Enhance sharing of knowledge about safety events, near misses, and effective practices across the transplant community
• Quickly share breaking information about COVID-19 and other emerging issues with professionals and patients

Increase organizational capacity to serve the community
• Communicate the story of the effective and continuously improving US donation and transplant system
• Communicate the needs of the donation and transplant community to government decision makers
• Engage the community and leaders in technology, science and research, to drive innovation and system improvement
• Engage patients in ways that improve their knowledge of the system and the organization that supports it
• Diversify revenue streams to be less dependent on OPTN revenues and restrictions
• Continue management and staff improvement and efficiency

Not only does UNOS have a eleven-year record of accomplishment of meeting or exceeding goals, but we also involve the transplant and organ donation community to do so. UNOS brings together hundreds of transplant and organ procurement professionals and thousands of volunteers through Board and Committee service. This unique collaboration in policymaking is truly democratic and the results help make lifesaving organ transplants possible every day.

UNOS is governed by leaders of the transplant community representing transplant centers and OPO's across the nation. Many of our Board members and staff either are transplant recipients or have a personal connection to transplantation and organ donation. The real world experience of transplant recipients, living organ donors, and family members of organ donors, brings the patient and organ donor perspective to the forefront of discussions around equity and safety. Additionally, medical and professional experts in organ donation and transplantation provide a breadth of knowledge and decades of experience to help shape goals, determine metrics, and make well-informed decisions supported by data. This is just one of the many strengths that enable UNOS to meet our goals.

UNOS thrives on a culture of continuous improvement. The organizational strategic goals, which are reviewed and updated by the Board and UNOS’ executive leadership every three years, permeate each level and every department. We track and link directly to the performance goals of all staff members, which culminate into the Chief Executive Officer’s dashboard. This dashboard updates in real time, and is just one of many ways UNOS is accountable to its goals. The Board has access to and reviews the organizational progress on a regular basis through each fiscal year.

Each strategic goal is tied to strategies that are tracked in an internal operational plan matrix. These strategies are assigned to departments whose leaders report out on progress towards the goal on a quarterly basis.

In addition to this meticulous tracking and commitment to accountability, UNOS recruits and maintains a highly skilled workforce in IT, research, data science, policy, behavioral science, philanthropy, business intelligence, communications, and finance – among other professional areas. Our mission-driven staff are the ones that keep us on track towards achieving our goals and maintain the complex, lifesaving system that matches the gift of life from generous organ donors to grateful transplant recipients.

In 2021, for the eleventh year in a row, organ donation from deceased donors in the United States set an all-time record. A total of 13,861 people provided one or more organs to save and enhance the lives of others, representing an increase of 10.1 percent over 2020. This resulted in 34,813 lifesaving transplants from deceased donors in 2021. Additionally, 45 OPOs set all-time organ donation records in 2021. A total of 6,541 living donor transplants were performed in 2021, bringing the total number of transplants in 2020 to more than 41,000 – the highest annual total.

As the highest-performing organ donation and transplant system in the world, UNOS is focused on equity in access to transplant. In late 2019, UNOS researchers began work on developing a dashboard that provides transparency about how the OPTN monitors equity in access to transplant. In March 2020, the first iteration of the dashboard went live for liver and kidneys. Through an Access to Transplant Score (ATS) and equity monitoring methodology, the Equity in Access to Transplant dashboard allows users to explore how different factors impact how long waitlist candidates have to wait to receive a deceased donor transplant. These data can alert UNOS to potential disparities in access to transplant and potential detrimental effects on equity, thus identifying when a policy refinement, communication to the community, or education and awareness are needed.

Another example of our progress towards our vision of a lifesaving transplant for everyone in need is UNOS Labs. UNOS Labs, an endeavor by UNOS to invest in innovative solutions for system-level issues in organ transplantation, began with a single project in 2017, and quickly expanded in mid-2018 to include an entire portfolio of projects. UNOS also invested in the addition of a Data Science team to the organization in 2018, supporting the data science pillar of UNOS Labs along with other corporate goals, and added dedicated staff resources to the UNOS Labs initiatives. Today, UNOS Labs is a robust experimental incubator that brings together data, technology, and industry expertise to test and develop new products and ideas for insights to improve the system.

The projects completed by UNOS Labs are a powerful example of UNOS’s commitment to innovating how we analyze, evaluate and continuously improve the national transplant system to save more lives. One example includes organ tracking.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals, To form/update policies to be more equitable and fair.

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990


Average of 1.38 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990


Average of 7.7 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990


Average of 32% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

United Network for Organ Sharing (UNOS)

Revenue & expenses

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

United Network for Organ Sharing (UNOS)

Balance sheet

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

United Network for Organ Sharing (UNOS)

Financial trends analysis Glossary & formula definitions

Fiscal Year: Oct 01 - Sep 30

SOURCE: IRS Form 990 info

This snapshot of United Network for Organ Sharing (UNOS)’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $5,998,370 $8,473,883 $6,339,877 $8,777,079 -$49,530
As % of expenses 11.3% 15.2% 10.0% 14.2% -0.1%
Unrestricted surplus (deficit) after depreciation $3,370,647 $6,633,325 $4,487,509 $6,607,934 -$2,329,918
As % of expenses 6.1% 11.5% 6.9% 10.3% -3.1%
Revenue composition info
Total revenue (unrestricted & restricted) $58,339,315 $63,375,408 $68,732,453 $71,315,333 $77,700,683
Total revenue, % change over prior year -0.8% 8.6% 8.5% 3.8% 9.0%
Program services revenue 85.5% 89.9% 89.9% 84.5% 82.1%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.1% 0.1% 0.6% 0.2%
Government grants 9.5% 8.7% 8.0% 8.7% 12.1%
All other grants and contributions 1.0% 0.6% 1.4% 1.2% 2.0%
Other revenue 4.0% 0.7% 0.6% 5.0% 3.5%
Expense composition info
Total expenses before depreciation $52,879,146 $55,783,415 $63,193,287 $61,830,234 $71,914,168
Total expenses, % change over prior year 7.4% 5.5% 13.3% -2.2% 16.3%
Personnel 72.4% 72.4% 73.6% 76.3% 72.1%
Professional fees 3.2% 7.3% 6.6% 12.0% 12.8%
Occupancy 2.6% 4.0% 3.2% 2.6% 2.6%
Interest 0.4% 0.4% 0.2% 0.1% 0.1%
Pass-through 0.0% 0.0% 0.0% 0.0% 0.0%
All other expenses 21.3% 15.9% 16.4% 8.9% 12.4%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $55,506,869 $57,623,973 $65,045,655 $63,999,379 $74,194,556
One month of savings $4,406,596 $4,648,618 $5,266,107 $5,152,520 $5,992,847
Debt principal payment $1,100,181 $328,125 $585,000 $605,000 $625,000
Fixed asset additions $0 $0 $4,661,513 $0 $0
Total full costs (estimated) $61,013,646 $62,600,716 $75,558,275 $69,756,899 $80,812,403

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 8.7 9.9 9.1 9.4 8.5
Months of cash and investments 14.1 15.8 14.5 15.9 13.0
Months of estimated liquid unrestricted net assets 7.7 8.8 8.0 9.6 8.0
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $38,474,802 $46,074,272 $47,913,097 $48,520,452 $50,714,248
Investments $23,865,219 $27,326,656 $28,573,113 $33,422,340 $26,987,029
Receivables $12,148,862 $11,473,354 $10,512,077 $13,193,488 $12,162,807
Gross land, buildings, equipment (LBE) $46,446,432 $45,464,814 $50,126,327 $50,895,364 $52,030,410
Accumulated depreciation (as a % of LBE) 52.7% 53.2% 52.0% 55.6% 59.0%
Liabilities (as a % of assets) 48.7% 47.6% 45.6% 43.6% 43.0%
Unrestricted net assets $50,449,199 $57,082,524 $61,570,033 $68,177,967 $65,848,049
Temporarily restricted net assets $419,820 $165,168 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $419,820 $165,168 $271,599 $81,234 $276,390
Total net assets $50,869,019 $57,247,692 $61,841,632 $68,259,201 $66,124,439

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No


The people, governance practices, and partners that make the organization tick.

Letter of Determination is not available for this organization
Form 1023/1024 is not available for this organization

Interim CEO

Dr. Maureen McBride

As Interim Chief Executive Officer, Dr. McBride directs the efforts of 450 UNOS staff to ensure that the nation’s donation and transplant network efficiently and fairly serves the needs of transplant candidates and recipients, living donors and donor family members, and professionals in the field. She reports to the UNOS Board of Directors. Dr. McBride has been with UNOS since 1995. She has served in a number of key leadership capacities, most recently as UNOS’ Chief Operations Officer. She was also UNOS’ Director of Research from 2006 to 2014. She has contributed to more than 50 research manuscripts and publications. She received her bachelor’s of science degree in mathematics from Loyola College in Maryland and her Ph.D. in biostatistics from Virginia Commonwealth University, Medical College of Virginia.

Number of employees

Source: IRS Form 990

United Network for Organ Sharing (UNOS)

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

United Network for Organ Sharing (UNOS)

Highest paid employees

SOURCE: IRS Form 990

Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

United Network for Organ Sharing (UNOS)

Board of directors
as of 04/24/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Dr. Jerry McCauley

Director, Division of Nephrology/Capizzi Professor of Medicine Thomas Jefferson Univ Hosp

Term: 2022 - 2023

Board co-chair

Dianne LaPointe Rudow

Mount Sinai Med Center

Term: 2023 -

Matthew Cooper

Medstar Georgetown Transplant Institution

William Bry

California Pacific Medical Center-Van Ness Campus

Linda Cendales

Duke University Hospital

Alan Langnas

The Nebraska Medical Center

Jeffrey Orlowski

LifeShare Transplant Donor Services of Oklahoma

Valinda Jones

James Sharrock


Earnest Davis

Bradley Kornfeld

Kornfeld Real Estate

Richard Formica

Yale New Haven Hospital

Adam Frank

Thomas Jefferson University Hospital

Edward Hollinger

Rush University Medical Center

Clifford Miles

The Nebraska Medical Center

Maryjane Farr

NY Presbyterian Hospital/Columbia University Medical Center

Jonathan Fridell

Indiana University Hospital

David Gerber

University of North Carolina Hospitals

Andrea Tietjen

Saint Barnabas Medical Center

Annette Jackson

Duke University Medical Center

Gail Stendahl

Children's Hospital of Wisconsin

Jan Finn

Midwest Transplant Network

Christopher Woody

Laurel Avery

Melissa McQueen

Transplant Families

Irene Kim

Cedars-Sinai Medical Center

Virginia "Ginny" McBride

Executive Director, OurLegacy

Mark Barr

Co-Director, USC Transplant Institute

Willscott Naugler

Medical Director, OHSU Liver Transplant Program

Nicole Hayde

Medical Director, Pediatric Kidney Transplant, Montefiore Medical Center

Robert Goodman


Kelley Hitchman

Section Chief, HLA, Histo & Immunogenetics Lab

Heather Hunt

Executive Director

Manish Gandhi

Director, Tissue Typing Lab

Wendy Garrison

Procurement Coordinator, Lifesharing - A Donate Life Org.

Evelyn Hsu

Pediatric Gastroenterologist, Seattle Children's Hospital

Barry Massa

Executive Director, LifeCenter Organ Donor Network

Lloyd Ratner

Director, Renal & Pancreatic Transplantation

Meg Rogers

Director of Transplant Center Relations, LifeSource Upper Midwest OPO

Stuart Sweet

Med. Director, Pediatric Lung Transplant Program, St. Louis Children's Hospital

Bryan Whitson

Surgical Director, Lung Transplantation, Ohio State Univ Med Ctr

Daniel Yip

Cardiologist, Mayo Clinic Hospital Florida

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 4/24/2023

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Heterosexual or straight
Disability status
Decline to state

Race & ethnicity

Gender identity


Sexual orientation

No data


No data

Equity strategies

Last updated: 06/23/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.


Fiscal year ending
There are no fundraisers recorded for this organization.