SUMMARY The significant accomplishments of the Stanford Cancer Institute (SCI) in this funding period—described throughout this renewal application—are evidence of the effectiveness and productivity of a reconfigured and highly engaged senior leadership, an enhanced leadership structure, and impactful planning and evaluation processes. Following his 2018 appointment, the SCI Director, Steven Artandi, MD, PhD, adapted leadership roles and structure to maximize the impact and contributions of the SCI in a highly matrixed organization. Artandi has transformed the leadership structure by recruiting and appointing new leaders to key Associate Director positions and broadened input from across the organization to gain rapid consensus on important strategic goals and the development of new scientific initiatives. Artandi led the first integrated SCI Strategic Plan encompassing the tripartite—research, education, and clinical missions. The SCI Strategic Plan identified 5 priority areas: Community Engagement, Population Sciences, Training and Education, Clinical Research, and Translation Science. Implementation of the SCI Strategic Plan is achieved by the robust leadership structure comprised of the Director’s Leadership Cabinet, the SCI Executive Committee, which includes the Internal Advisory Board, the Research Program Leaders Committee, the leaders of the Clinical Research Groups, and committees for SCI Pilot Awards, Shared Resources, Cancer Research Training and Education, and Community Outreach and Engagement. External guidance is provided by the External Advisory Board (EAB) and the Community Advisory Board (CAB). The transformative changes to Leadership, Planning and Evaluation (LP&E) have enabled numerous impactful accomplishments during this funding period, including: (1) recruitment or appointment of nine new Associate Directors, (2) appointment of a Deputy Director who is an expert in clinical research, (3) initiation of a new effort in cancer drug discovery, (4) strengthening of Population Sciences and forming a Department of Epidemiology and Population Health, (5) development of new SCI Shared Resources, (6) launching a new CAR-T effort, (7) revising and strengthening the Research Programs, (8) inaugurating an SCI Office of Cancer Health Equity and Community Engagement, (9) forming the CAB, (10) funding the Seed Grant Program, in collaboration with the CAB, and Community Ambassador Program, and (11) updating the membership of the EAB. These accomplishments have enabled the SCI to catalyze its growth in salient metrics, including $91.3M total peer-reviewed funding, $41.9M NCI funding, and 31% collaborative publications during this funding period and facilitated an increase in accrual to treatment trials by 17% and to investigator-initiated trials by more than 50% over the past two years. 69 new faculty recruits became SCI members. During the current funding period, the LP&E capacity of the SCI has enabled remarkable progress in all aspects of...