ABSTRACT The University of Colorado Cancer Center (UCCC) drives cancer discovery and innovation, translates these findings to the clinic, leads in patient-centered care, reduces health disparities, trains the next generation of cancer focused scientists, and strives to optimize the impact on our catchment area – the State of Colorado. UCCC has benefited from a generous increase in funding and has made significant investments into all programs and structures. The highlights of recent progress include: 1) completion and deployment of a comprehensive strategic plan; 2) restructure of the programs; 3) recruitment of dynamic and accomplished new leaders including a Director (Schulick) and a second Deputy Director (Bradley), and recruitment of inaugural Associate Directors of Community Outreach and Engagement, as well as Informatics and Data Science; 4) establishment of two cross cutting themes of Cancer and Aging and Cancer and Metabolism; and 5) overhaul of UCCC membership criteria to better focus the activities of members and to increase emphasis on mentoring. This large infusion of resources and restructuring have better enabled multiple innovative discoveries in the laboratories to be brought to the bedside through investigator-initiated trials, FDA approval, and establishment of new standards of care. They have also enabled successful bi-directional community outreach and engagement and population-based programs within the catchment, with continued focus on increasing inclusion and diversity. The physical space, organizational capabilities, transdisciplinary collaboration and coordination, cancer focus, and institutional resources have all been improved, setting UCCC on a trajectory of success well into the future. In the next funding period, UCCC will focus on the strategic aims, goals, as well as the 21 specific strategies outlined in the strategic plan. Highlights of these strategies include efforts to: 1) provide outstanding research infrastructure and state-of the art shared resources; 2) expand clinical research, clinical trials and investigator-initiated trials; 3) expand research and interventions across programs to address health outcomes, disparities, and underserved populations; 4) nurture the pipeline of prospective oncology researchers, clinicians, and administrators; strengthen alignment and collaboration within the UCCC and across all sites; and 5) grow philanthropic support. As necessary, UCCC leadership will modify the course to adjust to unexpected challenges (e.g., COVID) and opportunities (e.g., campus-wide initiative to build data science).