Modified Project Summary/Abstract Section (Administrative Core) The Administrative Core provides the leadership and governance to maximize the impact of the highly successful UCSF-Bay Area CFAR, one of the original CFARs funded by NIAID in 1988. We note the publication of 701 papers citing the CFAR in the past 4 years and the securing of over $400 million in HIV-related NIH funding across our CFAR. The former leadership led a productive CFAR and a thoughtful succession process to new leadership in 2019. New leadership then strategically reconfigured the CFAR by introducing new components and enhancing existing ones to expand our reach aligned with NIH priorities. Of the 151 projects on our funded research base, CFAR provided direct service to 52 (34%) and was connected to 133 (88%). With our expanded initiatives in the reconfigured UCSF Bay Area CFAR, we increase direct services to 96 (64%) projects, with 142 (94%) receiving support. The Administrative Core propels new multidisciplinary research, ensures stakeholder engagement, and furthers scientific exchange. Informed by robust strategic planning and program evaluation processes, the Core organizes and oversees all CFAR components to ensure that the CFAR is responsive to the needs of our research community while continuing sound fiscal management of Center resources. Moreover, the Administrative Core will oversee CFAR activities via four aims: 1) Convening a collaborative CFAR community by providing opportunities for productive scientific exchanges, maintaining bidirectional communications between CFAR leadership and members, and promoting internal and external collaborations; 2) Providing effective and responsible institutional leadership to leverage CFAR and institutional resources by connecting CFAR investigators to CFAR/institutional resources and HIV research opportunities, securing input from internal and external advisory sources to improve the CFAR, and repositioning CFAR resources as needed; 3) Engaging local stakeholders in CFAR activities and enhancing our collaborations with local health departments and Getting to Zero consortia in San Francisco and the East Bay, supporting collaborations with local organizations, and co-organizing our joint Internal Advisory Board; and 4) Monitoring and evaluating the success of CFAR programs to drive effective strategic planning and decision making by continuing rigorous financial/regulatory management, ensuring that CFAR activities are responsive to the Office of AIDS Research HIV priorities, convening our Core Management Committee, and measuring the success of Scientific and Developmental Cores, programs and the Scientific Working Groups.