Objectives/Goals: The Michigan Institute for Clinical & Health Research (MICHR) needs to maintain a balanced portfolio of initiatives with respect to the extent of innovation sought and the stage of implementation. We created a Translational Science (TS) Dashboard to visualize this balance of intent and execution. Methods/Study Population: In designing the dashboard, we considered innovation along a spectrum: making incremental changes to our current offerings; seeking out new offerings or audiences; and seeking both new offerings and new audiences. We also used MICHR’s TS Framework that guides both the identification of roadblocks along the translational spectrum and the development of potential solutions to those roadblocks. Categories in the TS Framework help us understand if innovation efforts are in the early stages of problem framing or later stages of testing, iterating, and/or disseminating. Using co-creation methods, we partnered with various MICHR program teams, whose initiatives represent a mix of innovation categories as well as framework implementation phases, to optimize the design and understand the utility of the dashboard. Results/Anticipated Results: We worked with various programmatic teams at MICHR to help them understand the elements of the dashboard and to co-create the dashboard interface. Our methods also helped teams understand the “right” amount of innovation for their programs, ensuring they considered both differentiation and resource constraints as well as alignment with MICHR’s overarching strategic goals. Programs had different resource considerations, tolerance for risk, and unmet customer needs that informed how to right-size their innovation portfolio and where efforts should map along the stages of roadblock identification and solution crafting. The perspectives and insights of MICHR’s executive leadership were key to informing how the dashboard could support data-informed decisions at the institute level. Discussion/Significance of Impact: The TS Dashboard can help both MICHR program and institute leaders understand how projects map along different phases of discovery, implementation, and innovation, ensuring that the portfolio of activities is appropriately balanced.