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Working methodology: the steering wheel

Working methodology: the steering wheel


A working method has been developed – a ‘steering wheel’ – which will ensure interaction, coordination and the roll-out of existing strategies, as well as the preparation of new action plans and other initiatives.

Working methodology

The steering wheel will describe the process and the methodology from the launch of a concept until it eventually becomes an action plan which will be evaluated in the long term. The steering wheel adds a common template for review and follow-up of the initiatives.

The steering wheel process encompasses nine possible steps, which give three possible outcomes:


The 9 process steps of the Steering wheel ↓


1. Issue/Challenge

Within politics, industry, branches, sectors or administration, an idea, a challenge, an identified advantage or scope for opportunity can arise. This can be highlighted to the county council externally by partners, politically or administratively.

2. Short-term initiative

The common factor in short-term initiatives is that they have short development cycles and are an immediate response to a particular issue. Short-term initiatives have a clearly defined start and end within a short time horizon and can be measured or evaluated retrospectively.

Examples of such short-term initiatives include:

  • Development of a knowledge base (internal or external) with knowledge-based initiatives
  • Supporting for new or existing arenas
  • Support for new or existing projects
  • Lobbying
  • New internal or external projects
  • Announcement of frameworks which can be anchored in one or more of SNU’s focus areas
  • Experience conferences during the process
  • Thematic workshops
3. Knowledge base

If it is concluded that short-term initiatives are not sufficient in themselves to overcome the problem, a knowledge base should be brought in, or alternatively a more comprehensive knowledge base if one has already been built up.

The knowledge base must be oriented towards giving answers as to how an action plan should be created.

4. Action plan

The steering wheel must simplify the work to draw up, coordinate and roll out action plans for the future. This also entails operationalisation, which will ensure the implementation of initiatives and clarify the relevance of topical issues.

The steering wheel will make the process of drawing up future action plans both economical and predictable. It will ensure that action plans are not prepared in areas which are of insufficient relevance in relation to the prioritised strategic direction.

The action plan must be anchored in relevant focus areas and target areas. Such a methodology will ensure cross-sectorial breadth and create links and potential synergies.

5. Decisions

Once an action plan has been prepared, it must be anchored and adopted within the organisation, and then disseminated to relevant partners. This also applies to short-term initiatives.

The level at which decisions are taken will vary depending on the activity.

6. Implementation

The implementation of action plans will take place at different levels: involvement, control and follow-up, as well as through different development arenas. The latter is a mobilisation process which will ensure that there is a link between different initiatives in order to promote collaboration across areas which strengthen the parties and promote the regional development in accordance with applicable planning documents, relevant partners, focus and target areas.

The implementation of short-term initiatives will have a shorter development cycle.

7. Evaluation

Following the implementation of an action plan, and any short-term initiative, activities and initiatives will be assessed with regard to the degree of target attainment. Results and effects will also be assessed. This process will determine the direction that is to be followed.

8. Learning

After the implementation of an action plan, and any short-term initiative and evaluation, a focus must also be placed on learning lessons from the process, including competence development, the development of concepts, and the strengthening of communication.

9. Roll-out of target areas

The target areas are important for prioritising the direction and various initiatives aimed at boosting the region’s social and industrial development. The target areas are closely linked to the focus areas and the defined social driving forces. The focus areas have a longer time perspective, which is coincident with the county plan. The same applies to the defined social driving forces, while the target areas are rolled out in relation to changing surroundings and are therefore adjusted in terms of their direction and prioritisation.

As both society and industry evolve, it will be necessary to make continual adjustments to maintain alignment with trends and challenges. Performing the role of social developer entails identifying trends both across the region and within various arenas. Using the steering wheel will involve identifying trends from the surroundings and arenas. Application of the steering wheel in target areas is intended to ensure dynamics and flexibility as regards priorities. This means that target areas are rolled out, with some being concluded and new areas being added.

In order for an initiative from the surroundings to result in a target area, the input must be assessed with regard to key points in the steering wheel.


The Steering wheel give three possible outcomes