A widely supported future strategy

JIJWIJ started in 2017 as an innovative experiment around integrated funding of maternity care, with the important aim of improving collaboration and reducing infant mortality. In the years that followed, JIJWIJ grew into an integrated maternity-care organisation (IGO) in which several parties work closely together.

In 2025 JIJWIJ was at a turning point. The context of maternity care has changed considerably. The focus is shifting more and more from curative care and collaboration towards prevention, in which social midwifery plays an increasingly prominent role. At the same time, capacity questions are increasing due to staff shortages and shifting care needs. On top of that, the positioning of IGOs relative to Perinatal Cooperatives (VSVs) is becoming more relevant: what is JIJWIJ's added value within the wider care landscape, and where does joint responsibility lie? The collaboration inside the IGO requires a lot of time, coordination and energy, while there is also a need for clarity, focus and a sustainable financial model. These developments led to a central question: what will JIJWIJ focus on in the years ahead, and how do we make sure all members recognise themselves in this direction and can contribute autonomously?

Jester Strategy guided JIJWIJ in developing a shared view of the future and a strategy, with as a starting point: combining substantive sharpness with broad support. The approach was deliberately interactive and geared to involving all members.

Together with JIJWIJ we set up a clear strategic process consisting of joint design sessions, a trend studio and interactive workshops. In these meetings, external developments were translated into concrete strategic choices for JIJWIJ, matching the role of the IGO and the objectives of the members. Jester Strategy was the independent process guide and substantive sparring partner: sharp on the big picture, but with an eye for the complexity of collaboration in a network organisation. By making room for different perspectives and interests, joint ownership of the course emerged.

The result is a concrete and well-supported mission, vision and strategy for JIJWIJ that provides direction for the years ahead while leaving room for autonomy for the members. Alongside this, in a separate "From strategy to action" session we drew up the 2026 annual plan, in which the strategic choices became concrete and action-oriented. Tasks were distributed among various working groups. It is a foundation and handle for the board to work with in 2026 and to keep adjusting course.