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The way JUMP works

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Board of Directors / Secretariat

JUMP is organized into two bodies, the Board of Directors and the Secretariat,
with major decisions made through horizontal consultation.

Board of Directors

#Diverse members #Direct decision-making

The Board of Directors focuses on values rather than practices and holds regular Board meetings four times a year to maintain
the overall direction of the organization and to motivate and advise the Secretariat staff.
In 2017, in addition to the existing seven directors, we added ‘alumni directors’ and ‘mentor directors’ to the board, bringing the voices of each group to the board and directly participating in the decision-making process to help shape policies that align with the organization’s mission and vision. In addition, the ‘Secretariat Director’, who represents the voice of employees, has also joined the board and plays a role in conveying various problems and limitations that arise in practice, as well as various difficulties of the secretariat staff to the board. JUMP Board members serve a three-year term and are elected through an open call for applications.

JUMP was founded in 2011 by seven young adults who studied together at Harvard University’s Kennedy School of Government, Business School, and Graduate School of Education and shared a mission to close the education gap, Sharing their problem-solving leadership, they grew the organization to become a corporation in its fourth year, and all joined the board of directors.


#Field-focused #Demand-driven #Growth

The members of the JUMP Secretariat share a common mission and vision to solve social problems together.
JUMP managers collaborate and communicate closely to solve problems in a field-oriented manner, prioritizing teenagers and young adults and university students,
and constantly think about how to create and facilitate the education and support systems they need.

We communicate horizontally among coworkers with different roles and levels of authority, and discuss and make decisions based on work, not position.
We respect and embrace our differences. We share and learn from each other’s experiences and know-how,
with seniors passing on beliefs and norms, and juniors exploring new ideas and methods.
The Secretariat supports managers in their personal growth, development, and professional development,
and helps them grow within the organization by fostering exchanges between members.

JUMP program managers are expected to:
Create solutions

To close the education gap, we work with various partners, including corporations, governments, public institutions, and universities, to think about and propose solutions to ensure that each organization’s resources are used effectively and connected to the needs of the field.

Learning and emotional support

We motivate, support, and manage teenagers and university students, who are important actors in closing the education gap, to provide long-term learning and emotional support for teenagers from diverse backgrounds through regular counseling and feedback.

Growing the next generation

We help the next generation grow by organizing and hosting various types of community events, trainings, and mentorships that reflect the needs and voices of young people to meet with professional mentors from the 2040 Society.

Sustainable community

With 630 professional mentors, 5,000 Alumni, and various partners and sponsors, we create a sustainable community based on values and trust.

Spreading the virtuous cycle

We work with passionate colleagues to find better ways to spread JUMP’s virtuous cycle model so that more impact can happen beyond Korea and around the world.


#Measurable #Sustainable
  • JUMP aims for real growth of participants and long-term positive changes in the educational field and educational welfare ecosystem. Rather than solving problems by providing one-sided benefits, JUMP is achieving impact-oriented sustainable development by continuously measuring and analyzing data and reflecting improvements in the program.
  • We periodically visit education sites and conduct interviews with parties and stakeholders to measure demand and qualitative changes in the field.
  • For effective performance measurement, we 1) design key performance indicators for the program and participants and measure them at the beginning, middle, and end of the program, and 2) collect data on the activities of young adults and university students on an ongoing basis. All data collected is analyzed and compiled into a performance report and reflected in future projects.
  • In addition, the social value created by JUMP, such as reducing the cost of private education, career exploration for young adults and university students, and the cost of dispatching teachers to educational welfare organizations, is measured and published in monetary value every year.

Transparent Operations

#Social Problem Solving #Professionalism #Accountability
  • JUMP’s partners and sponsors are committed to JUMP’s new education model and expertise to ‘eliminate inequality caused by the polarization of education’ and have a long-term perspective.
  • JUMP’s business expenses and sponsorship funds are administered transparently by adhering to the principles and standards for their use, and are evaluated annually by a reliable external organization such as an accounting firm.

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