The Birth of Mongolian first Public Broadcaster:
Jan, 27th 2005-The Law on Public Radio and Television was adopted
Jan, 1st 2006-The Law came into force

Where are...
January, 2006-beginning the era of public broadcasting in Mongolia
5 months old
September 1967 – The Birthday of Mongolian National Television
Source of income:
Broadcasting fee /25%/
Government funding /75%/

How we are structured
1. Programming department the /heart of the structure/
2. Technical department /maintenance, utilization and upgrading/
3. Director’s office /strategy planning, investment, international relations and PR management/

Our program policy and mission of statement

• Produce programs, meeting the demand and interests of the general public, covering the most critical issues of social life
• Introduce Mongolian history, culture and uniqueness of national heritage of the world
• Promote and contribute to the national development by supporting and encouraging personal development

Key production units of our structure5
• Social Program Department /Civil society, Human rights education, Social health, Politics/
• Economical Program Department /National economical development, Economical education for individuals/
• Child and Youth Program Department /Education, Enlightenment, Child and Youth development…/
• Science and Enlightenment Program Department /Science, Technology, Geography, Nature adventures…/
• Cultural Program Department /Traditional culture, History, Customs, National and Modern art…/
• Film Department /Translation and demonstration of foreign and domestic movies, dramas and programs/
• “Mongolian Television” Film studio /Production of films, documentaries and TV dramas…/
• “19-21” New Program division /News, Reportage, Commentary and Information package on economy, social and public issues, business, art and culture, lifestyle, education…, every weekdays for 2 hours/
• Morning and Night Program
• Contracted production groups…

Welcome to Time Machine
• Main studios and equipment:
/made in former Soviet Union, were first put into operation between 1980-1988, mostly out of production, obsolete and limited availability of spare parts/
• On-Air studio
• 600 sq.m studio
• 150 sq.m studio
• Outside Broadcasting Van
• Editing suite-4 /producing total of 126 hours of programs a week/
• Usage of different formats and systems like PAL and SECAM adds extra time, effort and expense at program production level.
• Camera crew division has only 3 main cameras.
• Ever increasing demand for information exchange between nations of the world and live update information broadcasting on major international events requires us to operate at parallel way in terms of information technology standard.

Human Resource

• Demand
• To promote professional staff training and exchange projects especially for producers, directors and journalists
• To provide professional employees with an opportunity to continuously improve their skills and expertise
• To broaden international exchange in a way of holding seminars, trainings and professional courses to learn from the rich experience of public media organizations oveseas.

Legal Environment and Funding
• Before, January, 2006:
-Government funding -30%
-Advertising revenue-65 %
- Others –less than 5%
• After January, 2006:
/Fiscal year/
• Government funding-88% /973 million tug/
• Operation income -12% /133 million tug/

Our main duty is to produce and deliver programs which:
• Comply with law, rules ad regulations
• Serve the public
• Benefits the national development
• Set modern trend of public media service
• Therefore the requirement arises as follows:
-Define financial needs
Find the most effective ways of fund raising

The challenges we are facing:
• MNPR and TV is no for profit organization
• Develop the public information service
• Obligated to provide non-commercial service
• Government funding is less than sufficient
• Program sponsoring is limited and ineffective due to the legal restrictions
• Financial support and sponsorships are essentially required to further improve the programming quality
• Sponsorship revenue should be freed from income tax

Conclusion
• We are facing the first revolutionary change in the history of Mongolian mass media to transform itself into the first national public broadcaster in a circumstance characterized by:
-Limited availability of income
- Outdated, old equipment and facilities
-Lack of professional, skilled staff
- Demand to improve strategic, organizational and human resource policy development
• Besides carrying out its main duty to serve the public, MNPRTV has to improve the level of skill, working environment and livelihood of its employees.
• We can achieve our major goal to deliver quality programs to the public, by taking bold steps and complex measures towards the independent public media organization as a servant for public interested information.