edition-dw-akademie-in-the-service-of-the-public-functions-and-transformation-of-media-in-developing-countries-pdf

Part II Mongolia: Achievements Through Public Service Capacity Buildingplan that would ensure both a successful operational launchand financial sustainability. While the digitalization of MNB’sprograms is estimated to cost about 50 billion Tugrik (approx.21.5 million Euros), the government is currently only willingto pay between 3 and 4 billion Tugrik (1.2–1.7 million Euros). 72In addition, no upfront research has been done, which is whya lot of fundamentals remain unclear, such as the pricing oflicenses for digital broadcasting as well as the distribution ofdigital equipment for households. Thus, if the analogue terrestrialbroadcasting signals were to be switched off in the nearfuture, nobody knows what would happen. Consequently,all stakeholders interviewed doubt that digitalization will beachieved within the scheduled time frame. 73Perception, Participation, and Public EngagementAs shown in the section on “stakeholders,” there are mainlytwo national NGOs that both support and at the same timecritically monitor MNB: the Press Institute and Globe International.Further, there is a demanding blogger, intervieweeTserenjav Demberel, who focuses solely on MNB and criticallyanalyzes and comments on the public broadcaster’s programming.The public at large, however, has not been muchinvolved in MNB’s transformation process. Something that isalso true for many CSOs or NGOs. It has become apparent thatmost of them do not know much about media and even lessabout public service media. 74 Several interviewees argued thatnot just journalists, but also and especially the general publicis not aware of the role and importance of public servicebroadcasting. The basic level of education is poor and neitherin families nor in schools or universities are basic democraticvalues or the significance of human rights taught. 75 “Peoplewant to be loyal to political and economic actors, like bondsmen.The society thinks that the state is responsible for everythingand, as long as they are not affected directly, peoplejust do not care.” 76 This is one of the reasons why, althoughMNB’s problems are well known, there is no public pressure tocounteract obvious errors and power abuses. The public indifferencetowards MNB is intensified by the fact that there areplenty of alternative media outlets available in Mongolia, atleast in the capital Ulan Bator.Overall, MNB continues to enjoy a good reputation amongcitizens. Its daily “Tsagiin Khurd” is not only the most viewednews program, but also – according to opinion polls – has thehighest credibility ratings. In this regard, MNB still benefitsfrom its decades-long tradition and the fact that for generationsof older Mongolians it was the sole media outlet available.77 The status of MNB in public opinion is also reflected inpolitical actions: Apart from politicians trying to influence thebroadcaster, as seen above, political meetings and press conferencesoften do not start as long as the MNB journalist is notpresent. 78 However, mainly due to the strength of competitionfrom private channels, MNB’s ratings are falling and especiallyyoung viewers perceive the broadcaster’s programming asboring and old-fashioned. 79 However, this is actually a prob-lem that numerous public service media are facing, includingthose in the highly-industrialized world. Maintaining itshigh ratings and credibility is among the biggest challengesthat MNB will face in the future. On the other hand, it is a potentialthat should serve as motivation for continued effortstowards transformation.Public Service: General FunctionsThe understanding of public service functions may very wellhelp to establish a clear-cut understanding about the fieldsthis transformation can and should progress. Therefore, thestudy will take a look at the general functions of public servicemedia and establish in how far MNB is actually deliveringthese public goods.Creating a Public SphereCreating a sphere for public debate and national dialogue isone such function that public service media should deliver.MNB in Mongolia provides a platform through which various55Zanaa Jurmed, MunkhmandakhMyagmar and OyuntungalagTsend, in interviews.56Zanaa Jurmed, Director of theCentre for Citizens’ Alliance.57Information provided by MNB(Solongo Erchitbaatar) via E-Mailon February 4, 2014.58According to the Press Institute,55% of MNB’s annual budget isgenerated through state subsidiesand 45% through own revenues.59Information provided by thePress Institute via E-Mailon February 4, 2014.60Undraa Bat-Ochir, Director ofMNB’s Department Strategyand Finance.61Mendel 2010, 7.62Munkhmandakh Myagmar,Executive Director of the PressInstitute.63Undraa Bat-Ochir, Director ofMNB’s Department Strategyand Finance.64The law allows 2% of the dailybroadcasting time to be used fornon-profit ads.65Information provided bythe Press Institute via E-Mailon February 4, 2014.66Among others, also donoragencies such as the German GIZplace paid reports on air.67Tserenjav Demberel, ExecutiveDirector of the TransparencyFoundation Mongolia.68Ibid.69Oyuntungalag Tsend, formerMNB radio journalist.70Ibid.71Ibid.72Narantsetseg Lonkhoo,Head of Department Strategyand Planning, MNB.73Munkhmandakh Myagmar,Oyuntungalag Tsend andNarantsetseg Lonkhoo,in interviews.74Munkhmandakh Myagmar,Executive Director of the PressInstitute.75Zanaa Jurmed, Director of theCentre for Citizens’ Alliance.76Ibid.77Munkhmandakh Myagmar,Executive Director of the PressInstitute.78Batzorig Tuvshintugs,Head of Center for PublicCommunication and Research,MNB.79All interviewees.Edition DW Akademie In the Service of the Public 103