Long term strategic plan

LONG-TERM STRATEGIC PLAN
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Content
President’s message 4
About Mongolia 6
Our Football 8
Essential facts in history of MFF 10
MFF Organizational Review (SWOT & PEST analysis) 11
Our Vision 14
Our Vision 07
Our Values 08
Our stakeholders 09
What is a Long-Term Strategic Plan? 10
Goal 1: COACH EDUCATION 21
Goal 2: GRASSROOTS FOOTBALL 23
Goal 3: YOUTH FOOTBALL 25
Goal 4: NATIONAL TEAM 27
Goal 5: NATIONAL LEAGUE AND CLUBS 29
Goal 6: REFEREES 31
Goal 7: WOMEN’S FOOTBALL DEVELOPMENT 33
Goal 8: FUTSAL 35
Goal 9: GOVERNANCE 37
Goal 10: REGIONAL ASSOCIATIONS 39
Goal 11: MARKETING AND COMMUNICATION 41
Goal 12: SPORTING INFRASTRUCTURE 43
Conclusion 45

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5
Dear Football Friends!
It is my pleasure to pronounce that the Mongolian Football Federation has successfully developed its Long-term
Strategic Plan, a meaningful step forward in the MFF’s football policy aimed at sustainable and speedy development of
football in Mongolia within the next 10 years.
The MFF presents this document to thousands of our footballers as a concrete tailor-made strategic plan elabo-
rated at the leadership level and based on the scientifically proven concepts with consideration of development perspectives
and future visions and reflection of pursuits for the modern trends in global football development.

One year later after its re-establishment in 1997 the Mongolian Football Federation was approved a full mem-
ber of FédérationInternationale de Football Association (FIFA) and since that time it has been continuously benefiting
from FIFA’s Development Programmes. As a result of implementation of several Goal Projects our association managed
to create its own football infrastructure consisting of international standard football pitch, seated area for spectators, office
space and Futsal Hall. Special attention has been also paid to development of football human resources through organiza-
tion of numerous FIFA educational courses for coaches and referees.
The Long-term Strategic Plan is another valuable achievement of our association gained from the participation
in PERFORMANCE, the FIFA’s new development programme targeted at professionalization and improvement of foot-
ball management. As a valuable product created with football knowledge and intelligence, the Strategic Plan is assumed to
make a worthy contribution to football development in the country and it ought to become a Must Follow Directive not
only for the MFF Management staff, but also for all clubs and regional associations. Moreover, each club owner and its
managers, every single coach and a referee or anyone who is involved in football related activities should keep the Strategic
plan as a handbook or essential guidelines to respect in their everyday work, to use it as a compass to lead them to their
objectives and as a key to their success and achievements.
In football, to get a winner’s cup or medals just the once is not such an important goal. In our association we
strive and work with an aspiration to bring and actively involve many thousands of children and youth into our sport, to
prepare numbers of skilled qualified coaches who could professionally teach boys and girls how to play football. Once the
task is achieved, time will come and the number of winning cups and medals will increase in a natural way.
I am satisfied with the accomplishment of one of the most essential task from the scope of work outlined in the
MFF’s strategic policy. However, to bring forward time when football in Mongolia becomes a nation pride will much
depend on our future combined efforts and mutual hard work.

For that reason, I would like to declare the main principle of the MFF’s overall performance by establishing an
appeal: “Let’s live with big dreams and work step by step towards its realization! In the meantime, let’s start right now
and continue with steady progress!”
Together for the development!
Ganbold Buyannemekh
President of Mongolian Football Federation
Member of Executive Committee of AFC
Member of Development Committee of FIFA
To bring forward time when football in Mongolia
becomes a nation pride will much depend on our
future combined efforts and mutual hard work.
President`s message

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7
• Mongolia declared its independence in 1921 after the victory of the
People’s revolution.
• In 1990 the country made a transition from communist regime to
multiparty parliamentary democracy.
• Mongolia is a landlocked country in the North-East Asia in
between Russia and China.

The facts:
Total area: 1,564,116 km square
Population: 3,179,997/as of July, 2012/
Currency: Tugrug /MNT
Time zone: UTC+8
Climate: Extreme harsh climate being arid with 4 seasons
Economy: Economy is based on livestock husbandry, agriculture and mining.
Administrative unit: Territory of Mongolia is divided into 21 provinces which
are subdivided into 330soums.
Major cities: the capital city of Ulaanbaatar, Darkhan city in Darkhan-Uul
province,Erdenetcity inOrkhon province, Choibalsan city inDornod province.
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Football sport was intro-
duced to Mongolia after People’s
revolution of 1921 when the first
group of young people who got
education in former USSR (Rus-
sia) started playing this game with
Soviet (Russian) specialist working
in the country at that time.
Football started to attract
the attention of the local youth and
as a result of this fact the very first
football team was established in
1936 consisting of workers from-
Nalaikh coal mining factory. The
opening official match was played
against Russian employees from the
same pit.
After 1950’s football be-
came more popular and it brought
increase in numbers of people
playing this sport. The government
established sports communities
which in its turn started to organize
football competitions.
Football instructors from
the former USSR were invited by
the State Committee for Sports
and Physical Culture to work in
Mongolia. They made selection for
potential football players from the
local young workers and students,
conducted football classes and
regular trainings for them and also
organized separate coaching and
refereeing courses.
In 1956 the first National A
team was created by the resolution
of the State Committee for Physical
culture and Sports. The team made
an international tour and played
friendly matches with teams of the
city of Irkutsk and Ulan- Ude from
Russia, teams of Beijing, Tianjin and
Shanghai from China, and a team
of Hanoi, Vietnam.
October 1, 1959 – official
foundation of the Mongolian Foot-
ball Federation.
1950-1980: the period of
steady development of football
in the country when numbers of
talented football players were pro-
duced due to regular organization
of regional and national champion-
ships, football cups among children,
youth and senior teams.
1980-1990: recession period
with noticeable decrease in com-
petition numbers and a lack of
government support.
The democratic revolution in
1990 brought fundamental trans-
formations in all aspects of political,
economic and social life. Football
sport was left to survive on its own
and it was practically ceased.
In 1997 a group of en-
thusiasts initiated a movement to
recover football sport in Mongolia
with an appeal to all footballers to
convene a Congress. As a result of
their efforts, the Mongolian Foot-
ball Federation was successfully
re-established.
The renovated Mongolian
Football Federation was approved a
full member of the Asian Football
Confederation /AFC/ on 14 May
and the FédérationInternationale
de Football Association/FIFA/ on 8
June 1998.
With a new status of being
a member of FIFA and AFC, the
Mongolian Football Federation was
granted with new more develop-
ment perspectives and favorable
conditions to promote football sport
in the country on self-governing
basis.
In 1997 the first FIFA pro-
gramme, namely FUTURO II course
was conducted in Ulaanbaatar with
participation of over 120 people
including football administrators,
coaches, doctors and referees. Since
that time more than 30 other FIFA
and AFC education courses have
been organized in Mongolia with
involvement of around 600 partici-
pants.
Coaching education pro-
grams have been conducted every
year in cooperation with FIFA, AFC
and also with Germany Football
Association. According to 2012 re-
cords, in total there are 18 coaches
with AFC B license and 35 holders
of AFC C license.
Refereeing education has
been also in the focus of the MFF
since 1997 and it has been imple-
mented through numbers of FIFA,
AFC and domestic courses. In 2011
our three top-level referees were
approved as FIFA International
Referees.
2001-2012: successful
creation of football infrastruc-
ture. Proudly benefiting from
FIFA Development Programmes,
the MFF implemented 5 Goal
Projects and received as its own
property the following facilities:
an international standard artificial
turf pitch, the terrace with seats,
dressing rooms and office space
and Indoor Futsal Hall.
The MFF has 10 regional
associations which operate foot-
ball development in 7 provinces
(Darkhan-Uul, Orkhon, Selenge,
Dornod, Sukhbaatar, Uvurkhangai,
Khentii) and 3 cities (Baganuur,
Zuunkharaa and Zamiin-Uud).
The National league has
been organized on a regular basis
since 1996 with participation of
top 8 teams competing with each
other.
As of 2012, the MFF or-
ganizes 23 competitions at all age
categories starting from children
up to veterans, including girls and
women. Out of the total number,
16 competitions are hold during
summer season outside and the
rest 7 are organized in winter in
Futsal Hall.
A class majoring in foot-
ball coaching was newly estab-
lished in 3 Sports Schools since
2011.
In 2012 the MFF launched
its official website www.the-mff.
mn as a main tool to use for
communications and social net-
working.
A. FIFA World Cup Preliminary Competitions
2002 – Saudi Arabia, Vietnam and Bangladesh
2004 – Maldives /home match in Ulaanbaatar/
2006 – DPR Korea /home match in Ulaanbaatar/
2010 – Myanmar /home match in Ulaanbaatar/
B. AFC Asian Cup Preliminary Competitions
2000 – Burma , Laos, Korea Republic
2003 – Guam, Bhutan
C. Asian Games
1998 – Kuwait, Uzbekistan

D.East Asian Games
1997 – Korea Republic, Japan, China, Kazakhstan, Guam
2001 – Korea Republic, Kazakhstan, Macao
E. East Asian Football Championship
2003 –Macao, Hong Kong, Guam, Taiwan
2005 – Hong Kong, DPR Korea, Guam, Taiwan
2007 – Macao, DPR Korea
2009 – Guam, Macao, the Northern Mariana Islands
F. Challenge Cup Preliminary competitions
2009 – Macao /home match in Ulaanbaatar /
2011 – Philippines /home match in Ulaanbaatar/
• Participation of U-19 National team:
A. AFC U-19 Championship Preliminaries
2002 – Taiwan, Laos, Japan
2005 – Korea Republic, Hong Kong
• Participation of U-17 National team:
A. AFC U-17 Championship Preliminaries:
2000 – Korea Republic, China, Brunei
2002 – China, DPR Korea
2007 – China, Singapore , Guam, Macao
• Every year U-13 and U-14 national teams participate in AFC Festivals and suc-
cessfully compete with the national teams from Japan, China, Korea Republic, DPR
Korea, Hong Kong, Taiwan, Macao, Guam and Northern Mariana Islands.
International participation of the
National A team:
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Over the last 15 years, the renovated
Mongolian Football Federation has implemented
a lot of programs and activities aimed at the
development of our sport.
Today the MFF is at a crucial moment of
its existence. The new challenges require a new
way of developing and operating our sport at all
levels.
The development of the MFF Strategic
Plan has been accomplished through an extensive
series of meetings, discussions and reports based
ONE. SWOT ANALYSIS
on collecting of essential information. Foot-
ball leaders of Mongolia with the support of
a team ofFIFA consultants have made the fol-
lowing two important analysis to determine
where we are now.
SWOT analysis: to identify what
is our strength and weakness to determine
where we are now;what opportunities and
advantages we have to speed-up develop-
ment and how we can use them;what are
threats and how to overcome the problems.
MFF ORGANIZATIONAL REVIEW
Essential facts in the history of the
Mongolian Football Federation
1930Introduction of football sport
to Mongolia by youth who
received education in Russia
and Germany.
1956Creation of the first National
A Team and invitation of the
first football instructors from
Russia
1958The first international friendly
matches played in Beijing,
Tianjin and Shanghai (China)
19591st of October - foundation
of the Mongolian Football
Federation
1997Re-establishment of the
Mongolian Football Federa-
tion.
199814 May – member of the
Asian Football Confederation
8 June – member of
the FédérationInternationale
de Football Association
2001The very first participation of
the National A team in FIFA
World Cup Preliminaries. The
first goal and the first score.
2002Inauguration of FIFA Goal
Project 1 - thefirst interna-
tional standard football pitch.
Official visit of AFC President,
Mr. Mohamed Bin Hammam-
to Mongolia
2007Inauguration of FIFA Goal
Project 2- the terrace with
seats, dressing rooms and
office space.
Official visit of FIFA
President, Mr. Joseph S.
Blatter to Mongolia
2011The first representation of
Mongolia MA in AFC Execu-
tive Committee,
- Inauguration of FIFA
Goal Project 3&4 –Futsal
Hall. Official visit of AFC
Acting President, Mr.Zhang
Jilong to Mongolia
2012The first representation of
Mongolia MA in FIFA Stand-
ing Committee.
Strengths Strengths Weaknesses Weaknesses
Comparatively young
association
Have got facilities as own
property
Lack of human
resources
Lack of financial
resources
President and
Executive Committee
have good reputation
among stakeholders
Employees’ strong
devotion to their work
Inexperienced
employees in some
fields
Lack of competitions
Strong International
Relations Department
Employees have
professional education
No long term Planning Poor club structure
High ranking position
among other sports
associations in the
county
Staff’s ability to work as a
team
Lack of IT Systems
Poor sporting
infrastructure to play
football
Positive and good
relationship with the
stakeholders
Strong and Stable
leadership&Responsible
Management
Cultural differences in
provinces
Poor English language
skills
Most of employees
have football
background
Full Independency and
non-interference from
outside
Geographical
Location/ Harsh
climatic conditions
Poor sporting
infrastructure

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TWO. PEST ANALYSIS
Based on the above analysis, the MFF came
to conclusion that timing and country’s overall en-
vironment is right for the MFF to adapt to chang-
es, to confront challenges with on-going monitor-
ing to further develop, implement and execute
PEST analysis: what positive and negative political, economic and sociological factors we have
in the country which could make influence on the development process; what is the situation
with the technological progress
the Strategic Priorities. Our purpose is to enhance
existing programs and introduce new opportuni-
ties for MFF members to contribute to the better
football in Mongolia.
Opportunities Opportunities Threats Threats
Technical Support
from FIFA
Good relations with
Media
Domestic Economy /
High Inflation
No diversity of income
sources
Financial Support
from FIFA
Technological
development and
innovation
Political instability
Seasonal restrictions /
Dependent on climate
Club Licensing
System introduction
start off
Capability to
recruit new key role
employee/
management
Low density of
population / vast
territory
Change of public
interest/lifestyleand
trends (computer
gaming)
Potential to expand
and increase the
number of partnership
and sponsors
High number of
children playing the
football
Migration of Youth
from provinces to
Capital city and towns
Poor support from
local authorities in
provinces
Increment of
association’s
operation, its
participation and
involvement
The public having
positive attitude
towards the football
Success of judo
and box athletes in
Olympic Games
High costs of living in
the isolated provinces
Increase of number
of competitions each
year
Government bodies
having encouraging
attitude towards MFF
Low value and attitude
toward the coaching
Poor educational
system to prepare the
football players from
earlier ages
Good online
communication/
social networking
Vast territory
creates opportunity
for Grassroots
development
Insufficient result on
activities by regional
associations
Poor coaching results
despite numerous
education programs
organized
Political Economic Sociological Technological
Government at
regular intervals
Domestic Economy /
High Inflation
Young demography,
especially in the cities
Availability of new
technology
Government policy at
regular intervals
International
Companies as potential
sponsors
Increasing number
of children playing
football
Mobile network all over
the country
Political willingness
to support
High rate of
unemployment
Female participation
Good Internet
connection in UB and
other big cities
Political
independence
Changeable currency
rate
Trends and leisure
activities / Lifestyle
trends
Lack of Media coverage
of national competitions
Alcohol advertising
restriction as per local
law
High price of
petroleum oil
Good Awareness of
Sports, but lack of
opportunities
TV is main source of
information
Good Government
support
Harsh climatic
conditions
Obesity of Youth
Lifestyle and fashion
trends (computer
gaming)
Poor quality of
infrastructure
Due to demographic
issues (low density),
difficulties in
organisation of any
kind of Activities
Good recent
technological
development

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Value How we will live by the value
UNITY: united, because we are for one goal
HONESTY: in all services on the pitch and off the pitch
RESPECT: for every person involved in football
DISCIPLINE: with strong discipline and high benchmarks,
we will develop football
KNOWLEDGE: everyone’s potential is essential for development
OUR VISION
OUR MISSION
OUR VALUES
TO MAKE THE NATION OF MONGOLIA TO FEEL A GLOW
OF PRIDE IN SUCCESS OF FOOTBALL BY VIRTUE OF
DEVELOPING FOOTBALL WITH MUTUAL TRUST, UNITY OF
EFFORTS AND PASSIONATE DEDICATION
TO LAY DOWN A SOLID FOUNDATION
FOR FURTHER PROFESSIONALIZATION WITHIN
FOOTBALL BY MEANS OF EXPANSION OF GRASSROOTS
DEVELOPMENT, PREPARATION OF COMPETENT FOOTBALL
HUMAN RESOURCES AND IMPROVEMENT OF SPORTS
INFRASTRUCTURE

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It is our belief that pathway to further ex-
pansion of football development in the country and
to achievement of successruns through establishment
of well-built cooperation with domestic and interna-
tional stakeholders, in other words through creation
of a big football family.
Themorewe caninvolve public in football, the
betterresult we can gain in our development. As a
proof, we would like to name the following new
tendencies in our football which have a direct impact
on all aspects of the social life:
- footballexpansion: the game grows from
cities toprovinces;
- no age limit: football is played equally by
This document is a strategy for our
future development and it is a fundamen-
tal milestone for our future success.
It is the very first Strategic Plan of
the Mongolian Football Federation for the
period of 2012 to 2022 with identification
of its Vision, Mission and Values which
will drive everything we do in the next 10
years.
The Strategic Plan includes the
organization’s strategic priorities, objec-
tives and action plans as agreed to by the
Executive Committee.
This is the Strategic Plan that
reaches everyone in our Football Family –
from senior players to a 5-year old boy or
girl playing for the first time.
It engages with our National
teams, League clubs and fans, drives the
relationship with our commercial partners
and builds football unity.It is a plan that
will take the focus on Mongolia football
from building foundations to creating
growth.
The Strategic Plan is the product
of long deliberations by the MFF Executive
Committee and management and consulta-
tions with key stakeholders since Novem-
ber 2011 and throughout this year.
In short, we listened to our region-
al associations, clubs, our official partners
and sponsors, state and non-government
organizations, broadcasting and media
partners.
The first Strategic Plan outlines the
12 main Goals of our association
and points out how the MFF will, through
well-defined strategic actions, reach the
50 objectives it has established for
itself. Our Strategic objectives are specific,
measurable, achievable and realistic with
available resources and bound by time.
Action Plans corresponding with
the 2012-2022 MFF Strategic Plan together
with budgets would be developed as a
separate supporting documents and would
be evaluated on an annual basis. The Ac-
tion Plan cannot be understated. They will
be revised and continuously improved over
the ten years of this Strategic Plan.

FIFA
AFC
Member associations of FIFA and AFC
The government of Mongolia
Ministry of Education, Culture and Science
Ministry of Finance
Ministry of Health
Authority of Physical Culture and Sports, Implementing agency of the Government
Governor’s Office of the Capital City
Authority of Physical Culture and Sports of Ulaanbaatar
Local authorities of provinces
Authority of Physical Culture and Sports in provinces
Mongolian National Olympic Committee
Other sports federations in Mongolia
MFF Official Partners
MFF Sponsors
State and Non-Governmental Organizations
Broadcasters
Media
Affiliated football clubs
Primary and Secondary schools
Coaches
Referees
Medical practitioners
Educational Instructors
Veterans
Fans
MFF Congress and Executive Committee
MFF regional associations
MFF General Secretariat
OUR STAKEHOLDERS
small kids and veterans.
- no gender difference: girls start playing
along with boys
- statuschange: from amateur to profession-
alization
Today football in Mongolia becomesone of
the most practiced sport and a passion for the ma-
jority of people. For that reason, in our Long-term
strategic plan we made a special focus on the Gov-
ernment’s involvement and its’ support. It is obvi-
ous that the Government’s participation and back
up should play a key role and essential leverage in
bringing time when the Mongolian nation would take
pride in the success of our football players.
PATHWAY TO SUCCESS
IS OUR STAKEHOLDERS WHAT IS THE
LONG TERM STRATEGIC PLAN?
The Strategic Plan gives us an answer where we
are going and how could we get to where we want
to be. It is a pathway to success, to realization of our
ultimate aim to improve the performances of our na-
tional teams through the development of our players
and coaches across the country.
To accomplish this goal, we need the contribution and
the collaboration of all those who are passionate for our sport.
The Strategic Plan and strategic actions are not only continuation
of existing programs, but it is introduction of new opportunities
for all the MFF members including players, coaches, referees,
clubs and regional association, our partners and sponsors, indi-
viduals and even children who are making their first steps into
football to work in the same direction and to contribute for a
better football in Mongolia.

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STRATEGIC DIRECTIONS
LONG TERM

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The main purpose of educating coaches is to prepare competent professional
staff to work with teams at all levels starting from secondary schools up to the national
teams, to conduct regular trainings and to prepare high skilled football players.
In order to produce a good player the coach must ensure that children are taught
basic elements of football technique in a correct way from the very early age and should
encourage them to keep learning the football with steady efforts. Only professional
trainings combined with hard work and patience may bring positive outcomes.
The future of football is put into hands of coaches.
GOAL AREA 1
COACH EDUCATION
KEY GOAL:
To develop a structured Coach Education system
Objectives
1.1 Create Coach Education Department with suitably qualified
Director of Coach Education
1.2 Increase the number of Coaches on all AFC Levels
1.3 Develop AFC recognized Coaching Instructors
1.4 Create National Academy for Coaches

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The Grassroots football
targetsatthe qualitative
development of this game
among kids and increase
in number of children
playing football. Grassroots
Football program should be
implemented with the support
of clubs and schools.
It is extremely
important to introduce
football to kids from the
very young age. However, it
should come together with
involvement of professionally
skilled coaches.Therefore, it
is essential that preparation
of good coaches should come
together with Grassroots
development.
GRASSROOTS FOOTBALL
KEY GOAL:
To develop Grassroots Football
all over the country
Objectives
2.1 Conduct grassroots courses in 21 provinces and 9 districts of Ulaanbaatar
2.2 Establish the Grassroots Department in MFF
2.3 Create Grassroots coordinators in all provinces
2.4 Initiate public awareness of Grassroots Football
2.5 Set up effective links with Ministry of Education, Culture and Science
GOAL AREA 2

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25
The main policy
for the youth football
development should be
focused on implementation
of programs and activities
aimed at improvement
of work standards for
developing individual playing
skills of young players, on
encouragement of positive
and enjoyable life-styles and
trends among youngsters
and ongrowth of young
generation’s involvement in
football through the game.
GOAL AREA 3
YOUTH FOOTBALL
KEY GOAL
To expand the number of Youth Players
OBJECTIVES
3.1 Provide opportunities for young players to play regularly
3.2 Set up Talent Scouting and Promotion System
3.3 Establish Specialised Youth Football School
3.4 Establish Youth Academy

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Performance of national teams at the
international level normally reveals the level of
football development in its respective country and
indicates its world ranking.
Guarantee for national teams’ steady success
lies in Grassroots Football and Youth Football and
it directly depends on football development at
schools.
Therefore, we should put emphasis on the
Grassroots and Youth football development as they
are the core and clue to the successof our national
teams. Moreover, there is also an urgent need
arising for establishing the National Training Centre
to secure regular trainings for the national teams.
NATIONAL TEAMS
KEY GOAL
To improve FIFA ranking to 150 and
AFC ranking to 24
OBJECTIVES
4.1 Ensure National “A” Team Head Coaches to have Pro License
4.2 Increase number of international matches played
4.3 Introduce U-20 National Team
4.4 Create opportunities for Non-Mongolian Players to play in the League
GOAL AREA 4:

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29
NATIONAL LEAGUE AND CLUBS
KEY GOAL:
To make National League have Top and
2nd Division
OBJECTIVES
5.1 Introduce the Club Licensing System
5.2 Strengthen existing Clubs
5.3 Increase number of Playing facilities
5.4 Create a player pathway
• Every member association organizes a National League, the
elite level competition where clubs ofthe top division compete with
each other. In most of the countries the National League is played
minimum 8 months and each participating team plays at least 35
matches.
However, the situation in Mongolia is different due to harsh
and extreme climatic conditions. The League season lasts for 3-4
months and the number of matches played per a team is only 14.
Therefore, there is an urgent need to reconsider the current prac-
tice of League management and to introduce structural changes
along with improvement of clubs’ playing standards.
• A Football club is the center which produces football players
in all age groups starting from young kids up to senior professional
level through improvement, perfection and development of their
playing skills. Football achievements are directly depend on how
good is the club’s work and how many players are involved.
Therefore, it is an essential need to establish in each club a strong
leadership and organizational structure which could ensure that
players have proper football facilities combined with good coaching
system based on sports science and supported with medical service.
Moreover, each club should understand the necessity of
having stable revenue sources to accumulate funds and reserves to
invest in development of potential players, to ensure that they have
resources and possibilities to resolve the problem. With introduction
of a Club licensing system, the MFF will set forth high-level criteri-
awhich will include a requirement for having at least one team per
each age category and a professionally licensed coach for every
team.
GOAL AREA 5:

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In this area of football we need to create a development
program designed to meet the current refereeing needs and
demands and to take actions for its implementation and manage-
ment.
This program should include education and preparation of
refereeing instructors who are supposed to play a main role in
delivering professional knowledge to all referees nationwide.
The comprehensive program which foresees training,
education and practical experience for refereesmust lead in the
end to one common point which is the Laws of the Game, the
single rule to be followed and implemented by everyone not only
in Asia, but globally. That is why it is a refereeing specific that all
decisions of referees are constrained with certain rules and ste-
reotypes.
REFEREES
KEY GOAL:
To develop a structured Refereeing System
OBJECTIVES
6.1 Create MFF’s Refereeing Unit
6.2 Increase the number of Referees
6.3 Set-up a Training Programme
6.4 Create and train panel of Referees
GOAL AREA 6:

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33
Futsal as a new football game has been developed and played in Asia since recent time.
Apart from football, Futsal is played on a smaller court, but it requires fast and intense actions,
quick and immediate decisions from players.
At the current moment futsal in Mongolia plays a supportive role in the form of train-
ing for national teams in winter time to be got prepared for the upcoming competitions. But in
the nearest future we plan to split futsal from outdoor football and to establish separate futsal
teams.
We believe that this goal is achievable due to the newlyestablished Indoor Futsal Hall
inaugurated in 2011 within the framework of implementation of the FIFA Goal Project.
FUTSAL
KEY GOAL:
To grow and develop Futsal
OBJECTIVES
7.1 Have Futsal Leagues at all age categories
7.2 Educate more Coaches and Referees
7.3 Host International Competitions (National and Club Teams)
7.4 Have nationwide competitions
GOAL AREA 7:

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35
One of the essential components of
football development is women’s football
which is being developed with steady prog-
ress in numbers of the Asian countries. The
most obvious example to this is a great
victory of Japan Women’s national team in
the recent FIFA Women’s World Cup Ger-
many 2011.
In our country football also be-
comes an attractive game for young girls
and we are pleased to see their interest
growth as a positive outcome from orga-
nization of various invitation activities held
by MFF in recent years.
Therefore, our nearest priority for
women’s football development would
be involvement of girls in football from
young age, organization of girls’ competi-
tions on a regular basis all over the coun-
try, promotion of educational courses for
female coaches and referees, preparation
of female human resources, managers and
administrators.

WOMEN’S FOOTBALL
KEY GOAL:
To ensure steady development of
Women’s Football
OBJECTIVES
8.1 Increase the number of Women’s Football Competitions
8.2 Increase number of female coaches for Women’s Football
8.3 Create Marketing Plan
8.4 Establish Women’s National Teams
GOAL AREA 8:

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37
The MFF has a privilege and responsibility
to oversee all aspects of Football in our country
and therefore, it must work for creating all
possibilities and opportunities for further
development of the game.
Creation of the proper and competent
Leadership and Management structure, good
organization and government of MFF operations
based on availability of funds and resources
would definitely bring fruitful results in all aspects
of football development.
If everyone who works in a governance
body would accomplish its tasks with firm
determination, sincere passion and competent
knowledgeand would be capable to use methods
of planning and strategy as their working tools,
then the development targets are to be achieved
successfully.
Professional and experienced leadership in
combination with well-structured and organized
Management could bring Mongolia football to
a new level of development to correspond the
current needs and requirements.
OBJECTIVES
9.1 Enhance the MFF Image
9.2 Develop more language capability
9.3 Improve the working environment of the MFF
9.4 Ensure each key function has sufficient professional expertise
9.5 Improve IT Infrastructure
MFF GOVERNANCE
KEY GOAL:
To develop a professional management structure,
adequately staffed with qualified and capable
people and appropriate resources
GOAL AREA 9:

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39
To bring football development to every part of Mongolia is one of our main strategies.
We plan to implement this policy in all 21 provinces and to start with Grassroots Football.
The first educational programs would be conducted in 2012 and will cover 5 provinces. The project
will be followed by further implementation in the remaining regions for the period of 3 years.
As a preparation stage for future ongoing projects, a Grassroots Instructors’ course would
be conducted with the aim of preparation of Grassroots Coordinators for each separate province.
In the meantime, we intend to establish step by step regional football associations in all
provinces in addition to existing 10 branches. Establishment of regional associations will help MFF
to bring football to provinces and to deliver its policy nationwide.
OBJECTIVES
10.1 Establish Regional Associations in all 21 Provinces
10.2 Develop regional Competitions in all Provinces
10.3 Provide and improve Regional Associations’ facilities
10.4 Increase number of Technical Courses to be conducted in Provinces
KEY GOAL:
Expand Regional associations and build their
strong capability
REGIONAL ASSOCIATIONS
GOAL AREA 10:

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41
• Marketing is the basic mediumto maximize
the MFF’s financial capability. Marketing
developmentmuch depends on commercialization
of football products, official partnership,
cooperation with TV and media, as well as on
positive and good relationships with
the stakeholders on a leadership level.
Marketing could become an important
instrument to raise the quality and standard
of football if at the end it brings growth
in financial resources and if it meets the
association’s policy and strategies. In
other word, the main objective of MFF
Marketing mission is to create a Marketing
structure with the purpose of creating and
implementing a marketing strategy aimed
at commercialization of all wide-scope
MFF activities, to secure various marketing
opportunities to expand revenue generation,
to develop human resources with
specialization in marketing management.
• In terms of communications, the
association’s aim is to improve IT capability
and upgrade IT System, obtaining advanced
equipment and necessary software, to
speed-up communication operations, to
secure regular updates on MFF website
along with constant development of its
structure and design, to work in close
partnership with media, to deliver the first-
hand information.
MARKETING AND COMMUNICATION
Key Goal:
TO BE A LEADING NATIONAL SPORTS ASSOCIATION
IN MARKETING AND COMMUNICATION
Primarymeasurements for implementing 11th goal.
11.1 Improve Marketing / Communication staff capability
11.2 Implement FIFA / AFC Marketing Policies
11.3 Develop MFF Marketing and Communication plan
11.4 Increase revenuesgenerated by MFF Marketing activities
GOAL AREA 11:

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43
Sporting infrastructure is an integral and
essential factor in developing any sport on scien-
tific basis and in creating favorable conditions for
players and teams to achieve a success. In football,
sporting infrastructure means a stadium, playing
grounds, a training camp and many others which
require a meaningful investment.
At the current moment in Mongolia there is
only one international standard football pitch which
means that we are badly regressive in this aspect
comparing with the rest of the world. Our two
neighboring countries are good examples of how
SPORTING INFRUSTRUCTURE
KEY GOAL:
To improve sporting infrastructure and
develop a National Stadium
OBJECTIVES
12.1 Complete the MFF Stadium tribune
12.2 Establish National training center for national teams at all age categories
12.3 Install standard pitches in 21 provinces in cooperation with Government
12.4 Build National Stadium in cooperation with Government
far modern football infrastructure is advanced.
Today, in every part of Mongolia, in each
inhabited area of the country, thenumber of kids and
youth who has a wish to play football is growingfast.
A need for football infrastructure is increasing ac-
cordingly.
Therefore, MFF is looking forward to making
a solution to a problem by way of installing a stan-
dard football pitch in every province in the country in
cooperation with Government andits relevant authori-
ties.
GOAL AREA 12:

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45
THE LONG TERM STRATEGIC
PLAN SUMMARY
Over the last 15 years, the
Mongolian Football Federation has
produced numbers of documents
aimed at the development of
football sport.
This document is the first
long-term plan developed by our
association and it puts forward
the strategic priorities for the
next ten years and the activities
that will help us to reach our
objectives.
The purpose of the MFF
Strategic Plan is to identify how
the MFF can build a coordinated
approach and implement a long-
term plan to achieve Mongolian
football’s aspirations for the
2012-2022 period. Moreover,
it documents and endorses
our dreams and provides us
with guidelines for successful
realization of our visions.
CONCLUSION
We believe that football
in Mongolia has significant
impact on Mongolians. This sport
attracts everybody’s attention and
mobilizes the greatest number
of participants. It has become a
means of education, of healthy
living, and of integration within
our society. Moreover, football
creates positive atmosphere for
human relationships and links
people as a bridge. As such,
football presents indisputable
social values.
Football sport must rest
on a solid base of discipline and
responsible ethics, fair play,
respect for the Laws of the
Game and respect for each other.
Discipline, integrity, transparency
and fair play must always prevail
on the pitch and off the pitch in
Mongolian football.
Our vision is one whereby
the MFF envisions each priority
with the same spirit, whether at
the grassroots level or senior level
and our requirements for each
category is also the same. It is
one work direction, one principle,
one discipline, one moral. Every
member of Mongolia Football
Family must remember that this is
the only way to realization of our
visions and to fulfilment of our
long-term mission.
We know that we need to
work hard to achieve our goals.
But we are full of determination,
trust and belief that our goals are
achievable and realistic. Therefore,
we wish to remind once again
that the Vision of our Long-Term
Strategic Plan is “To make the
nation of Mongolia to feel a glow
of pride in success of football”
TOGETHER FOR THE DEVELOPMENT!
№ Goal areas Key goals
Number of
Objectives
1 COACH EDUCATION
TO DEVELOP A STRUCTURED COACH
EDUCATION SYSTEM 4
2 GRASSROOTS
TO DEVELOP GRASSROOTS FOOTBALL ALL
OVER THE COUNTRY 5
3 YOUTH FOOTBALL EXPAND THE NUMBER OF YOUTH PLAYERS 4
4 NATIONAL TEAM
TO IMPROVE FIFA RANKING TO 150 AND
AFC TO 24 4
5
NATIONAL LEAGUE
AND CLUBS
TO MAKE NATIONAL LEAGUE HAVE TOP
AND SECOND DIVISION 4
6 REFEREEING
TO DEVELOP A STRUCTURED REFEREEING
SYSTEM 4
7 FUTSAL TO GROW AND DEVELOP FUTSAL 4
8
WOMEN’S
FOOTBALL
TO ENSURE STEADY DEVELOPMENT OF
WOMEN’S FOOTBALL 4
9 GOVERNANCE
TO DEVEOP A PROFESSIONAL
MANAGEMENT STRUCTURE, ADEQUATELY
STAFFED WITH QUALIFIED AND CAPABLE
PEOPLE AND APPROPRIATE RESOURCES
5
10
REGIONAL
ASSOCIATIONS
EXPAND REGIONAL ASSOCIATIONS AND
BUILD THEIR STRONG CAPABILITY 4
11
MARKETING AND
COMMUNICATION
TO BE A LEADING NATIONAL SPORTS
ASSOCIATION IN MARKETING AND
COMMUNICATION
4
12
SPORTING
INFRUSTRUCTURE
TO IMPROVE SPORTING INFRUSTRUCTURE
AND DEVELOP A NATIONAL STADIUM 4
х TOTAL
P.S: Separate Action Plans would be created
annually for each Objective implementation.
In total about 500 actionswill be accomplished
by 2022 based onconsideration that around 10
projects are implemented every year for each
Objective.
50

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47
10. Äýëõèé åðòºíöèéã èë¿¿ ñàéõàí
áîëãîõîä õºëáºìáºãèéã àøèãëà
Õ¿í á¿õíèé àìüäàð÷ áîëîõ ýíý äýëõèéã èë¿¿ ñàéõàí ãàçàð áîëãîõûí òóëä
àøèãëàæ áîëîõ èòãýìýýðã¿é õ¿÷ ÷àäàë õºëáºìáºãò áàéäàã. Ýíõ òàéâàí, ýðõ òýãø
áàéäàë, ýð¿¿ë ìýíä áîëîí áîëîâñðîëûã õ¿í á¿ðò õ¿ðãýõèéí òóëä ýíýõ¿¿ õ¿÷èðõýã
òàâöàíã àøèãëà. Òîãëîîìûã óëàì ñàéõàí áîëãîæ, ¿¿íèéãýý äýëõèé äàõèíä õ¿ðãýæ,
èíãýñíýýð òà èë¿¿ ñàéõàí äýëõèé åðòºíöèéã áàéãóóëàõ áîëíî.
FIFA-гийн Fair Playáóþó Øóäàðãà òîãëîëòûí çàð÷ìaac

2 0 1 2 - 2 0 2 2
Mongolian Football Federation (MFF)
P.O.Box 259
ULAANBAATAR 210646
Phone: +976-11/345 968
Fax: +976-11/345 966
E-mail: mongolianff@the-mff.mn

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