Uzbekistan is introducing a new project-based management model in the tourism sector, aimed at accelerating infrastructure development, improving coordination and increasing the attractiveness of regional tourist destinations.

The reform reflects a shift toward a more structured, investment-oriented and performance-driven approach to tourism development.

Clear targets for sector growth

 

The new framework establishes ambitious targets for 2026–2027, including:

• creation of 24,000 new jobs and formalization of an additional 16,000 jobs in tourism and related sectors;
• expansion of accommodation capacity to 8,250 facilities with approximately 95,000 rooms;
• increase in the number of hotels to 1,380, with around 45,000 rooms.

These targets highlight a strong focus on both employment and infrastructure expansion.

Introduction of project-based management model

 

A central element of the reform is the implementation of a project management chain:

“Attractive location → project → infrastructure → entrepreneur → promotion → tourist”

This model is intended to ensure end-to-end development of tourism products, from planning to commercialization.

Key measures include:

• development of master plans for 34 tourism sites;
• development and launch of 31 tourism projects;
• allocation of significant public funding to support infrastructure development.

Creation of dedicated project offices

 

To operationalize the reform, two specialized project offices are established under the Tourism Committee:

• Project Office for Tourism Infrastructure Development (coordination of tourism zones and clusters);
• Project Office for Tourism Product Development.

The infrastructure office will act as a central coordinator, overseeing the activities of all tourism clusters at national and regional levels.

New governance and collaboration model (Quattro)

 

The reform introduces a “state – business – society – education” (Quattro) model, designed to ensure coordinated participation of:

• government authorities;
• private sector and investors;
• civil society institutions;
• educational and expert organizations.

This framework is intended to support sustainable and integrated tourism development.

Infrastructure, design and regulatory improvements

 

Starting from 1 June 2026, a special design code will be introduced for pilgrimage tourism areas, regulating land use, zoning and development standards.

Additional measures include:

• improved transport accessibility and tourist navigation (including English-language signage);
• development of tourism infrastructure in regions with high potential;
• allocation of land plots for tourism projects (over 1,200 hectares identified).

Financial incentives and support mechanisms

 

From 1 September 2026, financial support will be expanded through the Tourism Support Fund, including:

• partial reimbursement of travel, accommodation and hospitality costs for foreign tour operators;
• compensation of up to 25% of marketing expenses of domestic tour operators (subject to caps);
• financial support for private entrepreneurs organizing cultural, entertainment and tourism events.

These measures are aimed at increasing inbound tourism and private sector participation.

Quality and capacity building

 

The reform also focuses on improving service quality:

• introduction of regular training programs for tourism sector participants;
• engagement of international experts;
• development of information platforms and promotion of tourism locations.

Implications

 

The introduction of project-based management marks a transition toward:

• structured and coordinated tourism development;
• stronger integration of infrastructure, investment and promotion;
• increased role of private sector and PPP-type models;
• enhanced accountability through project-based execution.

The measures entered into force on 1 May 2026.