OʻZBEKISTON ENERGETIKA SEKTORIDA DAVLAT-XUSUSIY SHERIKLIK LOYIHALARINI AMALGA OSHIRISH JARAYONIDAGI INSTITUTSIONAL YUK TAQSIMOTINING NOMUTANOSIBLIGI

The article analyzes the formal structure of the implementation process for public-private partnership (PPP) projects in Uzbekistan's energy sector, consisting of six stages and twenty-five steps, and provides a quantitative assessment of the distribution of the burden between the process participants—the public partner and the tender commission. The relevance of the study lies in the fact that the formal regulation of the process does not guarantee its effective functioning in practice if the burden distribution among participants is disproportionate. The aim of the study is to analyze the distribution of tasks across process stages and participants, identify load-bearing points, and evaluate their impact on institutional capacity. Based on the analysis of official documents, it was established that out of twenty-five steps, thirteen (68.4%) fall on the state partner, and six (31.6%) on the tender commission, with the burden of the first being 2.17 times heavier than the second. In terms of stages, the tender process is the densest stage with eight steps, while there are only two steps in the project definition stage, and the difference between the two extreme values is more than four times. At the same time, it was found that three different forms of partnership in the energy sector—a production sharing agreement, an independent producer model, and a regulated asset base—operate simultaneously but without coordination. The study recommends strengthening the qualification and staffing capacity of the public partner, reducing verification points, and consolidating the tripartite form of partnership into a single institutional framework

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