Assistants to the hokims are among people ("Uyas" mahalla)

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Interview with Urol Kholikov, Assistant to the Hokim of Qumqoʻrgʻon District of Surkhandarya Region in the “Uyas” Mahalla.

— How did your professional journey begin? How did you come to hold this position?

—I was born in Shurchi District of Surkhandarya Region. In 1998, I graduated from the Faculty of History and Social Studies at Termez State University. I began my career as a history teacher at Secondary School No. 20 in Qumqoʻrgʻon District. I later joined the Surkhandarya Hydro-Melioration Technical School as an instructor. From 1998 to 2022, I served as director of this educational institution, and after it was transformed into a vocational college, I continued to work as its director. Following the adoption of the Presidential Resolution of the Republic of Uzbekistan establishing the position of Assistant Hokim, I took part in the competitive selection process. Based on the interview results, and taking into account my professional experience and career background, the selection committee deemed me qualified for this position, and in November 2023 I was appointed accordingly.

— How would you describe your mahalla? Please tell us more about its infrastructure and employment opportunities for local residents.

— Uyas Mahalla derives its historical name from an expression meaning “the shore where scholars lived.” Our mahalla is home to 5,015 residents, with 915 households and 1,325 families. Its key infrastructure includes internal roads, kindergartens, and several industrial enterprises. Employment in our community can truly be described as exemplary. We have conducted a door-to-door survey and created a detailed register of every household.

At present, 724 out of 900 households operate greenhouses. The smallest cover around 500 square meters, while the largest reach 30–35 ths square meters. These greenhouses are primarily used to grow bell peppers and seedlings, with harvests collected two to three times per season. Our mahalla benefits from abundant water resources and fertile soils. In addition to irrigation canals, each household uses artesian groundwater, which significantly supports agricultural production. The produce grown here is sold both domestically and abroad. One variety of bell pepper is cultivated for the domestic market, while another is grown specifically for export. We work under the principle of “One Product, One Cluster.”

Today, the residents of our mahalla live in peace and harmony and are fully engaged in productive work. Nearly every household hires seasonal labor. During planting, crop maintenance in accordance with agronomic standards, weeding, leaf pruning, harvesting, loading, and packaging, each greenhouse employs between 15 and 50 young workers per day. There is effectively no unemployment in our mahalla — everyone is productively occupied.

— What was the most difficult challenge at the beginning of your journey, and how did you overcome it?

—Every organization and institution has clearly defined responsibilities for each employee. We conscientiously carry out the tasks entrusted to us, and our work is organized on a systematic basis. No job is without challenges, but they must be overcome through dedication and perseverance.

— Through direct engagement, surveys, and field research, you maintain a close understanding of conditions in the mahalla. What economic opportunities were identified, and which growth drivers were selected?

—There is a saying that one should never put off until tomorrow what can be done today. If you commit to a task and see it through to completion, difficulties become manageable. From the outset, we conducted a comprehensive assessment of the mahalla’s natural conditions, water and land resources, and the skills and capabilities of local residents. Based on these findings, we decided to establish compact household greenhouses and develop vegetable cultivation. To support this initiative, residents were provided with the necessary financial and practical assistance.

Drawing on our knowledge, experience, and capabilities, we were able to successfully implement this model. Among the 724 mahallas in our region, the Uyas experience was recognized as a best practice. For example, in 2025, a land plot for the “Tomorka School,” which was recently visited by the President, was allocated based specifically on the Uyas model. A bell pepper variety known as “Traffic Light” was planted there, and the harvested produce was distributed to visitors and experienced farmers. We received many words of gratitude, and that recognition made all of our efforts worthwhile.