The possibility of casino resorts (Bolivia)

Casino resorts are complex tourist clusters (hotel 4-5, casinos, restaurants, SPA, conference halls, shows, retail, family zones) designed for tourist, business (MICE) and premium demand. For Bolivia, their launch can become a driver of non-resource growth: new jobs, an increase in the average tourist check, lengthening stays and a multiplier effect on transport, agro-and craft production, and creative industries. Success depends on the license model, transport accessibility, safety, quality of service and a strong responsible play policy.

Casino resort formats: What's right for Bolivia

1. Urban integrated resorts (IR) - near international airports, with an emphasis on MICE and gastronomy.

2. Natural and stage resorts are a bunch of "unique location + premium hotel + entertainment infrastructure."

3. Boutique resorts are a smaller playroom, but the highest share of revenue from F&B, SPA and events (wedding/business tourism).

4. Omnichannel IR - land resort + legal online brand (if regulated) with a single loyalty program.

Potential locations

Santa Cruz de la Sierra. Air hub, mild climate, high business activity and MICE potential; an urban IR with a large congress center is expedient.

La Paz/El Alto. Iconic species, cultural program, proximity of Copacabana and Lake. Titicaca; it is important to consider height and medical standards.

Cochabamba. Central location, gastronomic focus, regional fairs; mid-scale resort + events model.

Lake/natural zones (Titicaca) and salt marshes (Salar de Uyuni). Boutique format: less game - more experience, astroturism, ethno routes, eco-ESG.

Border corridors and resort cities are like hubs for foreign traffic in the presence of transport and border infrastructure.

Regulatory frame: what is needed to start

Separate "resort + casino" license with minimum investment, numbers, MICE, non-medical and medical safety requirements at height.

A tax model on GGR with a predictable vertical betting corridor and an understandable jackpot policy.

B2B/B2C licenses for platforms, games, live studios and operators themselves.

KYC/AML, responsible game, ombudsman. Default limits, self-exclusion, hotlines, public complaint statistics.

Integration of sports (if there is a sports book): official feeds, monitoring of anomalies, prohibition of insider bets.

Advertising and sponsorship 18 +. Transparent bonuses, ban on youth sites, responsible communication.

Infrastructure and CAPEX

Transportation. Connection with international airports, upgrade of access roads, parking lots/shuttles.

Communal base. Reliable energy (including renewable energy shares), water/purification, Internet (optics + reserve).

Safety and medical unit. First aid stations, acclimatization protocols in the highlands.

Digital circuit. Payment gateways, e-KYC, cybersecurity, anti-fraud, CRM/loyalty, omnichannel (if online is allowed).

Content localization. Show, gastronomy and retail with Bolivian identity - from coffee and cocoa to crafts.

Economic effect

Fiscal revenues: GGR taxes, service VAT, license fees, employment income.

Employment: from housekeeping and F&B to IT, cyber security, event production, marketing and compliance

Tourism and MICE: growth in average spending, seasonal diversification, lengthening stay.

Clusters of related industries: farmers/winemaking/crafting, creative industries, event agencies, transport.

ESG and responsible play

Responsible-by-design: default limits, bankroll tutorials, panic button timeout.

Social programs: local hiring, staff training, grants to cultural projects.

Ecology: energy efficiency, waste management, water-reuse, noise/light restrictions.

Transparency: annual ESG report, public KPIs of responsibility and employment.

Risks and mitigation

Risk	Manifestation	Mitigation
Regulatory uncertainty	delay of by-laws	pilot licenses/sandboxes, phased entry of verticals
Insufficient transport accessibility	low load	market agreements with airlines, route subsidies, shuttles
Soc. risks and perceptions	public criticism	strict liability policy, local employment quotas, open reports
Investment risks/cost of capital	CAPEX/OPEX growth	tax credits, PPPs, infrastructure guarantees
High-altitude factors	guest complaints	medical unit, informing, adaptation of programs, oxygen stations
Personnel shortage of service	NPS drop	hospitality academies, dual education, partnerships with universities

Scenarios to 2030

Conservative

1-2 city projects "light IR"; limited gambling space, focus on F&B and MICE. The share of foreign tourist flow is growing moderately.

Baseline (most likely)

1 major IR in Santa Cruz + 1 boutique resort in natural area; the emergence of local show programs, festivals and congresses; sustained fiscal contribution and employment growth.

Accelerated

2-3 IR (city + nature) with omnichannel (if online regulation is available), local content/stream studios, active MICE positioning of the country.

Roadmap (high-level) 2025-2030

2025

Development and discussion of the framework law "IR-license," public consultations.

Feasibility study for locations (Santa Cruz, La Paz/El Alto, Cochabamba, natural cluster).

Start of personnel training programs (hospitality, safety, compliance).

2026

Adoption of law and bylaws: B2C/B2B licenses, GGR model, ESG/responsible play requirements.

Launch of an international competition of concessions/licenses, pre-qualification of investors.

2027–2028

Construction of the first IR, upgrade of airport and road infrastructure, MICE pilots.

Signing agreements with air carriers and tour operators.

2029

Opening the first IR, debugging services, launching a congress calendar and annual festivals; independent ESG/KPI audit.

2030

Access to operational stability, expansion of the second project (boutique format in the natural area), integration of the omnichannel (if available online).

Success KPI

Employment: direct/indirect jobs, share of local hiring.

Tourism: average length of stay, RevPAR, load 4-5, share MICE.

Finance: GGR/taxes, share of non-gaming revenue (F&B, show, SPA, retail).

Responsibility: share of players with active limits, time to resolve complaints, NPS guests, integration incidents (if sports book).

ESG: consumption per room, RES share, waste processing, local purchases.

Practical recommendations

To the state

Create an understandable IR license with an investment threshold and tax corridor.

Include in the Ombudsman package, e-KYC/AML standards and responsibility metrics.

Support infrastructure (airports/roads/communications) and personnel (service academies).

To operators/investors

Rely on MICE + gastronomy + shows, not just gambling revenue.

Plan for medical preparedness in the highlands and comprehensive safety.

Build ESG and local content into the project architecture, develop a loyalty omnichannel.

Travel industry and cities

Joint marketing, calendar of events, city-pass, integration with cultural routes and natural parks.

Casino resorts for Bolivia are an investment and tourism strategy, not just a "gaming project." With the right license, infrastructure and responsible UX, a country can get sustainable fiscal revenues, employment and an international image. The optimal path is to start with one anchor IR in the transport hub and a boutique resort in the natural area, consolidating the standards of ESG and responsible play. This approach minimizes risks and forms long-term value for the economy and society.