"We collect data that is taken as input for the unions and other entities of the district in order to make decisions to contribute to the management of the city".

Andrés Clavijo, Director of the Bogota Institute of Tourism

Bogota Tourism Institute
Bogota Tourism Institute

Andrés Clavijo Rangel, Director of the Bogota Tourism InstituteHe specialises in Social Transformation, Tourism, Economic Development, Innovation and Entrepreneurship; he has extensive experience in the public sector, especially working with communities in the regions, in different areas such as tourism, citizen participation, electoral issues and project management.

He has participated as a political analyst in different regional media and has worked in social networks as an influencer on various topics in marketing projects.

He currently directs the Bogota Tourism Institutewhich has been certified as a Smart Tourist Destination (DTI), as a result of the evaluation carried out by the Spanish State Society for the Management of Information and Tourism Technologies (SEGITTUR), from the Spanish Ministry of Industry, Trade and Tourism to the District Administration.

Bogota has been certified as an "Intelligent Tourist Destination (ITD)". What would you say have been the main technological trends that have transformed the capital's tourism sector?

Technological trends have been evolving, for example, mobile applications, social media and marketing play an important role in the promotion of tourist destinations, online bookings and platforms, as well as in the promotion of tourism. Big Data y data analysis.

According to Bogota's pre-investment plan, the result of the programme IDB Future TourismIn Bogotá, tourism companies use different independent programmes to meet their financial management needs (accounting, costs, finance, invoicing), customer data (CRM), reservations and human resources (payroll, holidays, schedules, etc.). The goal is to have integrated tools that make your operation more efficient. In addition, connectivity in Bogota is generally good, both in terms of 4G and fibre optic coverage. However, there is room for improvement.

In terms of network coverage, there is 4G coverage in practically all localities in Bogotá, although within this coverage we can distinguish areas with higher reception intensity and speed. Areas such as Usaquén and Chapinero have the best connection speeds (above 30 Mb/s). The rest of the localities show connectivity below 15Mb/s. Tourist areas such as the Santafé district are also identified as areas with improved connections.

However, according to the diagnosis, it is evident that there is still a need to implement a technological culture The current generations who are leading the sector need to adopt technology by means of technical assistance, training and education programmes for human resources, both in specific operational issues and in digital marketing, Big Data, data analyticsas well as in IoT. The cybersecurity is another key element of high priority.

On the part of the District Institute of TourismBogotá DC Travel's promotional website is intuitive and easy to use. It has incorporated a plug-in which allows you to adjust accessibility parameters for visually impaired people, such as image descriptions, font sizes and colour contrast.

The website is responsive: it is optimised for both desktop and mobile devices, although some areas for improvement have been identified in mobile browsing, such as the need to scroll not indicated in the main menu of "Bogotá explore" and inadequate display of horizontal images on vertical screens.

Can you highlight one example of an initiative on ?Smart Cities? in Bogotá, which has improved the experience of tourists?

The city in the lead of ICTs has generated initiatives to create new user experiences that seek to manage tourist flows, improve the services provided to tourists and allow them to communicate and interact in a more transparent way with local businesses, governments and attractions, among the most outstanding ones are:

  • ChaticoThe robot, which works thanks to algorithms and artificial intelligence through WhatsApp, offers services and information from the district to the citizens. This virtual agent works 24 hours a day, 7 days a week and in its first interaction, tourism has been arranged.
  • Open Data BogotáBogotá's Open Data platform seeks to promote transparency, access to public information, competitiveness, economic development, and the generation of social impact through openness, the reuse of public data, and the use and appropriation of ICTs in accordance with Colombia's OnLine Government strategy. The Open Data initiative seeks that all public sector entities publish relevant and quality information in structured formats available to users so that they and the entities can use it in different ways, according to their interest.
  • IDECAThe Spatial Data Infrastructure (SDI) of Bogotá, known as IDECA, is defined as the set of data, standards, policies, technologies and institutional agreements, which in an integrated and sustained manner, facilitate the production, availability and access to geographic information of the Capital District, in order to support its social, economic and environmental development.
  • TransmilenioStrategic ally that has implemented technological tools that allow users to move efficiently in the city, as well as providing timely information on tourist attractions, wifi connectivity, among others, and how to get to them.
  • Similarly, since the District Institute of Tourism - IDT has promoted initiatives that facilitate the tourist experience, such as the Bogotá DC.travel and tourist information points where we have digital aids that facilitate the delivery of tourist information.
  • We also have our tourist information system SITBOGThe Bogotá Tourism Board, a tool that permanently provides reliable, consistent and appropriate statistical information on the situation and evolution of the tourism industry in the city of Bogota.

As pioneers and founders of the Ibero-American Network of Smart Tourist Destinations, creators of Colombia's first tourism quality network system, what challenges has Bogota faced in implementing technological solutions for tourism?

One of the most important challenges that Bogotá has faced in the implementation of technological solutions is the use and appropriation of the tools that are generated.

Most of the time, citizens are very resistant to change and this means that they do not get enough out of the initiatives that are implemented.

In addition, the Pre-investment Plan of the IDB's Tourism Futuro programme has identified the following as the main challenges:

  • Generate a technological culture in the tourism sector. A process of technology adoption is needed through technical assistance, training and education programmes.
  • To have a larger budget for investment in technology.
  • Support companies to have digital strategies that support investment planning. Yes, there are businesses that have integrated the technology area into their organisational core, but they are large or chain companies; these are exceptional cases.
  • Supporting companies to turn their websites and applications into an important transaction and sales channel.

Of the five axes of the ITD Methodology, Bogotá made a strong commitment to open innovation, in the destination and in the processes; what impacts and consequences did the implementation of a strategy based on the consolidation of an "Intelligent Tourism Destination" entail?


  • Generate synergies between the different district and national entities.
  • Development of accessible and inclusive products and services
  • Improve the visitor experience at the destination, by providing technological tools, generating specialised products and adapting the offer.
  • To support the increase of quality in the provision of tourist services, by supporting the development of a District System of Tourist Quality (SIDCAT).
  • To make tourism visible and position it as an economic driving force for the territory and for social development.


  • Articulation of the city for the growth of the city
  • Actions to strengthen citizenship are generated.
  • Positioning Bogota as a tourist and investment destination, both nationally and internationally
  • Tools to support tourism stakeholders

And what other objectives related to digitisation and modernisation were set for the development of the city?

Bogota through the IDT and FENALCO joined forces to present themselves in the IDB's call for future tourism and was one of the ten destinations chosen for the FUTURE TOURISM Programme, an initiative of the IDB, which aims to support the development of the future of tourism in Bogota. digitisation The aim of the project is to promote technological innovation in tourism destinations in Latin America and the Caribbean in order to solve challenges related to the challenges and opportunities in terms of the geographic environment in which companies operate, as well as the heterogeneous challenges they face through economies of scale. In short, it seeks to accelerate technological innovation in tourism destinations in Latin America and the Caribbean in order to solve challenges related to the competitiveness y socio-environmental sustainability and resilience / health security and governance, stimulating the networked coordination of the regional tourism ecosystem.

As a result, the city has a pre-investment plan with five strategic lines of action:

  1. Connectivity
  2. Digital maturity
  3. Information systems
  4. Sustainability
  5. Interaction

High-priority actions in digitalisation:

  • Training in applied data analytics and IoT for Tourism Service Providers.
  • Training and access to marketing solutions and improved Internet positioning for Tourism Service Providers.
  • Training and access to cybersecurity and contingency solutions for Tourism Service Providers
  • Digital marketing and social media training for Tourism Service Providers
  • Personalised advice and support for the development of digital transformation strategies for Tourism Service Providers.

How would you say sensor networks and data collection are being harnessed to improve decision-making in city tourism management?

The District Institute of Tourism ? IDT compiles data that is taken as input for the guilds and other entities of the district in order to make decisions to contribute to the management of the city. These data are collected under the following guidelines or operating policies:

? The Guidelines for the Statistical Process in the National Statistical System V2, provides guidance to NSS entities that produce and disseminate statistics in accordance with paragraph 1 of Article 160 of Law 1753 of 2015; to understand and implement the statistical process, regardless of the type or activity of the producer. These guidelines should be applied in conjunction with the legal provisions applicable to each entity.

? The Technical Standard on the Quality of the Statistical Process - NTCPE1000 of the National Administrative Department of Statistics - DANE, should be taken into account since its purpose is to comply with this legal mandate and to contribute to the entities and organisations that make up the National Statistical System (SEN) to produce official statistics with quality standards.

? The District Development Plan must be taken into account as it is the management tool that promotes social development in a given territory during a current government programme and provides guidelines for the fulfilment of the objectives set.

? Guidelines for the integration of the geographic component within the institutional processes of the district entities or agencies for the implementation of the Geospatial Information Management Policy for the Capital District.

? For the development of the operation policy, the following phases must be taken into account, which are located within activity No. 6 of this procedure:

  1. Phase I Design and testing.
  2. Phase II Execute and collect primary data (if applicable).
  3. Phase III Execute and collect secondary data (if applicable)
  4. Phase IV Analyse and produce outcome document(s)
  5. Phase V Validate and approve outcome document
  6. Phase VI Publish and disseminate.
  7. Phase VII Feedback on the results documents published by the Observatory on the entity's website.

In the District Institute of Tourism ? IDT has a field team that is responsible for data collection through surveys in El Salitre transport terminal and El Dorado Airport. Through the development of the questions it is possible to know reasons for travel, nights spent, average expenditure, among others. We also participate with a field team in Accommodation and Lodging Censuses, the gastronomic industry, and in the measurement of different events held in Bogota. Secondary information analysis is also carried out and these inputs are used to feed the SITBOG, a tool that permanently provides reliable, consistent and appropriate statistical information on the situation and evolution of the tourism industry in the city of Bogotá. This information can be primary or secondary and quantitative or qualitative, which facilitates the monitoring of tourism behaviour and generates data for the formulation, evaluation and monitoring of decision-making in both the public and private sectors.

In this tool you can find:

  • Traveller research in Bogotá
  • Studies
  • Reports
  • Newsletters
  • Event measurement

How is the public-private partnership evolving to drive digitalisation in the city's tourism?

In the CONPES 26 of the public policy on tourism, objective 5 is to strengthen technological innovation processes for the optimisation of tourism services in the Bogotá region, where the associated product is the increase in the number of bodies of tourism data available for interoperability for users of the Information System. This involves the implementation of the integrated platform in a digital linkage that enables cooperation between the private and public sectors, which also enables the capture of data and statistical reading of the sector in the territory. This facilitates the production of evidence for decision-making in the sector and, additionally, is the basis for offering unified information platforms for tourists and visitors.

The second outcome associated with the Objective 5In addition, there is the increase in digitally transformed tourism service providers.

This line of action seeks to contribute to closing gaps in access to and use of digital resources.

This undermines the competitiveness of the sector and excludes actors in the district tourism system from the possibilities of offering better products, services and experiences.

In addition, and in line with the fulfilment of the SDGs 5, 8 and 11In addition, the development of technical assistance processes for the digital transformation of tourism service providers. This includes processes of digital literacyThe aim is to improve the competencies of the providers to locate, research, analyse information and make it a functional process to be applied in their productive units.

Likewise, the CONPES 29 of the public policy Bogotá Territorio Inteligente, which aims to promote the use and exploitation of data, technology and innovation to solve problems and generate opportunities that improve people's quality of life.

The policy contains 7 specific objectives, among which are the closing of the citizens' digital divide through a district connectivity plan, the development of citizenship skills with the training of 47,000 beneficiaries in post-secondary education in IT, the use of data for decision-making, where one of the tools to achieve this will be Chatico, Bogotá's virtual agent, which will have a greater impact on consultation and citizen participation exercises.The use of data for decision-making, where one of the tools to achieve this will be Chatico, Bogotá's virtual agent, which will have a greater impact on consultation and citizen participation exercises, as well as the implementation of the data brain and the 360° Citizenship project to provide better district services to the population; and the consolidation of public innovation as the driving force behind the intelligent territory through the iBO laboratory that will lead the creation of the Public Innovation System and the creation of the innovation hub that will be integrated into the Science Campus, Technology and Innovation of Bogotá-Región.

The timeframe for the implementation of the policy will be 10 years, during which time the District will have to strengthen the articulation of its entities and collaborative work with other actors to achieve the goals that will consolidate the city as a smart territory.

For the purposes of this policy, public-private partnerships will be understood from an expanded approach, beyond the traditional Public-Private Partnership ? PPP. It includes the different types of alliances, both formal and informal, where public, private and social actors are integrated around the development of actions or projects of mutual benefit, so that the Public-Private Partnership will be understood as "a voluntary cooperation that involves defining common objectives through a shared responsibility where mutual benefits can be identified, risks and associated investments can be shared and managed through an equitable distribution of power" (Casado, 2007). (Casado, 2007). public-private partnerships have been put forward from different models such as the three (University, Industry and Government), four (University, Government, Business and Society) and five helix models (University, Government, Business, Society and Environment) and more recently and in a more developed conceptual and organisational way, the Fourth Sector model, which integrates public, private and social organisations, including in these three categories, elements such as universities and the environment.

Since the creation of the Iberoamerican Network of ITDs, almost two years ago, we have been working for the development of a more competitive, inclusive and sustainable tourism. What future projects do we intend to carry out in order to continue promoting the development of the capital?

The Ibero-American Network has a work plan that has three specific objectives and impacts all members of the Network:

  1. Generate constructive and results-focused partnerships to ensure that territories, their products and services respond to the challenges of smart tourism.
  2. Contribute to the open, sustainable, accessible, technological, innovative, articulated and competitive tourism development of the region.
  3. Articulate efforts towards the planning and management of the region's ITDs, which are materialised through technical and methodological guidelines, programmes and strategies with a forward-looking approach.

Bogota continues to work to boost the digital transformation of tourismpromoting the development of the capital through projects focused on constructive partnerships, sustainability, innovation, technological accessibility and prospective strategies for the management of Smart Tourism Destinations in the region.

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