Acceso usuarios
Daniel Hernando Corzo Arévalo
La pandemia de covid-19 ha generado una recesión global y sincronizada, que ha afectado mayormente al sector turístico por la paralización de la movilidad de personas y la imposibilidad de ofertar y demandar servicios turísticos. El departamento de Santander no es ajeno a esta realidad y, al ser un destino altamente turístico, ha sufrido evidentes afectaciones económicas, mayormente en el área metropolitana de Bucaramanga, el centro turístico de distribución y estadía del departamento, que no ha encontrado la manera de solventar dicho acontecimiento. Este artículo realiza un diagnóstico minucioso de la situación del turismo en el área metropolitana de Bucaramanga durante el primer semestre 2020. Posteriormente, establece unos lineamentos base para la formulación del plan de reactivación del sector turístico desde el enfoque de gobernanza. Finalmente, se dan algunas recomendaciones para el adecuado control y seguimiento del plan.
The COVID -19 coronavirus pandemic has created a global and synchronized recession, which has gravely affected the tourism sector given that people mobility came to a halt and that it has become impossible to supply and demand tourism services. In Colombia, due to the increase in COVID -19 cases, a strict quarantine has been maintained for over six months and it is not yet clear when it will be lifted. The department of Santander has not escaped this reality. In fact, being a highly touristic destination, it has suffered great economic impact, mostly in the Bucaramanga metropolitan area, which is the department’s tourism and hospitality hub and has been unable to mitigate this situation. This paper offers a detailed diagnosis of the current tourism situation in the Bucaramanga metropolitan area during the first semester of 2020. Then, basic guidelines are established for the formulation of a reactivation plan for the tourism sector from a governance approach. Finally, recommendations are given for the adequate control and follow up of the plan.
