The Spanish Smart Tourism Destinations Network: The Instrument for Transferring and Stimulating the Adoption of National Tourism Policies

Abstract

The implementation of the Smart Tourism Destination (DTI) Model is supported by a collaborative governance structure, known as the Smart Destination Network (Red DTI) that brings together agents from public and private spheres that are leading the transition from the traditional tourism sector toward Smart Tourism Destinations, an end-to-end transformation programme structured around governance, sustainability, accessibility, technology, and innovation pursued by the Spanish Secretary of State for Tourism.

This chapter sets out the creation process and objectives of the DTI Network, serving as a catalyst for the DTI Model by analyzing factors including but not limited to its nature, progress, objectives, management bodies and services offered, highlighting its potential as a tool for the transfer of knowledge to redefine the role of tourism policies and the development of new planning and management tools.

1 Conceptualization and Objectives

Since launching the Smart Tourism Destination (DTI) programme (Segittur, n.d), the Spanish Secretary of State for Tourism (SETUR), through SEGITTUR, has worked on the definition of the model, its implementation, its governance and the sophistication of the tools made available.

In October 2018, following a growth in interest amongst the main Spanish destinations in relation to the DTI model, a proposal was made by SETUR concerning the creation of the DTI Network, with a view to placing destinations at the center of focus when it came to public policies on tourism to enhance their competitiveness, promote synergies and facilitate the necessary transfer of knowledge.

It was thus conceived as a strategic instrument that would act as a catalyst for the DTI programme for its consolidation and serve as a meeting place and support for all destinations making the commitment to implementing the DTI diagnosis and action plan, to developing toward a model of smart management and a more sustainable and resilient form of tourism.

Just a few months later, on February 27, 2019, the DTI Network was formally founded with the participation of 47 destinations and 10 national institutions through the signing of the General Action Protocol for participation, support and promotion of the DTI Network, and the coordination of its operation through its two governing bodies: the Plenary Committee and the Executive Committee.

The constitution of the DTI Network has been one of the main commitments of the Secretary of State for Tourism in recent years, thanks to which Spain is now cementing its status as a leader in the implementation of a methodology for the transformation of destinations toward a new model rooted in governance, sustainability, accessibility, innovation, and technology as the backbone.

It is, therefore, a key action of tourism policy to generate added value for destinations as well as for monitoring projects following a diagnosis, to promote cohesion, the exchange of best practices, and the unlocking of synergies between destinations.

The DTI network was created with a view to bringing together and representing all tourism destinations that have initiated the process of earning the DTI badge, as well as other essential agents, from the various strata of public bodies involved through to the private sectors and academia; in short, all those whose knowledge and field of work can collaborate and add value to the development of Smart Destinations.

Thus, the DTI Network currently recognizes three types of members, as set out in the Network’s General Action Protocol.

• Full members: Local government bodies, as defined in Law 7/1985, of 2 April, on the Basis of Local Governance, which are recognized as Smart Destinations, or which have begun the process of becoming Smart Destinations according to the methodology applied by SEGITTUR, with the drafting of a diagnosis and action plan.

• Institutional members: Public Administrations and their bodies, organizations and entities not included in the above point, and associations, federations, and groups of public administrations and/or entities relating to the DTI which work in areas relating to the DTI methodology.

• Collaborating members: Individuals or public or private entities people not included in the above points, who due to their expertise and professional fields can add value to the development of the DTI.

Moreover, the Terms of Reference of the management bodies of the Smart Destinations (DTI) Network include the figure of international observers, who do not have the right to speak or vote, but may participate in any working sessions and/or meetings organized by the DTI Network, provided their participation is not expressly excluded.

While membership does not currently entail any financial commitment, destinations that join the DTI Network confirm, upon applying, their commitment to initiate, within a period of 2 years, the process of converting to a DTI according to the methodology of the Secretary of State for Tourism by undertaking the corresponding diagnostic work and drawing up an action plan, which does come with an associated cost. Under no circumstances does simple adherence to the DTI Network confer DTI status; rather, it is an initial commitment to ultimately becoming a destination operating under the DTI Model. Only those destinations that obtain a score of 80% or more in meeting the requirements set out in the DTI methodology are worthy of a DTI badge. In the case of full members, the acceptance of full members into the DTI Network is subject to approval by the Executive Committee and also requires compliance with the Code of Ethics of the DTI Network.

The acceptance of institutional members into the DTI Network is subject to approval by the Plenary Committee and has no associated costs.

In the specific case of collaborating members, as well as being dependent on acceptance of the DTI Network’s Code of Ethics (Segittur, 2022), acceptance is conditional on the undertaking of a relevant and interesting project with a full member or institutional member, linked to the DTI Model. Their membership represents an opportunity to enhance the visibility of destinations among companies and allows the destinations to witness the effectiveness of new solutions firsthand.

It is particularly important to highlight that membership of the DTI Network as a collaborating member does not imply any recommendation by SEGITTUR of the member company, nor any recommendation by the DTI Network itself. This is because their membership is conditional on the endorsement they receive from a full or institutional member of the network upon presenting a specific project that serves as a benchmark for other destinations.

The validity of the acceptance of collaborating members into the DTI Network lasts for 2 years; this may be extended by renewing the collaboration with one or more full or institutional members of the Network, in line with the Operating Regulations of the management bodies of the DTI Network, a circumstance that encourages the business community to continue building synergies and developing its products in response to the needs posed by the destinations making the commitment to the DTI model.

1.1 Aims of the Smart Tourism Destinations Network

As a collaborative instrument, the Smart Tourism Destinations Network pursues multiple objectives, all of which are included in the General Action Protocol approved on July 13, 2023. With this in mind, its general objectives include:

• Encouraging Spanish tourism destinations to become DTI and join the Network.

• Fostering public–private partnerships in the development of products, services, and actions in DTI.

• Contributing to ensure Spain’s leadership in smart tourism through the actions of the Network.

• Guaranteeing the quality and evolution of the DTI project.

More specifically, these general objectives are reflected in the following specific cooperation objectives:

• Collaborating on coordinating, and where applicable taking part in, government-led actions in and relating to DTI.

• Encouraging collaboration and joint action by the destinations forming the Network, looking for synergies in every area of smart tourism and sharing experiences and best practices.

• Fostering coordination and/or integration with other networks and forums with similar or equivalent aims, in Spain and/or abroad.

• Spreading important information about DTI and the benefits and results of applying DTI management.

• Driving research in all the core areas of development of a DTI to contribute to continuous improvement.

• Facilitating the process by which destinations become DTI through advice, financing information, and technological and strategic solutions.

• Defining and/or promoting a framework for the joint promotion of DTI at the national and international levels, creating a framework that recognizes the benefits for tourists and residents of achieving social, economic, and environmental sustainability.

• Promoting the development and dissemination of tools, useful information and expertise for tourism destinations, and training in their use.

2 Functioning of the Smart Tourism Destinations Network: Management Bodies

The DTI Network is an ambitious, long-term project that aims to promote a new reference framework to grow and increase the competitiveness of the existing Spanish tourism model, while laying the foundations for what will be a new model based on innovation, knowledge, technology, accessibility, and shared governance between central, regional, and local administrations.

To achieve these objectives and fulfil its duties, the DTI Network operates a structure in which all of its members participate and are represented (Segittur, 2023a), and which is also in line with the commitments they assumed when they joined.

The Network is permanently steered and chaired by the Secretary of State for Tourism and has two main management bodies to guarantee and promote the governance of the Network: the Plenary Committee, as the representative body tasked with monitoring compliance with the Protocol, and the Executive Committee, which is there to ensure proper compliance with the Protocol.

Both bodies are supported by a technical secretariat, which assists them by seeing to it that their decisions are acted upon and take effect.

The main functions of both management bodies (Fig. 1) are included in the General Action Protocol for the participation, support and promotion of the DTI Network:

Fig. 1

Governance bodies of the Smart Tourism Destinations Network. Source: https://www.destinosinteligentes.es/funcionamiento/ (July 2023)

Below, a more detailed description is provided of the composition and functions of each of the management bodies of the Smart Tourism Destinations Network (Segittur, 2023b).

• 5. Executive Committee

The Executive Committee is responsible for pursuing the objectives set out by the Smart Tourism Destinations Network and the main stakeholders tasked with defining its strategy sit on this committee:

• Chair: falls permanently to the Secretary of State for Tourism, who leads this initiative and manages its operations.

• Vice-Chairs:

  • Coordination Vice-Chair: permanently held by the Chairman of SEGITTUR or the person delegated by them. In charge of the technical and administrative managements of any actions or projects performed by the Network, complying with the guidelines set out by the executive and plenary committees.

  • First Institutional Vice-Chair: permanently held by a representative of the Spanish Federation of Municipalities and Provinces (FEMP).

  • Second Institutional Vice-Chair: permanently held by a representative of the public business entity RED.ES.

The institutional vice-chairs are responsible for fostering and improving the fluidity of relations between members, as well as coordinating and managing relations between members and the Executive Committee.

• Members: a minimum of 2 and a maximum of 25, appointed by the Plenary Committee from among the full members, following the presentation of candidacies from interested institutions and fulfilling a series of requirements. The members of the Smart Tourism Destinations Network act as representatives of the interests of full members and, therefore, serve as the voice of the other destinations that make up the Network, relaying any concerns and needs identified to the Executive Committee. The following full members currently hold this position:

  • Avilés Town Hall

  • Council of Benidorm

  • Council of Burgos

  • Council of Chiclana

  • Council of La Adrada

  • Council of La Nucía

  • Council of Logroño

  • Council of Mérida

  • Palma de Mallorca Town Council

  • Santander Town Hall

  • Council of Talavera de la Reina

  • Council of Torremolinos

  • Valencia Town Hall

  • Council of Lanzarote (SPEL)

  • Council of Tenerife (SPET)

  • Provincial Council of Pontevedra

All full members interested in being members of the Executive Committee must satisfy the following requirements:

• Have completed the diagnosis tasks and Smart Tourism Destinations action plan.

• Have joined the Smart Tourism Destinations Network at least 2 years prior.

The position of member has a maximum duration of 4 years and as part of the electoral process, the Executive Committee promotes the maximum representation of the different types of full members (provincial councils, island councils, associations of municipalities, governing boards, and city councils) to ensure that the specific nature its members are represented.

Generally speaking, the Executive Committee’s key functions include verifying the performance and monitoring, overseeing, and controlling the activities or projects undertaken within the Smart Tourism Destinations Network, while providing support to the Plenary Committee as and when required or deemed advisable.

The Executive Committee is also responsible for the following functions set out in the General Action Protocol:

• Approving the acceptance and removal of full members.

• Proposing, for information purposes, the registration and removal of institutional members and collaborating members to the Plenary Committee.

• Preparing programmes or projects and proposing the corresponding specific agreements to execute the Smart Tourism Destinations Network Protocol in the selected areas, within the collaboration modes established in Clause 3 of this Protocol.

• Approving and driving the actions of the Network and managing internal and external communications.

• Coordinating, calling, and improving the fluidity of the meetings of expert groups and round tables. Proposing the functions of these groups and the management of the activities the Network offers its members.

• Referring its own proposals to the Plenary Committee and executing its agreements.

• Proposing additions or withdrawals of members to the Plenary Committee.

• Representing the Network.

• Monitoring the specific protocols signed, referring proposals to the Plenary Committee as appropriate.

The Executive Committee of the Smart Tourism Destinations Network meets at least once per quarter to ensure the correct performance and implementation of these tasks, supported by the technical work of the Secretary.

• 6. Plenary Committee

The Plenary Committee is made up of a representative of each of the members, regardless of their nature, i.e., they form part of the Network, in addition to the Chair, Vice-Chairs, and Secretary, as set out in the General Action Protocol.

The Plenary Committee is responsible for monitoring and controlling the implementation of the Smart Tourism Destinations Network protocol and resolving any interpretation or compliance problems arising from it.

As a complement to the Executive Committee’s functions, the Plenary Committee has the following powers, as reflected in the General Action Protocol:

• Approving the inclusion or removal of institutional and collaborating members as proposed by the Executive Committee.

• Appointing the members of the Executive Committee and determining the number of members, from a minimum of 2 to a maximum of 25, deciding this preferably, but not exclusively, applying the proportion of one member for every 30 new members joining the Network until the established maximum of 25 members.

• Proposing collaboration possibilities in areas of shared interest for the parties.

• Approving the proposals of the Executive Committee, and proposing and approving any measures and agreements considered necessary or desirable in order to achieve the Network’s goals.

• Forwarding the proposals it drafts or approves to the competent bodies of the parties for a decision, if applicable.

• Considering, and if applicable, approving the proposals of the Executive Committee regarding the monitoring of specific agreements.

The Plenary Committee must hold a meeting at least once a year and also receives support from the Technical Secretariat for meetings to be held.

• 7. Secretariat of the Smart Tourism Destinations Network

The Technical Secretariat of the Smart Tourism Destinations Network provides support to the Plenary Committee, the Executive Committee, and the members of the Smart Tourism Destinations Network with any tasks with which their assistance is required. Permanent responsibility for management of the Technical Secretariat of the DTI Network lies with SEGITTUR. Specifically, its functions include the following, as reflected in the General Action Protocol:

• Assisting the governing bodies of the Network, the Chair, and the Vice-Chairs.

• Guiding, processing, and managing the administrative work performed as part of the Network.

• Preparing the minutes of meetings held by the governing bodies of the Network.

• Issuing certifications of the agreements adopted by the Network’s bodies.

• Complying with documentary requirements within the corresponding legal terms.

• Managing the Network’s communications with its members.

• Preparing, safekeeping, and sharing, where applicable, the documentation generated or of interest to members.

• The supervision and management of all the collaborative tools required to facilitate communications and documentation.

• Relations and communication with other networks of local institutions or destinations that may be in place at any territorial level to ensure the coordination of related projects or those of interest to the Smart Tourism Destinations.

• Any other complementary function required for the proper functioning of the Network.

The Technical Secretariat is available to all members of the Network to resolve any queries or concerns electronically and is also responsible for the coordination, implementation, execution, and supervision of the tools and services made available to Network’s members.

3 Categorization of Full Members of the Smart Tourism Destinations Network at All Levels

At present, the exponential growth of the DTI Network and the heterogeneity of its destinations have required the categorization of its full members, establishing different profiles depending on the degree of achievement of the process for implementing the Smart Tourism Destinations model. As a result of the diagnosis work and Smart Tourism Destinations action plan implemented and the analysis of the full members of the Smart Tourism Destinations Network, the categorization of destinations has been proposed based on:

• Their effective implementation of the Smart Tourism Destinations model pursued by the Secretary of State for Tourism.

• The implementation of an interdepartmental committee to supervise the implementation of the model.

The result is a classification, included in Article 15 of the Operating Regulations, into five large levels that are applicable only to full members, whether these are local or supra-municipal. The Network’s Secretary is responsible for determining this level for each of the full members; as part of this process, they will check progress and inform the full members of their level based on the fulfillment of the conditions established for each of them as described in Table 1.

Table 1 Smart Tourism Destinations Network full member levels

Therefore, except with just cause, the full members of the Network may not remain at Level I for more than 2 years; in other words, destinations have a maximum of 2 years from the time at which they formalize their membership to start the diagnosis tasks and DTI action plan. After this period, their membership may be terminated at the proposal of the Technical Secretariat by the Executive Committee.

4 Evolution of the DTI Network: Main Figures and Characterization of Full Members

The DTI Network has experienced exponential growth since its constitution in February 2019, increasing from just 57 members at the time to more than 640 members at present.

This growth can mainly be attributed to the positive impact on destinations, which represent the bulk of the DTI Network’s members, since the commitment to the DTI model represents a shift in paradigm that places the focus of tourism decision-making on local authorities, providing them with a methodology that empowers them within the scope of their powers and is accompanied by a clear roadmap with which to guide the governance of the destination and a network of collaboration to share and generate synergies in the process.

An initial analysis of the shift in number of members of the DTI Network by type of member reflects its growth and representativeness given its nature in just the 4 years that it has been active, an unmistakable sign of how useful it is to agents in the public and private sectors (Fig. 2).

Fig. 2

Change in the number of Smart Tourism Destination Network members by type (2019–2023)

This growth has represented a challenge for SEGITTUR, responsible for the Technical Secretariat, to respond not only to the growing demand for membership but also to identify relevant services and information for its members, to serve as an instrument for promoting the exchange of experiences and knowledge that would contribute to the smart development of tourism destinations.

At present, the DTI Network consists of 641 members: 459 full members, 87 institutional members, 91 collaborating members, and 4 international observer members; in other words, more than 71% of the members of the Smart Tourism Destinations Network are local authorities, followed by collaborating members (14.2%), institutional members (13.6%) and international observers (0.62%) (Fig. 3).

Fig. 3

Members of the Smart Tourism Destination Network by type

The members of the DTI Network are distributed across Spain, with a presence in all the country’s regions with the sole exception of the autonomous city of Melilla. In an international arena, there are also Ibero-American destinations that, with an observer status, participate in its activities and services, although comparatively, they represent a very small proportion.

When it comes to full members, the DTI Network is present in all Spanish regions (Fig. 4), with the exception of the autonomous city of Melilla. Four of them account for 59.13% of the full members of the DTI Network, Andalusia being the leader in the ranking. 22.83% of the members of the Network belong to this region. It is followed by Galicia on 18.72%, Castile and Leon (10.27%), and the Canary Islands (7.31%) in terms of representativeness.

Fig. 4

Distribution of full members by autonomous region

The analysis at a provincial level (Fig. 5) provides more specific details in terms of the ranking of autonomous regions described above, headed by the provinces of Ourense (7.1%), Asturias (6.4%), A Coruña (6.2%) and Murcia (5%), which account for 24.7% of the full members of the DTI Network. It is worth noting that 42 of the 52 provincial capitals participate in the Smart Tourism Destinations Network.

Fig. 5

Representativeness of full members by province. Source: By the authors

From the perspective of tourist representativeness, the weight of full members of the Smart Tourism Destinations Network at a national level can also be seen, as the Network accounts for 87.19% of tourists staying in Spanish hotels. Around 64.8% (140 out of 216) of the attractions included by the National Statistics Institute in its Hotel Occupancy Survey (for 2022) form part of the Smart Tourism Destinations Network (Fig. 6).

Fig. 6

Representativeness of full members by attractions. Source: By the authors

The 140 attractions recognized by the National Statistics Institute that are also full members of the DTI Network account for 87.19% (120.8 of 138 million) of the overnight stays by guests at hotel establishments for Spanish tourism attractions.

Annex 1 provides details of the distribution of the full members of each of the regions by autonomous community and province.

5 Services of the Smart Tourism Destinations Network: Information Tools and Collaboration Forums

Given the different areas of cooperation that the members of the Smart Tourism Destinations Network can jointly address, a variety of different mechanisms, tools, and instruments for interaction, participation, and collaboration have been coordinated to ensure that the ecosystem of agents can participate by continuously promoting the generation of information and knowledge of interest, as well as the dissemination and training in relation to the Smart Tourism Destinations model.

The Technical Secretariat has now consolidated all the services offered by the Network in the private area on the official website of the DTI programme, at www.destinosinteligentes.es, providing access to all the Network’s services in a single place.

Generally speaking, the services offered by the Smart Tourism Destinations Network can be grouped into four major content blocks:

• 1. Information services

In terms of information, the Network’s Technical Secretariat has launched different tools that facilitate the dissemination of the DTI model among its members, in addition to the information shared openly at www.destinosinteligentes.es.

Thus, on a weekly basis, informative weekly newsletters are generated that contain news and initiatives related to tourism management by tourism managers and professionals who form part of the Network, facilitating the visibility of actions performed by tourism managers in Spain in line with the pillars of the Smart Tourism Destination model.

These newsletters are complemented by monthly webinars to enhance the visibility of the latest news, best practices, or publications by destinations in the Network, as well as smart talks organized by companies that collaborate with the Network, at which they explain the technology that supports the solutions offered to the sector first hand.

Finally, the importance of information or communication activities is reinforced through the @Red_DTI account on Twitter, which multiplies the impact of the actions undertaken.

• 2. Educational services

The training of members of the DTI Network is a priority and a field of work that will be enhanced in the coming months by the Technical Secretariat. To this end, the Network has a training platform made available exclusively to members containing a variety of training resources with a view to facilitating the understanding of the DTI model and the standardisation process undertaken to date in certain aspects of the DTI model.

• 3. Collaboration forums

All these tools are complemented by collaboration spaces that make it possible to generate synergies between the full members of the Smart Tourism Destinations Network. This is the case of the task forces set up as part of the Network which, generally speaking, pursue the general objectives set out in Article 21 of the Operating Regulations:

• Propose, collaborate, and participate in the performance of studies and preparation of reports of common interest.

• Detect and transfer the main trends and tools related to the areas of work identified to the tourism managers of the destinations represented.

• Promote the active participation of the members of the task force, as well as committing to the coordination or integration with other forums that pursue similar objectives.

Furthermore, the general objectives described above are extended with the specific objectives of each task force.

There are currently different task forces within the Smart Tourism Destinations Network, all of them made up of public managers from the municipal or supra-municipal level, as well as experts who work for institutional members or collaborating members of the Smart Tourism Destinations Network. The Technical Secretariat is responsible for the coordination and management of meetings and logistical support for them (recordings, material for presentations, audio, etc.), as well as sending invites, minutes, and notes in line with the operating protocol of the task forces and of the management bodies of the Smart Tourism Destinations Network, as well as any administrative tasks required for the ordinary functioning of the task forces and technical committees. To date, the following task forces have been set up as part of the Smart Tourism Destinations Network:

• Task force for the Regulation of the management bodies of the Smart Tourism Destinations Network: the task force is made up exclusively of full members who act as members of the Executive Committee, as the purpose of this group is to verify the execution, monitoring, and control of activities and projects arising in relation to the General Action Protocol of the DTI, and the work of the Plenary Committee to support them as necessary or desirable for the monitoring and control of the protocol and the commitments acquired by the signatories, and for resolving any problems of interpretation or compliance arising from the protocol.

• Cultural heritage task force: open to all members of the Smart Tourism Destinations Network where the hallmark of the destination has a relevant heritage component, with a view to promoting a process of dialogue and participation among the members of the Smart Tourism Destinations Network in relation to heritage and its impact on destination management.

• Tourist interaction task force: conversation systems, translation, portals, etc. This task force was created with a view to proposing actions and identifying best practices around the management of tourism promotion portals and the technological tools of tourism promotion (WhatsApp, chatbots, voice assistants), languages in which they communicate, etc.

• Task force for tourism intelligence systems: promotes greater coordination between the agencies that work at tourism destinations in the Tourism Intelligence Systems at a national, regional and local level, promoting the creation of Tourism Intelligence models among destinations that have not yet consolidated the model and the dissemination of success stories of tourism destinations and their Tourism Intelligence Systems.

• Task force of provincial councils and island councils: aimed at establishing joint strategies that promote the implementation and measurement of the DTI model at these supra-municipal institutions.

• Rural tourism task force: open to all members of the Smart Tourism Destination Network who are linked to the needs and specificities of the rural world, with a view to identifying best practices that ensure the social, economic, cultural, and environmental sustainability of the rural environment through tourism activity.

• Camino de Santiago task force: its objectives include promoting a process of dialogue and participation as well as cooperation relations between all members of the DTI Network through which the Camino de Santiago runs with a view to protecting and promoting the Jacobean route, as well as its impact on tourism destination management.

• Sports tourism task force: created at the request of a number of regular members that make up the Smart Tourism Destinations Network specializing in this form of tourism or with an interest in developing it in their territories.

• Sun, beach, and inland bathing areas task force: promotes a process of dialogue and participation as well as cooperation relations between destinations that depend to varying extents on beach tourism or those with natural and structural resources that have consolidated this offer, with a view to protecting and promoting the product itself, its subsequent segmentation and the natural and structural resources and the corresponding tourism attractions, as well as its impact on the management of the tourism destination.

Finally, bearing in mind that promoting cooperation and collaboration between the full members of the DTI Network is key to guaranteeing its survival, in addition to the above tools and services, the DTI Network organizes annual manager meetings with a view to promoting networking among professionals who are going to be implementing and working on the construction of the DTI model in each of their territories, sharing the needs, best practices, and identifying the services that the Network could incorporate and roll out to satisfy these shortcomings.

• 4. Knowledge services:

Fruit of the strengths, needs, and shortcomings identified as part of the direct interaction with public managers through dialogue channels, scheduled activities and services, multiple meetings of task forces and manager meetings, the Technical Secretariat of the Smart Tourism Destinations Network generates guides, best practice manuals, reports, and publications, as well as other tools that respond or provide visibility to requests for knowledge from members of the Network.

With this in mind, since the launch of the Smart Tourism Destinations Network, more than XX publications have been produced, all made available to the tourism community at www.destinosinteligentes.es

In addition to this library of publications, there are different tools that have been designed to help tourism managers implement the Smart Tourism Destinations model in their territories. This is the case of the following services:

• Directory of technological solutions for Smart Tourism Destinations: available for consultation on the DTI programme website, consisting of a collection of suppliers’ technological solutions (products/services) available from among those suppliers who are national or have a branch in Spain and offer solutions for the Tourism sector, and more precisely for all the activity that a public manager can carry out within a DTI. For the classification of solutions and services, the scope of application of the Smart Tourism Destinations model based on the 5 pillars and 26 categories of solutions or services has been used.

• Repository of Best Practices for Smart Tourism Destinations: also accessible from the public area of the Smart Tourism Destinations programme website, this represents a large database of best practices in relation to the Smart Tourism Destinations model, spread across the 5 pillars into which the Smart Tourism Destinations is divided, 26 categories of solutions or services and 20 scopes.

• Library of specifications of Smart Tourism Destinations: with exclusive access for members of the Smart Tourism Destinations Network, the library of specifications is prepared on a monthly basis, structured around the information posted in the Public Sector Contracting Platform, completed contracts linked to any of the 5 work pillars of the Smart Tourism Destinations model and the same 26 categories of solutions or services that can serve as a reference for the managers of the Network when preparing new contracts.

• UNE standards for Smart Tourism Destinations: since January 2023, the Technical Secretariat has enabled members of the Network to freely consult the 15 standards with a view to extending knowledge on the standardization developed by the Secretary of State for Tourism through SEGITTUR, and specifically within the framework of the 5 DTI Subcommittee (SC5), under the AEN/CTN 178 Smart Cities Technical Committee for Standardisation, by the UNE, the Spanish Association for Standardisation.

• Data and statistics for Smart Tourism Destinations: this constitutes a priority area of work that has provided full members with access to multiple sources of data and statistical reports free of charge, supported by training actions that facilitate their consultation, use, and understanding.

6 The DTI Network as an Instrument for the Transfer and Promotion of the Adoption of National Tourism Policies

The DTI Network was founded as a collaborative instrument that would act as a catalyst for the DTI model in the public sphere; however, the national and global situation of the tourism sector caused by the COVID-19 pandemic sped up not only its growth, but also forced it to evolve toward an agile permanent cooperation structure that facilitates the daily distribution of best practices and knowledge, encouraging synergies between public and private tourism managers regardless of their size or nature. Consequently, it has been conceived as the real and operational transfer instrument for the adoption, modification, and discussion of public policies in the tourism sector.

Thus, starting with the identification of the elements, services, and interests shared by the destinations, regardless of their type or nature, the Secretary of State for Tourism through SEGITTUR has defined an instrument that is capable of enhancing and establishing challenges and guidance both in relation to traditional destinations, as well as those that aspire to consolidates themselves as such, promoting the conversion of destinations into DTI through the adoption of the DTI model, which is characterized by the awareness of the manager and tourists themselves to ensure the integrity of its inherent characteristics while guaranteeing its sustainability and competitiveness based on the best use of its tourism resources.

Although its dizzying expansion could solely be attributable to the previous lack of tourism cooperation mechanisms at a local level despite the indisputable relevance of the sector at a national level, tourism managers have decided to employ this Network as a space for redefining the role of tourism policies and the development of new tourism planning and management tools at a local level. A space that facilitates inter-administrative collaboration, establishing a new framework of reference that makes it possible at a supra-municipal level to consolidate a new standard of competitiveness in accordance with the resilient environment on the basis of governance, innovation, technology, sustainability, and accessibility.

Because it is these local authorities who are responsible for the competitiveness of a country when it comes to tourism, the DTI Network aims to continue facilitating the journey toward the digital transformation of tourism destinations and areas in Spain, adding value to the destinations and contributing, as has been the case up until now, to enhancing the territorial perspective in public policies on tourism in Spain. The more than 630 members of the Network and the adoption of this instrument in the Ibero-American world in the form of the Ibero-American DTI Network is another successful example of the transfer of public policies thanks to SEGITTUR’s efforts to export existing knowledge and apply it to the tourism regions of Latin America and the Caribbean.

At an international level, the work model employed by the DTI Network itself has not gone unnoticed, having been exported by SEGITTUR to Ibero-America through the Inter-American Development Bank within the framework of the Future Tourism Programme, Digital Transformation for the Reactivation of Tourism. With this in mind, with the essential impetus of the pioneering international destinations in the implementation of the DTI model with SEGITTUR, in response to the category of observer members of the Spanish DTI model Network, the Ibero-American Network of DTI was established in August 2022. This initiative, which is now closing in on its first birthday, is led by the Bogotá District Tourism Institute, which chairs the Network, the Medellín Undersecretariat of Tourism, which serves as the vice-chair, the Brazilian Ministry of Tourism, in the capacity as the institutional secretariat, the Cities of the Future Institute responsible for its technical secretariat and, finally, the municipality of Tequila through Tequila Inteligente, tasked with international relations. Initially driven by these destinations, it has not stopped growing in terms of its implementation and its actions are fully aligned with the DTI model promoted by the Secretary of State for Tourism through SEGITTUR.

The success of the DTI Network should not dilute the challenges it faces to continue satisfying the changing needs of national public managers, such as the difficulties in matching the means and current capacities at the service of the DTI Network, the growth and diversity of destinations that have expressed an interest in joining the Network over the last 2 years or the indisputable need to evolve the existing technological infrastructures to provide more specific or segmented services to its members; however, these must not be considered an impediment for the central administration, in collaboration with the regional administration, to continue guaranteeing its survival in response to the usefulness that local institutions at a municipal and supra-municipal level find in it as a meeting space and work toward implementing the best tourism policies.