Action plan – Bogotá, Colombia, 2025 – 2027

At-a-Glance

Duration

Dec 2027

Date Submitted

31st October 2025

Foreword(s)

The Second Open Government Plan of Bogotá (2025–2027) is the result of a broad, participatory, and inclusive process that brought together the District Administration, oversight bodies, the Bogotá City Council, and citizens around a common goal: strengthening trust between institutions and people.

This plan builds upon the first Open Government initiative implemented between 2021 and 2023, marking a new stage in Bogotá’s commitmentOGP commitments are promises for reform co-created by governments and civil society and submitted as part of an action plan. Commitments typically include a description of the problem, concrete action... to the principles of transparencyAccording to OGP’s Articles of Governance, transparency occurs when “government-held information (including on activities and decisions) is open, comprehensive, timely, freely available to the pub... More, participation, accountability, and innovation.

In 2024, Mayor Carlos Fernando Galán reaffirmed Bogotá’s membership in the Open Government PartnershipThe Open Government Partnership (OGP) is a multi-stakeholder initiative focused on improving government transparency, ensuring opportunities for citizen participation in public matters, and strengthen... More (OGP), enabling the joint development of both the Second Open Government Plan and the first subnational Open State Plan in Colombia.

The co-creation processCollaboration between government, civil society and other stakeholders (e.g., citizens, academics, private sector) is at the heart of the OGP process. Participating governments must ensure that a dive..., carried out between May and August 2025, engaged over 12,000 citizens through online and in-person voting, as well as in-person dialogue sessions attended by more than 200 representatives from civil society, academia, and public institutions.

The outcome is a plan that translates open government values into tangible actions aimed at addressing the everyday challenges faced by Bogotá’s residents. The plan includes nine commitments covering key areas such as public safety, mobility, health, education, genderOGP participating governments are bringing gender perspectives to popular policy areas, ensuring diversity in participatory processes, and specifically targeting gender gaps in policies to address gov... More equality, and civic pride. These commitments strengthen public management and contribute directly to the objectives of the city’s development plan, “Bogotá Camina Segura” (Bogotá Walks Safely).

Government and civil society will continue to collaborate throughout the implementation and monitoring phases via the Open Government Multi-Stakeholder ForumRegular dialogue between government and civil society is a core element of OGP participation. It builds trust, promotes joint problem-solving, and empowers civil society to influence the design, imple..., fostering an institutional culture grounded in openness, shared responsibility, and effective participation.

Open Government Challenges, Opportunities and Strategic Vision

What is the long-term vision for open government in your context and jurisdiction?

Bogotá seeks to consolidate an Open State, where the District Government, oversight bodies, and the City Council work in a coordinated manner under the principles of transparency, participation, collaboration, and public innovation.

The long-term vision is to establish open government as a permanent model of public management, capable of bringing institutional decision-making closer to citizens and translating openness into concrete solutions to everyday challenges such as public safety, mobility, care systems, mental health, and education.

Aligned with the “Bogotá Trusts Its Government” pillar of the 2024–2027 District Development Plan, this vision promotes a more transparent, participatory, and effective administration—one that strengthens citizen trust and encourages shared responsibility in decision-making.

Open government will serve as a cross-cutting axis that integrates open dataBy opening up data and making it sharable and reusable, governments can enable informed debate, better decision making, and the development of innovative new services. Technical specifications: Polici..., technology, and social dialogue to improve the quality of life and strengthen local democracy in Bogotá.

What are the achievements in open government to date (for example, recent open government reforms)?

Bogotá has made significant progress toward a more open, transparent, and innovative public administration, aimed at strengthening citizen trust and improving the quality of life. The Open State approach has enabled District agencies, oversight bodies, and the City Council to work together under shared principles of transparency, collaboration, and participation.

Among the city’s main achievements is the creation of the GoLab Public Innovation Laboratory, which drives co-created projects with citizens to address urban challenges in areas such as transportation, mental health, education, and care systems.

The Chatico platform has expanded digital participationMany governments are creating online mechanisms for citizens to petition, call for action, and participate in making decisions on issues they care about.  Technical specifications: Refers to public p... More channels, allowing over one million people to interact with the city administration and access public information of high value. The Data for Transparency website centralizes information on public procurementTransparency in the procurement process can help combat corruption and waste that plagues a significant portion of public procurement budgets globally. Technical specifications: Commitments that aim t... More, infrastructure projects, and budgets, facilitating social oversight and accountability.

At the same time, the CoST Bogotá Initiative promotes open data and citizen monitoring of public infrastructure projects. Together, these actions position Bogotá as a national leader in open government and participatory public management.

What are the current challenges/areas for improvement in open government that the jurisdiction wishes to tackle?

The main challenge lies in moving from an Open Government approach to an Open State model, where government, citizens, and oversight bodies share common goals, resources, and responsibilities to strengthen citizen trust.

Key challenges remain, such as consolidating inter-institutional coordination, ensuring the effective participation of underrepresented groups, and improving public communication through plain and accessible language. It is also essential to enhance the traceability of commitments, strengthen citizen monitoring mechanisms, and ensure that results are visible, measurable, and meaningful.

The opportunity lies in leveraging technology, open data, and social innovation to bring public management closer to people, foster collaborative solutions to everyday challenges, and achieve the objectives of the 2024–2027 District Development Plan in a more transparent and participatory way.

What are the medium-term open government goals that the government wants to achieve?

1. Consolidate the Open State model as a comprehensive framework for collaborative public management.
2. Strengthen trust between citizens and institutions through practices of proactive transparency and meaningful participation.
3. Integrate open government principles into public policies and the delivery of district services.
4. Enhance the use of technological tools and open data to promote accountability and evidence-based decision-making.
5. Ensure inclusionOGP participating governments are working to create governments that truly serve all people. Commitments in this area may address persons with disabilities, women and girls, lesbian, gay, bisexual, tr... More and diversity in co-creation processes, guaranteeing the participation of women, youthRecognizing that investing in youth means investing in a better future, OGP participating governments are creating meaningful opportunities for youth to participate in government processes. Technical ... More, ethnic communities, and LGBTIQ+ populations.
6. Align the plan’s actions with the “Bogotá Trusts Its Government” pillar of the 2024–2027 District Development Plan.

How does this action plan contribute to achieve the Open Government Strategic Vision?

The Second Open Government Plan of Bogotá brings to life the vision of an Open State, where the government, oversight bodies, and the City Council share common goals aimed at improving citizens’ quality of life.

Through nine co-created commitments, the plan translates the core values of transparency, participation, innovation, and accountability into concrete actions addressing key issues such as public safety, mobility, education, mental health, gender equality, civic identity, and fiscal oversight.

The Open State approach fosters collaboration between institutions and citizens to jointly address everyday challenges, strengthening both public trust and government efficiency.

Its alignment with the 2024–2027 District Development Plan ensures that openness becomes a permanent and practical practice, capable of delivering tangible results across Bogotá’s territories.

How does the open government strategic vision contribute to the accomplishment of the current administration’s overall policy goals?

The Second Open Government Plan of Bogotá embodies the city’s vision of an Open State, where the government, oversight bodies, and the City Council share common goals focused on improving the quality of life for all citizens.

Through nine co-created commitments, the plan translates the core values of transparency, participation, innovation, and accountability into tangible actions that address key priorities such as public safety, mobility, education, mental health, gender equality, civic identity, and fiscal oversight.

The Open State approach promotes collaboration between institutions and citizens to jointly tackle everyday challenges, thereby strengthening public trust and enhancing governmental effectiveness.

Aligned with the 2024–2027 District Development Plan, this effort ensures that openness becomes a lasting and practical feature of governance, capable of delivering measurable, people-centered results across Bogotá’s territories.

Engagement and Coordination in the Open Government Strategic Vision and OGP Action Plan

Please list the lead institutions responsible for the implementation of this OGP action plan.

• General Secretariat – Open Government of Bogota
• Secretariat of Government
• Secretariat of Planning
• Secretariat of Security, Coexistence, and Justice
• Secretariat for Women
• Secretariat for Women
• Secretariat of Health
• Secretariat of Transportation
• Secretariat of Education
• Bogotá City Council
• Bogotá Comptroller
• District Oversight Office

What kind of institutional arrangements are in place to coordinate between government agencies and departments to implement the OGP action plan?

1. The Open Government Multi-Stakeholder Forum, which brings together government institutions, civil society, academia, and oversight bodies to coordinate the implementation, monitoring, and evaluation of the commitments.
2. The District Open Government Team facilitates technical coordination among the responsible entities by developing shared guidelines, communication protocols, and mechanisms for joint learning.

This structure ensures that the plan’s actions are effectively integrated into district policies, guaranteeing a participatory, innovative, and well-aligned implementation consistent with the objectives of the District Development Plan.

What kind of spaces have you used or created to enable the collaboration between government and civil society in the co-creation and implementation of this action plan? Mention both offline and online spaces.

During the co-creation of the Second Open Government Plan of Bogotá, multiple spaces were created to foster collaboration between government and civil society.

In the first phase, more than 10,000 people participated in the prioritization of thematic areas, combining online spaces—such as the gobiernoabiertobogota.gov.co portal and the Chatico chatbot—with offline activities held in CADES, SuperCADES, and Local Mayor’s Offices, which facilitated the inclusion of women, youth, older adults, and ethnic communities.

In the second phase, co-creation workshops were conducted with over 200 participants from civil society, academia, and oversight institutions, resulting in the development of more than 90 draft commitments.

Finally, in the third phase, 1,008 citizens took part in an online vote to prioritize 11 proposals, selecting the 9 final commitments that make up the plan.

In addition, permanent collaboration spaces—such as the Bogotá Open Government Circle and the social accountabilityTransparency of public service delivery is not enough on its own; giving citizens opportunities to monitor progress on the ground and hold their governments accountable improves the quality of these s... mechanisms led by the District Oversight Office (Veeduría Distrital) and the District Comptroller’s Office—were strengthened to support joint implementation and monitoring of the plan.

What measures did you take to ensure diversity of representation (including vulnerable or marginalized populations) in these spaces?

The co-creation process of the Second Open Government Plan of Bogotá included specific measures to ensure diversity and inclusion among participants, with a strong focus on vulnerable and marginalized groups.

In the first phase, the multichannel engagement strategy combined digital tools—such as the gobiernoabiertobogota.gov.co portal and the Chatico chatbot—with in-person spaces located in CADES, SuperCADES, and Local Mayor’s Offices. This approach enabled participation from people with different levels of technological access. Priority was given to the inclusion of women, youth, older adults, ethnic communities, LGBTIQ+ individuals, and persons with disabilities, through strategically placed engagement points across diverse localities such as Kennedy, Bosa, Suba, and Ciudad Bolívar.

In the second phase, the co-creation workshops ensured broad representation from social, academic, and community sectors, while also integrating oversight institutions to promote an Open State approach. The process used clear and accessible language, inclusive materials, and participatory methodologies to ensure that all voices could effectively influence the final commitments of the plan.

Who participated in these spaces?

The co-creation process of the Second Open Government Plan of Bogotá brought together a diverse range of civil society groups, ensuring inclusion and plurality throughout the process.

Participants included social and community organizations, women’s collectives, youth groups, ethnic and Afro-descendant communities, persons with disabilities, and representatives of the LGBTIQ+ population, who contributed perspectives rooted in their territorial and differential contexts.

Local leaders, planning and women’s councils, and citizen oversight organizations also took part, helping to strengthen the legitimacy and influence of the process. The academic and educational sectors participated actively as well, represented by teachers, researchers, and educational institutions who contributed technical and methodological expertise.

Finally, unaffiliated citizens were also engaged, both in person and through digital channels, consolidating a broad, inclusive, and collaborative co-creation effort that reflects Bogotá’s commitment to open and participatory governance.

How many groups participated in these spaces?

11

How many public-facing meetings were held in the co-creation process?

20

How will government and non-governmental stakeholders continue to collaborate through the implementation of the action plan?

During the implementation of the Second Open Government Plan of Bogotá, collaboration between governmental and non-governmental actors will continue through the Bogotá Open Government Circle, a permanent space for dialogue and monitoring.

This mechanism will operate through two concentric levels:

• A core circle, composed of representatives from government, civil society, academia, the private sectorGovernments are working to open private sector practices as well — including through beneficial ownership transparency, open contracting, and regulating environmental standards. Technical specificat... More, and local councils, is responsible for guiding, deciding on, and evaluating the plan’s commitments.

• An extended circle, open to interested organizations and citizens, which will support co-creation activities, social oversight, and the dissemination of the plan.

Both levels will promote regular meetings, joint monitoring exercises, capacity-building initiatives on open government, and multi-stakeholder partnerships to strengthen transparency and sustainability.

This model ensures continuous, inclusive, and shared collaboration between institutions and citizens, consolidating Bogotá’s position as a national benchmark for open participation and governance.

Please describe the independent Monitoring Body you have identified for this plan.

The independent monitoring entity for the Second Open Government Plan of Bogotá is the Alberto Lleras Camargo School of Government at Universidad de los Andes, an academic institution with extensive experience in public policy evaluation and institutional strengthening.

The School will serve as an external evaluator, ensuring technical independence and methodological rigor in the assessment of the plan’s commitments and their implementation.

Its participation brings credibility and legitimacy to the process, building on its prior role as the independent evaluator of Cartagena’s First Open Government Plan, as well as its technical support to multiple local governments in areas of transparency and citizen participationAccording to OGP’s Articles of Governance, citizen participation occurs when “governments seek to mobilize citizens to engage in public debate, provide input, and make contributions that lead to m... More.

Independent monitoring will help identify progress, challenges, and opportunities, ensuring that open government remains an effective tool to address citizens’ everyday needs and to strengthen the implementation of the District Development Plan.

Provide the contact details for the independent monitoring body.

• Camilo Ignacio González, Profesor Asociado y Director de Investigación y Consultoría Escuela de Gobierno, [email protected]

What types of activities will you have in place to discuss progress on commitments with stakeholders?

The implementation of the Second Open Government Plan of Bogotá is currently in its initial phase, with activities for reviewing and discussing progress under planning and early execution.

The main monitoring mechanism will be the Bogotá Open Government Circle, which will convene government representatives, civil society, academia, and the private sector on a regular basis to assess progress on commitments and define necessary adjustments.

In the coming stages, quarterly follow-up meetings, social oversight sessions, and accountability forums—led by the District Oversight Office (Veeduría Distrital) and the District Comptroller’s Office—will be held to evaluate implementation. Additionally, expanded co-creation sessions will take place to update actions in response to citizen needs and feedback.

The plan also envisions training workshops and collaborative learning spaces with academic institutions and social organizations, as well as the public dissemination of progress through the gobiernoabiertobogota.gov.co portal.

Together, these actions will ensure an open, participatory, and shared implementation process between government and citizens, reinforcing Bogotá’s commitment to transparency and co-responsibility.

How will you regularly check in on progress with implementing agencies?

During the implementation of the Second Open Government Plan of Bogotá, open and participatory mechanisms will be established to enable public consultation on institutional progress.

Through the gobiernoabiertobogota.gov.co portal, the implementation calendar will be published, allowing citizens to access information on the dates of meetings, workshops, and follow-up sessions—and to participate actively in these spaces. In addition, periodic progress reports for each commitment, prepared by the responsible entities, will be made publicly available for consultation.

Complementing this, the Bogotá Open Government Circle will serve as a multi-stakeholder forum with two levels:

• The extended circle, where civil society organizations, academia, and citizens will discuss progress and challenges; and

• The decision-making circle, which will validate reports and propose adjustments to strengthen implementation.

These participatory spaces will ensure ongoing dialogue, transparency in execution, and shared accountability between government and civil society, reinforcing Bogotá’s commitment to open and collaborative governance.

How will you share the results of your monitoring efforts with the public?

The results of the monitoring of the Second Open Government Plan of Bogotá will be shared with the public through transparency and open evaluation mechanisms.

The gobiernoabiertobogota.gov.co portal will serve as the main channel for publishing periodic progress reports prepared by the implementing entities, as well as the Independent Reporting Mechanism (IRM)The Independent Reporting Mechanism (IRM) is OGP’s accountability arm and the main means of tracking progress in participating countries. The IRM provides independent, evidence-based, and objective ... reports. These will ensure public access to findings, recommendations, and the levels of compliance for each commitment.

The results will be presented and discussed within the Bogotá Open Government Circle, both in its extended and decision-making levels, where participants will analyze progress, encourage citizen participation, and define improvement actions.

In addition, the IRM reports will be disseminated through public forums, accountability sessions, and institutional social media channels, fostering continuous feedback and collaborative accountability between government, civil society, and academia.

Endorsement from Non-Governmental Stakeholders

• María Fernanda Arboleda, Member, Petra Mujeres Valientes
• Edinson Darío López Parra, Representative, Fundación Social Gimnasio Emocional Mentes Brillantes
• Yudy Alexandra Ortega Salamanca, Coordinator, Fundación Mentes Brillantes / COLMYEG Antonio Nariño
• Diana Isabel Moreno Osorio, Representative, Corporación Social y Empresarial Dimoarte
• Nelson Moreno, Representative, Corporación Sobrevivientes Unidos de Colombia
• Dorly María Bonilla Quintero, Representative, Federación Nacional de Conciliadores
• Johanna Gómez, Member, AMUJU (Ambiente Mujeres y Juventudes)
• Luz Amparo Nabollan Grueso, Community Leader, Organización Aschanty (Afrodescendiente)
• María Claudia Piñeros, Representative, Asociación de Residentes Bella Suiza y Ginebra
• Oscar Humberto Rodríguez Díaz, Member, Comunidad / Mutual
• Victor Santiago Cubillos Cruz, Member, Colectivo Hands Off
• Diana Patricia Maldonado, Citizen,
• Carol Rojas Duarte, Member, Comunidad educativa
• Ligia Montes Rosa, Councilwoman, CPL Chapinero
• Johanna Gómez, Representative, AMUJU (Ambiente Mujeres y Juventudes)
• Diana Montenegro, Representative, Vigías del Patrimonio Cultural
• Jehuar Robinson Murillo Cruz, Commissioner, Comisión de Participación CTPD
• Ligia Monterrosa, Councilwoman, CPL Chapinero / Consejera en salud Chapinero
• Luis Felipe Chaparro, Councilman, CPL Engativá
• Mónica Barrios Robayo, Investigator/Professor, Universidad Militar Nueva Granada (UMNG)
• María Jennifer Parra Arango, Investigator/Professor, Escuela Superior de Administración Pública (ESAP)
• Julián Andrés Ariza Benavides, Investigator/Professor, Escuela Superior de Administración Pública (ESAP)
• William Orbegozo, Instructor, SENA

Gobierno Abierto Bogota

Commitments:

• Mechanisms for constructive engagement and participatory decision-making (COBOG007)
• Citizen oversight and Fiscal transparency monitoring observatory (COBOG008)
• Implementation of “Inspiring School Environments” through community participation (COBOG009)
• Strengthen citizen participation through technological tools (COBOG0010)
• Digital and community ecosystem that guarantees women’s right to a life free from violence (COBOG0011)
• Implement an integrated strategy for institutional and social oversight (COBOG0012)
• Design and implement a strategy for equitable and effective participation in mental health (COBOG0013)
• Implement the citizen dialogue strategy for the mobility sector (COBOG0014)
• Transforming Civic Coexistence and Public Trust through Open Government (COBOG0015)