Of the National Police of Colombia (2016-2030)

6th International Conference on Future-Oriented Technology Analysis (FTA) – Future in the Making Brussels, 4-5 June 2018

MODERNIZATION AND INSTITUTIONAL TRANSFORMATION (MTI) OF THE NATIONAL POLICE OF COLOMBIA (2016-2030)

DIANA MARIA PRECIADO S [email protected]

Abstract The signature and the current implementation of the Peace Agreement reached between the Colombian government of the FARC proposes to achieve political and institutional reforms and economic models that will allow creating a new "postconflict / post-agreement" scenario that will make the construction of new relationships much more viable State - citizenship, as well as among Colombians. This is a challenge framed in the uncertainty of the political, social and economic development of the country to ensure that this Peace that has been achieved is stable and lasting. From before the signing of the Peace Agreement, the Colombian National Police began to prepare to assume a change of role, to stop being a direct actor that fought the insurgency to be an actor and Peacemaker; creating for this in its interior the Special Unit for the Building of Peace (UNIPEP) that leads the formulation of a Peace Building Model which promoted the functioning of the process of Modernization and Institutional Transformation (MTI) from 2017 . The MTI resulted from an exercise of Strategic Planning and from the analysis of Colombia's social transformations as well through the use of Prospective tools; identifying the Key Factors of Change, the Strategic Variables, Stakeholder Games and Definition of Scenarios and Strategies, in this way the possible alterations of the crime and the needs and demands of the citizens configured in a time horizon until the year 2030 were defined using the following methodology: • Seven Strategic Circles of Institutional Transformation CETIN, responsible for developing the lines dictated by the Presidency. • Nine development plans, which include aspects of personal growth, career status and protection service, technology for coexistence, incorporation process and police health system, among other aspects. From here, 15 strategic lines are deployed, each line has a respective managers and implementation teams, aligned with the guidelines of the Ministry of Defense. • Two technical committees, to define Conpes documents that are responsible for the strengthening and projection of the Police, and which looked for sources of cofinancing to strengthen security and coexistence. • An Executive Secretariat, articulator of the process for the transformation and modernization of the Police.. The results are in process, there is a record of the specific actions of the last 18 months aimed at adapting and responding to the new paradigm of security and defense in which the country is transiting.

Keywords: policía / peacekeekging / strategic planning / foresight

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Introduction The use of foresight as a facilitator of planning is not unknown in the country, because since the early 1970s, Colombia has carried out important studies oriented towards the future, such as Antioquia Siglo XXI, Valle 2000, Destino Colombia, Talleres del Millennium: Rethink the Country, Where does Colombia go ?, The Cali we want, among many others. Although these pioneering experiences have been important for the development of prospective competences at the national level, in the international context the Colombian prospective is mostly recognized for its work within the Colombian Program of Technological and Industrial Prospective (PNP Colombia). (Georghiou et al 2008) At the national level, the National Department of Planning, DNP, of a ministerial nature, carried out a whole prospective planning process that was delivered in 2005 as a result of the base document called Visión Colombia II Centenario: 2019 and in which of its content in a section of Society of Free and Responsible Citizens provides a scenario in which peace has been achieved and on that basis, among others, the National Police took action in this regard. From this context, the Prospective is not alien to the Police because for more than five years, being aware of the dynamics of society and the evolution that it must follow together with the requirements of citizens, incorporated into its structure the Strategic Direction unit, where the specialists of the institution are concentrated and define actions and measures that seek to reduce the uncertainty about future security situations and from this have elements to determine the cause of the institution, without ignoring the guidelines of the DNP. Given the above, the prospective will explain complex problems that are woven into the webs of systemic structures, decipher the levels of analysis, demarcate symbolic languages, translate codes, reach deep meanings to know what the discourses really say and the strategies of power. To immerse oneself in the visible structures to capture the non-visible ones and to know where the invisible ones are is a task that belongs to prospective thinking. (Baena 2004) Evidently for the Colombian case, the implementation of the General Agreement of Durable and Sustainable Peace, can not stop being trapped by the uncertainty, trends are visualized that favor the success of the demobilization process but of which there is no certainty of its occurrence in the future, for this reason this methodology adjusts appropriately to the studied phenomenon, because according to Godet (1996), the prospective looks for a form of collective reflection, "of a mobilization of the mentalities in front of the changes of the strategic surroundings". The use of foresight as an essential tool for strategic design and planning within the Police opens the door to determine actions in the long term. Being able to have several alternatives about the future, allows to reduce the uncertainty to be able to advance the activities and necessary actions in the organizational change and for that reason, to have the option to choose the best alternative. It is then from the Prospective and its approaches that sought to achieve a depoliticization of the issue and in that sense make a consistent proposal and that is useful for the Institution. The great driving factor to generate the Process of Modernization and Institutional Transformation of the Police is the new context that is generated in Colombia from the demobilization of the armed group FARC. From the central executive level, from the Presidency and the Ministry of National Defense and within the same with the Armed and Police Forces there is a fundamental consensus on the transformation that in a context of reconciliation should suffer the Armed Forces and Police in order to maintain and sustain a peaceful life. It is a reorganization that becomes necessary from

SESSION PREPARING FOR SOCIETAL CHALLENGES - 2 - 6th International Conference on Future-Oriented Technology Analysis (FTA) – Future in the Making Brussels, 4-5 June 2018 the contemplation of new social demands and that helps guarantee the non-repetition of the conflict and the support for reparation to the victims. According to (Cardenas Sepulveda & Petro Gonzalez, 2014) one of the new challenges of the aforementioned post-conflict stage is represented by the reorganization that must take place within the Military and Police Forces within the roles they have assumed in the context of the conflict and that they have focused on the maintenance of national security in order to guarantee the sovereignty of the State and in this context the citizen security has been implemented tending to protect the population against the possible effects of criminal behavior and the guarantee of their rights and freedoms. During the last three decades, the National Police assumed hybrid functions since, on the one hand, it fulfilled its role of serving as an authority from civilians the problems of citizen insecurity and at the same time it has assumed a very visible participation in the protection of national security supporting the Military Forces in operations against drug trafficking, insurgency and terrorism From the guidelines delivered by the Peace Agreement and in a context of ending the conflict, it is imperative, as mentioned (Llorente et al., 2008), to consider that "National Police missions could be divided into two broad categories. On the one hand, those tasks that the body is necessarily obliged to perform to the extent that they are part of its own nature. And, those that have to do with the process of pacification of the country and the construction of the institutions that will gradually be completed as the conflict is extinguished. " The bet of the MTI seeks to give a line to the adjustments and adaptations that must be made to this new reality and strategic scenario within the Government Security Institutions, revolving around the maintenance of the ceasefire and guarantees for the citizens welfare. Methodological approach The process of Modernization and Transformation of the National Police of Colombia is framed in the first place in the continuity that the institution gives to the normalization activities of crime and security care and to which the tasks entrusted to it are added. of the Implementation of the General Peace Agreement. Since the possession of General Jorge Hernando Nieto as General Director of the National Police in February 2016 and at the initiative of the same, Summits of Generals began to take place as strategic conclaves in which they sought to follow up on the measures that were taken against the impact against crime, transparency in the Institution, welfare at the executive and uniformed levels and the model of the Police in the post-conflict. Nine summits were held in total during 2016 and 2017. To work on these issues, the dome was divided into four working groups to strengthen the objectives that were raised at the first summit, and to propose new ones as needed. In these work tables, using the prospective tools, the analysis of the strategic factors and variables as well as the definition of the desired scenario in the key of peacekeeping were delivered as a result. From the central level, President Juan Manuel Santos convened a High Level Consultative Commission to present a report with recommendations aimed at improving the work and internal

SESSION PREPARING FOR SOCIETAL CHALLENGES - 3 - 6th International Conference on Future-Oriented Technology Analysis (FTA) – Future in the Making Brussels, 4-5 June 2018 functioning of the Police. The Commission was made up of experts in various areas - inside and outside the institution - with extensive knowledge of security and coexistence issues1. In addition to the Summits of Generals, a CREIP2 was set up consisting of 30 experts, doing field work for 150 uninterrupted days for the validation and coordination of the inputs generated in the Summits of Generals. Based on these inputs, a projection of the Institution begins that seeks to adjust its security offer based on the anticipation to make adjustments to the context of change and uncertainty, according to the antecedents of the evolution of security threats and the emerging challenges for those who must anticipate and make modifications to both the structure and the infrastructure For the new strategic approaches it was also necessary to consider as factors of change the enforcement of the new National Police Code whose axes are based on the professionalization of the police force and updating of regulations for the promotion of civic culture and coexistence. Lastly, it was necessary for the Police to take into consideration the creation of the UNIPEP3 as a response to the responsibilities attributed by the General Agreement for Lasting and Sustainable Peace. It is possible to identify the development of this process through three stages: Stage 1: Change Management Formulation (4 months) where 14 action plans were formulated. The visit and consultation of experts, academics, tanks of national and international thoughts that helped to evaluate the definition of the action plans were also taken as inputs.

As a result, this Phase of Formulation for Change Management of the MTI process consolidates a portfolio of initiatives, grouped in the dimensions of strategic, human, operational, organizational, administrative and financial, which will be the roadmap to lead the changes what the Institution requires. In addition, there were 218 officials from different units of the National Police, who integrated seven Strategic Institutional Transformation Circles (CETIN), nine Development Plans, two Special Technical Committees and an Enlarged Executive Secretariat, as an innovative planning methodology. strategic A working architecture was designed within a dual operating system, making use of good practices and development theories of international top management organizations. Stage 2: implementation of plans. To date (April 2018) there is 30% implemented. The plans include compliance indicators, internal auditing and transparency. The 7 CETIN groups are also responsible for the implementation of the action plans. Stage 3: Evaluation, monitoring and definition of new or to adjust the routes of action; this stage is simultaneous to the two previous stages.

1 En su informe final, Comisión entregó una serie de recomendaciones centradas en 5 ejes estratégicos, que fueron: 1) El marco institucional de la Policía y su relación con el Ministerio de Defensa. 2) La organización y funcionamiento de la Policía. 3) La gestión del talento humano 4) La transparencia y la rendición de cuentas –con énfasis en la participación ciudadana y los estándares éticos y 5) La colaboración con la Fiscalía General, además de recomendaciones sobre temas administrativos y financieros.

2 Comité de Revisión Estratégica e Innovación Policial (CREIP)

3 Unidad Para la Edificación de la Paz UNIPEP, su función es prestar seguridad alrededor de las 27 zonas de concentración en donde se lleva a cabo la desmovilización y el desarme de los miembros de las FARC.

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Based on the above, the Strategic Plan "Secure and Peaceful Communities" 2015-2018 is consolidated and adjusted as a commitment by the Police to meet the needs of security and coexistence for Colombians; In the same way, with a long-term perspective, a 2030 Vision of the police service is projected in order to transform the social and security realities that are part of the configuration of the country. The Institutional Strategic Plan 2015-2018 "Safe and Peaceful Communities" stipulates renewed definitions such as mega, strategic lines and Vision 2030. Establish four (4) institutional horizons as critical success factors: 1. Rural security understood as the consolidation of the police service in the Colombian countryside based on a homogeneous deployment of institutional capacities that guarantee security and coexistence conditions in rural areas, 2. Citizen security and the strengthening of the National Model of Community Surveillance by Quadrants 3. The optimization of criminal investigation in its judicial and scientific police components, as well as the analysis of criminal behavior; and 4. The invigoration of international cooperation agencies such as AMERIPOL, INTERPOL, CLACIP and EUROPOL. The Institutional Strategic Plan 2015-2018 "Secure Communities and in Peace" determined an intermediate goal to the institutional vision, which corresponds to the great challenge that stimulates the Institution's progress in the medium term. Its great purpose is raised in the recognition, professional excellence of police men and women by providing an effective service that is evident in the confidence, credibility and legitimacy of the National Police before citizens. It is defined as MEGA: "By 2018 the National Police will be the most recognized institution, by virtue of the professional excellence of its members to provide an effective police service based on humanism, solidarity and close to the citizen, strengthening confidence, credibility and legitimacy institutional" The National Police advances in the development of the strategic lines defined by the President of the Republic to guide this process of change and improvement, in the following aspects: 1. Strengthen the police service for the citizen in the streets. 2. Adapt police education to the new country context 3. Strengthen the Directorate of Carabineros and Rural Security 4. Act more forcefully against organized crime 5. Strengthen the National Police structurally and administratively 6. Renew the Police Regions. 7. Strengthen and deploy the Tourism and Childhood and Adolescence Police. 8. Strengthen the Comprehensive Police Transparency Policy. 9. Sustain and increase the personnel plant of the Institution. 10. Review the Directorate of Protection and Special Services. 11. Strengthen technologically the security and citizen coexistence 12. Normative aspects and implementation of the National Code of Police and Coexistence 13. Career statutes 14. Strengthen police welfare. 15. Study formulas to co-finance security and citizen coexistence The strategic plan of modernization and transformation Vision 2030: Police, Authorities and Community, towards sustainable development, seeks to consolidate a Police closer to the citizen, more efficient, with greater optimization of resources and capabilities, more preventive and with a greater impact on the security and coexistence of Colombians. It is a vision of future in prospective and strategic planning, to project the Institution that Colombians demand and require, within a safe and peaceful country.

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"A Police is projected to the year 2030 that supports its service in the coexistence, the citizen security and the public security, orienting its efforts to the fight against the crime, the factors of violence and the problems that affect the security of the citizens, both in the urban and rural areas, with a territorial approach that contributes to the integrated action of the State; also orienting his work to the fight against organized crime nationally and transnationally, affecting and dismantling their illicit economies. Vision 2030 moves on the following criteria within strategic planning: 1. It is aligned with the national government's policy and sectoral objectives. 2. It is oriented on the current capacities and builds on the built. 3. It conforms to nature and is projected on the mission and vision of the Police. 4. Considers areas of coordination with the authorities and complementarity with the Military Forces. 5. Incorporates innovation processes for continuous improvement in the Integral Management System. 6. Transversalizes police education and professionalization of the service. 7. It is projected on the basis that it is sustainable and sustainable. 8. It is oriented to the integral strengthening of the mission and function of the Police, to meet the demands of citizens, social transformations and mutation of crime in the urban and rural areas, strengthening public confidence. The institutional preparation for a post-conflict and the projection to 2030 consider a progressive and gradual deployment on phases of enlistment, a rapid response plan for the implementation of agreements: initially to stabilize the first four (4) years that can potentially have an impact on conflictivities and security, then to consolidate and finally to move towards a state of normalization in perspective estimated to the year 2030. The Secure Communities and Peace Plan and the institutional vision to the year 2030 constitute a strategic alignment to the governmental and sectoral policy of the Ministry of Defense, which projects the framework of institutional action and an entire architecture that responds to the challenges and challenges of security , peace and coexistence. 1. Stabilization (2018-2022): the strategic focus of the service towards urban and rural security, fight against organized crime, protection of the population and reduction of crime. 2. Consolidation (2022-2026): consolidation of citizen security and coexistence, fight against crime, destructuring of criminal economies. The Police begins its transition to the essence of the Police. 3. Normalization (2026-2030): the Police to its essence of service. Citizen security and national coexistence. These are the bases on which the "Modernization and Institutional Transformation - inspired by You" Plan is based and executed. This plan seeks to strengthen the process of police service in the street through the management of change and organizational transformation Results, discussion and implications During the past month of March the first year of implementation of the MTI was completed, during 2018 the Police seeks to achieve a fulfillment of 42% of the road map proposed; thus, 20 great achievements during this first year were announced. 1. Creation of the Special Command of the South Pacific. Its mission is to strengthen the police service in this area of the national territory and focus efforts in a differential manner against organized crime and drug trafficking.

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2. Conformation of the Elite Corps of the National Police. It is the response of the State to dismantle criminal organizations that have been attacking human rights defenders and social and political leaders. 3. Structuring a road map, in coordination with the Office of the Attorney General of the Nation, for the fight against organized crime. It included the implementation of the virtual complaint, with the program 'ADenunciar'. 4. Creation of the National Police Mediation Program, which is the new response of a Police closer to the citizen. There are already 160 police mediators trained in this professional competence. 5. Creation of the Carabineros Guardabosques. They were put into operation in the archaeological park of San Agustín and it plans to extend to natural parks, ecotourism zones and natural reserves of the country in a progressive and gradual way in the coming years. 6. Deployment of the Integrated Rural Security System (SISER), which incorporates support in productive projects by 2,000 agricultural technical police. It has 100 conciliatory carabineros in gender equity in areas of consolidation and stabilization, 110 Carabineros Basic Units and 1,548 managers of community participation. 7. Creation of the Tourism Quadrants, which positively impact this important sector of the Colombian economy, in cities such as Bogota, Medellin, Cali, Cartagena, Santa Marta and Barranquilla, and in tourist places in the departments of Risaralda, Quindío, Guaviare, Caldas and Goal. 8. Implementation of the Peace Building Model of the Police, for the implementation of the responsibilities of the Institution in compliance with the Final Peace Agreement. 8. Implementation of the Peace Building Model of the Police, for the implementation of the responsibilities of the Institution in compliance with the Final Peace Agreement. 9. Redesign and creation of a new Management and Operational Planning Model of the Police Service and a new Operational Addressing methodology for the Service (DIORE), in order to reduce the different manifestations of organized crime. 10. A Master Plan is implemented to strengthen the judicial investigation in the Police, from the Directorate of Criminal Investigation and Interpol (DIJIN). 11. Strengthening of the Special Operations Unit in Emergencies and Disasters (PONALSAR) through the acquisition of new equipment. 12. Implementation of the new National Code of Police and Coexistence in the whole country, with indexes that impact on the reduction of crimes and the consolidation of the citizen's culture. 13. Reduction of protection schemes. With the release of personnel dedicated to the protection of people, vigilance has been strengthened in the streets of Colombia. 14. Strengthening of the eight Police Regions, with the T-GER + program, which seeks to strengthen them operationally and administratively. 15. Deployment of the Basic Police Tactical System, which regulates the use of force and strengthens police actions, framed within a strict scope of protection of human rights 16. Implementation of a new protocol of incorporation to the Institution. There is also progress in an educational reform that will renew police education curricula for this year, according to the context of the new country.

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17. Implementation of the Resource Optimization Model and the Logistics Observatory of the National Police to improve management at the national level. To these is added the creation of the Institutional Projects Bank (BAPIN), for the technical management of institutional development projects. 18. Conformation and implementation of the Police Institutional Prospective Network (REDP3), strengthening the national and international academic interaction of the Institution, in knowledge management for police development. 19. Technological strengthening, with pilot projects for the interconnection of cameras and private surveillance circuits for the security and renewal of digital connectivity, with 2,292 quadrants, in 18 units of the country. 20. And throughout this process, the Comprehensive Police Transparency Policy (PITP) has been prioritized, which contemplated the expansion of citizen oversight, the modernization of the Petitions, Complaints, Complaints and Suggestions System (SPQR2S), adjustments in the operation of disciplinary application and the operation of the disciplinary virtual registry in the Portal of Internal Services (PSI) of the Institution. Together with the above, a new Integral Internal Auditable Institutional Control Model was launched. The objectives that the National Police of Colombia aims to achieve are ambitious, on the one hand to make effective the strategic changes proposed to be able to adapt to the new reality in which the country lives after the implementation of the 2016 Peace Agreement; and on the other hand continue to give a strong operational response to internal threats to security along with the problems of crime and coexistence. To achieve this, it has mainly been necessary to improve the current Model of Surveillance by Quadrants, make adaptations to professionalization and police training programs in accordance with the New National Police Code; for rurality, the articulation with the Military Forces to give greater security to rural areas and from the urban area to strengthen the work with the General Prosecutor's Office and the criminal investigation. Without neglecting the actions aimed at ortalecimiento and progressive deployment of the Tourism, Childhood and Adolescence Police in the municipalities of the country. Conclusions The MTI 2016-2030 is a process that seeks on the basis of learning experiences of organizational change that the Police has carried out since 1993, achieve greater impact within the organization. The incorporation of elements of permanent evaluation during execution; as well as summoning the interior of the institution to different hierarchical levels to carry out a participatory planning, it gives an account of the intention to generate a robust and solid change that truly transcends and where its results are clear and evident. The challenge of this implementation and execution is focused on two aspects, the first has to do with the improvement and adequate articulation of decision making with the administrative authorities for the creation of value and public security policy; Secondly, at a territorial level, particularly in rural areas, it is necessary to make the necessary adjustments to the realities, since in these areas activities such as demobilization, demining, and illegal activities such as mining and drug trafficking take place. Making the MTI sustainable implies not only the political will of the executors but also to make the operationalization of the strategy as such effective, as well as to carry out the review and decide aspects and answer questions as to where the police service should go? The emphasis

SESSION PREPARING FOR SOCIETAL CHALLENGES - 8 - 6th International Conference on Future-Oriented Technology Analysis (FTA) – Future in the Making Brussels, 4-5 June 2018 of service provision should be towards control or towards prevention / protection? How to transmit these changes in the curricula of the Police Training School? In that same line should the police remain part of the Ministry of Defense? Should the Ministry of the Interior be incorporated or should a new Ministry of Public Security be created? The process of Modernization and Institutional Transformation of the National Police, with a vision of 2030, aims to respond to the demands of an increasingly globalized society, but at the same time demands greater attention at its local level. It is a process for police and citizens to act as a true partnership. References Alba, A., Suárez, B., Rueda, V., Gago, E., Jaramillo, F., Moreno, J. D., … Illera Correal, O. (2016). Experiencias Internacionales de paz: lecciones aprendidas para Colombia (Primera). Bogotá, Colombia: Fundacion Universidad de Bogotá Jorge Tadeo Lozano. Beccassino, A. (2015). El Laberinto de la Paz. (Ediciones B Colombia, Ed.) (Primera). Bogotá, Colombia. Benítez, R. (2007). América Latina: operaciones de paz y acciones militares internacionales de las fuerzas armadas. Foro Internacional, 47(1), 187. Camacho Guizado, A., Wills Obregón, M. E., Rivera Bonza, M. M., Duncan, G., Vargas, R., & Steiner, C. (2009). A la sombra de la Guerra. Ilegalidad y nuevos órdenes regionales en Colombia. (Universidad de los Andes, Ed.) (Primera). Bogotá, Colombia. Cardenas Sepulveda, S. L., & Petro Gonzalez, I. R. (2014). Rol de las Fuerzas Armadas y de Policiía en el marco del posconflicto colombiano. Verba Juris, 32, 149–162. Casas Dupuy, P. (2005). Reformas y Contrarreformas en la Policía Colombiana. Bogotá, Colombia. Castaño Barrera, O. M. (2013). Conflictos Armados y Construcción de Paz. De la Teoría a las Políticas Internacionales de Paz en la Posguerra Fria. Ra-Ximhai, 9(2). CEPAL. (2014). Planificación, prospectiva y gestión pública. (J. Mattar & D. E. Perrotti, Eds.) (Primera). Santiago de Chile, Chile. Chinchilla, J. M. R. y L., & Villarán, S. (2006). Las reformas policiales en América Latina (Primera). Lima. Cuervo Escobar, S. (2016). Reformas de Caracter Administrativo para el Posconflicto y la Implementación de acuerdos de paz en Colombia (No. 26). Garcia Pinzón, V. (2014). Reformas al Sector de seguridad en contextos de posconflicto armado. Experiencias en centroamérica y consideraciones sobre el caso colombiano. In Poderes Regionales y Globales en un Mundo Cambiante (p. 20). Buenos Aires. Garcia-Godos, J., & Andreas, K. (2010). Transitional Justice and Victims´Rights before the End of a Conflict: The Unusual Case of Colombia. Journal of Latin American Studies, 42(3), 487–516. Gomez-Saurez, A., & Newman, J. (2013). Safeguarding Political Guarantees in the Colombian Peace Process: have Santos and farc learnt the lessons from the past? Third World Quarterly, 34(5), 819–837. Graziani Mora, J., & Ugarriza, J. E. (2014). Una muestra de Experiencias de Posconflicto - Los retos de la construcción de la paz (No. 1). Llorente, M. V. (n.d.). Perfil de la Policía Colombiana (Programa de Estudios de Seguridad, Justicia y Violencia No. 9). Bogotá, Colombia. Llorente, M. V., Ortiz, R., & Urrutia, N. (2008). Policia Nacional: Una fuerza para la consolidación (No. 3). Bogotá, Colombia. Nieto Morales, J. (2015). ¿Qué es el Posconflicto? (E. B. Colombia, Ed.) (Primera). Bogotá, Colombia. OECD. (2007). The OECD DAC Handbook On Security System Reform (SSR) Supporting Security And Justice. Paris, Francia. Retrieved from www.oecd.org/dac/confl ict/if-ssr Prieto, M., Gehring, H., Patiño, C. A., Sanchez, R., Daza, A., Alamos, D., … Borda, S. (2015). El posconflicto en colombia y propuestas para recorrer la transición. (A. Molano-Rojas, Ed.). Bogotá, Colombia: Instituto de Ciencia Politica Hernán Echavarría Olózaga - ICP / Fundación Konrad Adenauer. Ramirez-Orozco, M. (2012). La Paz sin engaños. Estrategias de solución para el conflicto colombiano. (UNAM Centro de Investigaciones sobre América Latina y el Caribe, Ed.). México DF. Valencia Agudelo, G. D., Gutiérrez Loaiza, A., & Johansson, S. (2012). Negociar la paz: una síntesis de los estudios sobre la resolución negociada de conflictos armados internos. Estudios Políticos, 40.

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Varios. (2016). Retos y desafíos de la policía en contextos de transición hacia la paz. (S. Tolosa, Ed.) (Primera). Bogotá, Colombia: Friedrich-Ebert-Stiftung.

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