Introduction
In the year since the release of the Security Services Review report in April 2023, several committees have been actively working to scope, plan for, and implement recommendations across the University to make it a safer space for all. This document outlines the key initiatives and progress made during this period, highlighting our commitment to positive change and community engagement.
Year One:
Recommendation 1.1 - Formal acknowledgement of racism in law enforcement
We have taken steps to address systemic racism within security services. Following extensive meetings with over 120 Black community members, we made a formal commitment to dismantling systemic racism. This commitment is not merely symbolic; it is actioned by continuous dialogue and concrete activities aimed at addressing deep-rooted issues in our practices and culture and has cumulated in a formal acknowledgement of racism we have shared with the community.
Recommendation 1.10.2 - Include equity deserving groups in change efforts
A key focus of our efforts has been the inclusion of equity-deserving groups in our change initiatives. We have integrated these groups as members of our working groups, advisory panels, and consultation groups. Our ongoing outreach efforts ensure continued engagement with community members, faculty, staff, and students, reflecting our commitment to amplifying diverse voices and perspectives throughout the implementation process.
Recommendation 1.4 - Call Centre Procedures
Operational changes have also been a key focus. We have updated our Call Centre procedures, including revising job descriptions for Call Takers and Dispatchers, and incorporating a Decolonization, Equity, Diversity, and Inclusion (DEDI) statement into our standard operating procedures. These changes aim to ensure that our front-line interactions are more sensitive and responsive to the diverse needs of our community.
Recommendation 3.4 Addressing Homelessness
Addressing homelessness has been another priority area. We have developed a comprehensive approach that includes both short-term and long-term strategies. In the short term, we have collaborated with external partners like Agincourt Services Association and the City of Toronto to provide emergency kits, essential items, and access to medical and mental health services. Our long-term plan focuses on mental health and well-being initiatives, implementation and evaluation strategies, and exploring the establishment of a temporary shelter in collaboration with the City of Toronto.
Recommendation 4.1 - Enhancing Community Engagement
Community engagement has been at the heart of our transformation efforts. We have organized town halls, panel discussions, and developed an engagement plan that incorporates networking opportunities, focus groups, and roundtable discussions. These efforts ensure that we maintain an open dialogue with the community and that our changes reflect their needs and concerns.
Recommendation 7.1 - Establish and stand-up governance structure for Implementation of SSR recommendation
In the first year of implementation, we focused on establishing a robust governance structure to oversee the implementation of the Security Services Review (SSR) recommendations. This structure includes a Sponsorship Committee, an Implementation Committee, and an Advisory Committee, along with specialized Working Sub-Committees addressing areas such as the Call Centre, Homelessness, and Community Engagement. This framework ensures that our transformation efforts are coordinated and accountable.
We also presented on our new vision and approach towards implementing a Community Centric approach to safety to multiple faculties, held an institution-wide virtual info session and organized events during Community Safety week to further emphasize the new shift towards community centric safety approaches highlighted by the webinar held earlier in the year.
Recommendation 7.2 - Changing YSS Services Name
We have met with Employee Relations as a first step in exploring the renaming of the 'York Security Services' unit to better align with the community-centric enhanced safety model proposed in this review. We are also considering changing the title of frontline security staff from 'Security Official' to one that reflects the community safety orientation of their roles. This exploration will include extensive consultation with the wider University community.
Year Two: Building on Progress
Recommendation - 1.11 - Race Based Data Collection
As we move into the second year of implementation, we are building on these foundations and initiating new projects. We are developing a race-identity data collection system to enhance transparency in our service delivery.
Recommendation - 1.3 - Incorporate anti-racial profiling elements in all relevant standard operating practices and procedures
Our commitment to anti-racism continues with plans to update all relevant practices and standard operating procedures to incorporate anti-racial profiling elements.
Recommendation 1.8 – Reduce Police Involvement (Special Constables)
The addition of security staff with special constable powers could significantly reduce police involvement at York. This is a key focus area for the institution. We will be exploring this further with working groups comprising students, staff, and faculty.
Recommendation:
2.3 - Review communication and information sharing practices from an anti-racism and equity, diversity, inclusion, and decolonization lens
2.4 – Report on Hate Activity
We're also working on creating a report structure for hate activity incidents and reviewing our communication and information sharing practices through an anti-racism and equity lens.
Recommendation 3.4.1 - Creating a dedicated position to coordinate response to the unhoused
We have developed a job summary for the Manager, Complex Communities. This role will be coordinating responses to individuals experiencing homelessness.
Recommendations:
4.1.1 - Create sufficient community engagement expertise and capacity
4.1.2 - Include neighbouring communities to York campuses in community engagement
Looking ahead, we will continue to develop alternative approaches to address the presence of individuals experiencing homelessness, further refine and implement our community engagement program, and explore changing the name of York d Services to better reflect the diversification of our frontline service delivery. To accomplish this, we will continue to engage the students, Faculty and staff via working groups, information sessions, focus groups and individual and/or group meetings.
Recommendations:
6.1.1 - Creating in-house expertise and capacity for training activity
Training and capacity building are key focus areas for the coming year. We plan to create a new expert dedicated training position to support the implementation of our anti-racism, equity, diversity, inclusion, and decolonization training strategy. We're also working on incorporating non-uniformed responses to certain types of calls and building our community engagement expertise and exploring the introduction of specialized Call Centre staff.
Conclusion
This two-year journey represents a significant shift in our approach to campus security. By prioritizing inclusivity, community engagement, and systemic change, we are dedicated to building a security service that genuinely serves and represents all members of our diverse community. We are fully committed to implementing the recommendations within the SSR and will continue to engage equity-deserving groups, including Black, Indigenous, and Racialized individuals, in sharing updates and receiving input. Our goal is to collaborate closely with these groups to establish a community-centric approach to safety. While we have made substantial progress, this is an ongoing process, and we remain committed to continuous improvement and adaptation to the evolving needs of our community.