A Resolution Approving An Agreement For Private Security Services

COUNCIL BILL NO.
2022-071
A RESOLUTION
APPROVING AN AGREEMENT
FOR PRIVATE SECURITY SERVICES
(Champaign Police Department – AGB Investigative Services, Inc.)
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CHAMPAIGN, ILLINOIS,
as follows:
Section 1. That an agreement between AGB Investigative Services, Inc., and the City for
private security services in an amount not to exceed $203,986 for the period of May 1, 2022,
through December 31, 2022, is hereby approved.
Section 2. That the City Manager or the City Manager’s designee is hereby authorized to
enter into an agreement on behalf of the City for private security services in a from as approved
by the City Attorney
COUNCIL BILL NO. 2022-071
PASSED: APPROVED: ________________________

Mayor
ATTEST:____________________________
City Clerk
APPROVED AS TO FORM:
__________________________
City Attorney
REPORT TO CITY COUNCIL
FROM: Dorothy Ann David, City Manager
DATE: April 29, 2022
SUBJECT: EXPLANATION OF COUNCIL BILL NO. 2022-071
A. Introduction: The purpose of this Council Bill is to authorize the City Manager to execute
an agreement with AGB Investigative Services, Inc. (AGB), in an amount not to exceed
$203,986 to provide private security services in the Downtown business district of Champaign
through the remainder of calendar year 2022.
B. Recommended Action: The Administration recommends approval of this Council Bill.
C. Prior Council Action:
• On December 7, 2021, Council approved CB 2021-162, adopting the City Council Goals for
2021-2023. The approved goals included “Our City Keeps Our Community Safe” and “Our
City Invests to Support its Vibrant, Diverse Neighborhoods.”
• On May 14, 2019, SS 2019-015 discussed staffing at the Champaign Police Department,
examining staffing structure and increased demands for police services in recent years and
requesting Council input on the allocation of staffing resources.
• At a Study Session on February 9, 2021, City staff presented an update on public engagement
efforts (SS 2021-005) undertaken by the Police Department. The presentation provided the
Council with detailed community input from a series of listening sessions and a public
questionnaire and shared potential areas of improvement for Council consideration.
• Staff presented SS 2021-021 on July 20, 2021, requesting Council input on changes to the
Police Department’s hiring process. These changes were enacted in 2021, moving the Police
Department to a continuous hiring process.
• Council approved CB 2022-026 on March 1, 2022, approving collective bargaining with the
Fraternal Order of Police, which included one-time bonuses and increased longevity steps for
existing employees in an effort to encourage staff retention.
• On April 19, 2022, Council approved CB 2022-056, which expanded an existing Police
Services Agreement with the University of Illinois. This agreement transferred primary
police response in the Campustown area to the University of Illinois Police Department for a
two-year period beginning October 1, 2022.
D. Summary:
• The Champaign Police Department is currently significantly understaffed. Due to the current
staffing shortage, the Police Department does not have the resources to provide additional
patrols to the Downtown business district consistently.
• As a result, order maintenance concerns have been an ongoing challenge in the late-night
Downtown environment, sometimes leading to more serious public safety incidents.
• To support and supplement the Police Department’s efforts to promote a safer environment
Downtown, staff has researched a number of alternatives, including private security services.
• On March 28, 2022, the Police Department issued a Request for Proposal (RFP) for private
security services for the Downtown business district. AGB’s proposal met the established
criteria and was determined to be responsive to the RFP.
• AGB is recognized as a Minority Business Enterprise (MBE) by the State of Illinois, City of
Chicago, and nationally by National Minority Supplier Diversity Council (NMSDC) and is
certified as a Champaign Diversity Advancement Program (CDAP) vendor. 95% of AGB’s
employees are minorities.
• The Police Department Administration recommends approval of the agreement with AGB
Services, Inc., in an amount not to exceed $203,986, to provide private security services in
the Downtown business district of Champaign through the remainder of calendar year 2022.
The Police Department and the newly authorized Neighborhood Services Department
Neighborhood Ambassadors will work collaboratively to identify areas that require more
direct interaction with security personnel and those interactions that could be better served
through the Neighborhood Ambassadors’ program.
E. Background:
1. Current Police Department Staffing. As a result of a nationwide trend of reduced police

staffing levels and increased difficulty in recruiting, hiring, and retaining sworn personnel, the
Police Department is currently experiencing a significant staffing shortage. As of the date of this
report, the Police Department has an authorized strength of 124 sworn personnel, with 105 of
those positions filled. These numbers represent a staffing shortage of fifteen percent (15%). The
below table provides an overview of the Police Department’s current staffing.
Allotted Filled Vacant Unserviceable

Positions Positions Positions Positions
Patrol 93 83 9 25
Investigations 27 18 10 2
Administration 4 4 - -
TOTAL 124 105 19 27
In addition to the 19 vacant positions, the Department currently has 27 “unserviceable” positions.
An unserviceable position is a full-time position currently filled by an officer who is not
available for full duty. These unserviceable positions are due to officers attending the police
academy and in field training, military leave, family leave, duty injury, and limited light-duty
injury assignments. The Police Department typically carries six to 12 unserviceable positions at
any given time. The table below provides an overview of the 27 current unserviceable positions.
2
Police Field Military Duty Limited
Academy Training Leave Injury Duty
Unserviceable
7 7 2 4 7
Positions
2. Recent Police Recruiting, Hiring, & Retention Efforts. In recent months, the City Council
has approved several steps to increase the speed and efficiency of the Police Department’s hiring
process, providing hiring incentives for lateral/experienced officer hiring and approving an
agreement with the Fraternal Order of Police that provides incentives to retain current officers.
The City Council recently approved changes to the Police Department’s hiring process to move
from a once-per-year hiring model to continuous hiring. Continuous hiring provides candidates
to be tested and interviewed monthly to capture good recruits and begin their training ahead of an
upcoming academy. The Board of Fire and Police Commission also amended its bylaws to
streamline the testing and selection of officer candidates, and the City Manager is now
authorized to approve officer hiring rather than waiting until candidates can be presented to the
Board for approval.
With the City Council’s authorization, the City Manager also approved an Experienced Officer
Incentive Program to offer $20,000 incentives to experienced police officers accepting
employment with the Champaign Police Department before July 1, 2022 and remaining here for
a minimum period of three years. The City Manager may extend the program beyond July 1,
2022. To date, this program has led to the hiring of five (5) experienced officers since November
2021.
City staff retained the services of Surface 51 to develop a targeted marketing campaign focused
on lateral/experienced officers. With City guidance, Surface 51 developed a new lateral
recruitment webpage (https://champaignil.gov/level-up/police-lateralrecruitment/)
to outline the various incentives available to experienced police officers who join the Police
Department. The campaign uses a targeted advertising campaign to reach experienced officers in
Illinois and surrounding states and encourages them to learn more about advancing their career
by joining the Champaign Police Department. In the first two weeks (April 12-25, 2022), the
targeted marketing campaign resulted in 402 clicks through to the City’s lateral recruitment
webpage.
City staff is also working to increase the visibility of Champaign Police Department career
opportunities in several key marketing areas. Those initiatives include promoting attendance by
current officers at recruitment events at their alma maters as scheduling allows and advertising
positions with a host of professional organizations working to promote opportunities in law
enforcement to a diverse workforce.
Notwithstanding the initiatives and efforts that are in progress to improve officer recruiting,
hiring, and retention, the Police Department anticipates staffing levels to be a prolonged
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challenge. While measures to accelerate the hiring of new personnel are yielding results, a
number of sworn personnel are reaching eligibility for retirement in the next several years,
resulting in additional vacancies. It will likely be several years before the pace of hiring can level
out with the rate of employee separations.
3. Ongoing Efforts to Address Downtown Neighborhood Safety Concerns. Over the last
several years, law enforcement has been faced with the issue of large crowds assembling in the
City-owned parking lots and on sidewalks and side streets in the Downtown business district.
Numerous concerns have been brought to the attention of the City. These often include order
maintenance concerns like groups loitering in and around businesses, individuals possessing and
consuming open alcohol on public property and in the roadways, loud music emanating from
vehicles parked directly in front of businesses and residences, and trash or debris being left
following these gatherings. Additionally, major public safety events have been reported,
including large fights, shots fired or shooting events, and one homicide. In past years, the Police
Department has been able to address these concerns with directed patrols that focused on these
activities and overtime details that placed additional officers in the affected areas. Currently, the
Police Department cannot provide additional patrols to the Downtown business district due to the
combination of the ongoing staffing shortage and increased calls for service for shooting
incidents in other areas, the response to which typically requires the majority of officers on duty
on a given shift.
Over the last two years, an interdepartmental staff committee has convened to coordinate ways to
address various public safety concerns in neighborhoods across the community. The need for
more structured and regular interdepartmental collaboration became apparent during the
pandemic and has continued to be an effective way to mobilize in response to emerging and
evolving community safety and wellness issues. This Community Safety and Wellness
Committee is an internal committee comprised of representatives from the City Manager’s
Office, Public Works, Police, Fire, Legal, Planning, Neighborhood Services, Equity and
Engagement, and Finance. The Committee has met regularly since 2020 and collaborates to
respond to immediate and emerging public safety and neighborhood concerns. Since its
inception, the Committee has focused on summer programming in large apartment complexes,
order maintenance concerns on public property in the Downtown business district, and other
neighborhood-based safety issues.
As part of this effort, City staff has researched private security services for the Downtown
business district as a possible way to supplement law enforcement’s order maintenance efforts.
In 2021, in response to concerns raised by Downtown businesses, residents, and other
stakeholders, staff began to examine options for assisting with Downtown security issues. The
Committee explored and recommended strategies such as the use of parking restrictions and
proactive enforcement for on-street parking, closing City-owned parking lots to new late-night
parking, deploying temporary pole cameras for deterrent and investigatory purposes, purchasing
additional pole cameras and a portable video surveillance trailer, and exploring the retention of a
private security firm to assist in the Downtown business district.
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4. Private Security Research. In early 2022, staff identified and researched seven security
companies, inquiring about their service capabilities, availability, and equipment, including
vehicles, emergency lighting, and uniform options. Potential vendors were identified based on
ten criteria: availability, pricing, ability to utilize body-worn cameras, daily and incident
reporting processes, workforce diversity, customizable uniforms, unarmed options, patrol
options, references, and citizen complaint processes.
Initially, of those seven private security companies contacted, two currently did not provide
services in the Champaign area. The remaining five companies were responsive and provided
summary details for proposed services, indicating varying but similar services, capabilities, and
options for staff, uniforms, vehicles, and equipment. At that time, staff was exploring the
possibility of two security guards per day, with the availability of one security vehicle for
patrols. All five companies indicated the ability to provide uniformed staff to conduct foot and
vehicle patrols and the timely submission of daily logs and incident reports. The five companies
each offered the option for staff to wear body-worn cameras.
After reviewing the preliminary responses received from the security vendors contacted, staff
developed a Request for Proposals to include a scope of services that would address the City’s
current needs and align with services available in the private security market.
5. Request for Proposals (RFP). Based on feedback from potential vendors and the criteria
developed through interdepartmental staff discussions, staff developed and issued an RFP for
private security services on March 28, 2022. The RFP outlined that the City was seeking private
security services during the busiest days and hours for visitors to bars and restaurants in the
Downtown business district. The selected firm would provide security services to address public
safety and order maintenance concerns on Thursday, Friday, and Saturday evenings and on an
as-needed basis, such as special events. The RFP provided an anticipated start date of May 1,
2022, or as soon thereafter thru December 31, 2022. The Downtown business district was
identified as the area bounded by Washington Street to the north, First Street to the east,
University Avenue to the south, and State Street to the west.
The RFP required that submitted proposals summarize the general experience for all staff
anticipated to provide security services under this agreement and describe its process for
screening security employees before employment and all relevant training required and offered
to its employees. It was noted the vendor should have a proven record of providing professional
security services, particularly in the Champaign-Urbana area. The RFP outlined the vendor must:
1) have up to 4 staff security personnel available to provide professional security services each
week at least three nights per week; 2) possess the ability to utilize body-worn cameras; 3)
provide daily and incident-based reporting; 4) employ a diverse workforce; 5) offer customizable
uniforms; 6) have the capacity to provide unarmed and/or less-lethal options; 7) be able to
provide both vehicular and foot patrol; 8) provide professional references; 9) provide for and
describe a citizen complaint process. The RFP was posted on the City’s website, and responses
were due by 5 p.m. Monday, April 4.
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6. AGB Sole Responder. AGB was the sole responder to the RFP, included in Attachment A.
a. Company Profile. AGB is a private security vendor headquartered in Chicago that offers
physical and cyber security services to public and private organizations. AGB has operated
for over 21 years and has more than 1,300 employees, with operations in 13 states and the
District of Columbia.
AGB is recognized as a Minority Business Enterprise (MBE) by the State of Illinois, the City
of Chicago, and nationally by National Minority Supplier Diversity Council (NMSDC). AGB
is certified as a minority-owned firm, Champaign Diversity Advancement Program (CDAP)
vendor. 95% of AGB’s employees are minorities.
AGB is an ISO 9001:2015 certified organization, is a member of the American Society for
Industrial Security (ASIS) International and is certified as an 8(a) small business by the
United States Small Business Administration (SBA). ISO 9001 is an international standard
that specifies quality management system requirements. Organizations use the standard to
demonstrate the ability to consistently provide products and services that meet customer and
regulatory requirements. ASIS International is a professional organization for security
professionals and represents and supports security practitioners in the public and private
sectors, providing education, training, and knowledge sharing on best practices. The federally
funded SBA 8(a) program partners with other federal agencies and was created to help firms
owned and controlled by socially and economically disadvantaged individuals. The program
grants AGB the status of a pre-qualified supplier with the federal government.
AGB created a private security community policing service model for the City of Chicago’s
Special Services Areas (SSA) Program, covering contiguous industrial, commercial, and
residential areas in Chicago. The SSA Program funds expanded services and programs
through a localized property tax levy similar to a Business Improvement District. The
enhanced services and programs, including security services, are in addition to those
currently provided through the City of Chicago. AGB provides security services for nine of
the 56 SSA Programs. AGB cites their SSA Program involvement offers them the unique
position to augment law enforcement services in Champaign.
b. Hiring. AGB security staff must meet these minimum requirements for hire: United
States Citizenship or valid Green Card, live scan fingerprints, Permanent Employee
Registration Card (PERC), high school diploma or GED, and drug screen and background
check. All staff are also vetted by the Illinois Department of Financial & Professional
Regulations.
c. Training. AGB security staff are trained at the AGB Institute, a 501(c)3 educational
organization approved by the Illinois Board of Higher Education. AGB security staff, at
minimum, receives the following training: 20 hours of unarmed training, 20 hours of armed
training, Active Shooter, CPR and AED, Customer Service, Crowd Control Management,
Report Writing, Mechanics of Arrest, Mental Health First Aid, Soft Target Response, Social
Distance Enforcement, Verbal De-escalation, and Weapons training (including less than
lethal). SSA security officers are trained with approximately 200 hours of additional training,
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which they consider similar to law enforcement training. However, AGB acknowledges that
its security staff is not law enforcement, and their role would be only to assist the Police
Department. AGB staff receives approximately 24-32 hours of continuous training annually.
AGB maintains a digital training records directory for all company employees, which would
be available in a spreadsheet format. Training documents record dates of course/training,
training subject, employee name, duration of the training, instructor, and employee
evaluation (pass/fail). AGB ensures all records are current, accurate, legible, and dated and
that the dates include revision dates when appropriate. Training records also satisfy
relevant/applicable regulatory and/or legislative requirements.
d. RFP Response. AGB’s proposal outlined the areas of support they could provide to the
City, which included the following: five total staff members, consisting of a supervisor and
four security officers, body-worn cameras, vehicles, foot patrol, reporting processes, and
customizable uniforms. AGB would provide the five trained staff members for the
operational hours of 8 p.m. to 4 a.m. on Thursdays, Fridays, and Saturdays, patrolling the
Downtown business district, including municipal parking lots. AGB has the capability to
provide additional hours and days if requested by the City, and staffing would be available
for special events in the Downtown business district. The City would also retain the ability
to reduce security staffing in the future, if appropriate.
The primary purpose of AGB services would be to promote public safety and serve as a
visible crime deterrent in the Downtown business district. AGB staff would address observed
order maintenance concerns and seek to obtain voluntary compliance. AGB staff would not
possess law enforcement powers but would be trained to intervene in physical encounters, if
necessary, under the circumstances. AGB staff would contact and assist the Police
Department when appropriate.
AGB maintains a use of force policy, included in Attachment B. AGB staff would not be
armed with a firearm but could carry less than lethal options, including an expandable baton,
Taser and/or, pepper spray, as deemed appropriate by the City. AGB staff is trained to diffuse
and de-escalate situations. AGB staff would only detain persons and/or use force to prevent
great bodily harm or death.
AGB would provide a marked security vehicle with emergency lighting. Security guard
uniforms would be customizable and include AGB Investigative Services markings and
company-issued body-worn cameras. The video from these cameras would be shared with
the Police Department upon the City’s request.
AGB staff would regularly coordinate with the Police Department, meet with businesses in
the Downtown business district, and facilitate the exchange of information. AGB staff would
complete daily report logs and individual incident reports that would be emailed to City staff
daily; report examples are included in Attachment C.
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e. Complaint Process. AGB maintains a formal complaint process separate from the City’s
process. Complaints made directly to AGB are received by an AGB operational head, who
reviews and investigates the complaint. Complaints received by AGB would be shared with
the City. The Police Department and/or the Equity and Engagement Department would also
receive citizen complaints regarding AGB’s services. The City would review the incident and
determine if its own investigation would be required. Complaints involving criminal
misconduct allegations would be investigated by the Police Department and forwarded to the
Champaign County State’s Attorney’s Office for the consideration of criminal charges.
f. References. Locally, AGB contracted with Champaign Community School District Unit
4 (Unit 4) for the 2021-2022 school year and already employs 20 security guards in the
Champaign-Urbana area. Orlando Thomas, Unit 4 Executive Director of School Supports &
Choice, noted an overall positive experience with AGB. AGB was willing to customize its
services to fit Unit 4’s specific needs, and they were responsive to requested staffing changes
as the school year progressed.
AGB has contracted with the Chatham Business Association (SSA #51) in Chicago for 14
years per Executive Director Melinda Kelly. For the contract duration, AGB has provided 20
security guards and three vehicles. AGB staff is assigned to conduct foot and vehicular
patrols of the Chatham Business Association SSA. The Chatham Business Association
encompasses approximately 1,200 businesses in one of the biggest commercial corridors in
Chicago. AGB was noted as providing exceptional service to the Chatham Business
Association and its businesses. AGB staff reports to the Chatham Business Association daily
and has developed strategies to address problems based on their interactions with business
owners and the Chicago Police Department. AGB management was cited as being very
responsive, and their services and staff have been customizable based on changing needs of
the community. AGB has also been a good workforce partner and hired and trained
community members.
7. Equal Opportunity in Purchasing Ordinance/CDAP. Per the City’s Equity and

Engagement Department, AGB is in compliance with the City’s Equal Opportunity in
Purchasing Ordinance (EOPO). Their 2022 workforce includes a total of 1,348 employees. 579
employees are male and 769 are female, consisting of ten white males, one white female, 15
Hispanic males, ten Hispanic females, 554 black males, and 758 black females. In addition, the
Purchasing and Compliance Specialist reviewed and approved the submittal of good faith efforts
and has indicated AGB meets the requirements of the Champaign Diversity Advancement
Program (CDAP).
8. Staff Oversight of Downtown Security Services. The Police Department will regularly
coordinate with AGB for services in the Downtown business district. AGB will proactively
address minor order maintenance issues and request police assistance as needed. The Police
Department will also continue to utilize intelligence-led policing to manage and respond to
emerging issues and share that information with AGB as deemed necessary. The Police
Department will review the daily logs and incident reports generated by AGB as a facet of
intelligence-led policing and offer recommendations based on the review of that information.
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The Police Department will meet regularly with AGB staff and Neighborhood Ambassadors to
ensure collaborative communication and coordination in the Downtown business district. The
Police Department will work with AGB and Neighborhood Ambassadors to clearly delineate
roles when interacting with the public. AGB will proactively engage with residents and visitors
in the Downtown business district and take the lead in providing customer service and general
information. Coordination between the Police Department and AGB will assist in identifying
areas that require more direct interaction with security and those interactions that require an
approach to assist in conflicts better served through the Neighborhood Ambassadors Program.
Regular meetings at the start of a shift will be incorporated as a part of this coordination as well
as end-of-shift coordination meetings designed to share information and notes on incidents and
emerging downtown security concerns.
9. Next Steps. Upon receiving Council direction, the City Manager will execute a contract with
AGB to provide security services in the Downtown business district, with a target start date of
May 26, 2022. City staff will schedule a stakeholder meeting to discuss the Downtown Security
Services Program prior to implementation and engage in regular communication with
stakeholders and citizens to solicit feedback during the term of the agreement.
F. Alternatives:
1. Approve the Council Bill to enter into an agreement with AGB for the provision of private
security services in the Downtown business district.
2. Do not approve the Council Bill and provide further direction to staff.
G. Discussion of Alternatives:
Alternative 1 would direct staff to enter into an agreement with AGB for the provision of private
security services in the Downtown business district.
a. Advantages
• Supports the Council Goal “Our City Keeps Our Community Safe.”
• Will promote a sense of security and peace of mind for visitors, citizens, and business
owners in the Downtown business district.
• Will provide a visible presence and improved customer service.
• Will support the Police Department by addressing quality of life and order maintenance
issues, resulting in more immediate responses due to the dedication of resources specific
to the Downtown business district.
• Will allow the Police Department to focus its efforts and resources to better balance and
serve the needs of the Downtown and the City at large.
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b. Disadvantages
• There are one-time and recurring costs associated with contracting for security services.
• Some community members may oppose the presence of private security staff on public
property.
Alternative 2 would not approve the Council Bill and provide further direction to staff.
a. Advantages
• Specific advantages would depend upon the direction provided by Council.

• Staff resources would not be required to implement and administer the contract.
• Would allow Council to allocate these City funds for other purposes.
b. Disadvantages
• Police Department staff shortages will continue to limit staff’s ability to respond to
disorder issues in the Downtown area in a timely manner.
• Certain quality of life and order maintenance issues may go unaddressed.
H. Community Input: Staff spoke with Downtown business owners about the prospect of a
private security presence in the area. Business owners expressed support for the idea, including
official correspondence at the April 19, 2022, Council meeting from several business owners.
Additionally, meetings with Downtown stakeholders to discuss concerns about late-night
disorder and safety concerns in the Downtown area were held on several occasions throughout
2021. Staff also regularly engaged stakeholders throughout the spring, summer, and fall,
receiving and responding to complaints about these same issues as they arose. The desire for a
more regular and consistent law enforcement presence to proactively address order maintenance
issues and deter illegal activity was a commonly expressed sentiment. Community feedback
received during the Police listening sessions, study circles, and other Police Department
community engagement efforts evidenced substantial support for increased services. The public
will have the opportunity to comment at the Council meeting when this Council Bill is
considered.
I. Budget Impact: As of April 20, 2022, the Police Department has 19 vacant positions.
These vacancies result in salary and benefits costs being below budget authorization, resulting in
salary savings. Based on the current vacancy level, there are sufficient funds from General Fund
salary savings to cover the total cost of this contract in the current fiscal year, FY 2021/22. If
Council approves this contract, the Administration will encumber the full amount of the contract,
and the encumbrance will be built into the FY 2022/23 budget.
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J. Staffing Impact: An estimated 35 hours of staff time - primarily from the Champaign
Police Department, Equity & Engagement Department, City Manager’s Office, Neighborhood
Services, and Legal Department - has gone into research, development, and procurement of
private security services, as well as the preparation of this report and the proposed agreement
with AGB. Additional time from Police Department leadership will be required in managing and
administering the agreement, coordinating with the vendor in various operational aspects like
scheduling, daily report logs, and incident reporting. Police and Neighborhood Services will
coordinate closely to assure that Police Department services, private security, and the
Neighborhood Ambassador program will work effectively to promote Downtown safety and
vibrancy.
Prepared by: Reviewed by:
Kevin Olmstead Thomas Petrilli

Interim Deputy Chief Interim Chief of Police
Attachment A: AGB RFP Response

Attachment B: AGB Use of Force Policy
Attachment C: AGB Report Examples
Attachment D: AA Certificate
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Attachment A
City of Champaign
City of Champaign
Private Security Services for the Downtown Area
Proposal Due Date: 4/4/22 5:00 pm Prevailing Time
Submitted to:
Police Department
Attention: Deputy Chief Kevin Olmstead
82 E University Ave
Champaign IL 61820
Kevin.olmstead@champaignil.gov
Submitted by:
AGB Investigative Services, Inc.
7545 South Western
Chicago, IL 60620
773-445-4300 (Phone)
www.agbinvestigative.com
GSA MAS Schedule
Contract Number GS-07F-0216W
31 Jan 2020 to 31 Jan 2025
SIN 561612 – Protective Service Occupation
SIN 561612 – Background Investigations
DUNS Number 140381174

Monday, April 4, 2022
Champaign Police Department (CPD) 1|P a g e

Attachment A
Contents
Section 1 : Vendor Information..................................................................................................................... 3
Section 2. References .................................................................................................................................... 7
Section 3: Acknowledgments ........................................................................................................................ 8
Section 4: Proposal Information ................................................................................................................. 10
Proposal Overview .................................................................................................................................. 10
Detailed Technical Response .................................................................................................................. 16
Detailed costs .......................................................................................................................................... 24
Section 5: Contract Documents .................................................................................................................. 25
Section 6: Additional Contract Documents ................................................................................................. 38
Disclosure Affidavit ............................................................................................................................. 38
Affirmative Action Report Form.......................................................................................................... 42
CDAP Utilization/Good Faith ............................................................................................................... 51

Attachment A
Section 1 : Vendor Information

Outline the number of years in business 21 years established in 2001
Respondent's legal name John H. Griffin Jr.
Headquarters Address 7545 S Western Ave.
Principal place of business Chicago, IL 60620
Company Website www.agbinvestigative.com
Names of its principals or partners John and Denitra Griffin
AGB Procurement Contact:

Michael Dale Business Development Manager
AGB Investigative Services Inc.
7545 S Western Ave
Chicago, IL 60620
michael.dale@agbinvestigative.com
O - (773) 445-4300 ext. 413
Management Plan
Employees will be scheduled using our Work Order System called Track-Tik. Employees will be scheduled for a
minimum of eight (8) hour shifts with two (2) fifteen-minute (15) breaks and one (1) thirty-minute (30) lunch.
Using an appropriate number of supervisors, AGB will provide coverage for twenty-four (24) hours seven (7) days a
week at all identified locations for CPD.
Supervision will be provided by 4 levels in our hierarchy:
• Executive Vice President – AGB Leadership responsible for the overall account management and
communications with CPD Leadership
• Director – AGB Leadership responsible for site location account management and communications with
CPD Property Leadership

Attachment A
• Lieutenant – Responsible for day-to-day leadership of an appropriate span of control throughout the sites.
CPD is segmented by packages, and Lieutenants will be assigned to ensure that direct leadership is in
place to oversee the shift responsibilities and to fill in when line supervision is unavailable to fulfill its
duties.
• Supervisor – Day-to-Day shift supervision will be performed by AGB’s Sergeants and Corporals.
Supervisors will be responsible for assuring that there are no gaps in coverage fulfilling shifts when line
staff are late, calling off, or a no show for shifts.
Executive
Vice
President
Director
Lieutenant
Supervisor

Attachment A
Understanding of the City’s intent and objectives

The City of Champaign and Champaign’s Police Department (CPD) qualified security services
contractor to provide security services in areas of downtown Champaign. The qualified contractor will
provide targeted services deployed during the busiest days and hours for visitors and restaurants in
the Downtown area as determined by CPD. The services should address public safety and order
maintenance concerns on multiple nights per week. The qualified company will have high skilled
security professionals who are trained beyond the state requirements with soft skill trainings and
additional security trainings to ensure that the target areas for the service contractor are protected at
the same time providing the highest level of customer service to the citizens, residents, and patrons
of downtown Champaign.
Statement of Qualifications
AGB is an innovator in the use of “Community Policing” and “Integrated Guarding” which is the next
generation of security industry services. With these services, AGB holds the unique position to
augment Law Enforcement Services to help with “nuisance” crimes that typically lead to a public
safety matter. AGB holds the elite status of a pre-qualified supplier with the Federal government, to
include a Top-Secret clearance. AGB will bring the same level of excellence to the CPD.
Why AGB is Different. AGB offers the following value-added differentiators to the CPD:
• ISO Certification Status. AGB is ISO 9001:2015 Certified Nationwide.
• Special Knowledge. We have special knowledge in the following areas:
• Computer and information security
• Criminal investigation
• Certified as an expert witness for both state and federal court
• Security Clearances. We have a Top-Secret Facility security clearance.
• Special Training. We have received advanced training from the Department of Defense and the
Department of Homeland Security. Conduct in-house 20- and 40-hour security guard training
courses. Also conduct special courses, e.g., active shooter.
• Strategic Relationships. We work with local, state, and federal law enforcement agencies.
• Track Record. The company has a 21-year history of exceptional performance, at all levels, private
and public.
• Past Performance Rating. The company received a 94 percent Dun & Bradstreet past performance
rating.
• Strategic Supplier. We can serve as your strategic supplier in computer information data
protection and all your virtual security requirements.
Company Certifications
• 8(a) (SBA) Certified Federal Government
• Minority Business Enterprise (MBE) Certified City of Chicago
• Business Enterprise Program (BEP) Certified State of Illinois
• Department of Defense and Department of Homeland Security trained facility
• Diversity Disadvantaged Business Enterprise (DBE) City of Chicago
• GSA MAS Schedule Contract Holder (Pre-Qualified Federal Vendor)
• ISO 9001: 2015 Certified
• Top Secret Security Clearance
• ASIS International member
Attachment A
Summarize Respondent’s commitment to comply with MBE/WBE

AGB is recognized as an MBE by the State of Illinois, City of Chicago, and nationally by National
Minority Supplier Diversity Counsel (NMSDC) the company is 8(a) SBA Certified. 95% of AGB’s
employees are minorities and its c-suite staff are 65% women. AGB has spent over $2.5M on minority
vendors.
AGB is committed to strategically increasing spend with MBE suppliers. We are 1 of 5 minority-owned
businesses that have taken the pledge with Chicago United. Chicago United's Five Forward Program
engages the corporate community in the common goal and shared a commitment to strengthen the
local economy and enhance job creation by supporting a stronger Chicagoland minority business
enterprise (MBE) community. AGB has committed to strategically increasing spend with five local
minority firms over five years.

Attachment A
Section 2. References
List of two (2) references that may be contacted. Include the name, address, phone number, website,
and a contact person for each reference.
1. Chatham Business Association • Melinda Kelly, Executive Director

• Contact Cell:773-490-6484
• Contact Email: melindakelly@cbaworks.org
• Work Performed: Mobile Patrol
• Location: 800 E. 78th St. Chicago IL, 60619
• Dollar Amount: 400,000.00 annually
• AGB Leadership: Steve Griffin
2. Far South Community Development • Dorian Johnson, SSA Program Manager
Corporation • Contact Cell: 773-415-8323
• Contact Email: dorian@farsouthcdc.org
• Work Performed: Mobile Patrol.
• Location: 115th St. Chicago, IL 60643
• Dollar Amount: 400,000.00 annually
• AGB Leadership: Steve Griffin

Attachment A
Section 3: Acknowledgments
Acknowledgement of Receipt of the Addendums issued by the CPD
1. Addendum Number One to Request for Proposals (RFP) Private Security Services for the
Downtown Area

Attachment A

Attachment A
Section 4: Proposal Information

AGB created community policing for the City of Chicago’s Special Services Areas (SSA), which are
downtown districts for neighborhoods in communities in Chicago. We believe that this service makes
AGB uniquely capable of delivering the stated services in the RFP
“Special Service Areas, known as Business Improvement Districts or BIDs in other cities, are local tax
districts that fund expanded services and programs through a localized property tax levy within
contiguous areas. The enhanced services and programs are in addition to those currently provided
through the city.
SSA-funded projects typically include but are not limited to public way maintenance and beautification;
district marketing and advertising; business retention/attraction, special events and promotional
activities; auto and bike transit; security; façade improvements; and other commercial and economic
development initiatives. There are currently 56 active SSAs of which AGB secures (9) SSA’s in Chicago.”
All officers of the SSA, are trained with approximately 200 hours of additional training that is considered
very similar to law enforcement training. AGB acknowledges that our officers are not law enforcement,
however our training uniquely positions our officers to assist officers in the event of escalated activity in
the areas identified.
Proposal Overview
The City of Champaign, acting through its Champaign Police Department (CPD), requires armed
security services as detailed herein to provide trained, licensed, skilled, and qualified Unarmed, more
fully described in Section 2 Specification. AGB’s Security Guards will exercise training, experience, and
skills, as required under the Scope of Services, to ensure a safe and lawful environment within the
target areas identified for downtown Champaign, IL. These Services shall include the equipment,
radios, and vehicles required to provide them. AGB will protect the general public, public property,
tenant property, security-related information, and private property of downtown Champaign.
Understanding of Current Security Challenges in Downtown Champaign
Based on our understanding based on the RFP, we have ascertained the following issues:
1) Assembly and Crowd Control

• City Parking Lots
• Sidewalks and Side Streets
2) Nuisance Crimes
• Loitering
• Public Alcohol Consumption
• Littering
3. Violent Crimes
• Gun Violence
• Fighting
Champaign Police Department (CPD) 10 | P a g e
Attachment A
3) Customer Service
• Need a protocol to screening transgender passengers (gender ambiguity issues)
• Sensitivity training required to check passengers with medical conditions, to include
medical
4) COVID-19
• Need to develop COVID-19 strategy in the event the state issues an alert due to an
increase in cases
• COVID 19 strategy needs to ensure guidance for health and safety protocols as dictated
by the CDC, the state of Illinois, and city of Champaign
Value Proposition to CPD. AGB understands the CPD has several choices when it comes to
for security services. Below is a summary of the AGB value proposition to the CPD which
shows our unique qualifications and capabilities.
Training AGB offers training through its certified 501c3 organization the AGB Institute
(www.agbinstitute.org). Traditional training courses are provided such as
Unarmed Security and Armed Security however, clients often require
specialized trainings for their environments and in the case of CPD, AGB will
provide the requested number of hours in ethics, conflict of interest, specific
building location awareness and Fire/Life Safety training. Classes are offered in
person and instructor led as well as online using our Learning Management
Solution mentioned above in the technology section called “Tovuti”
(www.tovuti.com ). All officers at AGB are trained in the following during
Orientation:
• 20 Hour Unarmed Training

• 20 Hour Armed Training
• Active Shooter
• CPR and AED
• Customer Service
• Crowd Control Management
• Report Writing
• Mechanics of Arrest
• Mental Health First Aid
• Soft Target Response
• Social Distance Enforcement
• Verbal De-escalation
• Weapons Training
o Firearms (Lethal) [Officers qualify 4 times a year]
o Taser (Less than Lethal)
AGB understands the types of nature of physical security threats is constantly

changing. This means our training program must continually adapt. AGB uses
the following best practices to update our security officer training program, to
include:

Attachment A
• Updated Text. Training content is updated based on changes to case law

/ court decisions relating to law enforcement, use of force, etc. This is
updated based on new developments.
• Technology. Training discusses the use of new security-related
technologies such as surveillance drones, remote monitoring systems,
and threat analysis / crime prediction software.
• eLearning. Training is moving from traditional in-class session to online
e-learning such as Web-based and even Smartphone based “apps.” We
are evaluating these new training platforms.
• Content Updates. Training needs to be exciting to capture attention.
Therefore, AGB maximizes the use of graphics, charts, color schemes and
hands-on training in our training class updates.
AGB maintains an active Training Records Directory for all company employees
in a spreadsheet format.
Employee Training Record Contents

• Date of Course / Training
• Subject of Training
• Employee Name
• Duration of Training
• Instructor
• Employee Evaluation (Pass / Fail)
AGB maintains a computerized database of all training records. The goal is to

ensure all records are current, accurate, legible, and dated, and that the dates
include revision dates when appropriate. The AGB training records also satisfy
relevant/applicable regulatory and/or legislative requirements.

Attachment A
Leadership Specialized Security Experience Tasks Performed on Experience on Projects

Event #3158 Same/Similar
Executive Vice • Regional Director of Overall Leadership for Regional Director of
President of Security Operations 50% of the portfolio Security Operations for
Security 2009 – 2021 awarded CHA Since 2016
Operations
• ASIS International
Darryl Griffin Overseeing officers while
(2021 – Member since 2017 and
CPP in progress, target on post at Transatlantic
Present)
Trade and Investment
completion Sept 2022
Partnership (TTIP) and
• Top Secret Clearance with
Trans-Pacific Partnership
eligibility for SCI.
(TPP) conferences. Control
• Licensed Private Security of Command Center.
Contractor Communication with
• Licensed Private Project Manager and
Investigator security staff.
• Certified Fire Guard
Training Instructor Manages 10,000+ hours in
• Certified Taser Instructor Manned Guard Services
• Certified 20-hour Armed Nationally
Guard Training Instructor
• Certified NRA Basic Pistol
& Range Instructor
• Certified Illinois Conceal
Carry Instructor

Attachment A
Leadership Specialized Security Experience Tasks Performed on Experience on Projects

Event #3158 Same/Similar
Regional • MBA in Marketing Assigned leadership on Assistant Director Family,
Director of • Top Secret Clearance segmented portions of Senior, and Scattered
Security the CHA portfolio Homes in the CHA
• CPP in Progress Target
Operations portfolio
completion Sept 2022
Kenya Tassin
(2012 –
Present)
Hiring Practices
Unarmed Officers
• All unarmed officers are first vetted by the Illinois Department of Financial &
Professional Regulations. They must complete a 20-hour training course which consists
of:
• Private Security Powers
• Security Code of Ethics
• Laws of Arrest
• Positioning For Control and Safety
• Illinois Criminal Code/Use of Force
• Patrolling
• Report Writing
• Conflict Resolution
• Customer Relations
• After receiving their Certificate of Completion from a licensed security training school
the individuals must submit a set of live scan fingerprints to the state of Illinois which
does a local, state, and federal background check on the individual. Once the
background check is completed the applicant is issued a Permanent Employee
Registration Card.
• Once an individual is issued a PERC, they are eligible to be hired at AGB. AGB’s hiring
process from this point can commence:
• Applicants are interviewed by the AGB Human Resource Department
• Applicant is offered a position with AGB Investigative Services, Inc. on condition that the
applicant meets all the hiring requirements.
• Applicants must take a 10-panel drug test within 24 hours of being offered a position
• Upon confirmation of successfully passing the drug test, AGB performs a criminal
background check via (Lexis Nexis) to check for sex-offenders and violent crimes.
• AGB then performs three professional reference checks.
• Applicant is hired.
Armed Officers
All armed officers follow the unarmed requirements. In addition, armed officers must take a 20-hour
armed training course which consists of:
• Define the nomenclature of the Semi-Auto Pistol
• Define the nomenclature of the Revolver
• Perform the disassembly of the Semi-Auto Pistol

Attachment A
• Perform the assembly of the Semi-Auto Pistol

• Define the mechanical functioning of Revolver
• Define and demonstrate the maintenance and cleaning of the Semi-Auto Pistol
• Define and demonstrate the maintenance and cleaning of the revolver
• Define and demonstrate the basic skills of firing handguns
• Define the Use of Force
• Define the Misuse of Force
• Define Decision Making
• Describe U.S Supreme Court decision pertaining to firearms
• Describe State of Illinois Court decisions pertaining to firearms
• Understand the ethical and moral consideration of using a firearm
After receiving their Certificate of Completion from a licensed security training school the applicant is
then vetted through the IDFPR and the Illinois State Police. Upon Illinois State approval the AGB Hiring
Process will take place. Additionally, all armed security officers MUST qualify with an AGB Firearm
Instructor to test an individual proficiency with a semi-automatic weapon. The applicant must have
100% accuracy to pass the range qualifying course.
Top-Secret Cleared Individuals

• All Top-Secret cleared individuals are chosen by the Operation Department. All cleared
individuals are vetted through the unarmed & armed security criteria. In addition, before being
put through the e-quip database AGB uses Sterling Info System to perform a comprehensive
background check which checks for the following:
• Social Security Trace / Address Verification

• County Criminal Record Search
• Federal Criminal Record Search
• Statewide Criminal Conviction Search (only in states where county searches are not available)
• Enhanced Nationwide Criminal Database Search (validated with county criminal records checks)
• Arrest Direct
• Civil County Search/Federal Civil Search
• OFAC
• Office of Inspector General (OIG) Search
• National Sex Offender
• Database Search
• Professional License Verification
• Education Verification
• Employment Verification
• Employee Incarceration Alerts

Attachment A
Detailed Technical Response
Security Requirement AGB Response

Experience with AGB has more than 10 years of expertise in providing armed security to
Community Policing business districts throughout the city of Chicago. Our community policing
units are experienced in brokering strong relationships with law
enforcement and local proprietors to develop rapport in providing the
services.
Crime Prevention AGB uses a variety of anti-crime techniques such as:
• Community Policing
• Area Criminal Assessments to validate “Hot Spots”
• Off-Duty Policing
• Roving Patrols
• Bike Patrols
• Crime Awareness
• Body Worn Cameras
• Lethal Weapons
• Less than lethal weapons such as Tasers
• Remote Monitoring of CCTV and Security Operations Centers
Quality AGB has been a pre-qualified vendor of armed and unarmed security
guards local, state, and federal government for the past 20 years.
AGB is one of the few security companies with an ISO 9001 quality
control program.
Value of AGB Quality Program to CPD
• Creates a more efficient, effective operation

• Increases customer satisfaction
• Improves employee retention
• Improve employee motivation, awareness, and morale
• Reduce waste and increase productivity
• Provides a common tool for standardization
Value Added Areas Offered by AGB Proposal. Based on our review of current security
challenges in the Champaign Downtown district, AGB proposes five value-added elements to our
technical and management approach as discussed below.
1. Key Performance Indicators (KPIs). We will use airport specific KPIs in our performance and
quality control plans.
2. Training. We will add client-specific training to our proven AGB institute training courses.
3. Response Time. We will tailor our protocol to quickly respond to 311 and 911notifications by
CPD / visitors since breaches are common without inconveniencing other passengers / visitors
/ airport employees.
4. Flexibility. We can quickly adjust our guard deployment depending on rapidly changing
airport passenger flow.
Attachment A
5. Technology. We use GPS technology to be able to determine the locations of all our security
guards at any one time to allow rapid redeployment, if required. AGB collects statistics using
its state-of-the-art SMART Security systems to report quantitative data to property
management validating the effectiveness of its patrols or the need for scaling up or down
security presence.
Premise Security Approach

“An assimilation approach to security where officers observe and report.”
Premises Security is a comprehensive program to facilitate the protection of people and property
within the Build Park and the surrounding property boundaries. This includes protection from fire,
natural disasters, burglary, theft, vandalism, violent crimes, and terrorism. In addition to a passive
deterrence effect, Security Officers also play a vital role in Premise Security by actively observing
surroundings, engaging with tenants (their patrons) and the residents, and responding to emergency
situations.
Premise Security is a people centric policy prohibiting the targeting or profiling of any patron or
resident on account of race, age, sex, ethnicity, religion, etc. is considered High-Touch for both
tenants and residents. Focusing our attention on any one person should only be based on the
persons behavior, nothing else.
• Personnel
o Lead Officer – Captain, Lieutenant, Sergeant, and Corporal
o Swing, Graveyard, and Supplemental – General AGB Unarmed Security Officer
• Vehicle
o Fully equipped squad car marked with special patrol and client’s logo
• Communications Equipment
o AGB owned cellular phone
o AGB owned 2-way Radio
• Uniform
o Look and Feel
 Visitor Management with Stationery Concierge
 Officer – Sport Coat or Polo
 Lead Supervisor – Business Casual with Monogramed Sport Coat, White
Shirt, Dark Blue, Trousers
 Officers – Full uniforms see below for uniforms
• Additional Equipment
o Bodycams (if requested)
o Drones (if requested)
• 24x7 Dispatch
o Acts as CPD 911 for Security Response
o Monitoring all electronic security such as alarms and CCTV cameras (if necessary)

Attachment A
SMART TECHNOLOGY SECURITY SOLUTION

SMART SCHEDULING
Utilizing a cloud-based schedule system, we save countless admin hours from our work week. AGB’s
Smart Scheduling module enables AGB to build templates for a week, two weeks, or a custom
number of days to be carried over to as many future weeks and months as you would like. This way
AGB does not have to repeatedly create shifts that are required for months or years at a time. We
can still add ad-hoc shifts and change the template at any time, so we are not stuck with the
templated shifts.
Not only are officers sorted by our Best Match recommendation algorithm, but we can also click on
an officer’s profile picture from anywhere to view their profile and gain insight into their
background, qualifications, and personality.
This solution helps us to manage security officer cancellations and no-shows. The Scheduling &
Attendance module allows AGB to adapt to last-minute changes quickly and preempt situations
before they create a problem for our customers. Using the vacant shift dashboard, you can quickly
see your unassigned shifts in one view and plan accordingly. Equally useful is being able to view
unconfirmed shifts over different time periods. With this insight, AGB can anticipate scheduling
problems before they happen.
With Smart Scheduling, AGB can move to real-time scheduling to quickly respond to absences,
replacements, overlapping, shift splitting, and open shifts. As a result, AGB can take corrective action
offering shifts by SMS either via sending batches or one shift to multiple users. AGB boosts our
security workforce’s performance with improved overtime management using the overtime
prevention feature, we can make sure scheduling considers overtime, avoiding large discrepancies
among our security officers in terms of hours worked. By setting rules and live alerts, we can evenly
distribute shifts to increase staff satisfaction and retention as well as controlling overtime spending.
These live alerts will be present for last-minute shift substitutions as well.
SMART ATTENDANCE
We stay up to date with the activity on shifts from our dashboard. Our 24x7 dispatch can watch
workers clock in and out in real time. Late clock ins, off sites, no shows – all get flagged. Officers are
geofenced to predetermined locations where clocking in and out must occur. With dynamic security
workforce tracking, we are never left wondering about our guard’s whereabouts. GPS tracking feeds
a dynamic/real-time map that displays the location of our guards. Geofencing lets AGB establish
where our officers can check-in and enables AGB to create restricted zones for our guards to avoid.
Supervisors and guards can be automatically notified by SMS and email alerts if the guard is in the
forbidden zone we have established. Attendance infractions are managed by the “enhanced time”
feature in the system which reports violations in the attendance policy to human resources, regional
management, and the employee for remediation or discipline.
SMART GUARD TOURING

Proactive guard tour service. Challenge misconceptions around the value of security guarding
operations and go from being an ‘unavoidable cost’ to a value-adding service. Our Smart Guard Tour
module enables AGB to take an all-encompassing look at our operations and develop a strategy that
Attachment A
maximizes the value we deliver to clients. Working with your clients, we can identify their most
valuable assets and tailor our guard tour accordingly. By defining checkpoints based on this analysis
to make sure we are covering our customers’ priorities and define the actions required at each point.
Smart Guard Touring allows AGB to define what happens at each checkpoint, including logging,
displaying a message, opening a report form, asking exception questions, or triggering an incident
alert. This powerful mobile support is compatible with iOS and Android and works using a variety of
checkpoint types such as NFC, barcode, QR Code, Aztec, GPS, as well as manual check-ins.
SMART TIMESHEETS
Timesheets are live on the platform and are accessible as soon as a shift has been completed. AGB
can view timesheets in real-time. No need to wait for individual timesheets to be aggregated into
spreadsheets and sent to Operations for approval and processing.
SMART COMMUNICATIONS
AGB is in touch with the officers who are covering our shifts using our in-app messaging service.
Confirm shift details, align expectations, and keep them updated. Clients can message a member of
our customer success team and site supervision at any time for operational assistance within the
app.
SMART INVOICING AND PAYROLL

Officers worked hours are automatically submitted to payroll from shift clock ins for officers covering
your shifts using our in-app attendance service. Confirm shift details, align with payroll for schedule
shifts. Officers' worked hours are automatically submitted for billing from shift punches for officers
covering your shifts using our in-app attendance service. Confirm shift details, align with invoices for
scheduled shifts. Error-free payroll & invoicing with the Contracts & Invoicing Module, we make sure
are paying our officers at the right rate and on time while also considering overtime rules, rest
periods, and holidays etc. Improve employee satisfaction with payroll preparation that ensures
compliance, accuracy, and timeliness. We connect our service contracts to our operations, breaking
down our activities by type and hours to demonstrate service delivery and set up invoicing cycles
that work for our customers.
SMART REPORTING
Hassle-free security incident reporting. Reporting templates can be configured as needed and can
include timestamps, GPS location, preconfigured site locations, and images to meet the
requirements of your security environment and your stakeholders. You can mix and match free text
and drop-down options to further streamline incident reporting on the go. Clients get special access
to our management reporting suite through our client Portal.
AGB Technology Stack

AGB will use the following software-as-a-service technologies to perform which comprise our
enterprise resource platform technology stack to the CPD contract:
1. ADP Workforce (onboarding and employee benefits)

2. TrackTik (time, attendance, scheduling, guard touring, and reporting)
3. Verizon Connect (vehicle tracking system)
4. Tovuti (learning management system)
Attachment A
5. Drones (phasing in next generation of robot technology)
AGB has used these technologies for the last 5 years on more than 50 contracts. These systems are
the latest technology for security services companies and their use has helped AGB meet or exceed
all client requirements. In addition, these technologies help our clients reduce their costs by up to 10
percent. AGB is an innovator in using new technology to improve our delivery of security services.
AGB will work with our client over the term of the contract to update our technology to improve our
performance and reduce costs.
1. ADP Workforce our Human Resource Information Systems (HRIS) - The robust reporting
that HRIS provides enables AGB staff to manage labor costs more efficiently. AGB’s HRIS
provides tools to simplify the process of time and attendance by setting up and tracking
employee hours based on the job the employee is working. With Advanced Report Writer,
we can see who is clocked in, report on employee hours at any time to manage overtime and
run daily site totals on hours worked. Our current customers appreciate our ability to
generate reports on any custom information stored in the system for employees reporting to
their sites. Our system allows us to make immediate changes, then view the updates
instantly, helping with forecasting
• Talent Management
• Time and Labor Management
• Payroll
• Talent Acquisition
• HR Management
✓ Robo Mgmt. techniques also allow AGB to serve the employee scheduling and
communication needs at sites across a wide range of clients. It makes scheduling staff easy
for our staff to manage more than 1000 employees nationwide.
2. TrackTik our Time and Attendance and Scheduling – No more time clock machines and
because 90% of our workforce is mobile, AGB uses “Robo Mgmt.” techniques allowing our
employees to clock in from their smartphones instead. We can set up fixed time clock
terminals at the site location using a dedicated iPad or Computer. Our time clock
synchronizes seamlessly with the work schedule, and because this system is integrated with
our HRIS, clock ins and outs are synchronized with our HRIS system for payroll, billing, and
financial reporting.
AGB technology allows our client to obtain real-time information about the status of our
guard services, giving access to the client’s portal for access to security information 24/7 in
real-time. AGB uses cloud-based applications which allow flexibility.
3. Tovuti – As a result of COVID with social distancing we implemented a learning management

solution that provides all our training on-line. Officers can take orientation and required
training online in which some of the classes are instructor led. This has allowed AGB to
continue being a learning and training center for Security Officer professionals.

Attachment A
4. Verizon Connect - Measures real time of officers in the field. This tool is also available to
clientele upon request to ensure fleet is within the boundary of your property. Verizon
Connect has allowed us to capture all the pertinent information that a client would at a more
granular level regarding the fleet assigned to its sites. This is data that would not be possible
without the integration of Verizon Connect. The more significant notes regarding this system
are:
• Allows us to track the cars if they leave the boundaries of your Area
• Mileage and gas,
• Idling times to ensure gas is not burned unnecessarily
• Harsh driving and Speeding
AGB Investigative Services has implemented Verizon Connect to measure the

accountability of our officers, fleet, technology, and equipment. Additionally, our system
measures the accountability and timeliness of our personnel.
5. Arial Drone Surveillance - Given the changing nature of security threats, AGB has been an
innovator in using new technology to counter them. Specifically, AGB has adopted the use of
drone technology. AGB’s new service offering promises to provide wider coverage using
aerial resources where human personnel are limited to on the ground.
This aerial coverage can be done in a shorter period. Our state-of-the-art drones have the
capability to survey properties and can be used to monitor the breach of a perimeter
providing media streaming and video recording. Our drones can be used to follow assailants
by using thermal detection to generate thermal images of the intruders. Drones are an asset
to fighting crime, they can automate security for agility providing wider optics to deploy AGB
security personnel and police deter or fight crime.
The drones supplement the AGB guard services in the following ways:
• Security Assessment. Help identify potential weak spots in the physical security permit of
WEB locations.
• Scope. Help expand the surveillance area without having to employ additional security
officers.
• Evidence. Provide video and audio evidence of security incidents that can be used in legal
proceedings, if required.
• Safety. Help personnel avoid potentially dangerous high-risk situations.
Security Services
1. Deter and report unauthorized personnel or vehicular entry into identified properties and access points
identified by the CPD.
2. Deter and report damage, pilferage, removal, destruction, secreting, misappropriation, misuse, larceny,
and disposition of properties in the targeted area.
3. Endeavor to prevent the occurrence of fires, explosions, collapses, and other catastrophes.
4. Safeguard citizens, visitors, and residents and deter the commission of crimes against persons, summon
the appropriate response forces and assist those response forces as requested or required.
5. Deter and report observed violations of CPD regulations and enforced parking regulations as required.

Attachment A
Types of Reports:
• Employee Timesheets and Audit results
• Roll call reports
• Guard/screener assignments
• Activity reports
• Shift Reports (to include staffing, with schedule)
• Incident reports
• Security Incidents
• Aviation Furnished Property, Services and Documentation
• Training
• Performance Requirements and Incentives
6. Provide fixed post and mobile response Security Guards.

7. Operate, in accordance with CPD regulations, OHSA and manufacturer safety guidelines, and CPD
requirements, CPD-owned monitoring and screening equipment at all CPD Checkpoints, to screen vendor
goods entering secured areas, and to control access through these checkpoints on a 24/7 basis.
8. Provide security support related activities, parking lots or areas, or as directed by the CPD.
9. Protect, and properly handle, security-related information (including, but not necessarily limited to,
Sensitive Security Information (SSI), as defined by the CPD regarding CPD security systems, procedures,
staffing, and capabilities.
10. Inspect all areas within the boundary to ensure public safety is going as specified and commit to CPD.
Our supervisors are instructed to inspect their sites using an AGB Model such as:
3-2-3-2 Model
Week 1 3 Days of Random Site Visits
11. Daily Vehicle Shift inspections are done at the start of each shift by the shift’s supervisor. Vehicle
Inspections can include:
a. The lights are in good working order.
i. Headlights
ii. High beams,
iii. Emergency flashers (front and back),
iv. Turn signals (front and back),
v. Side lights,
vi. Brake lights and
vii. Backup lights
b. Licenses
i. City Sticker
ii. Driver’s License
iii. Plates
iv. Emissions
c. Vehicle Conditions
i. Visible Damages
ii. Working Seatbelts
iii. Working Mirror
12. Incident Response
Attachment A
i. Preparation. Preparation is the key to effective incident response. ...

ii. Detection and Reporting. The focus of this phase is to monitor security events in order to
detect, alert, and report on potential security incidents. ...
iii. Triage and Analysis. ...
iv. Containment and Neutralization. ...
v. Post-Incident Activity.

Attachment A
Detailed costs
Cost Proposal and Invoicing
City of Champaign: Private Security Services for the Downtown Area
Position # Of Weekly Total Bill Rate Per Weekly Bill

Hours Hour Rates
Unarmed Security Guard 96 hours $47.78 $4,586.88
Shift Supervisor 24 hours $49.43 $1,186.32
Total Manpower Weekly Contract Value $5,773.20
Units Week Rate # Of Weeks Monthly Spend

Officers $5,773.20 4 $23,092.80
Monthly Sub-Total $23,092.80
Annual Sub-Total 32 $184,742.40

Officer Training $9,622.00 1 $9,622.00
(40 hours per Officer)
Annual Contract Amount $194,364.40
# Of Officers Rate Hours Total One-time Training Fees

4 $47.78 40 $7,644.80
1 $49.43 40 $1,977.20
Overtime is billed at 1.5 the hourly rate Approved by Client only
Holidays are billed at 1.5 the hourly rate New Year’s Day, Martin Luther King,
Memorial, Juneteenth, July 4th, Labor Day,
Thanksgiving, and Christmas Day.
Invoice Frequency Net 30d
Invoices design is customizable based on

client preferences.

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Section 5: Contract Documents

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Section 6: Additional Contract Documents
Disclosure Affidavit

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Affirmative Action Report Form

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CDAP Utilization/Good Faith

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Attachment B
AGB Investigative Services

Use of Force Policy, Procedures, & Guidelines
Version 1.5 Revised December 2020 | Use of Force | Security Operations
1|Page
Attachment B
Contents
Use of Force .............................................................................................................................. 3
Introduction ............................................................................................................................ 3
Accountability ........................................................................................................................ 3
Escalation of Force ............................................................................................................... 4
Use of Force Model............................................................................................................... 5
Use of Force Model............................................................................................................... 6
Use of Force Factors ............................................................................................................ 7
Use of Force Options ............................................................................................................ 8
Levels of Subject Resistance ..............................................................................................10
Situation Assessment - Plan/Act/Assess ............................................................................11
Influencing Factors (Totality of Circumstances) ..................................................................12
Legal Articulation / Use of Force Reporting ........................................................................13
The Seven Tactical Principles .............................................................................................14
Tactical Errors to Avoid ........................................................................................................17
Tactics and Strategies .........................................................................................................18
Aftermath of Critical Incident ...............................................................................................20
Critical Stress Amnesia ........................................................................................................22
Legal Articulation (After Major Incident) ..............................................................................23
In Custody Deaths ...................................................................................................................25
Positional Asphyxia ..............................................................................................................25
Basic Physiology of a Struggle ............................................................................................26
Excited Delirium ...................................................................................................................31

2|Page
Attachment B
Use of Force
Introduction
Possibly one of the most controversial issues in policing today
is the proper application of force. Other than the odd
"scuffle" as a child, many people havenever been involved
in an actual physical confrontation with another person.
Society's perception of police use of force is often tainted
through the media,television, and movies. Rarely do any of
these accurately show reality.
The majority of law enforcement officers have no desire to

engage in a physical confrontation during their duties.
However, due to their mandate, the police are often called to
deal with a violently resisting subject.
Police use of force is designed to gain control of a subject

using no more force than is reasonably necessary, having
regard firstly to officer safety and secondlyto minimizing
harm to the subject.
Police are required to control people's behavior to one of
three ends:
o courts (dealt with according to the law)

o the institution (hospital or similar facility)
o release (breach of peace)
Accountability
Question Where are constraints and/or rules for police use of force
found?
Answer Use the acronym "C.O.P.S."
C riminal Code
O peration
P olicy
S ocial Acceptance
3|Page Version 1.5 Revised December 2020 | Use of Force | Security Operations
Attachment B
Accountability At All Levels
o criminally
o civilly
o internally
"Bottom Line"
1. Force used must be reasonable.

2. Are your actions what a reasonable, well trained
prudent officer would do,faced with a similar set of
circumstances.
Escalation of Force
Force is escalated based upon the level of resistance or threat.
When do we escalate from non-physical force to physical

force? (Verbal JudoInstitute)
Acronymn - "S.A.F.E."
S ecurity Breach
• Officer or others in danger or threatened
• Property under control threatened
A ttack
• Officer’s personal danger zone is threatened
• Officer assaulted / pre-assault cues
F light
• Unlawfully fleeting and verbal commands ignored, one
must physically prevent the escape
E xcessive repetition / non-compliance
• Exhausted all verbal options
• Subject refuses to comply with lawful verbal commands
Attachment B
Use of Force Model
The officer continuously assesses the situation and

selects the mostreasonable option
relative to those circumstances as perceived at that point in time.
1. The primary responsibility of a peace officer is to preserve and protect

life.
2. The primary objective of any use of force is to ensure public safety.
3. Law enforcement officer safety is essential to public safety.
Attachment B
Use of Force Model
The Use of Force Model is one that both the public and police can understand
and relate to. This theory is based on the concept of control. Police officers
routinely deal with violent subjects and violent situations. The police role is to
control this behavior, to end the violence, and have these people dealt with
according to law.
It is important to note that there is no specific formula that governs a law

enforcement officer's actions in particular situations. This is because every
situation presents unique circumstances, such as environmental factors, officer
capabilities and subject abilities. For this reason, an officer is required to
assessthe situation and determine the appropriate police response after
reviewing the totality of the circumstances. Law enforcement officers are
reminded that, the Criminal Code addresses the use of necessary force,
provided theofficer's assessment is based on reasonable grounds.
Attachment B
Use of Force Factors

Legal and effective methods of force occur when:
o the method is reasonable

o it is necessary
o it is not overly aggressive under the circumstances presented
In order for police to use force to control a subject, three elements MUST exist:
1. WEAPON/MEANS
Did the subject have a weapon? (ie: fist, knife, bat, gun)
2. INTENT
Did the subject demonstrate INTENT. Did words and/or
actions lead you to believe the subject had the intent to cause
injury or death to you or others? (i.e:
I'm going to kick your ass!)
3. DELIVERY SYSTEM/ABILITY
Did the subject have the ability to use his/her weapon? (ie: was
subject sitting in car with the windows up with fists clenched or
standing 3 feet away)
An assailant saying, "I will shoot you tomorrow" or "one of these days"
does not constitute opportunity because the threat must be in the present
and the danger oraction must be imminent.
If the subject(s) has demonstrated the above noted elements, the officer
is justified in using the force option most appropriate to control the
subject(s). There are several considerations to keep in mind when
controlling the subject(s). Below are a few of theconsiderations:
1. Was there a lower level of force available to gain control?
2. Did or could you identify yourself as a law enforcement officer?
3. Did or could you provide the subject(s) the opportunity to de-

escalate his/her level of resistance towards you? (A warning)
There is an onus on the officer, if the situation allows, to provide
the subject an opportunity to de-escalate. If thesubject de-
escalates, the member must de-escalate their use of force.
4. Did you identify the proper risk before intervening accordingly?
5. Was the target isolated? What would you hit if you missed the subject?
Attachment B
Use of Force Options
1. Officer Presence (blue) - appearance, uniform, reputation, physical stature,

number of officers. Many people do not feel that presence is a force option, but
in actual fact, a law enforcement officer's mere presenceoften influences or
controls a person's behavior.
2. Communication (Dialogue) (green) - verbal skills in conjunction with non-

verbal skills. Suggestions, advice, directions continuing through to loud,
repetitive commands, in conjunction with facial expressions, stance,eye contact,
etc. Dialogue is used continually with the rest of the force options. In fact, an
extremely high percentage of all encounters with offenders are resolved at this
level.
3. Physical Control Soft/ Hard (yellow) - there are various sub-levels offorce
within the empty hand option. Sub-levels of force include:
o Escort Position (implied force)

o Superior Physical Strength (size or numbers)
o Balance Displacement Techniques (throws, takedowns)
o Pain Compliance Techniques Uoint locks, pressure points, etc.)
o Empty Hand or Weaponless Impact (stuns, strikes & kicks, usingvarious
parts of the anatomy)
4. Intermediate Weapons/Weapons of Opportunity (orange) - again thereare

various sub-levels in this force option. This option has relevance to modern
day policing as technology is always inventing new methods for less than lethal
force. Attempting to categorize each intermediate weaponwould be confusing
and unnecessary, as the Use of Force Model would become lengthy and
constantly changing. This option represents an intermediate group of weapons
between empty hand control and firearms.Sub-levels of force include:
o Oleoresin Capsicum Spray (implied force, targeted spray)

o Flash Bang Diversion (deployment)
o Tear Gas (warning, deployment)
o Impact Weapons (implied force & motor dysfunction strikes)
o Police Dogs (implied & biting)
o Arwen Gun (implied force & impact)
o Police Vehicles (implied & impact)
o Taser (implied & impact)
5. Lethal Force (red) - this includes the sidearm, shotgun, and various Tactics
and Rescue Unit firearms. It would also include any other weaponor technique
used in a manner that is likely or intended to cause Grievous
Attachment B
Bodily Harm or death. (i.e.: intentional punch to throat or

baton strike tohead)
"Law enforcement officers may use lethal force only when necessary. that is,
when the officer has a reasonable belief that the subject of such force poses an
imminent danger of death or grievous bodily harm to the officer or to another
person."
The phrase "grievous bodily harm" has been held to mean a

bodily injury that creates a substantial risk of death, causes
serious permanent disfigurement, or results in long-term loss
or impairment of the functioningof any bodily member or
organ.
Necessary (Necessity)
Necessary means no other reasonable alternative is available to you. All other

available means of preventing imminent and grave danger to you or other
persons have failed or would be likely to fail. There is no safe alternative to using
deadly force, and without it, you or others would face imminent and grave danger
of death or grievous bodily harm.
An officer is not required to place him or herself, another officer, a subject or the
public in unreasonable danger of death or serious physical injury before using
deadly force.
Reasonable Belief
Reasonable belief, for purposes of this guide, means, facts and circumstances,
including inferences and perceptions drawn by the officer when deadly force is
used. The reasonable belief or decision must be viewed from the perspective
of the officer on the scene, who may often be forced to make split second
decisionsin circumstances that are tense, unpredictable and rapidly evolving.
Reasonablebelief is not to be viewed from the calm vantage point of hindsight.
It is important to note that these are FORCE OPTIONS not LEVELS OF

FORCE.If we were to categorize options into levels of force, we would see
somewhere between 17 and 35 sub-levels of force, depending upon
interpretation. In fact, some sub-levels of force under the various force options
are on par with others. Certain intermediate weapons actually represent a
lower level of force than someempty hand control tactics (eg - O.C. Spray is
considered a lower level of force than physically striking a person in an area
likely to cause injury).
For law enforcement officers different levels of force can be justified when
lower levels of force are ineffective and or inappropriate and the use of higher
levels offorce are not justified or appropriate.
Attachment B
Levels of Subject Resistance
Law enforcement officer use of force is based on control. While in the course of
their duties, law enforcement officers must often deal with subjects who exhibit all
different types of behavior or levels of resistance. The level(s) of resistance
exhibited by a subject determines the level of control used by the officer.
Levels of resistance are shown in the second inner circle of the Force Options
Theory diagram. Although categorized for easy recognition, it is accepted that
resistance levels will frequently overlap and cannot be categorized precisely.
1. Cooperative (white) - commonly known as a "Yes" person. This individual

obeys all lawful orders and direction by an officer.
2. Passive Resistance (light gray) - this individual does not physically interfere
with an officer's attempt at control but does nothing to assist. Common
examples of this resistance would be "dead-weight", a protest "sit-in", and the
body going limp, refusing to leave an area and not obeying a lawful order.
3. Active Resistance (gray) - this individual does not physically assault the
officer, but actively resists in such a manner that will not allow the officer to
control. Often accompanying this type of resistance is "Verbal Non
compliance" (refusing a lawful order or direction). Examples of this resistance
are pulling away from the officer or attempting to flee.
4. Assaultive (dark gray) - this individual not only resists a Law Enforcement
Officer's action, but also actually attempts to physically assault the officer.
This type of resistance is sometimes preceded by "pre-assault" cues,
commonly known as "Psychological Intimidation" (clenching of fists, facial
expressions, threats, etc.), and verbal non-compliance. (Note: An officer
would be justified to respond physically even against "pre-assault" cues).
5. Grievous Bodily Harm or Death (black) - this individual violently resists.The

resistance level exhibited attempts to cause grievous bodily harm ordeath the
officer. Examples of these actions are a subject attempting to disarm a Law
Enforcement Officer where the officer fears grievous bodily harm or death or
an attack with weapon the officer fears grievous bodily harm or death from.
The phrase "grievous bodily harm" has been held to mean a bodily injury
that creates a substantial risk of death, causes serious permanent
disfigurement, or results in long-term loss or impairment of the functioningof
any bodily member or organ.
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Attachment B
Situation Assessment - Plan/Act/Assess
This area is shown on the Use of Force Continuum in the inner circle.
THE ASSESSMENT PROCESS
The process of assessing a situation is threefold involving:
1. the situation
2. subject behaviors
3. officer's perception/tactical considerations
Careful consideration of all possible factors within each of the above categories,
assists the officer in understanding and responding to situations, and in
explaining to others how a particular situation was perceived, assessed and
responded to.
The examples provided throughout this document are presented for the purpose
of illustration and are by no means exhaustive.
During the course of their duties, an officer must constantly assess a situation,
decide on a plan and subsequently act on that plan. Upon deciding on a plan,law
enforcement officers have several force options in which to choose. The officer
will select the option deemed most reasonable given the situation or resistance
level. The "assess" process will continue throughout the situation.
It is important to recognize that two officers may respond differently to the same
situation or resistance levels. Although certain factors may be the same in both
situations (eg - number of subjects, demonstrated threat, environment), other
factors differ (eg - officers' abilities and skills, officers' backgrounds). These latter
factors affect how the officer assesses a situation and what option they believe
most reasonable.
The variables are known as influencing factors.

Attachment B
Influencing Factors (Totality of Circumstances)
OFFICER CONSIDERATIONS
o Size
o Strength I overall fitness
o Skills
o Experience
o Age
o Fears
o Gender
o Sight, vision
o Cultural background
o Stress symptoms
o Number of officers
o Availability of back up
o Reasonable perception of subject's ability and willingness to resist
o Reasonable perception of imminent threat to public, self, or subject
o Proximity to firearm
o Position, distance, reaction time
o Disengagement
o Exhaustion, injury or disability
SUBJECT CONSIDERATIONS
o Size
o Strength
o Skills (when demonstrated)
o Age
o Gender
o Weapon(s)
o Multiple Assailants
o One subject facing one officer
o One subject facing two or more officers
o Multiple subjects facing one officer
o Multiple subjects facing multiple officers
o History of violence
o Drug-induced
o Goal-oriented
o Mental state
o Language barrier
o CPIC information
o Previous history, reputation

Attachment B
ENVIRONMENTAL CONSIDERATIONS
o Friendly or hostile territory

o Availability of physical cover
o Proximity of back-up officers
o Disengagement
o Terrain (footing, effectiveness of force options)
o Weather (footing, rain, snow, wind, visibility, effectiveness of force options)
o Lighting (visibility, daylight, darkness, effectiveness of force options)
o Physical position (rooftop, roadside, stairwell, cell area)
o Cover, concealment
o Other hazards
Legal Articulation / Use of Force Reporting
Reporting the use of force is critical. Such documentation is valuable as it

provides information respecting the subject's behavior, demeanor and condition
at the time of arrest. Post-incident documentation also provides the investigating
law enforcement officer with a permanent record of subject and officer actions.
This is important because law enforcement officers may be calledupon to provide
legal justification for their action’s months and perhaps even years after the
event. Proper documentation of the use of force will assist law enforcement
officers with this important task.
It is extremely important that law enforcement officer's reports first report the
subject’s resistance and then the use of force that the officers used. By reporting
the subject’s actions first, the report will read the way the actual incident occurred
rather than reporting the officer's use of force and then justifying it with the
subject’s actions! If the officer requires multiple strikes to the subject the officer
should ensure that they articulate what the intended result was of the strike and
at which point the subject complied by whatever means was necessary.
"JUSTIFY YOUR ACTIONS"
The force used by the law enforcement officer to manage the incident can be
legally justified when proper grounds to use that method are present. The facts
ofthe situation and the influencing factors (totality of circumstances) form the
picture the police must react to. Legal Articulation of these factors is described
asthe process by which an officer can explain clear, concise, and effectively
their perception of events that occurred before, during and after a force
encounter andthereby justify his/her actions. It is important to remember the
justification is based on each individual officer’s perceptions at the time of
the event. Equally important is the fact these perceptions may differ from
officer toofficer as they recount their version of the same event.

Attachment B
After a force encounter of any level, others may assess the law enforcement
officer's actions. This assessment may be initiated internally or by any number of
external processes. The "test" the police must pass is the determination that the
level of force chosen and used falls within the authorities granted peace officers
under the Criminal Code, and was a reasonable level used considering the facts
at hand. The "test" will be conducted by analyzing information provided by all
parties involved. The information provided may be in the form of investigative
statements provided by the involved law enforcement officer(s) and or witness
statements. Statements from the officer(s) involved maybe demanded or
requested by external sources or by internal investigators.
Therefore, it is imperative the police are familiar with those authorities granted to
them and the guidelines provided for them. Complete familiarization with Criminal
Code use of force authorities, provincial regulations, and departmental use of
force guidelines will assist the officer during the legal articulation of the use of
force:
The Seven Tactical Principles
"Bad tactics should not be an excuse to escalate your level of force"
1. COVER
Cover is simply defined as protection for the officer from a perceived threat
of injury or death. The officer's soft body armour is the most convenient
cover available, if the officer is wearing it! It goes everywhere the officer
does. The engine block of the officer's car, telephone poles, fire hydrants
and mailboxes are other examples. Continual assessment ofthe environment
at the scene, prior to and while confronting the individual(s) involved, will
provide the officer with readily accessible cover if and/or when the officer
needs it. The officer will not have to spend valuable survival lime looking for
cover. The officer will already have determined cover options if and/or when
the situation escalates. The typeof cover is dependent on the nature of the
threat perceived by the officer. Ask this question when looking for and using
cover. Will it prevent the threat from harming the officer?
Some confusion exists with respect to the term "concealment".

Concealment is not cover. Concealment hides the officer from the assailant.
Once the officer has been discovered, concealment will notalways stop the
threat directed towards the officer. Examples of

Attachment B
concealment is, darkness, bushes, car doors, interior walls, most doors, and
the list goes on. Choose cover with the limitations of concealment in mind.
When confronted with a potentially dangerous threat, move to cover first.

Once behind cover, the officer may find himself better able to function
mentally. A sub-conscious level of security affords the officer the ability to
re-assess, plan and react properly to the threat. The officer is also
physically safer! For these important reasons the officer should deal with
this type of situation from cover as much as possible. Do not leave cover
unless tactically necessary. Whenever possible plan ahead and look for
cover as you approach a situation. If the environment provides no
immediate cover, creating distance between the officer and the threat is an
excellent form of cover, even when dealing with firearms. The further the
officer is from the subject the odds of being struck by his rounds decrease.
Prior to intervening and or during the officer 's situation he should look for
possible escape routes with which to tactically disengage if
necessary.
Move to Cover While Responding
2. THREAT CUES
Threat cues are best defined as perceptions, either audible or visual, of a

particular situation that SHOULD raise the officer's level of awareness and
prepare him/her for any escalating confrontation that may occur. Looking
for and reacting to the perceivable threat cues is a critical function of
continual risk assessment. Some examples include, the subject
conspicuously ignoring the officer, any exaggerated movements, ceasing
all movement, and the thousand-yard stare. These are indications the
subject is trying to formulate a plan in the officer's presence and not do
what the officer instructs him/her to do. Threat cues may also be present
throughout the environment the officer is working in. Tattoos, insignias,
visible weapons, and weapons of opportunity are also good examples.
HANDS, HANDS, HANDS. Look for, demand to see, and watch thehands.
They will deliver the threat or at the very least, telegraph thethreat is about
to be delivered.

Attachment B
3. TIME DISTANCE RATIO
Time distance ratio is also referred to as the "reactionary gap". Officer safety
training has shown that a minimum of 30 feet between the officer and the
subject is considered "safe" when the threat of a potential physicalassault to
the officer is possible. This distance is based on the premise theofficer could
react with the proper level of force and control the subject if he/she
suddenly, without warning, charged the officer. Police proxemics isthe term
used to describe the distance between the officer and the
subject. At any distance barriers can be a tactical advantage.
Examples of these barriers are endless, but each serves the purpose of
forcing the subject to go around, though, or over something before he/she
can get to the officer. The reactionary gap created allows the officer more
time to assess and respond appropriately to the actions of the subject.
The greater the distance, the less vulnerable the officer will feel and the
greater the response time will be. The less vulnerable the officer feels,
the more appropriate force option is likely to be chosen.
4. ONE PLUS ONE RULE
This rule deals with confronting and handling subjects. "When the officer finds
one subject, do not assume they are alone." "When the officer finds one
weapon, do not assume it is the only one."
Be aware of "point men", "lookouts", "back-ups", prior to arriving and while on

scene. The officer's plans and/or actions should be based on thecontinual risk
assessment of the subject and the situation until the officer is sure of the number
of subjects or weapons present. The officer should REMAIN ALERT especially
after he/she feels they have control. The general philosophy is, "Do not drop
your guard or relax too soon." Continue to assess the potential risk throughout
the encounter.
Remember, the officer's level of force when dealing with a subjectmust be
based on perceived threat cues or actions, not assumed threats.
5. VERBAL COMMUNICATION
How you talk during a confrontation can affect the outcome from the start.
The officer must show a "Command Presence" by the tone of his/her voice.
TAKE CHARGE. This command presence alone may be enough todiffuse
the situation. The courts have also made it mandatory the officer identifies
himself or herself as soon as a confrontation starts. Three simplewords will
cover the officer in this regard. "POLICE, DON'T MOVE! ". The officer has
identified himself or herself and put the onus on the subject to follow the
officer's direction from this point on.

Attachment B
6. DE-ESCALATION
What can the officer do to lessen the danger? The officers primary
concern in any confrontation is the safety of the public and him or her-self.
The danger level of a situation can "escalate" beyond your control. At this
point, the officer should ask them self the question "Am I in danger, am I
incontrol? What can I do to lessen the danger to myself and those around
me"? The officer can use various strategies to achieve this, whether it is
through verbalization, tactical repositioning, and a call for back up or the
use of specialty units. The continuous assessment of the threat level
throughout the situation will determine which strategy will effectively
de-escalate the danger to the officer and those around him or her.
7. WIN MENTALITY
The officer's survival is essential if he or she is to serve and protect the

public and them self. This rule speaks for itself. The WIN mentality must
be created and engraved in the officer's mind. Surviving can be
perceived as persevering through injuries and stress to control a
situation. Ideally, the officer's WIN mentality will include timely and
continual risk assessment, proper planning and tactics that whenever
possible will prevent injury to him or her-self and others while attempting
to gain control. The officer must visualize him or her-self in control and
surviving. The officer should mentally rehearse surviving any
threatening situation heor she can imagine. Repeatedly visualizing
success will instill the WIN mentality. The WIN Mentality will rise to the
surface when the officer's safety or that of someone else is threatened.
DO NOT QUIT!
Tactical Errors to Avoid
In conjunction with the Seven Tactical Principles, there are corresponding tactical
errors that have become painfully evident during the history of officer/subject
confrontations.
1. Failure to skillfully find and use available cover.
2. Failure to watch the hands of the subject(s)
3. Closing the reactionary gap too soon, prior to a proper risk assessment.
4. Indecision. Acting without a plan.

Attachment B
5. Slow movement in open areas.
6. Failure to know where your next position is, when you move.
7. Losing sight of your objective. What is the officer trying to

accomplish? Donot take foolish risks. It may not be
necessary to engage in a weapon confrontation. Keep the
ultimate goals in mind - safety and apprehension.
8. Being embarrassed to react safely and properly.
9. Failure to identify and locate targets. Search from near to

far. Clear thearea you are in before moving to the next
location.
10. Failure to hit with every shot.
11. Target fixation/tunnel vision. Look around!
12. Relaxing too soon. It may not be over. Stay covered and
assume nothing.Subject everything and remain ready to
react.
Tactics and Strategies
BE AWARE
When performing your duties, get into the habit of constantly

scanning theenvironment. Note potential problems.
MAINTAIN EYE CONTACT
When engaged in conversation, maintain direct eye contact that is

not threatening. Eye contact in non-combative situations shows
confidence, internal strength, and most importantly, respect for the
other person. Be aware of culturaldifferences.
LOOK CONFIDENT
Criminals can be expert observers of human behavior. Keep your

head up andwalk with confidence and purpose. Avoid looking lost,
fatigued, uncertain or preoccupied.

Attachment B
VOCAL CONTROL
The quality of your voice is lined to your demeanor. Anger, fear,

and fatigue caneasily be communicated via voice. Remain calm
and in control. Vocal control involves tone, pitch, volume and
tempo.
KEEP YOUR HANDS FREE
Always have at least one hand free and unoccupied. Allow the field
interviewstance to become a habit. Get those hands out of your
pockets.
WEAR COMFORTABLE CLOTHING
Make sure your uniform is not restrictive. Tight clothing restricts

your ability torun, move, and strike. Earrings can be torn from
earlobes during a struggle.
Make sure your clothing and footwear facilitate quick and free movement.
KEEP YOUR HAIR SHORT
Try to keep your hair short, especially at the back of your head.
Long hair and ponytails can be used against you in a struggle.
Long hair can impair vision and be pulled allowing an assailant to
easily control and immobilize you.

Attachment B
Aftermath of Critical Incident

This checklist is not meant to be a comprehensive list of all steps or a rigid time line, but it may
serve as a guide to protect the officer after the officer is involved in a shooting, a Use of Force
critical incident or in custody death.
1. Secure the scene

2. Call for medical unit and render aid
3. Call for supervisor/response team
4. Broadcast lookout/Public Safety statement
5. Secure your weapon, do not reload if scene is secure, do not remove shell casings
6. Identify witnesses
7. Take photos with your cell phone
8. Avoid "hot debriefs"; do not give a recorded or written statement at the scene. Do not
do a walk-thru with any investigator. Wait 48-72 hours before any interview except for
a health and safety statement
9. Do not discuss with any officer the details of the incident
10. Seek medical attention as soon as you are taken from the scene
11. Contact your family but do not discuss the facts - assure of your safety
12. Eat and drink something (no alcohol)
13. Submit to a blood and urine test after consulting with your attorney if possible
14. Stay with a gate keeper for 48-72 hours. Get at least 2 or 3 sleep cycles before
submitting to any interview
15. Consent a lawyer before any interview, remember Garrity does not protect you from
civil liability and may not protect you from criminal liability
16. Get psychological support to deal with potential PTSD
17. Know your Weingarten Rights if you are represented by a union.
After a critical incident you are extremely likely to feel overwhelmed, you may have a severe
sense of vulnerability, tension, difficulty sleeping. You have suffered trauma and your memory
of the facts of the Critical Incident may very likely be distorted and incorrect. Your department
should have a Trauma Intervention Team or Program to give you support you need. If your
department does not have this expertise get an outside psychologist to help you through the
trauma and stress.
Once you have had the opportunity to rest, consult with an attorney and/or union
representative you then need to prepare for the interview/investigation that your department,
20 | P a g e

Attachment B
POST, the prosecutor and/or other State or Federal agencies may request. Some things you
should do in preparation for this interview are as follows:
A. Have an attorney present during the interview or debrief. Remember you police
in a world where politicians, the press, the public, and maybe your department
or a prosecutor second guess, questions and litigate the split-second decisions
you made during the Critical Incident.
B. Before the debrief for interview do your homework, listen to all radio
transmissions, review photos, reports, videos and other materials that might
refresh your memory. Your lawyer may also want you to go to scene.
During the interview remember anything you say can be used against you in any
civil or potential criminal action even if you have been given Garrity warnings.
It is not unusual for you to have cognitive dissonance for weeks or months after
a Critical Incident and you may find your memory of thee
vent does not mesh with the facts at the scene.
During the interview or debrief answer the questions honestly. Do not be afraid
to say, "I do not know, or I do not remember".
Remember you are still suffering from the trauma of the event. Tell your story to
your lawyer but do not feel compelled to tell your story during am interview, that
is your lawyer's job. Your job is to answer only the questions that are asked,not
to volunteer information you think the person conducting the interview should
ask.
21 | P a g e

Attachment B
Critical Stress Amnesia
Critical Stress Amnesia can be defined as the physiological basis and the
implications of memory loss during extreme survival stress situations.
Officers who encounter an extremely stressful situation will consistently exhibit

difficulty in transferring information into long term memory. Particular memory
related phenomenon in traumatic situations include:
1. During the actual incident there is usually a "sensory overload" combined

with a "fixation" on some particular aspect of the critical incident, often to
the exclusion of all else.
2. Immediately after the incident, "post-incident amnesia" will often result in a

failure to remember the majority of the information observed in the
incident.
3. After a healthy night's sleep there is usually a "memory recovery" which

will result in the remembering the majority of what occurred, and this
memory is probably the most "pure."
22 | P a g e

Attachment B
4. Within 72 hours the final and most complete form of memory will occur,
but it will be at least partially "reconstructed" (and therefore somewhat
"contaminated") after the inevitable process of integrating available
information from all other sources (media).
Legal Articulation (After Major Incident)
• An officer will fixate on major threat cues but cues on the periphery of the
visual system may not be processed into memory. This explains why
individuals sometimes fail to remember "seeing" individuals or cues
immediately adjacent to the threat.
Make copious notes
• Be aware that your memory will be altered by stress and your inability to
remember is a direct result of Survival Stress.
23 | P a g e

Attachment B
POSITIONAL ASPHYXIA
24 | P a g e
Attachment B
In Custody Deaths
Positional Asphyxia
One of the biggest fears surrounding law enforcement today is having a
subduedindividual die while in our custody.
This syndrome called "sudden in-custody death" often reveals that previous to
the death, the subject engaged in a violent struggle with the police with the
subject displaying unresponsive behavior. In most cases the force used by
policewas not sufficient enough to cause the death. Due to the nature of the
death, officers must justify their actions, which are often viewed by the public
with somesuspicion.
It was once believed that many of the sudden in-custody death cases could be
explained solely through a little known phenomenon called positional asphyxia.
We will examine factors found to precipitate positional asphyxia and

recommendations to ensure subject safety and minimize the risk of death.
Positional asphyxia - death as a result of body position that interferes with

one's ability to breathe - as it occurs within a confrontational situation involving
law enforcement officers.
The ability to breath involves the interaction of:
o the chest wall

o the diaphragm
o muscles of the rib cage and abdomen
- interference with any of these could cause asphyxia (reduced oxygen)

- one of the variables that is important when restraining individuals is the
position of the arrested person; particularly a facedown position for an
extended period of time after a violent struggle.
- in this position the subject has difficulty breathing, which disturbs the body
chemistry, setting up a situation where the heart goes into standstill.
25 | P a g e
Attachment B
Basic Physiology of a Struggle

Officers restrain a subject in the maximal restraint position.
A person lying on his stomach has trouble breathing when pressure is applied tohis
back.
The solution seems simple: gel the pressure off of the back. Often though, the
situation is compounded by a vicious cycle of subject resistance and officer
restraint:
- Subject is restrained facedown and breathing may become difficult.

- Weight is applied to the subject's back. The more weight, the more
severe the compression.
- The subject struggles more violently, due to a natural reaction to oxygen
deficiency.
- Subsequently, the officer applies more compression to subdue the subject.
PREDISPOSING FACTORS TO POSITIONAL ASPHYXIA
Certain factors may render some individuals more susceptible to positional asphyxia,
particularly when placed in a facedown position after a violent struggle:
 Obesity (beer belly)

 Alcohol and high drug use (cocaine, PCP, amphetamines)
 An enlarged heart (renders an individual more susceptible to a cardiacarrhythmia
under conditions of low blood oxygen and stress)
SIGNS AND SYMPTOMS OF POSITIONAL ASPHYXIA
 Labored breathing
 Gurgling or gasping noises when attempting to breathPeriod of silence after an
intense struggle
 Unconsciousness
26 | P a g e
Attachment B
QUESTIONS AND ANSWERS
QUESTION Why prone out a subject if this position contributes to positional

asphyxia?
ANSWER Law enforcement officers across North America will almost without
exception attempt to get a combative subject in the prone position.
In order to gain control and handcuff a combative person, law
enforcement officers are taught to first take the person to the
ground in order lo gain control and then apply handcuffs. The
ground can be used as a stable platform that an officer can use to
establish a mechanical advantage. Officers will work to position him
or herself behind the subject, where the danger posed by the
subjects "weapons" (hands, feet, knees, elbows, teeth etc.) is
significantly reduced and the officer is best able to manipulate
control of the subject safely and efficiently.
QUESTION It is documented that the quicker control is gained by police and the
subject removed from the prone position, the better his chances of
survival are. What is the best way to get control fast?
ANSWER It would appear the fastest and safest ways to gain control are the
TASER and team tactics. Training in both is extremely paramount.
QUESTION How can law enforcement officers work as a team once they have
gained control of the subject?
ANSWER It is extremely common (and well documented) when a person is

physically involved in a struggle to get tunnel vision or become goal
oriented, where the goal is for the threat to show signs of stopping
or giving up. Teamwork is important in these instances. II is
important for all the law enforcement officers that are involved in a
struggle with a subject lo firstly, be aware of the signs and
symptoms of exiled delirium and positional asphyxia and secondly,
to be aware and alert all those involved in the struggle that control
(i.e. hands and legs cuffed) is gained. Once control is gained, the
subject should be immediately taken off his stomach (if he was
proned out), and depending on the circumstances either placed in
supine position, side position (attempting left side down), the
recovery position or placed in a seated position.
27 | P a g e
Attachment B
If the number of law enforcement officers attempting to control the subject allow,
a law enforcement officer should be situated by the subject's head area. This
law enforcement officer would be responsible for viewing any signs of distress
and/or injury to the subject. When possible, this is the best solution, however in a
dynamic situation it may not be feasible. Each law enforcement officer needs to
be aware and watch for control to be gained and/or respiratory distress and
immediately notify his/her colleagues accordingly.
QUESTION What about hog-tying or modified hog-tying a subject?
ANSWER Research into hog-tying (modified or not) a subject and the effect
this has on the Subject's ability to breathe is somewhat
controversial. Many experts agree that any form of hog-tie can
interfere with the ability for the subject to breathe, particularly if the
subject is obese. Hog-tying a subject is dangerous.
QUESTION What is the difference between prone containment and prone

restraint?
ANSWER Prone containment is the brief physical holding of an individual

prone for the purposes of gaining quick control of an aggressive
and agitated individual. Law enforcement officers need to prone out
a subject for the purpose of gaining quick control. Prone restraint is
the extended restraint (either physical or mechanical) of an
individual. This may include holding an individual past the time of
immediate struggle. All law enforcement officers need to
understand that once control is gained and the subject's limbs are
mechanically restrained, the subjects' position should be changed
from prone to one that will not interfere with normal respiration.
QUESTION What effect does weight on the subjects back have?
ANSWER Normal respiration is extremely difficult when a person (especially

one who is obese), is positioned prone and handcuffed, with the
weight on his back. This position tends to compress the persons
diaphragm, which needs to expand in order for air to fill the lungs.
It is vital for all law enforcement officers to have a thorough
understanding of this effect.
The tragedy lies in the fact that once a subject is proned with pressure and/or
weight being applied to his/her back; the struggle to escape and continue the
altercation can quickly give way to a struggle to simply breathe. It is highly
unlikely that the law enforcement officer would be able to tell the difference.
28 | P a g e
Attachment B
Even in a situation where a subject continues to struggle, once a subject is under

control with the use of restraints, it would be prudent, with proper training, for the
arresting officers to immediately change the subject's position that enhances
proper breathing. Once a subject's hands and legs are mechanically (cuffed)
restrained, his ability to cause harm to himself or others can be controlled by law
enforcement officers.
Due to the nature of the law enforcement officer's job and the need to
control subjects, we need to place subjects in the prone position in order
to gain control and restrain them. Putting as many safeguards into effect
as possible will enhance the safety and well being of these subjects and
possibly prevent future loss of life.
DOCUMENTATION
Officers involved in these types of situations should collect information that may
assist in any civil or criminal action.
NOTE THE FOLLOWING
Nature of the post-arrest restraint procedure. Type of restraint used.

How long was subject face down and/or restrained.
How was the subject transported? What position during transport?
How long did the transport phase last? What observations were made of the
subject's condition?
29 | P a g e
Attachment B
EXCITED DELIRIUM
30 | P a g e
Attachment B
Excited Delirium
Excited Delirium is described as:
"A state of extreme mental and physiological excitement, characterized by

extreme agitation, hyperthermia, hostility, exceptional strength and
endurance without apparent fatigue" (Source: Morrison, A. & Sadler, D.
(2001). Death of a psychiatric patient during physical restraint. Excited
Delirium-a case report. Medicine Science and Law, 41(1), pp. 46-50).
According to the medical literature, there appears to be three specific groups of

people who are most prone to sudden and unexpected death proximal to
restraint attributed to excited delirium:
1. Those who are suffering from psychiatric illness (bipolar, schizophrenia).

This is also noted in a study where both agitated and non-agitated
subjects suffering from schizophrenia died suddenly and unexpectedly
(Rosh, Sampson, & Hirsch, 2003.)
2. Those who are chronic illicit stimulant substance abuse users (cocaine,
methamphetamines) including marijuana and alcohol.
3. Combination of mental illness and substance abuse.
Excited Delirium includes a series of bizarre behaviors, which include:
o Psychosis
o Violent behavior
o Extraordinary strength
o Hallucinations
o Undressing in public
o Hiding behind bushes, trees or cars
o Hearing voices
o Seizures
o Thrashing after restraint
o Yelling
o Hyperactivity
o Extreme paranoia
o Incoherent shouting
o Vigorous resistance
o Flight behavior (typical)
o Unintelligible speech/ animal sounds
o Overheating (hyperthermia)
31 | P a g e
Attachment B
o Sweating
o Bizarre and violent behavior (often thrashing out at glass or shiny objects)
o Impervious to pain (0.C. spray, pain compliance techniques ineffective)
o Hot to touch / no sweat (bone dry)
o Self-inflicted injuries
Subjects who exhibit these symptoms are among those most likely to be at an
increased risk of death following a struggle with the police.
When law enforcement officers are dealing with those experiencing excited
delirium, both manias specific to psychiatric illness, as well as drug induced
psychosis, often present themselves outwardly in the same manner. Based on
the basic level of medical training provided to law enforcement officers, it is
unreasonable to expect to make any medical assessment to differentiate
between the three causes of excited delirium.
POLICE ACTIONS
1. We still have to get control of subjects.

2. Realize the subjects presenting these signs and symptoms are in a
medical emergency. When possible call for ambulance assistance
(advanced life support is best) before intervention.
3. Weigh the need for immediate control against the risk to the subject.
4. **Remove the subject from the maximal prone position as soon as
possible**.
5. Do not allow ambulance to transport in the maximal prone position.
6. Go with ambulance and brief emergency room staff.
Getting control of a subject in the state of excited delirium is usually no easy task.
However, once control is gained you must be very aware of jeopardizing the
subject's safety by placing him in a position that interferes with his ability to
breathe - positional asphyxia.
CONCLUSION
PREVENTION OF SUDDEN IN-CUSTODY DEATHS STARTS WITH

KNOWLEDGE OF EXCITED DELIRIUM AND RESTRAINING METHODS.
REGARDLESS OF THE SUBJECT'S BEHAVIOUR ONCE IN POLICE
CONTROL, WE ARE RESPONSIBLE FOR THEIR SAFETY.
EXCITED DELIRIUM IS A MEDICAL EMERGENCY AND NEEDS TO BE

TREATED AS SUCH
32 | P a g e
Attachment B
APPENDIX
33 | P a g e
Attachment B
Attachment B
Attachment B
Attachment B
Attachment B
Attachment B
Attachment B
Attachment B
AGB Investigative Services Attachment C
7545 S Western Ave
Chicago Illinois 60620
United States
Daily Shift Report

Dearborn Report # 189787
2731 S Dearborn St
Report Date 02/20/2022
Report Time 02:42pm
United States
Created By Chandra Williams #000453
Position Unarmed Security Officer
Client Dearborn
Information
Date 02/20/2022
Time 07:00am
0700HR.- Officers Chandra Williams, B Colbert 10-41 at the Dearborn Homes, Report to 2731 for Roll-Call,
Clock In. Get assigned to the Command Center, Starting monitoring CCTV Cameras, Asking visitors for ID's,
Unlocking Front/Rear Exit Doors, No Activities, Everything Appears To Be Secured During This Hour.
----------------------------------------------------------------------------
0800HR. -0900HR. - Monitoring CCTV Cameras, Asking visitors for ID's, Unlocking Front/Rear Exit Doors, No
Activities, Everything Appears To Be Secured During This Hour.
----------------------------------------------------------------------------
0900HR.-1000HR.- Monitoring CCTV Cameras, Asking visitors for ID's, Unlocking Front/Rear Exit Doors,
Monitoring CCTV Cameras that shows inside bldg Lobby and outside Dearborn Homes Property, No
Activities, Everything Appears To Be Secured During This Hour. ----------------------‐--------------‐------------------------
--------------
1000HR.-1100HR.- Monitoring CCTV Cameras, Asking visitors for ID's, Unlocking Front/Rear Exit Doors, No
----------------------------------------------------------------------------
Shift Activities Everything Appears To Be Secured During This Hour.
--‐-------------------------------------------------------------------------
1200HR.-1300HR.- Monitoring CCTV Cameras, Asking visitors for ID's, Unlocking Front/Rear Exit Doors, No
----------------------------------------------------------------------------
1308HR.- Fire Engine 8 was in 2701 So. Dearborn to escort an elderly female Black who is the leaseholder in
apartment 503 downstairs due to the elevator being 'Out Of Order'.- Everything Appears To Be Secured
During This Hour.
----------------------------------------------------------------------------
1400HR.-1500HR- Monitoring CCTV Cameras, Asking visitors for ID's, Unlocking Front/Rear Exit Doors, No
----------------------------------------------------------------------------
1500HR. - 10-42... No Incidents Reported During Our Shift 0700HR.-1500HR.
---‐------------------------------------------------------------------------
Position Officer
#189787 Daily Shift Report 1/1

AGB Investigative Services Attachment C
7545 S Western Ave
United States
Incident Report (Field Officers)
Report # 206879
Report Date 04/19/2022
Report Time 01:51pm
Created By Prestin Long #000177

Position Supervisor
Information
Date of Incident 04/19/2022
Time of Incident 01:00pm
Nature of Incident Emergency / Shooting
Parkway Garden
6400 S. King Drive
Client
United States
Client Notified Yes
Address 6400 s king drive
Shoots fired at parkway. Upon arrival and review, there was three shooters shooting at a black car exiting
off property. There was three shooters. One fell dropping a a com pact Glock with a 24 round mag. Two Blk
Notes/Comments
males that are identified as part of the shooters, ran into 6358 with pistol in hand. Third shooter ran into
6414. At this time, no criminal damage to property or a person hit.
Please sign report
Signature
Take a picture
#206879 Incident Report (Field Oﬃcers) 1/1

Attachment D
AGB Investigative Services

This is to certify that _________________________________________has submitted an Affirmative Action Plan and/or other
necessary documents satisfactory to the City of Champaign Equity & Engagement Department. The above named Company is
hereby approved to do business with the City of Champaign for a period of one year.
If the information submitted by the Company concerning its Affirmative Action/Equal Employment as well as State and Federal
mandates, has been declared false information through an investigation, such false information shall be deemed a total breach
of the contract, and such contract may be terminated, canceled or suspended, in whole or in part, and such contractor may be
declared ineligible for any further contracts for a period up to one year.
As evidence of certification, the Equity & Engagement Department will issue a “Certificate of Compliance” good for one year.
Please be sure to note the expiration date to avoid any interruption in your ability to bid contracts. A new Affirmative Action
Report form should be completed and submitted to the Equity & Engagement Department forty-five (45) days prior to the
expiration date. Failure to do so will render your compliance status as “ineligible” to conduct business with the City of
Champaign.
Date Issued 4/26/22

Community Relations Manager/Compliance Officer
(Signature) Date Expires 4/30/23
Rachel Joy Certificate Number 49-2022
Community Relations Manager/Compliance Officer
(Print Name)

A Resolution Approving An Agreement For Private Security Services

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COUNCIL BILL NO.

BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF CHAMPAIGN, ILLINOIS,

through December 31, 2022, is hereby approved.

by the City Attorney

COUNCIL BILL NO. 2022-071

PASSED: APPROVED: ________________________

FROM: Dorothy Ann David, City Manager

DATE: April 29, 2022

SUBJECT: EXPLANATION OF COUNCIL BILL NO. 2022-071

B. Recommended Action: The Administration recommends approval of this Council Bill.

C. Prior Council Action:

1. Current Police Department Staffing. As a result of a nationwide trend of reduced police

Allotted Filled Vacant Unserviceable

7. Equal Opportunity in Purchasing Ordinance/CDAP. Per the City’s Equity and

• Specific advantages would depend upon the direction provided by Council.

Prepared by: Reviewed by:

Kevin Olmstead Thomas Petrilli

Attachment A: AGB RFP Response

DUNS Number 140381174

Champaign Police Department (CPD) 1|P a g e

Champaign Police Department (CPD) 2|P a g e

Section 1 : Vendor Information

AGB Procurement Contact:

Supervision will be provided by 4 levels in our hierarchy:

Champaign Police Department (CPD) 3|P a g e

Champaign Police Department (CPD) 4|P a g e

Understanding of the City’s intent and objectives

Summarize Respondent’s commitment to comply with MBE/WBE

Champaign Police Department (CPD) 6|P a g e

1. Chatham Business Association • Melinda Kelly, Executive Director

Champaign Police Department (CPD) 7|P a g e

Champaign Police Department (CPD) 8|P a g e

Champaign Police Department (CPD) 9|P a g e

Section 4: Proposal Information

Understanding of Current Security Challenges in Downtown Champaign

1) Assembly and Crowd Control

• 20 Hour Unarmed Training

AGB understands the types of nature of physical security threats is constantly

Champaign Police Department (CPD) 11 | P a g e

• Updated Text. Training content is updated based on changes to case law

Employee Training Record Contents

AGB maintains a computerized database of all training records. The goal is to

Champaign Police Department (CPD) 12 | P a g e

Leadership Specialized Security Experience Tasks Performed on Experience on Projects

Champaign Police Department (CPD) 13 | P a g e

Leadership Specialized Security Experience Tasks Performed on Experience on Projects

Champaign Police Department (CPD) 14 | P a g e

• Perform the assembly of the Semi-Auto Pistol

Top-Secret Cleared Individuals

• Social Security Trace / Address Verification

Champaign Police Department (CPD) 15 | P a g e

Detailed Technical Response

Security Requirement AGB Response

Value of AGB Quality Program to CPD

• Creates a more efficient, effective operation

Premise Security Approach

Champaign Police Department (CPD) 17 | P a g e

SMART TECHNOLOGY SECURITY SOLUTION

SMART GUARD TOURING

SMART INVOICING AND PAYROLL

AGB Technology Stack

1. ADP Workforce (onboarding and employee benefits)