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Extracted from Consolidated Report

This investigation was originally published as part of a larger consolidated report containing multiple investigations. View the consolidated PDF for the complete document.

Los Angeles County Grand Jury • 2012-2013

County of Los Angeles

Published: June 06, 2013 8 pages

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⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.

⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.

Note: Missing finding numbers detected: F7, F9, F10, F11, F12, F13, F14, F15, F16, F17, F18, F19, F20, F21, F22, F23, F24, F25, F26, F27, F28, F29, F30, F31, F32, F33, F34, F35, F36, F37, F38, F39, F40, F41, F42, F43, F44, F45, F46, F47, F48, F49, F50, F51, F52, F53, F54, F55, F56, F57, F58, F59, F60, F61, F62, F63, F64, F65, F66, F67, F68, F69, F70, F71, F72, F73, F74, F75, F76, F77, F78, F79, F80, F81, F82, F83, F84, F85, F86, F87, F88, F89, F90, F91, F92, F93, F94, F95, F96, F97, F98, F99, F100, F101, F102, F103, F104, F105, F106, F107, F108, F109, F110, F111, F112, F113, F114, F115, F116, F117, F118, F119, F120, F121, F122, F123, F124, F125, F126, F127, F128, F129, F130, F131, F132, F133, F134, F135, F136, F137, F138, F139, F140, F141, F142, F143, F144, F145, F146, F147, F148, F149, F150, F151, F152, F153, F154, F155, F156, F157, F158, F159, F160, F161, F162, F163, F164, F165, F166, F167, F168, F169, F170, F171, F172, F173, F174, F175, F176, F177, F178, F179, F180, F181, F182, 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Findings 8 findings

Training of all Custody Personnel As stated before, the Sheriff proposes no significant changes to Academy training.8 This makes sense for many reasons. One, the Academy trains officers for other law enforcement agencies with no Custody responsibility. Further, most of the positions in the Sheriff’s Department are non- custody related. The Sheriff’s Department views the role of the Academy as providing more of a foundation with the probation period being one where the specifics of the job are learned while on the job. Finally, creating a separate Academy will degrade the perception of Custody deputies and Patrol deputies that they are one force. The Grand Jury supports the position of the Sheriff’s Department and does not believe a separate Academy experience needs to happen. That said, more should be and will be done under the Sheriff’s Plan. The Department will in- crease the amount of specific training post Academy from two to four weeks. Those additional two weeks will consist of a “Jail Operation Continuum.” Further, the amount of time spent as- sessing and evaluating deputies will increase from 12 to 16 weeks.

Training of Leadership 7 Sheriff’s Plan, p6 8 Sheriff’s Plan p3 6 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT DUAL TRACK AND TRAINING Those at the sergeant level and above will continue to receive 24 hours of training over three days. This training has a largely administrative focus specific to the particular facility. The only additional training being proposed is eight hours of training that would revisit the topics proposed in the “Jail Operations Continuum”. These eight hours would most likely be given in two hour chunks of intense format training. The timing is meant to avoid backfilling a position.9 This may not be enough or the right emphasis. First of all, as conveyed to the Grand Jury and also found running through the Commission’s Report were issues of failure of leadership-- specifically as it relates to mentoring, managing, conveying expectation and communication. Running a jail, especially some of the larger facilities, is a complex operation that involves sev- eral skill sets and contingencies. A career as a deputy may provide the necessary education in jail operations but not necessarily in management. Too much seems to rest on the individual’s intuition when a little training coupled with that common sense could go a long way. Much of the focus on leadership training has been on forms and required paperwork. If a ser- geant is not provided any additional training in areas such as staff assessment, evaluation, men- toring or effective leadership, what will an additional four weeks of assessment time of deputies add? Training should be viewed broadly as not just conveying information but conveying expec- tation. Especially now that sergeants will have to command the respect and train both deputies staying in Custody and those going on Patrol, it is more imperative than ever that they have the tools to stress and continuously emphasize the Nobility Policing and Constitutional Jailing that are stated values of the Department. The idea of providing training in two hour portions is a smart one that will allow a position not to have to be backfilled but the Department, for both cost and for other practical reasons needs to be focused on other methods of teaching these key skills. It may, for example need to award merit points that are necessary for promotion to those deputies and those in leadership who seek out educational opportunities on their own time. The Department is starting and needs to devote more efforts to utilizing on line resources so that individual topics can be learned over a few days. C. Custody Division Training Bureau The Sheriff’s Department is proposing a whole new infrastructure called the Custody Division Training Bureau to focus specifically on training that currently assumes staffing with close to 80- 100 officers of all ranks.10 We appreciate the greater focus on training. Particularly, we applaud the fact that the eight large facilities will have staff exclusively focused on training. The remain- der of the staff being proposed will take a more centralized approach with some focused specifi- cally on violence related issues and others will focus on the already mandated STC (Standards and Training for Correctional Officers) training which is required annually by the state. Information provided by interviews with Sheriff’s Department personnel 10 Interview with key Sheriff Department personnel, report of Implementation Monitor to Board of Supervisors, Feb- ruary 12, 2013 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT 7 DUAL TRACK AND TRAINING Coming up with the proposed structure is just the first step. Funding from the Board of Supervi- sors will make or break this step. Assuming funding is available, creating curriculum that is ef- fective is an even bigger challenge. Curriculum that allows deputies to learn at their own pace sometimes is both more beneficial for learning and potentially more cost effective. Making training meaningful for the responsibilities at hand is also critical, which further requires a more individualized approach. For example, STC training requires that certain topics be covered yearly and by the time those mandatory topics like first aid and CPR training are covered, 70% of the time may already be utilized. There should be a way to pre-test people and let them “test out” of topics they already know. These individuals should be able to move on to other topics. It may be more cost effective to offer incentive payment for classes done through the County’s e- learning system. Finally if the Department truly values education for its staff, then it should cre- ate a culture where learning on one’s own time is considered necessary for promotion. This may entail dealing with potential labor issues. The Department should focus then on making material accessible and high quality. IV. Types of Facilities A. Men’s Central Jail (MCJ) The Commission’s Report focuses primarily on issues that arose at MCJ and extrapolated its findings to the Department as a whole. The Grand Jury visited many of the other facilities and is not sure if the problems of MCJ are necessarily the problems of the system. The Commission Report specifically stated that it would not address the adequacy of the architectural issues at MCJ. Instead it echoes other commissions and reports that call for the demolishing and rebuild- ing of the facility. We raise this issue only to say that in times of limited funding, it may be bet- ter to apply money and require change at those sites as opposed to changing the whole system. B. Other Large Jail Facilities From the Commission Report, it is unclear whether other entities like the Pitchess Ranch facili- ties, which house close to 10,000 inmates, require the same shift in organizational structure and staffing. Given that Dual Track is implemented system-wide, it is still relevant to look at staffing and cultural expectations at other facilities and see if all of the requirements should be imple- mented beyond MCJ. Pitchess Ranch (with its 4 facilities) is essentially its own small city com- plete with several industries and even its own power plant. Much of the housing is dormitory style versus at MCJ where inmates are housed in 2-man and 4-man cells. There are also several businesses on site with multiple workers. On our tour it became evident that it was helpful for the custody officers to learn the communities in these dorm settings. This was especially true in seeing potential issues on the yard during recreation when a few deputies would oversee over 150 inmates at a time. Rotation of officers, which the other sections of the Commission Report recommended, may actually do harm at these facilities. The needs and challenges of Court Facilities also contrast with MCJ. Most of these facilities are run down and as of January 2013, often lacked cameras. The challenge here is the transient population and the danger of smuggling contraband and information between inmates while go- ing back and forth to hearings and the home jail facility. Deputy training would ideally include different modules for these settings. 8 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT DUAL TRACK AND TRAINING

PROBATION DEPARTMENT EMPLOYEE MISCONDUCT EXECUTIVE SUMMARY The Los Angeles County Probation Department (Department) has faced many well publicized challenges over the last five years dealing with its operation of juvenile halls and camps. The 2012-2013 Civil Grand Jury (Grand Jury) learned that many of these challenges come back to issues of staffing and personnel. After discussions with the leadership of the Department, the Grand Jury has chosen to focus on two areas.

Another way of looking at the contacts is monthly, as in the table below. A quick review in- dicates no apparent seasonal trends. Table 2 Contacts by Month4 2011 2012 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Total District 1 169 165 121 113 131 116 166 187 173 152 158 89 1740 District 2 66 99 105 144 132 140 156 167 163 138 151 180 1641 District 3 60 51 65 101 102 95 96 94 117 97 58 72 1008 District 4* 33 11 17 30 13 46 24 21 26 25 27 8 281 District 5 283 213 189 179 231 186 198 173 138 187 260 **254 2491 Total 611 539 497 567 609 583 640 642 617 599 654 603 7161 * Fourth District—Office provided CRM data only for requests submitted through letters. ** Fifth District—September data was collected in 2011. In interpreting the above tables, note that only requests requiring follow-up are entered into CRM. Requests that can be satisfied immediately are usually not recorded. Phone requests are routinely under-reported. District data may differ because of these reporting issues as well as demographics and geography. Each Supervisorial District Office furnished data for these tables in response to a Grand Jury request. 56 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT BOARD OF SUPERVISORS REQUEST AND COMPLAINT PROCEDURES

All of the Supervisorial districts have web contact forms on their websites. The Grand Jury was particularly impressed with the First District’s web form, which repeated the entire re- quest on submission. This allows the constituents to review their request and save it for their records. Figure 1 Sample Web Contact Form Figure 2 First District response when form is submitted. 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT 57 BOARD OF SUPERVISORS REQUEST AND COMPLAINT PROCEDURES

To maximize the use of the Supervisor’s office for requests, a constituent should: a. Determine if the problem is with a County department. b. If it is difficult to determine who to contact and the constituent suspects that the ap- propriate agency is a county department, the office of the supervisor is a good re- source to help you determine who to contact. c. Contact the appropriate county department and attempt to resolve the problem with them first. d. If the problem has still not been resolved the constituent can contact the office of the their supervisor for help. Responses are required from:

LOS ANGELES FIRE DEPARTMENT RESPONSE TIME LAG EXECUTIVE SUMMARY Several negative articles in various Los Angeles area newspapers regarding poor response time to 9-1-1 medical emergency calls within the City of Los Angeles prompted this investigation1. A committee of the Los Angeles County Civil Grand Jury (Grand Jury) found that response times in the Los Angeles Fire Department (LAFD) began to increase when its budget was decreased. The Grand Jury believes that the Los Angeles City Council may have relied on inaccurate response time data2 in making its budget reduction decision. The Grand Jury also found that LAFD does not utilize its resources to its best advantage. To be specific, the Grand Jury urges that LAFD’s funding be restored, that its engine companies be reinstated, it incorpo- rate civilian call handlers, use a non-proprietary Emergency Medical Dispatch protocol and up- date technical equipment.

F2011 Page 36

9 B. The County Must Establish a Separate Crisis Line As stated previously, some 80% of calls to the Hotline come from mandated reporters. It is thought that excessive caution drives these calls. If a mandated reporter even suspects child abuse, it is better for that person to call than not to call. No one will get into “on-the-job trouble” for calling, whereas one might have significant liability if the purported abuse is ignored. The solution may lie in San Francisco’s approach. It has a separate crisis line and not every call goes through its equivalent to the Hotline. According to those Hotline employees interviewed, some calls come from foster parents who simply are in the midst of a family crisis or who need information. The Hotline does make referrals to a 211 (information line), but a separate crisis line might be a valuable and cost-effective option based on feedback from the Torrance regional office. The County’s 211 system has a strong reputation for its ability to make appropriate re- sponses so a well-advertised separate information line would be a worthwhile idea. 8 Department of Children and Family and Family Services, Executive Committee Reports, Data as of October 9, 2012 (pages IV-D-5) 9 CSIU Report, p.7. 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT 27 FOSTER CARE HOTLINE C. There is a Need to Eliminate Certain Calls from the Hotline In addition to removing non-crisis or general information calls from the system, an effort should be made to minimize or eliminate calls involving AWOLs or “re-placements.” The AWOLs are children who are unaccounted for, such as runaways. Re-placements are children in the system who are being moved from one foster home to another. These children are already in the system and their situation has to be monitored, but the Hotline is not seen as the best option to do this. Consequently, there should be a separate phone number for foster parents to call instead of the Hotline. For example, a foster parent with a problem foster child may need another foster parent colleague to talk to, but the Hotline surely is not the best place to do so. Again, other lines are needed so as to free up the Hotline for real emergencies. D. Hotline’s Best Employees Must Be Rewarded The Grand Jury believes that there must be a way to provide additional compensation to the very effective, efficient and productive workers at the Hotline. Call handlers who are efficient and effective, and handle a large number of calls should be re- warded for their performance. Ineffective and inefficient employees and those who are placed in the Hotline because they did not perform adequately elsewhere should be removed. The Hotline is too critical to be staffed by the “walking wounded.” Of course, the union that represents the CSWs must be engaged in the process and the civil service rules must be honored The Grand Jury is also aware of this finding from the CSIU’s 2012 report, “DCFS should ex- plore expanding the qualifications for social workers to include a broader range of educational backgrounds and types of experience.”10 This simply means the “what happened?” part of the investigation is of primary importance. Persons with experience and background in soliciting in- formation quickly and accurately, such as those with a police background, must be employed in this specialized area. The gathering of information in the first instance colors the whole process. It must be done by persons with the ability to do the task correctly, efficiently and effectively. E. Senior Managers and Regional Workers Need to Witness Actual Calls As the report from CSIU indicates, the Hotline and its work is probably the most important as- pect of the business of reducing child abuse and neglect.11 The ultimate result of DCFS’ in- volvement with a family cannot be good if its investigation starts off with misinformation or a lack of direction. “Good decisions cannot be made without good information.”12 If this task is as important as the CSIU report indicates, senior management has to be totally in- volved. Put senior management on the line. Having a call supervisor on call duty for a day or two 10 CSIU Report, p.2. 11 Ibid., pp. 9, 12. 12 Ibid., p. 12. 28 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT FOSTER CARE HOTLINE each month would enable them to clearly gauge the current situations. Top management must make the Hotline a priority. Another possibility would be to have CSWs from the field come in for a turn at the Hotline. If the field workers could see exactly how the Hotline actually works, then the CSWs from the field would be able to see the difficulties inherent in the system and, perhaps, allow for referrals that may seem unimportant. F. The County Needs to Reduce the Number of Policies Hotline staff members have informed the Grand Jury that employees at the Hotline must be aware of “everything,” from the federal rules to the latest county policy statements. Does the staff get sufficient training? The Grand Jury understands that eight weeks of training is offered. Consideration should be given to expand training and/or staggered multiple training sessions. Moreover, the number of policies and procedures in place is simply too great. As the CSIU Re- port indicates, there seems to be a policy for everything, including a seven-page dissertation on how to handle non-English speakers. The number of policy pages totals 4364, according to the CSIU report, at pages 24-25. This number has to be decreased as the amount of information is more than any person can handle. If nothing else, DCFS should establish a program by which its “cumbersome and voluminous” policies and procedures may be quickly accessed. This is similar to a recommendation made in the CSIU Report, at pages 24-26. The DCFS Must Reduce Its Number of Referrals And Make Its Work More Efficient A. Referrals Take a Great Deal of Work-Hours Since the Hotline receives too many calls, its problems are compounded by the fact that the sys- tem generates too many referrals. For example, during the 2011-2012 fiscal year reporting peri- od, there were 165,442 referrals in L.A. County equating to about 11,000 to 15,000 per month resulting in about 24,867 case openings per year, equating to 1,600 to 2,200 per month yielding 10,275 removals per year of the child from the home.13 Staff has noted that each referral gener- ates an investigation which takes a minimum of 30 hours of work. Referrals tend to multiply. A call that references the alleged abuse or neglect of one child in a home will often lead to ques- tions about other children in the home, to other adults who live in the home or adults who regu- larly visit the home or family. Nonetheless, as the CSIU report noted at p. 16, approximately one-half of all referrals are deemed to be “unfounded.” Another issue, as noted above, is that most calls come from mandated reporters, amounting to approximately 80% of the calls received. It is understood that a majority of these calls come 13 Department of Children and Family and Family Services, Executive Committee Reports, Data as of October 9, 2012 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT 29 FOSTER CARE HOTLINE from schools. Naturally, these types of calls will never be seen as “crank calls.” They have to be investigated, so a referral is generated; therefore, the system builds on itself. Abuse referrals amount to about half of the calls that come in and the other half are for neglect. They must be cross-referenced to the local law enforcement agency. While this has to be done, more strain on the workload and more paperwork is generated. Fear again drives much of the system. For example, it is unlikely any person working the Hot- line will ever get into trouble for making a referral. This may be why some of those interviewed say 80% of all calls lead to a referral. In many counties, the number of referrals is more in the vicinity of 60-70% of all calls, according to information obtained from a former senior official at DCFS. Another possibility would be to use the State guidelines as opposed to the County guidelines. According to staff interviews, the State’s guidelines are more accommodating and would neces- sarily lead to fewer emergency referrals and create less stress on the regional offices. This is be- cause, as the Grand Jury learned from one of its interviews, that the State requires an immediate response to be accomplished within 24 hours as opposed to the County requirement that an im- mediate response be made before the work day is over. It is understood by the Grand Jury that this is not a popular idea with many staff, who prefer the County’s more demanding “immediate response” protocol, but it should be done in order to reduce the stress inherent in the work. B. The SDM tool must be modified DCFS uses a software tool known as “SDM” in its decision and urgency/immediate response process. SDM provides guidance to the CSW taking a call as to how quickly to respond to the information at hand, but it is seen as focusing on or leading to referrals. If one goes through the SDM process, a referral is usually created. The CSW handling the call does have discretion to override the SDM result, but why do so? SDM said to do it. Why take a chance? The answer has to be that a CSW’s common sense, experience, and knowledge regarding the response decision have to be respected. The CSWs are trained and that training has to be more than how to follow a checklist. The CWS/CMS is the statewide system for tracking child abuse and neglect. The County uses all of this information in its effort to deal with this terrible problem, but it is a time-consuming process. According to Hotline employees, other counties (albeit smaller counties) use only a portion of the CWS/CMS to track problems, but Los Angeles, despite its tremendous workload, uses it all. The Grand Jury observed that this entire process involves a climate of fear. Fear of lawsuits, fear of being the one CSW who failed to do a referral in a case that subsequently turned into a horri- ble situation or even a case that surfaces years later. No one wants to be faced with the question, “Why didn’t you do more?” Therefore, the system generates more referrals, based on more calls, leading to greater stress. C. Report-Writing Takes Too Long 30 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT FOSTER CARE HOTLINE Writing the description portion of the CWS/CMS is a problem in that it often takes too long. A 15-minute phone call often generates a report that requires 45 minutes to complete according to a Hotline worker. During that time, the CSW is writing the report and not available to field calls. Even with the best workers and best software tool, the documented referral may not be 100% correct. Employees in the field have pointed out to the Grand Jury that if the Hotline generates a referral that goes out to a regional office, it is difficult to reverse. A supervisor at the local office level has to be willing to make the request and to fight for the reversal. He/she also has to be able to get through to the person at the Hotline who generated the referral to convince that person to make the change. Referrals do tend to multiply, with “follow-ups” and “open” investigations. Interviews with staff indicate that most referrals lead to a minimum of 30-40 hours of work. The initial caller has to be contacted, of course, but the family, neighbors, school officials, etc. will need to be addressed. A referral casts a wide net. The Grand Jury thinks that cases stay open too long and the system is overwhelmed with cases. Nonetheless, the number of actual removals from the home is about six per cent of calls that are received. As noted above, thousands of referrals (180,000 or so per year) are made with approx- imately 10,000 children actually removed from their homes and placed in foster care. The num- ber, of course, is a huge number standing by itself, but stands as a relative few when compared to the total number of calls received. It is clearly desirable to take remedial action to alleviate the situation and allow the child to remain in the home. D. An Effort Must Be Made To Regionalize the System

Recommendations 7

R1

The respondent agrees with the finding.
R2

The respondent disagrees wholly with or partially with the finding, in which case the response shall specify the portion of the finding that is disputed and shall include an explanation of the reasons therefore. The person or entity responding to each grand jury recommendation shall report one of the following actions:
R3

The recommendation requires further analysis, with an explanation and the scope and parameters of an analysis or study, and a timeframe for the matter to be prepared for discussion by the officer or head of the agency or department being investigated or reviewed, including the governing body of the public agency where applicable. This timeframe shall not exceed six months from the date of publication of the grand jury report.
R4

The recommendation will not be implemented because it is not warranted or is not reasonable, with an explanation therefore. SEND ALL RESPONSES TO: Presiding Judge Los Angeles County Superior Court Clara Shortridge Foltz Criminal Justice Center 210 West Temple Street, Eleventh Floor, Room 11-506 Los Angeles, CA 90012 All responses for the 2012-2013 CGJ Final Report’s recommendations must be submitted to the above address on or before the end of business on October 1, 2013 2012-2013 LOS ANGELES COUNTY CIVIL GRAND JURY REPORT iii DUAL TRACK AND TRAINING The 2012 Citizen’s Commission on Jail Violence Report COMMITTEE MEMBERS Caroline Kelly – Chair David Dahl Joseph Des Barres Frederick M. Piltz Elena Velarde
R5

Most cities have adopted a “Conflict of Interest” code.
R6

Most cities have adopted an “Investment” policy.
R8

All cities maintained an adequate accounting system. Most issued timely financial statements and a CAFR in compliance with standards, and most made the CAFR readily accessible to the general public on their website. RECOMMENDATIONS – FINANCIAL MANAGEMENT 3

Commendations 7

CM1

The Board of Supervisors is to be commended for its decision to supplement the staff of the Probation Department with additional internal affairs investigators and in-house legal coun- sel.
CM2

The Grand Jury commends the Probation Department Staff of the Dorothy Kirby Cen- ter for their professionalism and caring ethic essential for treating juveniles with emotional and mental health issues. The homelike atmosphere in the residential cottages, and the organization and cleanliness of the campus is exemplary.
CM3

The Grand Jury commends the use of Advanced Path credit recovery and vocational training programs as concrete examples of hands-on education innovations leading youth directly towards high school graduation and marketable skills.
CM4

DCFS is commended for its operational staff at the Hotline, who were very conscientious, knowledgeable, open and extremely helpful to the 2012-2013 Los Angeles County Grand Jury.
CM5

5.1 DCFS is commended for implementing the Strategic Plan4 to transform itself.
CM6

9.1 The County Department of Parks and Recreation and the City Department of Rec- reation and Parks are to be commended for the general level of maintenance and acces- sibility of the parks visited by the Grand Jury.
CM7

The vast majority of jails visited by the Grand Jury were clean and well maintained and the Grand Jury appreciated the openness, professionalism and courtesy of the custody personnel. Sheriff Baca is commended for implementation of the Education-Based Incarceration program and the Board of Supervisors is encouraged to fund expansion of this program. The Bell Gardens Police Chief is commended for bringing to the attention of the Grand Jury an erroneous report by the 2011-12 Grand Jury that the Bell Gardens sobering cell had no soft padding on the floor. The Grand Jury visited the facility and in fact found that the sobering cell floor was padded and had been so for some time.

Comments 17

CO1

DETENTION: JUVENILE FACILITIES INTRODUCTION Each year, the Los Angeles County Civil Grand Jury (Grand Jury) is charged with the task of inspecting Los Angeles County juvenile probation halls (Halls) and juvenile probation camps (Camps), all of which are operated by the County Probation Department (Probation).1 Few County departments have faced the same level of scrutiny or the re-organization that Probation has within the past few years. The Grand Jury learned of changes in overall department leader- ship, Camp supervisory personnel, therapeutic approaches, youth-staff interactions, educational programs and training of personnel. On a fundamental level, there has been a shift in attitude for many in the Department. Probation has had to question the role of incarceration as it applies to juveniles. As a result, many juveniles are now being diverted from Camps and treated instead within communities, as evidenced by the significant population drop in both Camps and Halls. Overall, the Grand Jury was witness to a shift from a focus on punishment to rehabilitation. This report outlines some of the broader issues observed as well as its findings of conditions at indvidual Halls and Camps.
CO2

Clean facility. Women's area being 77th Street Division 7600 South Broadway Los A1 I LAPD (213) 473-4851 1 painted. (Regional Hdq.) PD Angeles, CA 90003 See Recommendations Graffiti a problem in 4th floor holding Alhambra 150 W. Commonwealth area. Courtroom “T” has a prisoner A2 C LASD (626) 308-5311 1 Courthouse Ave. Alhambra, CA 91801 handling problem, due to non-secure access for inmates. PD 211 South 1st St. Alhambra, A3 I Alhambra PD (626) 570-5151 1 Well organized, clean facility. GEO16 CA 91801 780 E. Altadena Dr. - A4 - - Altadena Station (626) 798-1131 No Jail Altadena, CA 91001 Antelope Valley 42011 4th St. West A5 C LASD Court (North (661) 974-7200 Not Visited Lancaster, CA 91731 - District) Previous site flaw (half wall in PD 250 W. Huntington Dr. sobering cell) was corrected. Well A6 I Arcadia PD (626) 574-5150 1 G4S17 Arcadia, CA 91723 maintained newer facility. G4S recently hired to operate facility. 15 Ratings: 1 = Good 2 = Acceptable 3 = Poor 16 GEO is a private security company 17 G4S is a private security company 2012-2013 Los Angeles County Civil Grand Jury Report 193 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO3

215 Sumner Ave. Avalon, A7 I LASD Avalon Station (310) 510-0174 Not Visited CA 90704 - 725 N. Alameda Ave. - A8 I PD Azusa PD (626) 812-3200 Not Visited Azusa, CA 91702 14403 E. Pacific Ave. A9 I PD Baldwin Park PD (626) 960-4011 Not Visited Baldwin Park, CA 91706 - Clean, older, well organized facility. Bell Gardens PD has taken over from 7100 Garfield Ave. Bell A10 I PD Bell Gardens PD (562) 806-7600 1 GEO in Jan. 2012 in operating of Gardens, CA 90201 facility. See Commendations Older facility, built in 1927. No 6326 Pine Ave. Bell, CA A11 I PD Bell PD (323) 585-1245 1 sobering cell, only one video camera. 90201 Budget constraints keep from updating. Clean, no graffiti noticed. Training up- Bellflower 10025 Flower St. A12 C LASD (562) 804-8053 1 to-date. Personnel well versed in Courthouse Bellflower, CA 90706 policies and procedures. Well organized, older facility. Using PD 464 N. Rexford Dr. Beverly A13 I Beverly Hills PD (310) 550-4951 1 New World System in addition to Life G4S Hills, CA 90210 Scan for booking seems redundant. 194 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO4

Well organized, but older facility. No Beverly Hills 9355 Burton Way Beverly cameras or direct sight into holding A14 C LASD Courthouse (subject (310) 288-1310 2 Hills, CA 90210 cells. Handcuff ports retrofitted to cell to closure by 2014) doors. Remodeled in 2011, well maintained. 200 N. Third St. Burbank, A15 I PD Burbank PD (818) 238-3217 1 Experienced and well trained CA 91502 personnel. Burbank Courthouse 300 Olive Ave. Burbank, A16 C LASD (818) 577-3482 Not Visited (N. Central District) CA 91502 Clean well maintained facility. 21356 S. Avalon Blvd. Trustees do general maintenance. A17 I LASD Carson Station Carson, (310) 830-1123 1 Operational manual did not appear to CA 90745 be updated. 251 E. 6th St. Los Angeles, Meets minimum standards. Training A18 T LAPD Central Area PD (213) 485-6588 2 CA 90014 up-to-date. Central Arraignment 429 Bauchet St. Los A19 C LASD (213) 261-0711 Not Visited Courthouse Angeles, 90012 This is a women’s facility. This older Century Regional facility is overcrowded. Many inmates 11705 S. Alameda St. A20 II LASD Detention Facility (323) 568-4800 have children. More parenting and Lynwood, CA 90262 (CRDF) family planning education is recommended. 2012-2013 Los Angeles County Civil Grand Jury Report 195 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO5

Operates Monday - Thursday from 2 18135 Bloomfield Ave. A21 T LASD Cerritos Station (562) 860-0044 1 PM to Midnight. One Jailer and when Cerritos, CA 90703 jailer is off facility is closed. 570 W. Bonita Ave. A22 I PD Claremont PD (909) 399-5411 Not Visited Claremont, CA 91711 Compton Courthouse Extremely busy, averaging 150 - 180 200 W. Compton Blvd. A23 C LASD (South Central (310) 762-9100 1 detainees per day. Exceptional video Compton, CA 90220 District) surveillance. 444 N. Citrus Ave. Covina, A24 I PD Covina PD (626) 858-4413 Not Visited CA 91723 Crescenta Valley 4554 N. Briggs Ave. La A25 I LASD (818) 248-3464 Not Visited Station Crescenta, CA 91214 This facility has a constant flow of inmates, generating a high level of Criminal Courts 210 W. Temple St. Los trash in the holding cells. The A26 C LASD (Clara Shortridge (213) 974-6581 Angeles, CA 90012 challenge is to maintain both the Foltz) number and classifications of prisoners. 4040 Duquesne Ave. Culver Older, clean and well organized A27 I PD Culver City PD (310) 837-1221 1 City, CA 90232 facility. 10250 Etiwanda Ave. A28 Devonshire PD (818) 832-0633 Closed Northridge, CA 91325 196 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO6

Early Disposition Program (EDP) for 7500 Imperial Hwy. A29 C LASD Downey Courthouse (562) 803-7044 1 felony charges. Cells steam cleaned bi- Downey, CA 90242 monthly. 250-300 arrests per month. Well PD 10911 Brookshire Ave. A30 T Downey PD (562) 861-0771 1 maintained. Documentation is up-to- GEO Downey, CA 91502 date. East Los Angeles 4848 E. Civic Center Way A31 C LASD (323) 780-2017 Not Visited Courthouse East Los Angeles, CA 90022 East Los Angeles 5019 E. Third St. East Los Older facility, needs upgrading in A32 I LASD (323) 264-4151 1 Station Angeles, CA 90022 various areas. See Recommendations Adult court holding facility for inmates facing child custody issues. The outer doors leading to the cells have been Edelman Children's 201 Centre Plaza Dr. A33 C LASD (323) 526-6657 1 inoperative for the past 5 years. This Dependency Court Monterey Park, CA 91754 endangers the deputies every time they remove inmates. See Recommendations Graffiti in cells, no security cameras in El Monte (Rio 11234 E. Valley Blvd. El cells. A request has been made for A34 C LASD (626) 575-4116 2 Hondo) Courthouse Monte, CA 91731 cameras. Difficult to look into cells. See Recommendations 2012-2013 Los Angeles County Civil Grand Jury Report 197 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO7

Well organized facility. Officers 11333 Valley Blvd. El receiving Parolee Contact Course (Ken A35 I PD El Monte PD (626) 580-2110 1 Monte, CA 91731 Whitman). Looking to acquire uniforms that are fire retardant. 348 Main St. El Segundo, Clean, well run facility. Procedure A36 I PD El Segundo PD (310) 524-2760 1 CA 90245 manual is out of date Clean, well organized facility. Foothill (Pacoima) 12760 Osborn St. Pacoima, A37 I LAPD (818) 756-8865 1 Females, juveniles and medical PD CA 91331 detainees are sent to Van Nuys. 1718 162nd St. Gardena, CA A38 I PD Gardena PD (310) 217-9632 Not Visited 90247 600 E. Broadway Ave. A39 C LASD Glendale Courthouse (818) 500-3551 Not Visited Glendale, CA 91206 Partial Grand Jury Tour. This facility 131 N. Isabel St. Glendale, was state-of-art and well organized. A40 I PD Glendale PD (818) 548-4840 CA 91206 They are advocates of video arraignment. 150 S. Glendora Ave. A41 I PD Glendora PD (626) 914-8250 Not Visited Glendora, CA 91741 221 Bayview Ave. A42 Harbor Area PD (310) 522-2042 Closed Wilmington, CA 90744 198 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO8

Newer, state of the art facility. 12501 Hawthorne Blvd. A43 I PD Hawthorne PD (310) 675-4443 1 Excellent segregation policy for Hawthorne, CA 90250 minors. No padding in sobering cell. Built in 540 Pier Ave. Hermosa A44 I PD Hermosa Beach PD (310) 318-0300 1 the 1950's. Pay-to-stay available. Clean Beach, CA 90254 and well maintained. 1936 E. 1st St. Los Angeles, A45 T LAPD Hollenbeck PD (323) 266-5964 Not Visited CA 90033 Facility needs paint and better 1358 Wilcox Ave. Los cleaning. Smell of urine in one cell was A46 I LAPD Hollywood PD (213) 485-2510 1 Angeles, CA 90028 noted. No designated juvenile area. See Recommendations Built in 1906. Clean well maintained. 6542 Miles Ave. Huntington A47 I PD Huntington Park PD (323) 584-6254 1 Upgraded with video and phone in Park, CA 90255 cells. No padding in sobering cell. 150 N. Hudson Ave. City of Clean, well organized, older facility. A48 I LASD Industry Station (626) 330-3322 1 Industry, CA 91744 Excellent management of trustees. Inglewood One Regent St. Inglewood, Older, cramped facility, lacking video. A49 C LASD (310) 419-5132 Courthouse CA. 90301 2 Needs maintenance. 1 Manchester Blvd. A50 Inglewood PD (310) 412-5200 Closed Inglewood, CA 90301 5050 N. Irwindale Ave. A51 T PD Irwindale PD (626) 430-2244 Not Visited Irwindale, CA 91706 2012-2013 Los Angeles County Civil Grand Jury Report 199 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO9

Small 9 bed facility. Well maintained. 2061 Third St. La Verne, Training and manuals up-to-date. A52 I PD La Verne PD (909) 596-1913 1 CA 91750 Inmate workers and pay-to-stay available. Newer medical facility for detainees/inmates. Provides inpatient, 1200 N. State St. Los (323) 409-4563 A53 II LASD LAC+USC Jail Ward 1 outpatient and emergency care. Angeles, CA 90033 (323) 409-2800 Outpatient services quadrupled since AB109. Repainted within the last year. No Lakewood Sherriff 5130 N. Clark Ave. A54 I LASD (562) 623-3500 1 padded sobering cell. No Sally port. Station Lakewood, CA 90712 Trustees do general maintenance. 501 W. Lancaster Blvd. A55 I LASD Lancaster Station (661) 948-8466 Not Visited Lancaster, CA 93534 4331 Lennox Blvd. A56 Lennox Station (310) 671-7531 Closed Inglewood, CA 90304 26123 Narbonne Ave. A57 I LASD Lomita Station (310) 539-1661 Not Visited Lomita, CA 90717 Long Beach 415 W. Ocean Blvd. Long Knowledgeable staff. New facility A58 C LASD (562) 590-3622 2 Courthouse Beach, CA 90802 being opened in November, 2013. Knowledgeable staff. Men and women 400 W. Broadway Long A59 I PD Long Beach PD (562) 570-7260 1 are segregated by floors. Adequate Beach, CA 90802 video surveillance system. 200 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO10

Lost Hills (Malibu) 27050 Agoura Rd. Agoura, A60 I LASD (818) 878-1808 Not Visited Station CA 91301 11701 S. La Cienega Blvd. A61 C LASD LAX Courthouse (310) 727-6020 Not Visited Los Angeles, CA 90045 Malibu Courthouse 23525 W. Civic Center Way A62 C LASD (subject to closure by (310) 317-1331 Not Visited Malibu, CA 90265 2014) 420 15th St. Manhattan Newer, clean, well organized facility, A63 I PD Manhattan Beach PD (310) 802-5140 Beach, CA 90266 with state of the art features. Marina Del Rey 13851 Fiji Way Marina Del Older, clean and well run facility. A64 I LASD (310) 482-6000 1 Station Rey, CA 90292 Houses trustees/inmate workers. 4319 E. Slauson Ave. A65 I PD Maywood PD (323) 562-5005 Not Visited Maywood, CA 90270 Older Facility, poor lighting and architecture creates a hazardous 441 Bauchet St. Los A66 II LASD Men's Central Jail (213) 974-0103 environment. Structure not meant to Angeles, CA 90012 accommodate current population or types. See Recommendations Leadership modeled appropriate protocols for handling this special Mental Health 1150 N. San Fernando Rd. A67 C LASD (323) 226-2944 1 population. More formal specialized Courthouse Los Angeles, CA 90065 mental health training needed. See Recommendations 2012-2013 Los Angeles County Civil Grand Jury Report 201 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO11

Metropolitan Traffic 1945 S. Hill St. Los A68 C LASD (213) 744-4101 1 Procedures manual(s) need updating. Courthouse Angeles, CA 90007 11121 North Sepulveda Opened in 2005. Temporary holding. A69 T LAPD Mission Hills PD Blvd. Mission Hills, CA (818) 838-9800 1 (under 24 hours). Clean, well 91345 maintained. Temporarily closed due to budget cuts. Mira Loma Detention 45100 N. 60th St. west A70 III LASD (661) 524-2799 Sherriff deputies and inmates sent to (Fed) Lancaster, CA 93536 Pitchess. 140 E. Lime Ave. Monrovia, A71 I PD Monrovia PD (626) 256-8000 Not Visited CA 91016 1600 Beverly Blvd. A72 I PD Montebello PD (323) 887-1313 Not Visited Montebello, CA 90640 320 W. Newmark Ave. A73 I PD Monterey Park PD (626) 307-1266 Not Visited Monterey Park, CA 91754 3400 S. Central Ave. Los A74 T LAPD Newton Area PD (323) 846-6547 Not Visited Angeles, CA 90011 11640 Burbank Blvd. North A75 T LAPD North Hollywood PD (818) 756-8822 Not Visited Hollywood, CA 91601 Holding facility, no booking. Arrestees Northeast (LA/Eagle 3353 San Fernando Rd. Los A76 T LAPD (213) 485-2566 1 sent to Metropolitan Detention Center. Rock) PD Angeles, CA 90065 Facility to be rebuilt in 2013. 202 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO12

Many high profile cases, serving 12720 Norwalk Blvd. 1 several cities. Cells need repainting, A77 C LASD Norwalk Courthouse (562) 807-7285 Norwalk, CA 90650 but process requires a week of non-use to complete. Built in 1964, yet clean and well Norwalk Sheriff 12335 Civic Center Dr. 1 A78 I LASD (562) 863-8711 organized. Inmate workers. Sobering Station Norwalk, CA 90650 cell not padded. Overall, clean and efficient facility. No Olympic PD (Korea 1130 S. Vermont Ave. Los A79 I LAPD (213) 382-9102 1 Sally port, but detainees well-guarded Town) Angeles, CA 90006 and video monitored. 12312 Culver Blvd. Los A80 Pacific Area PD (310) 482-6334 Closed Angeles, CA 90066 750 E. Avenue Q Palmdale, A81 I LASD Palmdale Station (661) 272-2400 Not Visited CA 93550 340 Palos Verde Dr. Palos A82 I PD Palos Verdes Estates (310) 378-4211 Not Visited Verdes Estates, CA 90274 150 N. Los Angeles St. Los A83 Parker Center PD (213) 485-2510 Closed Angeles, CA 90012 300 E. Walnut St. Pasadena, A84 C LASD Pasadena Courthouse (626) 356-5689 1 Clean, well organized facility. CA 91101 2012-2013 Los Angeles County Civil Grand Jury Report 203 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO13

Clean, larger facility (120 capacity). Pay-to-stay program. This facility 207 N. Garfield Ave. provides service to Immigration and A85 I PD Pasadena PD (626) 744-4545 1 Pasadena, CA 91101 Customs Enforcement (ICE)18. 6631 Passons Blvd. Pico A86 I LASD Pico Rivera Station (562) 949-2421 Not Visited Rivera, 90660 Pitchess Detention 29310 The Old Road Divided into 4 separate facilities. Total A87 III LASD (661) 295-8812 Center-East Facility Castaic, CA 91384 occupancy is 10,000. South has Pitchess Detention 29320 The Old Road vocational and trades. North just A88 III LASD (661) 295-8092 Center-North Facility Castaic, CA 91384 opened, staff transferred from Mira Pitchess Detention 29330 The Old Road Loma. North makes uniforms, has print A89 III LASD (661) 295-8822 Center-South Castaic, CA 91384 and welding shop. Has fire camp and will start an agriculture area. Vocational training available, but difficult with higher level of inmates. Pitchess North- 29340 The Old Road A90 III LASD (661) 295-7969 Drug and gang (Mexican Mafia) County Correctional Castaic, CA 91384 influence is a challenge. Full body scanner would help contraband problems. 18 Immigration and Customs Enforcement 204 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO14

Pomona North Older, fairly clean. Court handles A91 C LASD Courthouse (subject ` (909) 802-9944 1 primarily Misdemeanor cases. No Sally to closure by 2014) port; has a tunnel connecting with PD. Pomona South 400 W. Mission Blvd. Newer, fairly clean. Court handles A92 C LASD (909) 802-9944 1 Courthouse Pomona, CA 91766 primarily Felony cases. Well maintained. Updated surveillance. 490 W. Mission Blvd. Manuals up-to-date. Knowledgeable A93 I PD Pomona PD (909) 622-1241 1 Pomona, CA 91766 staff. New Juvenile area being built; also site for 911 services 1401 W. 6th St. Los Angeles, A94 I LAPD Rampart Division PD (213) 484-3400 Not Visited CA 90017 Old facility, currently being 401 Diamond St. Redondo A95 I PD Redondo Beach PD (310) 379-2477 1 remodeled. Pay-to-stay program. Beach, CA 90277 Excellent and informative web site. 270 S. Walnut Ave. San A96 I LASD San Dimas Station (909) 450-2700 Not Visited Dimas, CA 91773 910 First St. San Fernando, Clean, well-organized facility. Pay-to- A97 I PD San Fernando PD (818) 898-1267 CA 91340 1 Stay San Fernando Court Needs video surveillance. Needs 900 Third St. San Fernando, A98 C LASD (North Valley (818) 898-2403 painting with special anti-graffiti paint. CA 91340 2 District) See Recommendations 625 Del Mar Ave. San A99 T PD San Gabriel PD (626) 308-2828 Not Visited Gabriel, CA 91776 2012-2013 Los Angeles County Civil Grand Jury Report 205 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO15

2200 Huntington Dr. San A100 PD San Marino PD (626) 300-0720 Closed Marino, CA 91105 Santa Clarita 23747 W. Valencia Blvd. Small facility – 2 jails. Handles A101 C LASD (661) 253-7334 1 Courthouse Valencia, CA 91355 misdemeanors and traffic. Older (1972) facility. No padding on Santa Clarita Valley 23740 W. Magic Mountain sobering cell floor. Needs a major A102 I LASD (661) 255-1121 2 Station Pkwy. Valencia, CA 91355 renovation, paint, etc. Poor layout. No Sally port. See Recommendations Five year old facility with thoughtful 1685 Main St. Santa design for separate juvenile access. A103 I PD Santa Monica PD (310) 458-8491 1 Monica, CA 90401 Knowledeable, professional and courteous staff. 242 Sierra Madre Blvd. A104 T PD Sierra Madre PD (626) 355-1414 Not Visited Sierra Madre, CA 91024 1800 E. Hill St. Signal Hill, A105 I PD Signal Hill PD (562) 989-7200 Not Visited CA 90806 Built in 1949, yet adequate. No padded 8620 California Ave. South floor in sobering cell. Could use A106 I PD South Gate PD (323) 563-5436 Gate, CA 90280 2 painting. Training needs to be updated, like CPR 1422 Mission St. South A107 T PD South Pasadena PD (626) 403-7270 Not Visited Pasadena, CA 91030 206 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO16

Southeast Area 145 W. 108th St. Los A108 C LAPD (213) 972-7828 Not Visited (108th St) PD Angeles, CA 90061 1546 W. Martin Luther King Southwest Area A109 Blvd. Los Angeles, CA (213) 485-2615 Closed (MLK Blvd) PD 90062 New, 2 years old state of the art in South Los Angeles A110 I LASD 1310 W. Imperial Hwy. (323) 820-6700 1 surveillance and lay-out. Sheriff Station Knowledgeable personnel. 8838 Las Tunas Dr. Temple A111 I LASD Temple City Station (626) 285-7171 Not Visited City, CA 91780 12501 Schoenborn St. A112 I LAPD Topanga PD (818) 778-4800 Not Visited Canoga Park, CA 91304 Manuals and surveillance being 5019 3300 Civic Center Dr. A113 I PD Torrance PD (310) 328-3456 1 updated. New inmate phone system Torrance, CA 90503 being planned. Pay-to-stay. Extremely busy. Two big holding cells 825 Maple Ave. Torrance, A114 C LASD Torrance Courthouse (310) 222-1785 1 and several smaller. Surveillance CA 90503 cameras as of 10/2012 World’s largest jail. Houses the Twin Towers maximum security inmates as well as 450 Bauchet St. Los A115 III LASD Correctional Facility (213) 893-5050 majority of inmates with mental health Angeles, CA 90012 (TTCF) issues. Newer design allows for better sight lines. 2012-2013 Los Angeles County Civil Grand Jury Report 207 DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR
CO17

Van Nuys (West) Fairly clean facility, well maintained. 14400 Erwin Street Mall A116 C LASD Court (Northwest (818) 374-2511 1 Personnel knowledgeable and training Van Nuys, CA 91401 District) up-to-date. Has 24 hour medical service - serves Van Nuys Division 6240 Sylmar Ave. Van Nuys A117 I LAPD (818) 374-9502 1 the San Fernando Valley for detainee PD CA 91401 medical treatment. Built as a type I facility, now a 4305 S. Santa Fe Ave. temporary facility. Managed by a A118 T PD Vernon PD (323) 587-5171 1 Vernon, CA 90058 Custody officer. Sworn officers trained in STC for jail duty as needed. Walnut/Diamond Bar 21695 E. Valley Blvd. A119 I LASD (909) 595-2264 Not Visited Station Walnut, CA 91790 Clean, well maintained facility. West Covina 1427 West Covina Pkwy. A120 C LASD (626) 813-3242 1 Knowledgeable staff. Note: crime lab Courthouse West Covina, CA 91790 as part of Sheriff station. 1440 W. Garvey Ave. West Clean, well maintained facility. A121 I PD West Covina PD (626) 939-8500 1 Covina, CA 91790 Knowledgeable staff. Older facility, good condition, incident West Hollywood 780 N. San Vicente Blvd. A122 I LASD (310) 855-8850 1 report is computerized. Training and Station West Hollywood, CA 90069 manuals up-to-date. Trustees. 16603 Butler Ave. Los A123 West LA PD (310) 442-0702 No Jail Cells Angeles, CA 90025 208 2012-2013 Los Angeles County Civil Grand Jury Report DETENTION: ADULT FACILITIES INDIVIDUAL ADULT FACILITIES 2012-2013 Los Angeles County Civil Grand Jury Report 209 ecnerefeR epyT deganaM Facility Address Telephone 51gnitaR

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