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Considers the role of cultural competence in the criminal-justice system and the crucial role that can be played by the right kind of training.

Argues that there are no quick solutions to disproportionality of black and minority ethnic people in the criminal-justice system but advances the view that while individuals are incarcerated, it is important for the organization and its staff to make provisions that will make a difference.

Suggests that any training provision should be made subject to those industries that are likely to employ black minority ethnic (BME) people, and that offering skills in prison that do not reflect cultural attainment in industry would be setting individuals up to fail.

Urges that awareness and training should be embraced throughout all organizations from government policymakers, chief executive officers, management board, operational staff and partners, voluntary organizations and the client or user.

Argues that commitment from the government and the prison service can result in the provision of the kinds of cultural-competence learning and skills training that can more appropriately meet the needs of, in particular, BME individuals who are frequently ill-equipped when they leave the judiciary system.

Concludes that this support would also help to communicate and promote awareness of other people’s cultures, provide insight into their understanding of the organization’s culture while also enabling the public to understand the importance of implementing positive change.

In a recent reference to changes brought about by the local government reorganisation of 1974, we criticised some of the names given to the new areas. Some of these name changes have made difficulties for those who follow from afar the doings of local authorities, as well as raising the ire of local people. Local names, however, are not the only casualty. The creation of new and larger governmental organisations rarely, if ever, results in economy and as anticipated, it was not long before the new local authorities were being directed to embrace financial stringency and all that it incurs. One such other casualty has been the loss of so many of the annual reports of local authority departments, very few now arriving at BFJ offices. In every case, the reason has been the same—severe restrictions on spending. Not that this was not necessary in many fields, but in respect of annual reports, we are convinced it was false economy. For so many of the reports, it was our pleasure to review them in the pages of BFJ. A prominent Labour politician was once heard to refer to them as “hard and dry reports for hard and dry officials”. It all depends probably on what you are looking for in them. Statistics there must be but most enforcement officers and public analysts, endeavour to keep these to the minimum, the general impression being that these are “dry”. If you are looking for trends, for comparison of the year under review with preceding years and then for comparing the results reported in one part of the country with another, where the population, eating habits, consumer reactions may be different, the tables of statistics are highly important.