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This paper documents the experience of a one‐time famous, longstanding, charismatically led and transnationally funded welfare project in Naples, Italy. It details the manner of the project's original funding success and reviews the implications of its subsequent shift from child rescue to community development, in conjunction with its founder's decision to resign from the priesthood. It comments on the project's funding fortunes thereafter, up until its founder's retirement, and argues that, whilst the activities of the project advanced from what might be termed first‐generation (humanitarian relief) to second‐generation (community development), its styles of management and fundraising remained essentially unchanged. The paper comments on the project's qualities of charismatic leadership in conjunction with "friendship style" fundraising, and suggests ways in which its life might have been prolonged with less upheaval, beyond the first generation. This account could furnish useful learning material for other, later North–South NGO projects.

This paper starts from the proposition that approaches to crime and penal policy in contemporary Britain are of a piece with approaches to social policy across a number of fronts. "The New Social Policy" is examined in terms of "the stakeholder idea", its implications for how people are meant to behave, and the distance between this and socio‐economic realities. The paper then explores various sectors of stakeholder social policy in their new order of importance—employment and training, education, health care, social care, housing, social security—before commenting on policies in respect of crime and crime prevention, in the light of the foregoing observations and with particular reference to the "lock‐'em‐up" tendency. The paper concludes that stakeholdership is no recipe for crime prevention.