For those working directly with issues regarding poverty and disadvantage, the economic success that the Republic has experienced in recent years is a godsend, writes Colm Keena

People who were unemployed get jobs, infrastructure which was required but could not be afforded becomes a possibility. And private enterprise, which before might have been focused solely on survival, can spend time thinking about issues such as the benefits of being a good corporate citizen.

For those directly involved in trying to get the unemployed into jobs, or preparing disadvantaged persons for the labour market, the boom is a better place to be than Ireland of the 1980s. That said, low unemployment and a healthy economy doesn't mean everything is rosy.

"There are those who are just so marginalised that, even in a booming economy, employment is a challenge," says Ms Marian Vickers, chief executive of the Northside Partnership.

With unemployment so low, those who need assistance in joining the workforce can often require an above-average amount of support before they are ready to hold down a job.

The Northside Partnership is a multi-faceted operation based in Coolock and servicing a large area of north Dublin.

Over the years it has developed a number of innovative models to overcome problems associated with disadvantage and poverty.

The second phase of a five-year initiative is now beginning and involves the partnership working closely with a number of major local employers.

One instance is the new Tesco outlet on the Malahide Road. When the company was still at the planning stage for the new outlet, it came to the partnership seeking assistance in making contact with the community.

Tesco agreed to "ring fence" 100 jobs for "clients" of the partnership and a large proportion of these are now working in the store.

"This represented an enormous opportunity for us as it gave us an opportunity to provide the training the people needed. Something like this can really lift an area," Ms Vickers says.

A Hilton hotel is being planned for the area and the partnership is in talks with Fáilte Ireland about training for the hospitality sector.

The partnership is also working with B&Q, the DIY chain, which will open a branch in the area.

"An issue for us is building up credibility with the employers. The idea of corporate ethics, being a good corporate citizen, is a fashionable one - but I have to say some local employers, such as Cadburys, have always been like that."

It was a lot different in 1991 when the partnership was established as part of the second national pay agreement process. It was one of 12 partnership companies set up at the time. The former IDA chief, Mr Padraig White, took on the role of chairman of the Northside Partnership.

He remains on the board, which is made up of representatives of the State agencies, employers, trade unions and the community. Public representatives have more latterly joined the board.

The job was to identify the specific needs of people in the area and to devise ways to address these needs. At the time, there was up to 80 per cent unemployment, in parts of the area. Early school leaving was also an acute problem.

The partnership had a catchment population in the Coolock/Darndale area of approximately 30,000. The area had a vibrant industrial base but, of the 12,000 jobs, less than 30 per cent were taken up by locals.

The area overseen by the partnership has since been extended to the coast and the population covered is currently 106,000 people.

For Ms Vickers, the key function is providing an opportunity for the various elements in the community to work together to overcome problems.

As part of its current initiative, the partnership is targeting four specific groups: people with disabilities; people coming out of prison; people who have been drug abusers; and Travellers.

"There is a lot of goodwill out there among employers. Ex-prisoners are very vulnerable but many employers are willing to give them a chance if we say we will be there to provide back-up."

She also stresses that the 3 per cent quota for disabled employees is not being kept. Employing people with disabilities, she believes, creates benefits for the employer.

"If there are people with disabilities in the workplace it can boost morale with the overall workforce," says Ms Vickers, who is a psychology graduate from TCD.

The partnership also took an early interest in education. It was instrumental in getting local schools to discuss ways to tackle problems in the area.

Many children were arriving hungry to school and their ability to participate was suffering as a result. Breakfasts are now served in a local community hall and in school in a scheme developed under the partnership. Local companies such as Bewley's, Superquinn and Musgraves provide support, and volunteer parents do the cooking.

In 1997, the partnership was involved in the introduction of support over and above the grant for those going into higher education. The partnership also provides guidance councillors for students who are encountering difficulties. In 1997 there were 37 students on the scheme, this year there are 250.

In 2000 the government adopted the model that had been developed by Northside Partnership.

For Ms Vickers, a key aspect of the third-level initiative is that it provides role models for children in the area. It makes the idea of going on to third level more accessible. "It breaks the self-fulfilling prophecy."

Overall, Ms Vickers finds that businesses are willing to help if she can outline to them clearly how their skills can be of use to the partnership, when they can be shown how useful they can be.

The partnership has even established a manufacturing company, Speedpak. The company operates out of three 4,000 sq ft units and prepares rosettes.

Studies have shown that simulated work did not prepare people for the real workplace, so the company is used to give people work experience in an environment where support is available.

Mr Jim Lillis, director of accountancy firm Mazars, is the chairman of the company and is one of a number of business figures on the board. "We were given a lot of assistance by Cadburys when we were in the start-up phase. They have a big involvement in the partnership."

Ms Vickers says she is optimistic. "This is a very rewarding job. You can see the changes and that's what keeps you motivated. There have been some schemes cut back in recent years, and there is always a need for more money, but yes, I'm optimistic."