In the latest of the Viewpoint series, Hilary Allen, an associate at Davis Langdon, looks at efforts to create the leaders of the future

The debate around the future governance of our city is gaining momentum, with various individuals and organisations speaking out in favour and opposition of an elected Mayor for Birmingham.

Personally, I remain undecided at present and am watching the arguments develop with great interest. I cannot help but empathise with those who ask “But where are our leaders who can fulfil such a daunting and important task?”.

I do not mean this to be a commentary on the particular candidates or individuals who have already made their thoughts and intentions clear.

Rather I am concerned that if we are to move to a more individual-led form of local leadership, what are we doing to ensure the supply of suitably skilled persons to take on this challenge?

Similarly, if we retain a council cabinet-led system, what are we doing to attract talented individuals to lead our city and its diverse communities?

My own experience has demonstrated the ability of seemingly small gestures to make a difference.

I am not alone in thinking that the business community has a role to play. Whether part of a formal CSR agenda or not, the business community can and should help to nurture the leaders of the future.

Where are we now? Cast your minds back to the end of June. The Institute for Government launched its report arguing for real power to be given to city mayors.

This sparked off further angst in the ‘no’ camp, who fear too much power in the hands of one person. At the same time, Iain Duncan-Smith publicly asked companies to employ British workers first, only to be countered by the British Chamber of Commerce’s David Frost admitting that our unemployed “lack basic skills and work ethic”.

Birmingham is far from immune to these issues. In the context of the potentially transformation change of local governance, this is genuine cause for concern.

To my mind, it means that we need to be working even harder to ensure that our leaders have the vision, relevant experience, confidence and ability to be successful. Coincidentally in the very same week, as both these arguments were voiced, we celebrated the graduation of the first cohort of the UpRising programme in Birmingham.

And in this event, I was given much reason to be hopeful.

I have been involved in this initiative since its arrival in Birmingham at the start of the year. Through this, I have witnessed how CSR can make a substantial contribution to help secure the future leaders of our city - in whatever form that may take.

The aim of civic leadership programme UpRising is to create pathways to leadership for 19-25 year olds.

Working with young people with capability and proven commitment, UpRising seeks to provide the skills and support to help them to realise their potential.

For the UpRisers, it provides a unique combination of leadership training, mentoring and campaigning meaning that young people gain personally from the programme.

The real strength of the programme for me though lies in the importance that is placed on giving back to their local communities at the same time.