Funmbi Adeagbo explains why she’s running for the RIBA Presidency and the importance of challenging preconceptions, breaking down barriers, learning from international partners and reorganising her life to give the role the focus it deserves.

What made you decide to stand for the RIBA Presidency?
I was encouraged very strongly by a lot of people who know me very well. I think it’s important to have continuity with Muyiwa Oki’s presidency. His election opened the door for a new way of thinking at the RIBA. I’m part of the Just Transition Lobby. It’s a group of people gathering together around an agenda, there’s no formal head, just people from different walks of life who support each other in trying to push for change on three major points: diversity and equality; working conditions and the climate emergency. It’s very important to ensure that we have candidates who enable the community to move forward.  It’s like pushing a stone up the hill, we need people front and back.

Normally the group would select a final candidate via a hustings. I put my name in for solidarity as I’m already serving on council, and I was later informed I was the only eligible candidate based on technicalities. I didn’t mind taking on more. I’m committed to seeing this profession do better for itself, the planet and people. I’ve just left my job, so I have the freedom to do my own thing for income – freelance work.

Right now, I want to make sure I have the flexibility to give this the time it needs. It’s an opportunity to work on problems rather than existing in them. My main aim is to make sure that whoever is in that office is moving things forward and making architecture accessible and fair to everyone. This doesn’t happen in a day. I’ll keep at it, regardless of the activity I’m doing. It’s something I’ve always been passionate about. It’s so important. If I’m given the opportunity to be president I want to make my term impactful with a lasting legacy that empowers individuals as well as the whole profession. Two years is a short time to do a lot…

What do you see as the biggest obstacles to bringing about the change you want to see?
To be blunt, I think the biggest obstacle is people’s perceptions. Ingrained prejudices; apprehensiveness about doing things differently; misinformation about ‘the other’; and unnecessary defensiveness. People are scared of change because there is this myth they will lose something they have the ‘right’ to. Actually communities do better when they collaborate.

I’ve had instances where I’ve been canvassing and people have automatically assumed I don’t identify with the issues they’re experiencing or don’t understand what they’re going through. In those situations, I make a marked effort to take time to listen and reassure people that I’m not here to make anybody less than they are. I think it’s unprofessional and frankly counterproductive to diminish others. Looking at the wider picture of issues in the profession, disenfranchised groups may often find they can be allies on topics, even if they appear to be very different on the surface. That’s where our energy should be spent.

So do you see any issues with the RIBA as being to do with mindset as opposed to structure?
I find, in conversation, that many members aren’t really clear on the way the RIBA’s structured. It has two wings: the membership body, which is headed up by the President, and the Executive arm which is controlled by the Chair and trustees. Salaried staff and the likes report to this branch. The RIBA is a charity so there are rules on how it has to operate and checks for accountability. The elected portion of the organisation is there to represent the membership. In order to get the most out of the professional body we need to engage and leverage the structures that exist. The goal is for both sides to work hand in hand, so the fact that membership engagement is generally low is somewhat disheartening.

How do you propose to improve the level of engagement?
People need to feel like they are part of the organisation. Why would they put their energy and effort into something they don’t feel is responding to their needs? Voicing the concerns of your constituents is the work of the council, chaired by the President. We need to build a sense of community amongst the whole membership and wider community, not just those with easy access or those who have always held the mic. I’m a fan of getting into the thick of it. By this I mean engaging and supporting students, early career professionals or even returnees who are lacking confidence. It’s not said enough but students are the lifeblood of the RIBA. That’s the time when you first become interested in joining the institution. They are also the people who will carry on the work we’re doing into the future. They are so important in ensuring the institution that has been around over 200 years doesn’t fade away.

What’s your view on the House of Architecture initiative?
The House of Architecture has three different wings: digital, records and collections and the physical building. The principles of renovating the physical building can’t be argued much. It’s a non-tradable asset and in dire need of a holistic upgrade. I’m quite excited about the digital House of Architecture project because that’s the one that will have the most immediate impact on members and bringing people in. It has the most potential in terms of reaching younger, wider audiences both in the UK abroad. We have the opportunity to bring our international chapters closer.

The RIBA has a problematic history with its links to colonialism. We do society a disservice if we try to eradicate or forget what’s happened in the past. It’s why we are where we are today. What needs to happen going forward is for there to be mutual respect between the institution and its international partners. It’s important that everyone is treated as equal partners not as second-class citizens regardless of who holds the coin. I’m foreign. I came here as a migrant, so it’s an issue that’s close to my heart.

In terms of collaborating with other institutions the RIBA has inherited prestige and is held up as setting the standard many aspire to. We need to work at improving ourselves by learning from our collaborators. There are many things bodies do very well that we don’t do so well. There are countries where protection of function isn’t an issue. What priorities do we need to set to address this back home? The royal charter is for the advancement of civil architecture and acquisition of related knowledge in arts and sciences. This is very important but in doing this we must understand it all has to be underpinned by a good professional business sense and competency.