Paula Maria Amengual will relinquish the mayoral office on Tuesday: "As mayor, you have to understand that nothing is personal."

MontuïriPaula Maria Amengual Nicolau (MÁS per Montuïri) will step down as mayor of her town next Tuesday. On Thursday, she will hand over the mayoral office to her coalition partner, Antoni Miralles Niell, of the PSIB, as part of their governing agreement. In this interview, we take stock of her time in office, having become the first female mayor in Montuïri's history in June 2023.

– How are you dealing with the transfer of power to your government partner?

– The truth is, I'm very happy. I've always been optimistic and very positive. I'm taking it all in stride. It's something we had agreed upon, and we were very aware that the day would come and that we would have to make the change, and that day has arrived. Therefore, I have no doubt that we must honor the agreements we reached. In fact, I see it as a change, but one that represents a continuation of the management we've implemented until now.

– But does this step you're taking on Tuesday have any personal significance?

– Yes, from a symbolic point of view it does have meaning, and I experience it with emotion. For example, the other day, when I prepared the resignation document that I registered at the City Hall, I drafted it with complete normality and tranquility: thinking about what I would write, whether I would add a thank you, etc. But the moment I signed it, the full weight of reality hit me. It was then that I became fully aware that it meant closing a personal chapter.

Ceasing to be mayor is very important; seen in this light, it is a transcendent change. And at that moment I felt that emotion of transcendence, that feeling of saying: "I am closing a chapter that is not trivial; this doesn't happen every day." There is a certain contradiction: on the one hand, the tranquility of a step that is part of an agreement and that we had already accepted; and, on the other, becoming aware of the significance of what this change has been and what it means.

– In these two and a half years, what moments have been the most difficult to manage?

– Well, if I have to think of a particularly difficult moment, the San Bartolomé festival comes to mind, marked by the threat of a DANA storm. We were on tenterhooks until the very last minute, wondering whether to cancel the festival altogether or adapt it. It was very difficult for me because so many people were waiting to hear the decision: the whole town was on edge, the square was packed, and everyone was asking, "Will there be Cossiers and the devil or not?"

The decision was very controversial, and we received a lot of criticism afterward. However, we sought the best advice we could, and I surrounded myself with the best people possible to make it. When I gave the go-ahead, I did so calmly, but fully aware that it would generate controversy.

In the end, everything worked out: nothing bad happened, it was a success, and I think it was the right choice. But yes, I had a very hard time. I'll never forget those hours: I had the head of Civil Protection, the head of the Local Police, the festival organizers, council members, those in charge of the emergency plan… even a meteorologist monitoring the satellite and the rising water levels to assess whether we had any leeway. We couldn't afford any risks. With all the joint assessments, we saw that we had a few hours' leeway and that we could hold the festival, but on a smaller scale. And without cutting any preventative measures: ambulances, support points, everything the same. The festival was simply held in its most basic form. And in the end, it was the right decision. – And with regard to municipal management?

– We've had to deal with some important issues, such as the whole water situation. I've dedicated a lot of work to guaranteeing the supply for the population. We've had very tense meetings and very complex discussions to try to break the deadlock.

It's not completely resolved yet, but I think it's on the right track, especially thanks to the joint work with the Commonwealth. And, in fact, it's one of the areas where I'm particularly proud of the work we've done.

– Have there been any issues that you haven't been able to resolve and that have frustrated you?

– The water issue itself hasn't frustrated me because it's being resolved, but it has made me feel the general frustration I have with many things, especially the slowness of the administration. There's also frustration when you compare yourself to others. For the past two and a half years, I've been very aware that wherever I went, I represented Montuïri and defended the interests of the town's residents. This makes you lose the fear of asking, demanding, or requesting things, because you're not doing it for yourself: you're doing it for the municipality. At that moment, you stop being yourself and become the one who represents the town.

And when you compare yourself to others, that's when everything weighs more heavily. You're there representing Montuïri, but next to you are people representing much larger municipalities, with far more resources and possibilities. And you realize that, in many ways, we're not on equal footing. That's what's frustrating.

I'll give you the example of water: the Plan doesn't have hills, it doesn't have hotels, it doesn't have the economic resources that large tourist municipalities have. It costs us a fortune to guarantee water to the neighborhoods, while in many municipalities they don't even consider it because they have networks that ensure their supply. We're talking about basic resources—water for drinking or showering—not luxuries. And when you have to apply restrictions or say that at certain times people can't shower, while on the coast no tourist suffers, the pools are full and everything is plentiful… that's truly frustrating.

– What has surprised you that was not expected since he took office?

– I wouldn't say anything too surprising, but there were some unexpected situations. One of them is something many people repeat, and it happened to me too. I'm a discreet person; I don't like to make too much noise when I go places, and sometimes I find it hard to stand out in certain situations. At the beginning of my term, when I went to events or meetings, I hadn't really gotten used to the idea of walking in and introducing myself, saying, "Good morning, we're the mayor of Montuïri." I thought, "I've come to this meeting, I'll sit down, listen, contribute if necessary, and that's it." But more than once, when I walked in, they'd ask, "Where are you from?" and I'd answer, "Montuïri." And the next question would be, "And when will the mayor be selling?" Then I'd have to say, "No, excuse me, it's me: we're the mayor." They assumed there would be a mayor and that I was the secretary or someone in support. It happened to me a couple of times. When I told them, you could see they felt bad.

In the end, to avoid these situations, I realized I had to go into places and clearly state who I was. And I don't say this to play the victim; on the contrary, I say it in a friendly way. It's been quite a learning experience: knowing how to be where you belong and how to introduce yourself.

– And of a personal nature?

– Another thing she places great importance on is that we're both mothers and, moreover, separated. Managing children and combining that with being mayor is complicated. This made me think and reflect on how I wanted to handle everything.

Little by little, I accepted that I couldn't do everything perfectly. It's impossible. I couldn't be a good mayor, a good mother, a good daughter, a good sister, a good partner… because you simply can't do it all. I'm very demanding of myself, and at first, it frustrated me to think, "We're not at City Hall all day."

Until I understood that I shouldn't be there all the time. Above all else, I have two children, and they are my priority; that much is clear to me. But you don't realize it until one day you think, "I won't be there so early today; you'll arrive later; will you make dinner…?"

Over time, I came to the conclusion that I needed to be present for what was truly important and learn to balance it all. And it's also true that the children are older, they get used to certain things, and I myself have relaxed a bit. Now I know that it's not always essential to be there.

– And how is all this managed?

The truth is, I've surrounded myself with wonderful people, and I'm deeply grateful to them. My entire team is extraordinary; I have no words to describe their dedication. They've also made it very easy for me to delegate, and I think I've done a good job of it. When I delegate a task, I trust them completely.

Every week we have meetings where we share everything that's been done, and everyone is kept up to date. But if someone takes on a particular issue, it's theirs: "You're in charge." And when I say this, I mean that I'm practically not involved in the details—except for what they need from me. But since they've always been so dedicated, they've never left anything unfinished, and they're incredibly responsible and committed, which also makes the work much easier.

– And this part? What do you think of this debate about the mayor always having to be everywhere? This happens a lot, and perhaps even more so in small towns, because we all know each other.

– Yes. I've had to change, and I've done so consciously; it wasn't a miscalculation or negligence. When I haven't gone somewhere, it's because I haven't been able to go and I've had to prioritize, and in 99% of cases, family has been the reason. That's why I haven't been able to attend certain events many times. Little by little, we must learn that times change: being mayor isn't the same as it was twenty years ago. We aren't the same people, and the responsibilities aren't the same.

I also can't compare myself to any woman who had been mayor of Montuïri before, because there hadn't been one. But talking with other women who are mayors, I've noticed that, curiously, very few are mothers or mothers with teenage children. Very few. They are mayors at a point in their lives when motherhood no longer has such a strong influence. It's not common, and everyone, when they find themselves in that position, manages as best they can.

– What do you think can be done to improve it?

– My perspective on how I prioritize and understand this work has changed over time, and I think there are many things that can be improved. In towns like Montuïri, there's only one full-time mayor, but there could easily be two or three because there's enough work for three people. Small towns can't afford this cost with their own resources, and we have to comply with the government's regulations. But a full-time position doesn't reflect the reality of the workload, and I think this should be reviewed.

It's also essential to take care of your mental health and know when to take breaks. I've tried to find time for myself, like Paula Maria Amengual Nicolau, beyond being mayor. If you're not well, you're not well anywhere. The position is very demanding: managing infrastructure, streets, water, waste… but you often also act as a psychologist. There are people who come and tell you about problems that go beyond what's related to the Town Hall; sometimes someone has cried here because something has been stirred up. I empathize and I do, but it affects me too, and you must understand that it's not personal but rather a result of the trust that comes with the position. It's positive, but it's necessary to know when to distance yourself.

– This will be difficult…

People are used to feeling that the mayor has to be everywhere at once, but I don't think that's the case. I understand where this idea comes from, but the key is for citizens to know they have support. Physical presence helps, but it's not always essential; what matters is that someone from the City Hall is there, and that's always the case. A mayor should be able to have a personal life, because we're just like any other resident and we have our own things going on. And generally, I haven't encountered any problems with that.

– One of the difficult moments, I imagine, was –on a personal and institutional level– the death of Pere Sampol. How did you experience it and what did it mean?

– I experienced it primarily on a personal level. In fact, for me, there were two phases to that experience. Due to personal circumstances, we've always been very close: our families have always been very close. I've always said "Aunt Juana and Uncle Pedro"; they were, in a way, the family you choose. We've spent Christmas Eve together, and this year will be no exception.

Also, I experienced it very closely because my mother followed Pedro's illness very closely through Aunt Juana. The last few weeks were especially hard. We went to see him the day before at the hospital. So, the whole experience was personal.

– Didn't you think beyond that?

– At that moment, no. Obviously, later I thought about the political relevance of Pedro's death, because of who he had been and what he had meant. I was aware of that. But the part of Pedro that I knew wasn't the political side. When we met, we never talked. As children, we weren't aware of what he represented; we saw him on television from time to time, but we didn't grasp it. And he never spoke about what he did or undid politically either.

Later, it's true that the whole institutional machinery was activated, the recognition and the media impact. It was normal because he was a person with a very important career. But I continued to experience it from a personal perspective.

– And as mayor?

– I did it because it was my institutional responsibility, and because I knew I had to. The truth is, it was very difficult. At the same time, I'm very proud to have been able to participate. But it was very hard, because when it's about someone who has had such a profound impact on you, it's very difficult to distance myself.

When I spoke, it seemed like I was making a political statement—and I was—but after a moment I'd think, "I'm talking about someone I consider family." And if I thought too much, my emotions would take over. It was complicated. I had to find a balance. I practiced a lot, because I was convinced I wouldn't be able to say two words in a row. In the end, it was difficult, but I managed.

– Apart from the water management you mentioned, what other issues have arisen in these two and a half years? Which projects or initiatives would you highlight?

– I think it's important to highlight them all, because I don't believe, nor do I think it's the right way to do it, to have one big project that becomes the flagship. Generally, I'm proud of them all, no matter how small, of everything we've done and everything that's being done and will be finished in the coming years, because they all solve something. In the end, they're all important to a segment of the population. For example, someone might place more importance on having changed the grass, but I, as a citizen, to give you an example, will hardly ever walk on it. For me, it hasn't changed anything… But I understand that the people who use it do appreciate it. In the same way, the Dau park is an improvement for families, for children, and the issue of the avenue is that changing the streetlights is essential. In other words, I believe all the things we've done are necessary, and we prioritized them when requesting funding because we understood they were important for the town.

– Speaking of financing, one of the problems it has had is the economic situation that The City Council is dragging its feet…

– Yes, well, we have a funding problem. But we're not complaining about that because we accept that it's the reality we face and we have to work with what we have. What we need to do is see if we can change certain things to try to ease the financial burden on the Town Hall a little, but for now, we rely mainly on the aid we receive from the Balearic Government and especially through the Works and Services Plan of the Council of Mallorca, as well as European funding. This brings us to another issue that reveals another problem for small municipalities: the lack of staff to apply for all the available grants. We apply for almost all of them, but we can't manage them all, and this happens in all municipalities that lack the personnel to process grant applications. The process is very cumbersome, and sometimes the deadlines are short, and occasionally we have to decline certain grants because we can't keep up.

Returning to the financial aspect, I want to say that we maintain very thorough control of the budgets. We have the Councillor for Finance and Budgets (Maria Portell Amengual) who keeps a tight rein, and we also rely on the civil servants. The truth is, we've also brought a lot of order to things, because we've also had a change of secretary, which is also very important.

The lack of these high-ranking officials is a problem in many municipalities of the Plan…

– Yes, what happened here was that the person who retired was, let's say, old school, and now a very young person has come in who is updating the way we do things, modernizing things a bit. This also makes us more thorough, and it's been very helpful in regularizing many situations that weren't necessarily done incorrectly, but procedures have changed, and everything has to adapt.

Regarding the staff, I also want to emphasize that we've experienced a staff change, the generational shift that has occurred and continues to occur in this town hall; it's one of the things I've had to deal with. It's not common to have as many retirements in a single term as I have, and I've only been here for two and a half years. We've had a new secretary, two civil servants who had been here their entire lives have retired, along with a staff member from the recycling center, changes in the local police force, and another change in the cleaning staff… and this has forced us to focus a lot of effort on creating pools of candidates, finding ways to find replacements, or opening up positions to competition, because it's the only way. We're a small team, and if we can't guarantee that the positions are filled with people working, it's an added problem.

– What will happen to you professionally now? What will you do?

– I have a conflict of interest. It's one of those things that I think is a huge flaw in the system, in how the administration or the electoral system works, I don't know. I'm a city employee. And you can't be a civil servant or city employee while also being a councilor. You have to leave your job or resign your council seat if you want to return. You can't just go back to your job and that's it: you have to have an alternative. I understand that in certain cases it might make sense, if you handle sensitive information, but in many others it doesn't. My position is as an archaeological technician, linked to the Son Fornés Archaeological Museum. That is, I'm in a different building and I could go two months without setting foot in the City Hall, but I won't be able to return until the day I cease to be a councilor.

– What areas will you be covering now?

- Youth, Heritage, Rural World and Tourism. I will also be in charge of the Communications department, which was previously handled by Toni Miralles.

– How will life change? What will she be able to do that she couldn't do before?

– First off, I have to say that I've thoroughly enjoyed my work these past two and a half years. I've had a great time. Despite the difficult moments—and there have been some, and I had trouble sleeping last night—the overall experience has been very positive. I've learned a lot, met some wonderful people, and I feel very fulfilled. Something essential when you hold a position like this is understanding from the very beginning that nothing is personal: if you don't internalize this, you could struggle to sleep, eat, or simply live. You have to accept criticism—and people often have opinions about everything—without letting it all get to you.

– But this must cost something, it will be difficult

"Not too much. I'm not one of those people who have trouble admitting when they've made a mistake. There have been times when someone has come to tell me off—a man came up to me, very angry, shouting and even losing his temper, and I remember thinking, 'What am I going to say now?' I let him talk, and when he finished I told him clearly: 'If you speak to me respectfully, I'll listen; if you shout, I won't even know what you said.' That person calmed down, apologized, and I finally explained that it wasn't the City Hall's responsibility, gave him the relevant number, and he left with a slip of paper. If I had taken all this as a personal offense, I would have exploded that day. That's why I say: you have to understand that it's not personal. Otherwise, a place like this will eat you alive."

– He's supposed to have more time…

Yes, I hope the responsibility lessens a bit and that this gives me more freedom. I'm looking forward to dedicating more time to my children, to myself, to my friends… to being able to get away for a while without having to constantly check my schedule. I'm not expecting huge changes: if I can gain a little more time for the people close to me, I'll be happy.

– And looking further ahead, will you run again?

Yes, right now my intention is to run again if the party deems it appropriate; I'm eager to do so. I've always understood that this position should be temporary: I don't know what might happen in a few years. Right now, I feel motivated and eager to continue working for the people. However, I also believe it's important that, sooner or later, new people come in.

– Is there relief within your group?

Not at the moment. This often happens: it's hard to find suitable candidates. So far, no one has shown any desire to take the lead. I would very much like someone with drive to have that push—I would support them without hesitation—but right now there's no one. Since I'm still busy, learning, and eager to work for the community, my plan is to continue as long as necessary.

– And what has that whole experience been like, really?

– I experienced it very intensely, and when I signed my resignation, I felt like everything had come crashing down on me. Professionally, I tend to put things in context: to value what it has represented beyond the individual, thinking about the community and the historical moment. When I reflected, "I was the first female mayor…" I became aware of the magnitude of it—and that has marked me. I lived this period with passion, I value it deeply, and I am proud of what we have accomplished.