Paula Maria Amengual steps down from her position as mayor of Montuïri: "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 does he deal with the transfer of power to his 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 he's 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 submitted to 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 this meant closing a personal chapter. Ceasing to be mayor is very important; seen in this light, it's a momentous change. And at that moment I felt that sense of transcendence, that feeling of saying: "I'm closing a chapter that isn't trivial; this doesn't happen every day." There's a certain contradiction: on the one hand, the tranquility of a step that's 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, marked by the threat of a DANA storm, immediately comes to mind. Right up until the last minute, we were 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 tenterhooks, the plaza 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 the decision. 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 local police chief, representatives from the festival, 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 remained the same. The festival was simply held in its most basic form. And in the end, it was the right decision.

And what about municipal management?

— We've had to tackle some important issues, such as the whole water situation. I've dedicated a lot of work to ensuring the water supply for the population. We've had some very tense meetings and complex discussions to try to resolve the situation. It's not completely resolved yet, but I think it's on the right track, especially thanks to the collaborative 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 townspeople. This makes you lose the fear of asking, demanding, or claiming, 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, 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 things, we're not playing on equal footing. That's what's frustrating. I'll give you the example of water: the Plan doesn't have a hill, it doesn't have hotels, it doesn't have the economic resources that the large tourist municipalities have. It's incredibly difficult for us to guarantee water for our residents, while many municipalities don't even consider it because they have networks that ensure their supply. We're talking about basic resources—water for drinking and showering—not luxuries. And when you have to impose restrictions or say that showers can't be taken at certain times, while on the coast no tourist suffers, the pools are full, and everything is plentiful… that's truly frustrating.

What has surprised you that you did not expect since taking office?

— I wouldn't say anything too surprising, but there were definitely some unexpected situations. One is something many people repeat, and it happened to me too. I'm a discreet person; I don't like to make a lot of 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 arrive?" 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 supporting him. It happened to me a couple of times. When I told them about it, you could see they were upset. 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 out of any sense of victimhood; on the contrary, I say it in good faith. It's been quite a learning experience: knowing how to be where you're supposed to be and how to present yourself.

And of a personal nature?

— Another thing she considers very important is that we're both mothers and, on top of that, 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 it all well. 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 as early today; you'll arrive later; dinner will be made…?" Over time, I came to the conclusion that I had to be present for what's 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 it well. 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 informed. 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 as they've always done, they've never left anything unfinished, and they're incredibly responsible and dedicated. This also makes the workload much lighter.

And what about that 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 teenagers. 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 situation, manages it 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. People 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 it, but it affects me too, and you have to understand that it's not personal, but rather a result of the trust that comes with the position. It's positive, but you have to know how to keep your distance.

This will be difficult…

— People are used to feeling that the mayor has to be everywhere, 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 they're always present. 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 all of that.

One of the most difficult moments, I imagine, was—from both a personal and institutional perspective—the death of Pere Sampol. How did you experience it, and what did it mean to you?

— I experienced it primarily on a personal level. In fact, for me, there were two distinct 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 the story of Pedro"; they were, in a way, the family you choose. We've celebrated Christmas Eve together, and this year will be no exception. Furthermore, I experienced it very closely because my mother followed Pedro's illness closely through Aunt Juana. The last few weeks were especially difficult. We went to see him in the hospital the day before. Therefore, the whole experience was personal.

Didn't you think beyond that?

— At that moment, no. Obviously, later I thought about the political significance 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 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 really grasp it. And he never spoke about what he did or undid politically either. Then, it's true that the whole institutional machinery kicked in, the recognition and the media impact. That 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 someone who has had such a profound impact on you, it's very difficult to distance yourself. 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 overwhelm me. 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 past 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. Similarly, the Dau park is an improvement for families, for children, and the issue of the avenue is that changing the lighting 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 funding, one of the problems it has faced is the economic situation that The City Council is dragging its feet…

— Yes, look, we have a funding problem. But we're not complaining about it because we accept that this is 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 mainly rely 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 reach 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 meet the requirements. Returning to the financial aspect, I want to say that we maintain very strict control over the budgets. We have the Councillor for Finance and Budgets (Maria Portell Amengual), who keeps a tight rein on things, and we also have 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 things are done, modernizing it a bit. This also makes us more thorough, and it's been very helpful in regulating many situations that weren't necessarily done incorrectly, but the procedures have changed, and everything has to adapt. Regarding the staff, I also want to emphasize that we've experienced a staff turnover; the generational change that has occurred and continues to occur in this City Hall is 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 careers have retired, as well as someone from the recycling center, changes in the Local Police, and another change in the cleaning staff… And that has forced us to focus a lot of effort on creating pools of candidates, finding ways to find replacements, or opening positions to competition, because that's the only way. Since we are a small group, if we cannot guarantee that the positions are filled with people working, it is an added problem.

What's the professional situation 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 council employee. And you can't be a civil servant or city council 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 old job; 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 it cover now?

— Youth, Heritage, Rural Development and Tourism. I will also be in charge of Communications, which until now was 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, including a few sleepless nights—the overall experience has been very positive. I've learned a lot, met some wonderful people, and 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 will cost something; it will be difficult.

— Not really. I'm not one of those people who have trouble admitting when they're wrong. There have been times when someone's come to tell me off—a man came in really 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 straight up: "If you talk to me calmly, 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. I gave him the relevant number, and he left with a slip of paper. If I'd taken all this as a personal offense, I would have exploded that day. That's why I say you have to understand 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 taking a short trip 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.

Looking further ahead, will he 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 in their grouping?

— 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 initiative—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 people, 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—and that has marked me. I lived this period with passion, I value it deeply, and I am proud of what we have accomplished.