After the significant electoral victory in Lagoa, the socialist president expresses his pride and renewed sense of responsibility for the work carried out. Frederico Sousa states that the goal is to move forward with long-term structural projects, such as supporting small businesses through “Lagoa Investe” and creating an inter-municipal mobility model, if the new regional transport tender does not “eliminate this need.” In an interview with Diário da Lagoa, the mayor also emphasizes his commitment to young people in areas such as education, housing, and employment.

DL: The voters agreed with you and gave you their vote of confidence. How do you feel as the candidate who achieved the best ever vote for the Socialist Party (PS) in Lagoa?

Firstly, pride in what has been achieved, because it is also a reflection of the journey so far. If it had not been successful, I don’t believe the people of Lagoa would have given me their vote of confidence. Recognition for all the work that has been done, hence the question of a renewed vote of confidence and a boost in the ballot. It is a sign that the entire City Council team’s intense work has had an effect. We really wanted to set a pace —not in strategic terms, but precisely in terms of distinctive work —to justify new energy and renewal. Thirdly, a new responsibility, and perhaps that is what weighs most heavily, not so much because of the numbers, as this is not a competition, but above all because it is a fact that brings us a great deal of responsibility to honor everything we have committed to and to which we have accustomed the people of Lagoa in recent years.

DL: Did you expect such a resounding victory?

I wasn’t expecting such a resounding victory. I confess it wasn’t relevant to the objective, but I never hid that I would like a comfortable majority so that decisions wouldn’t be blocked in either the council or the assembly. And also, if possible, to have a majority in the parishes because, naturally, these are people we trust, have a close relationship with, and share a common vision. Therefore, we believe that we now have all the conditions, as we did before, to do a good job, limited only by our ambition, will, and ability to work. And, of course, by the financial aspect, which is no less important.

DL: In 2021, the PS presented around 90 actions planned for 10 years. With this result, do you consider that this is, after all, a project for more than a decade?

I would say projects have to be viewed in the short-, medium-, and long-term. If there are structured projects, such as an expansion of the Technology Park or a mobility system that is not cyclical but structural, a housing project—and we are talking about 200 to 300 homes—naturally, four years is too short. Now, that doesn’t mean that every four years there doesn’t have to be a renewal and adaptation of the project’s guidelines so that it can be reevaluated.

I also believe in shorter cycles, and I am not afraid to say so. When a Lagoa resident votes and shows their support, they are not necessarily giving a blank check and want to see results, so it is normal to also have a strategic planning perspective. Sometimes this is what is missing in the country.

DL: Most of the business fabric in Lagoa consists of small companies. How can “Lagoa Investe” support small businesses in Lagoa in the near future?

This is a good example of how we have to adapt and renew ourselves. Lagoa Investe is a structural document, already a few years old, designed to leverage the Technopark, but it has since evolved. Recently, during the previous term of office, we saw approval in the council meeting and in public discussion of a transformation of Lagoa Investe, which needed to include axes dedicated to small business owners and entrepreneurs. In this sense, we have changed the program, and now it will be possible to provide support for the creation of small businesses, small construction projects, and equipment acquisition. It will complement community support, which is much more geared toward and planned for large enterprises and investments. Therefore, I am convinced that we will see some momentum in this support.

Of course, we have budgetary constraints, but it pains me greatly that someone who wants to be an entrepreneur does not do so because they lack the financial capacity. This is a commitment to create conditions that are not only attractive to the municipality but also conducive to the establishment of small businesses, fostering momentum and mobility. Above all, we have a small instrument tailored to our needs that helps us take those first steps in an entrepreneurial project, because being an entrepreneur also has its costs.

DL: In terms of security and surveillance, what can the people of Lagoa expect?

Naturally, when we talk about security, we have to consider strengthening the operational capacity of the PSP itself, which is a national competence, and we support that. There is always a need, but the truth must also be told: the PSP in Lagoa has fulfilled its duties and obligations, not only in maintaining security and road safety, but above all in criminal investigation. The truth is that crime has fallen in percentage terms, which does not mean that there are not occasional security problems, such as petty theft and domestic violence, which are common throughout the territory. In the case of Lagoa, we have a relatively higher rate than other municipalities that are not cities. And I would say that the larger the city, the more it grows, the tendency is for crime to increase, but not proportionally.

Regarding video surveillance, we have already initiated two formal proceedings. One, in Baía de Santa Cruz, which was rejected. And we formally filed another one three years ago for Porto dos Carneiros. After two years of evaluation by the National Data Protection Commission and the Ministry of Internal Administration, we also received a favorable opinion for dismissal. Still, it was suspended so that, if circumstances change, it can be resumed. In other words, at this moment, any project proposed for video surveillance has gone through this consultation and approval procedure. We have already done two, and they have not been approved. This shows that we do not have a crime rate that justifies video surveillance. I would say it’s a glass-half-full or glass-half-empty perspective, but I’m going to look at it as a glass-half-full. I think it’s good news that video surveillance systems haven’t yet been approved. But we are vigilant if there is any change in circumstances or a significant increase in crime that justifies it.

DL: What about the proposal to create a Municipal Police Force?

Regarding the Municipal Police, the perspective is different. It is not a question of security, but rather of the perception of security and presence on the ground, because it has different characteristics and functions from those of the PSP (Public Security Police). Therefore, as the city grows and new attractions are introduced to revitalize the area and local commerce, there will be more and more vehicles. Tourism and local accommodation also contribute to this, as does the restaurant industry. There are only three ways to overcome this. One is discipline, another is creating parking lots, and then more means of mobility to limit the use of motor vehicles. Otherwise, we will always have problems with traffic discipline and new dynamics —for example, scooters, motorcycles, rental cars, illegal parking, and emergency vehicles that need unobstructed roads —challenges a city will face, especially in the coming years. I have no doubt that discipline is important, and if we free the PSP (Public Security Police) from these duties —or at least help and complement them in them —so much the better. In terms of costs, first, there is no urgency, and second, it has to be done with a great deal of consistency and responsibility. As long as it is tailored to our needs and the right scale for the municipality, I think it will ultimately be balanced, because our goal is to create a sustainable project.

DL: When and how will the promised minibus network move forward?

I think the idea was disruptive and, above all, had a positive effect. It was the first time an issue mobilized discussion among more than 80% of the Azores’ population on a topic that was not addressed and that, to me, seems important: mobility between Lagoa, Ribeira Grande, and Ponta Delgada.

An international public tender is underway for the renovation of the land passenger transport model in São Miguel, but none of the three municipalities is aware of it. We have already requested a consultation, as we do not know the frequency or processes, but the problem has not been resolved. I believe that, regardless of party politics, there is room for dialogue if resolving this issue in the short term through the new passenger transport model is not possible. The three municipalities have everything they need to sit down, negotiate, and think about an alternative model.

Because what is at stake here is not only mobility within the three municipalities, but also the ability to reduce costs for families. Some people have to pay not only for public transport passes but, above all, for the cost of getting to a departure point by car. We can also minimize traffic in the center of Ponta Delgada itself. Now, the model can be discussed, whether it is done through an intermunicipal company or not, and what the frequency is, but these are important technical details going forward. The good news would be if the new passenger transport model really did eliminate this need, resolving it at the regional level, but we are waiting to see. I am always available to talk.

DL: What can young people in Lagoa expect from this executive?

A very serious commitment to the future of young people. And when I say young people, I mean everyone from teenagers to young adults who already have families. First and foremost, a strong presence in the field of education. We are perhaps the municipality with the closest relationship with our schools, whether at the elementary, integrated, or secondary level. We have an excellent relationship with all the Executive Councils and support all initiatives and challenges. We have disruptive projects in these schools, and we also want to be part of these young people’s future, whether it’s entering the job market, attracting new companies and new job opportunities to the municipality, or creating conditions for them to study by increasing scholarships for displaced and merit students, but above all with prospects for the future. And we are talking about housing, mobility, and social support for daycare centers. No one thinks about having children if we don’t have daycare centers, so that is our greatest responsibility. On the other hand, the issue of sports is inseparable. We want to establish ourselves as a sports-friendly municipality, because playing sports is essential. Therefore, education, housing, sports, and above all, employment, are

what young people can expect from us.

DL: What kind of mayor do you want to be for the people of Lagoa in general, and what legacy do you want to leave?

I would say that I would like them to look at me in a few years in the same way that the people of Lagoa look, for example, at a mayor like Luís Martins Mota. Above all, someone who left a mark, looked to the future, and was a visionary.

That is the greatest legacy I can leave. Right now, rather than talking, we have to honor the significant vote of confidence given to us by the people of Lagoa so that they feel that their time and trust in this administration were worthwhile. Above all, even if we make mistakes —because everyone does —may our virtues far outweigh our mistakes and weaknesses.

No Diário da Lagoa, Clife Botelho, diretor.

Translated into English as a community outreach program by the Portuguese Beyond Borders Institute (PBBI) and the Modern and Classical Languages and Literatures Department (MCLL), in collaboration with Bruma Publication and ADMA (Azores-Diaspora Media Alliance) at California State University, Fresno. PBBI thanks Luso Financial for sponsoring NOVIDADES.