Projects, priorities, businesses, health, abuse of power…: mayor of Ascros since 1995, Vincent Giobergia opens up

The deputy mayor, Patrick Bailet, warned us: “The mayor is very talkative.” He was right.

Over 30 years in office don’t seem to have dampened the enthusiasm of Vincent Giobergia, the mayor of Ascros.

He talks fast, focusing only on his municipality, this village perched on a spectacular hilltop overlooking the valleys of Estéron and Var.

He leaves the political maneuvering to others. “If you asked me if I’m more like Christian Estrosi or Éric Ciotti, I would have answered: I’m Charles Ange Ginésy,” jokes the former computer engineer, who also serves as vice president in charge of works for the Alpes d’Azur community of municipalities, presided over by the president of the Alpes-Maritimes departmental council.

You have been elected since 1995. Don’t you feel any wear and tear?

Absolutely not. I operate on convictions and motivation. If either of the two fades, I stop. But I have a “thing” – the school. It is located just below the town hall. I always said that if I lost the school, I would hand over the keys. I have saved it twice already.

What are the current student numbers?

We have twelve students in Ascros and ten in La Penne. We operate in an Intercommunal Pedagogical Grouping (RPI) with logistical support from the Department. By saving one school, I actually save two.

As for the cafeteria, it is managed by the community of municipalities. The service is impeccable: trucks even deliver quality, often organic products in the snow.

I once thought about having our communal restaurant take over the service, but the current service has improved so much that the question no longer arises for now.

Do you consider your commercial fabric dynamic enough?

For 174 inhabitants, we have four dining options! I think it’s unique in France for a village of this size. There is the communal restaurant, of which we own the walls and entrust to a manager.

Additionally, we have a reservation-only guest table, a seasonal establishment, and a food truck. And we also have a point at the therapeutic farm Isatis.

The farm has received numerous criticisms, especially regarding the municipality’s indebtedness of 1.3 million euros. What is your stance?

A mayor who doesn’t incur debt for investment might not be a good mayor. That’s my opinion.

The debt is mechanical: we repay it annually, so the debt decreases. I was criticized for not hiring locally at the beginning, but it was done gradually.

Today, we have 3 or 4 village employees, and I aim for 5. It’s primarily a noble project that has created 42 direct and indirect jobs. It’s colossal.

What about local businesses and crafts?

We no longer have a grocery store, but a “emergency” point has just opened at the communal restaurant for basic products.

For bread, people organize themselves. I prefer that rather than depending on irregular bakery runs.

However, we have a pottery workshop that has done all our street signage. My golden rule is simple: prioritize hiring our local businesses.

This year, absolutely all the village’s construction companies have worked, which is a source of pride.

In terms of healthcare, how do your residents cope without a doctor in the village?

We have the Department’s connected health bus, which is magnificent. A nurse and a driver welcome patients via video with a doctor.

It has been working very well for three years. Afterwards, the lack of healthcare worries the elderly: some move to the coast to be near a hospital. But it frees up houses: in place of a retired couple, I welcomed a family of six children. It brings life to the village.

Your budget is ambitious for a small municipality. How do you manage taxation?

Our investment budget is around 500,000 euros for a total budget of one million euros. It’s a lot, and probably why I keep getting re-elected.

The taxes were increased by the prefect who took control of the municipality after the council’s resignation in 1999. Since then, I “tinker” to preserve the population’s purchasing power.

What are the major projects on the horizon?

Sometimes I am reproached for having too many projects (laughs)! I bought the old Musso Hotel for 150,000 euros. We will set up the new town hall, rental studios, and maybe a multi-purpose hall for youth and associations.

The current town hall will likely become a multipurpose hall. We have also renovated apartments in Rourebel and continue to beautify the streets, something I value, and we will continue rainwater harvesting. I don’t make unrealistic promises; I’m a pragmatist.

You employ a lot of staff for a small village…

Absolutely. Between the secretary, post office, water management, a technical agent, another on duty, and one at the library, the public finances tell me I have “too many” employees. But for me, it’s a source of pride: it’s local employment and service to the population.

For security, however, we do not have a municipal police officer. We don’t need one.

15 years ago, a mysterious individual caused a lot of harm in Ascros. Did you eventually find out who it was?

I was deeply affected, like everyone else. There were 70 hearings among 174 inhabitants, but we never knew the end of the story. It’s like with little Émile, we may never know…

The psychological damage was real, but today no one talks about it anymore. And that’s a good thing. I prefer to look ahead, with my new team, which is very motivated, full of energy and desire. This renewal propels me. I don’t know how to work alone.

His 3 priorities

1) “It has always been mine: to always listen to the population. That has always been my guiding principle.”

2) “As I have almost completely renewed my municipal council – only the mayor has remained – it is essential to start, channel all the good intentions, all the skills. It’s crucial. If I don’t have that, we won’t function. Operating alone, I never have. Maybe that’s why I’m always reelected.”

3) “It’s about realizing real projects for the municipality. But realistic projects. I am asked for many things because it is seen that I have the ability to bring projects to fruition: it’s up to me to make what will be a real plus and important for the people a reality.”