May 2004 · Volume 86 · Number 4

Key West City Ambassador Program

by Julio Avael
In spring of 2003, management and staff of Key West, Florida, announced plans to open the inner workings of city government to the residents of the island and offered them a chance to study municipal operations and become ambassadors of the city. This author first thought of the project after studying the principles put forth in the “reinventing government” philosophy. 
One of the ideas behind reinventing government is to get the public involved. As I try to remain informed on all aspects of life in Key West, the one thing that concerns me most is the mistrust that people have of government. According to feedback from citizens, misinformation and lack of understanding of local government operations is behind citizen mistrust in our community.
Opening the doors of every city department to the public, I decided to challenge residents to study city operations one afternoon a week for three months. In return, they would become city ambassadors.
Simple but Challenging
The plan was simple, yet that was what made it both daring and challenging. The city promised to open the doors to its daily procedures without taboos. Department-by-department scrutiny also was promised and all department directors were guaranteed to participate.
The program was limited to 30 people and the openings filled rapidly. City staff hoped the program would contain a cross-section of the island’s residents, who numbered 26,000, and the class members ended up being men and women who are realtors, hoteliers, journalists, bankers, marketing representatives, and owners of small businesses. City trainer Paul Clayton said this about the participants: “I think we were all surprised by the quality of the applicants and how they really did represent samples of our diverse society.”
Ground rules were presented at the first class. Participants were promised that every question they had would be answered and were told that if the manager didn’t have the answer for them then, he would have it by the next class meeting. 
Participants were required to ride with Key West police officers at least once during the three-month program and once with a Key West code enforcement officer. Many of the participants chose to ride with the officers more often. While most class sessions were held at a local hotel, field trips went to city departments, including the city’s privately run wastewater plant, city hall, parks and recreation, planning, and Old City Hall.
In exchange for citizens’ time commitment to the class, they were promised that department directors would give an explanation of how their departments operated and would be available for a question-and-answer session afterward. Participants asked some directors if they could come back for a second time, and the invitation was eagerly arranged.
This was the staff’s first attempt at a program like this, and we worked out what we thought would be a good curriculum. We also knew that adjustments in the curriculum would need to be made, then were surprised but pleased that the adjustments were positive and driven by the participants’ desires.
 
Attendees also asked impressive questions, so it was obvious that many of them had prepared ahead of time, proving that the program would succeed: citizens cared about their community. In fact, the 30 class members were so impressed with what they were learning that less than halfway through the program they asked for more class time to focus more intently on their assignments. The city added three more weeks to the first three-month block of classes.
Judged a Good Experience 
This was the staff’s first attempt at a program like this, and we worked out what we thought would be a good curriculum. We also knew that adjustments in the curriculum would need to be made, then were surprised but pleased that the adjustments were positive and driven by the participants’ desires.
Staff members were not the only ones pleased with the way the program progressed. “I was fairly impressed with the (city) management that was in place,” said Todd German, from Keys Federal Credit Union and a member of the civilian review board. German says he now has a better understanding of what a constant battle it is to keep government from growing too quickly. “I never fully appreciated the balancing act of tempering the demand for new and better services with the desire to maintain or reduce taxes,” he said.
Hotelier Julie Fondriest participated so she could become more knowledgeable about the city. “I learned how dedicated our city employees are,” she said. “They share my love for the town and work diligently to provide cost-effective services to residents.”
Business owner Vicki Gordon enjoyed learning how city departments work and the challenges that employees face each day. “The nuts and bolts of running a city like Key West are so complex,” she said. “I now have a better understanding of what makes our government work.”
Participant Karla du Chene’s comments on what she received from the program probably sum up what this manager hoped the ambassador program would accomplish. “The most important thing I received from the classes was that I rid myself of any resentment I may have had toward government and police,” she said. “I think I am now a more responsible citizen. Much of my complaining over the years had been based on a lack of knowledge, and through the program I have learned to view things differently.”
Trainer Clayton has held business and government training sessions around the country and knows how class participation and size dwindle as a program continues. But he was impressed because Key West’s program broke the rule. “The program began with 30 participants, and 29 finished, Because of illness, one person failed to complete the class.”
In September, the 29 graduating ambassadors were presented to the Key West city commissioners and given their ambassador polo shirts. 
All now are willing to work on city panels and committees and will represent the city in their daily lives.
Many participants came into the Key West program with a preconceived image of the city. Some of their perceptions were probably good, and some were not so good, but now that these 29 ambassadors all have a better understanding of city government than most people on the island have, one based on knowledge, not rumor or gossip.
The success of the program can be based on the citizens’ commitment, but it can also be judged a success on the fact that before another ambassador program was scheduled, the manager’s office had received more than 50 requests to be included should another program be planned.
Class Number Two
So another ambassador program was begun on October 30, limited to 30 members because this is a good working number for the time allowed. The curriculum has been modified with the help of the first graduating ambassadors, and we expect there will be more tweaking as the second class progresses. 
By May 2004, when the ambassador program will celebrate its first anniversary, Key West should have 60 to 90 residents as city ambassadors. After the first class graduated, it did not go away. Ambassadors have made themselves available for volunteer committees; they attend city commission meetings and still show up to ride with a police or code enforcement officer. They are also involved in preparing citizen surveys and monitoring the cleanliness of city streets and sidewalks. 
Some citizens have discovered how government really runs; now they are willing and able to represent the city in a positive light. They are all real city ambassadors, and I know we can count on them. The residents are winners, the city is a winner, and we plan to keep the program running for as long as citizens express an interest in it. 

Julio Avael is city manager of Key West, Florida (javeael@keywestcity.com).