Alamogordo City Manager Candidate Dr. Stephanie Hernandez Shares Detailed Responses on Tenure, Vision, and Transparency

Alamogordo, New Mexico – February 9, 2026 – As the City of Alamogordo continues its search for a permanent city manager amid a decade of leadership turnover, AlamogordoTownNews.org and KALHRadio.org reached out to the finalists interviewing before the City Commission in closed-door executive sessions this month. The outreach sought to promote public transparency by submitting a set of questions to each candidate about their qualifications, past performance, community ties, and any potential behind-the-scenes engagement related to the position.

Two candidates responded fully: Acting City Manager Dr. Stephanie Hernandez and external applicant David A. Vela, ICMA-CM. As of press time, Theogene (Theo) Melancon has not provided responses to the questions submitted. A separate story will address the questions posed to Mr. Melancon and his non-response, with updates forthcoming if he replies.

This article presents Dr. Stephanie Hernandez’s responses in full, verbatim, as submitted. Dr. Hernandez, a lifelong Alamogordo resident with deep local roots, has served in various leadership roles at the City since 2019, including multiple stints as Acting City Manager totaling 27 months. Her responses highlight her accomplishments, address past controversies, and outline her vision for the community’s future.

Q ATN: Please tell us about the positive highlights of your 27-month combined tenure and any controversies with your role in Alamogordo that the public should be made aware of.

During my combined 27 months as Acting City Manager, the most significant accomplishment has been providing continuity, stability, and forward momentum during periods of challenge. I led the organization through multiple crises, including the line-of-duty death of a police officer and the tragic death of a city employee, while maintaining uninterrupted city services and supporting both staff and the community. Throughout leadership transitions, I restored internal accountability and fiscal controls, ensuring the organization remained focused, compassionate, and operational.

Operationally, we completed 11 major projects and advanced 8 more across infrastructure, public safety, utilities, economic development, and community services. Public safety improvements were a major focus, working closely with both Police and Fire leadership. We laid the groundwork for a Real-Time Crime Center, implemented tools such as Flock safety cameras, expanded police recruitment and resources, and increased specialized Fire Department training in wildland firefighting, swift-water rescue, and advanced EMS. The Fire Department also completed the Hazard Mitigation Plan, reducing risk and improving community resilience.

Infrastructure modernization was another major priority. We completed the City’s first comprehensive Water Master Plan since 1970 and initiated or completed upgrades to water tanks, water and sewer lines, street maintenance, and flood control systems. At the same time, we reinvested in key community assets, including the golf course, Family Fun Center, airport, zoo, and Bonito Lake, improving quality of life while positioning the City for future growth.

Developing people and leadership was equally important. I implemented “grow-your-own” workforce initiatives, including partnerships with local schools and the Ferguson Academy to strengthen police recruitment and training pipelines. We provided incentives for Utilities staff to obtain advanced certifications, ensuring professional-level expertise in essential services. Internally, I built a strong leadership team by hiring 9 of the City’s 10 department directors, creating a diverse, experienced executive group committed to accountability, collaboration, and public service.

Financial stability and transparency were foundational to all of this work. Drawing on more than 20 years of budgeting experience, I overhauled the budgeting process so every department aligns goals, priorities, and funding with the City’s long-term mission. I renegotiated contracts to protect taxpayer resources, developed a compensation plan to retain quality staff, and established a dedicated IPRA Division to improve transparency and responsiveness. We also launched “Know Your City” to provide regular updates so residents can better understand City operations.

As for controversies, two issues generated the most public discussion. First was the consistent enforcement of City ordinances, particularly in planning and subdivision regulations. While some ordinances were outdated, the staff has a legal obligation to enforce the law while working to modernize it. We halted permits where safety requirements were not met and initiated updates to the subdivision code through stakeholder engagement and public workshops. This firm stance upset some developers and property owners in the short term, but it was the right thing to do for public safety and the rule of law. We are now updating outdated ordinances to clarify standards. I believe enforcing the laws on the books and modernizing them is essential to fair and responsible governance.

Second was the City’s withdrawal from the Tularosa Basin Regional Dispatch Authority. This decision, supported by Police and Fire leadership, was operational in nature and focused on improving response times, accountability, and service quality. Since bringing dispatch back under City control, we have seen renewed energy and improved coordination while continuing to collaborate with Otero County. My job as Acting City Manager is to support our first responders and give them the tools to protect and serve the public effectively, and that drove the dispatch decision.

Every decision I’ve made has been guided by data, sound reasoning, and what I believe is in the community’s best interest. While not every decision is popular, I have been transparent about the rationale and welcome public input because that is how better policy is made.

Q ATN: Please explain your history in Alamogordo and prior work history that is relevant to the role. Do you have family or connections to Alamogordo?

I was born and raised in Alamogordo, and my family’s roots here span generations. Both of my parents were born and raised here in the 1940s. Alamogordo shaped who I am.

I moved to Las Cruces in 1999 to pursue higher education and spent approximately 20 years working in higher education administration and finance at New Mexico State University and the NMSU Foundation. I earned multiple degrees, including a Ph.D. in Education, Leadership, and Administration, master’s degrees in Educational Administration and Economics (with an emphasis in public utility regulation), and bachelor’s degrees in Economics and Accounting. My professional experience includes managing large budgets, overseeing complex financial operations, leading large teams, and reporting directly to governing boards.

In 2019, my husband and I chose to return to Alamogordo to be close to our parents and give back to the community that raised me. I joined the City as Finance Director, was promoted to Assistant City Manager, and later served two terms as Acting City Manager. Over the past seven years, I’ve gained hands-on experience across nearly every facet of municipal operations and built strong relationships with staff, elected officials, and residents. I have no political ambitions; my commitment is to serve Alamogordo with integrity and accountability.

Q ATN: Please explain why you are interested in Alamogordo as the permanent City Manager.

I am deeply passionate about serving Alamogordo. I love this city and the work we do. Over the past seven years, and especially during my time as Acting City Manager, we have made difficult but necessary decisions that are already producing positive results.

For too long, Alamogordo’s growth did not reflect its potential. We have incredible people, strong location advantages, and a close-knit community. Over the past decade, Alamogordo’s growth has been modest when it could have been much more robust. That frankly has been a bit disappointing to witness, because I see so much potential in our community. We have amazing people, strategic location advantages, and a warm, family-friendly culture, all the ingredients to thrive. Over the last couple of years, our team has started turning the tide by making hard decisions and investing in our own community assets. These efforts are already proving successful, and it excites me to think about how much more we can accomplish with consistent leadership and a forward-looking strategy.

I also bring continuity. Having already served in the role, there is no learning curve or pause. I understand the organization, the projects underway, and the challenges ahead. Most importantly, I live here. My family lives here. I have to live with every decision I make, which keeps me grounded, accountable, and focused on what is best for the entire community.

Q ATN: Do you have experience interfacing with the military, and what has been your biggest accomplishment in military relations?

Yes, I have extensive experience working with the military community, both personally and professionally. I am a military family member, an academic researcher focused on military spouse issues, an Honorary Commander for the Mission Support Group at Holloman Air Force Base, and a city leader who works closely with base leadership. My doctoral research examined the lived experiences of military spouses, and that work continues to inform how I approach city policy, workforce development, and community partnerships. I firmly believe you cannot separate the success of the base from the well-being of military families, and I approach city decisions with that holistic perspective in mind.

As Acting City Manager, I meet regularly with Holloman leadership to coordinate on shared priorities such as infrastructure, public safety, housing, emergency response, and quality of life. We have strengthened communication, improved emergency coordination through mutual aid planning, and worked to better integrate the base and the community, including collaboration on the Gateway Freedom Monument in 2025, which now stands as a visible symbol of our shared history and partnership.

Outside of my official role, my husband and I volunteer our time to help disabled veterans navigate the often complex VA benefits and paperwork process. This work keeps us grounded in the real challenges veterans face after service and reinforces my commitment to ensuring Alamogordo is a place where service members, veterans, and their families feel supported. Overall, my greatest accomplishment has been fostering a more active, transparent “one community” partnership between the City and Holloman, one built on trust, communication, and mutual respect that benefits both the mission and the families who call Alamogordo home.

Q ATN: What would you do to enhance the City’s relationship with KALH and local media?

I believe strong relationships with the media are built on transparency, accessibility, and trust. I strive to be open and forthcoming with information so the public hears accurate, contextual updates directly from the City rather than through speculation. Under my leadership, we have increased proactive communication through press releases, social media, and direct engagement with reporters, with an emphasis not just on sharing what the City is doing, but explaining why decisions are being made. I believe education is just as important as transparency, because many residents are unaware of the scope of city operations and the complexity behind policy decisions.

I make myself and my staff accessible to media and respond as quickly as possible to inquiries, recognizing that deadlines matter. When I do not have an immediate answer, I communicate that clearly and follow up promptly with accurate information rather than allowing incomplete or unverified details to circulate. I welcome tough questions and do not shy away from difficult stories; when issues arise, my approach is to acknowledge them, explain the circumstances within legal constraints, and focus on solutions. I also support regular engagement opportunities, such as interviews or periodic updates, to humanize city government and reinforce that we are public servants working on behalf of the community. Open, two-way communication, listening as much as speaking is essential to building public trust and maintaining a healthy relationship between the City, the media, and the residents we serve.

Q ATN: Have you engaged in politicking with Commissioners or community organizations regarding this position?

In my role as Acting City Manager, I routinely interact with City Commissioners and a wide range of community partners, including the Builders Association, Chamber of Commerce, MainStreet Alamogordo, healthcare organizations, businesses, and nonprofits. These interactions are part of my responsibility to understand community needs, address concerns, and advance City projects, not politicking.

Engaging with community organizations is a core function of effective city management. A City Manager who does not actively communicate with stakeholders is not doing the job well; cities cannot be operated in a vacuum. My engagement is focused on listening, building partnerships, and ensuring City decisions are informed by those we serve.

While I have had many meetings and conversations with Commissioners and community groups, all have been conducted strictly in the course of City business. I have not asked anyone to advocate on my behalf, nor have I offered or implied any promises in exchange for support. My philosophy is that my work ethic, transparency, and record of results should speak for themselves. If selected as City Manager, it should be because of the work accomplished and the vision moving forward, not politics or endorsements.

A special note: It has been claimed by two individuals with close ties to Commissioners Rardin and Burnett that a candidate has engaged in undisclosed dialogue with local business associations and a certain commissioner’s. We specifically asked each candidate whether they have politicked for the position with any local business or trade associations or engaged in any contact, emails, phone calls, or meetings with any city commissioners outside of executive session. Dr. Hernandez directly addressed this in her response above, denying any such politicking. David A. Vela, ICMA-CM also denied any such politicking as well. Theogene (Theo) Melancon has not provided responses to the questions submitted.

AlamogordoTownNews.org will continue reviewing candidate backgrounds and sharing additional details with the public. Responses from the other candidates, including David A. Vela’s full submission has been published separately as part of this ongoing series to ensure balanced, transparent coverage during this important hiring process. Interviews remain ongoing in executive session, with no final appointment announced as of this date.

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