The Race for City Manager: Theo Melancon Discusses Transparency, Growth, and First 100 Days

The final phase of the interview process for Alamogordo City Manager launched into round 2 interviews behind closed doors with the commissioner this week. What began as 4, dropped to 3 in round one and now in round 2, David A. Vela, ICMA-CM, has withdrawn from consideration. Thus that again leaves two applicants in contention; this leaves Acting City Manager Dr. Stephanie Hernandez and Theogene "Theo" Melancon as the two remaining candidates vying for the role.

In an effort to better inform the community, we also submitted a second round of questions to the two remaining candidates in an effort to improve our understanding of how each would approach city operations if selected. 

Each candidates response is bring released this evening under separate stories.

What follows is the response from Theogene "Theo" Melanco in his own words

“Dear Mr. Edwards:

Please find my responses below:

1. AlamogordoTownNews.org Question: If selected as City Manager, what would your first six months look like? What would you prioritize in assessing the organization, financial position, and operational needs of the city?

Theogene "Theo" Melanco  Response: If selected, my first six months would focus on listening, assessing, and building momentum with quick wins while laying the foundation for long-term stability. In the first 30 days, I’d prioritize immersion with ride-alongs with staff, one-on-ones with department heads and commission members, and meeting with residents to understand pain points, strengths, and priorities like economic diversification and Holloman AFB ties. I’d review key documents such as the budget, ICIP, Comprehensive Plan, and audits.
From days 31–90, I’d conduct an operational audit focusing on our financial position, organizational structure, and service delivery. I’d work with the team to identify low-hanging fruit like process improvements or grant opportunities. I’d present a 90-day report with actionable recommendations, including a refreshed strategic plan aligned with the commission’s vision, ensuring we’re addressing affordability, growth, and resiliency while fostering trust.

2. AlamogordoTownNews.org Question: Describe how you build trust with elected officials, staff, and the community when entering a new organization.

Theogene "Theo" Melanco Response: Building trust starts with listening and consistency; no surprises. With elected officials, I schedule weekly one-on-ones from day one to understand their goals and provide honest counsel while respecting their policy role. For staff, I lead by example with open-door access, skip-level meetings, and recognizing good work. With the community, I would conduct regular town halls, build out a communication outreach plan to meet residents where they are in providing information, and respond quickly to feedback.

In Alamogordo, I’d start with listening sessions to hear concerns on water, growth, and AFB integration, showing I’m here to serve and deliver.

3. AlamogordoTownNews.org Question: How do you maintain a productive working relationship with elected officials while remaining politically neutral?

Theogene "Theo" Melanco Response: I maintain productivity by focusing on facts, respect, and clear roles. I’m the professional advisor, they set policy. I provide data-driven recommendations without bias, always framing options with pros/cons and community impact. Regular briefings ensure no surprises, and I never take sides in politics.

Neutrality comes from ethics: I stay out of elections, avoid personal opinions on partisan issues, and treat all officials equally. In Texas, I’ve navigated divided councils by building personal trust through one-on-ones and delivering results that benefit the whole community, not factions. In Alamogordo, I’d apply the same by focusing on shared goals like economic stability and transparency.

4. AlamogordoTownNews.org Question: Describe a situation where elected officials disagreed with your professional recommendation. How did you handle it?

Theogene "Theo" Melanco Response: In Dayton, the Council was reluctant to approve impact fees to pass on the cost of new developments on the developers of subdivisions and commercial parks, believing it would deter growth. I presented the data clearly; showing the cost to current rate and taxpayers with potential impacts. The Council approved the impact fees assessment, but if they had not, my role is to implement policies elected bodies approve faithfully, and would have ensured a successful implementation of the policy as enacted.

I handled it by owning the execution, communicating transparently to the public, and following up with council on outcomes. It’s about partnership, not ego.

5. AlamogordoTownNews.org Question:
What steps do you take to ensure transparency and compliance with open meetings and public records laws?

Theogene "Theo" Melanco Response: Transparency is non-negotiable. I ensure full compliance by embedding it in processes. For open meetings, I prepare detailed agendas posted well in advance, live-stream sessions, and encourage public comment.

For public records, I would always encourage digital tools for quick responses and train staff on how to properly respond to records requests. In Dickinson, I implemented GovQA for transparent handling of public records. In Alamogordo, I’d audit current practices and work with the Commission to provide dashboards online and use multiple media platforms to convey information to the public regarding budget, projects, and initiatives.

6. AlamogordoTownNews.org Question: How would you manage situations where commissioners attempt to direct staff outside the established chain of command?

Theogene "Theo" Melanco Response: I’d handle it respectfully but firmly, reinforcing the council-manager model. First, politely redirect and offer to be the conduit of information. Then, follow up privately to explain the chain of command’s importance for efficiency and liability.

If persistent, I’d document and discuss with the full commission or city attorney to protect staff and maintain neutrality. In Texas, I’ve prevented micromanagement by building strong council relationships and clear protocols. This makes staff feel protected, and council appreciates the structure. In Alamogordo, I’d start with education on roles to prevent issues.

7. AlamogordoTownNews.org Question: When facing revenue constraints, how do you prioritize services while maintaining community expectations?

Theogene "Theo" Melanco Response: I prioritize essentials first such as public safety, infrastructure, and core services while protecting vulnerable residents. I use zero-based budgeting to cut waste without tax hikes or service cuts, focusing on grants for non-essentials. It is important that staff owns the budget by providing an accounting of each dollar requested in every line-item.

I maintain expectations through transparent communication. In Alamogordo, facing water/affordability constraints, I’d audit spending, pursue grant and low-cost funding, and engage residents on priorities to ensure buy-in while delivering value.

8. AlamogordoTownNews.org Question: What is your approach to organizational culture and employee morale, particularly during challenging periods?

Theogene "Theo" Melanco Response: My approach is people-first: invest in staff, lead by example, and communicate openly. I hold skip-level meetings to get to know line-level staff, recognize wins publicly, and provide professional development opportunities.

I foster culture through core values like integrity and collaboration, with regular feedback loops. In Alamogordo, I’d start with listening sessions, quick wins like process improvements, and team-building to create a supportive environment where staff feel valued and empowered.

9. AlamogordoTownNews.org Question: What strategies do you use to retain high-performing staff in local government?

Theogene "Theo" Melanco Response: I retain talent by investing in growth, recognition, and work-life balance. I create succession plans, cross-training opportunities, and professional development budgets.

In Alamogordo, I’d conduct stay interviews to understand needs, offer flexible schedules where possible, and advocate for competitive pay/benefits as the budget allows to make local government a career destination, not a stepping stone.

10. AlamogordoTownNews.org Question: What methods do you use to ensure community input and public engagement in city decision-making?

Theogene "Theo" Melanco Response: I use multi-channel engagement: town halls, surveys, advisory committees, and online tools. I would hold regular “Coffee with the City Manager” sessions and hold town hall sessions to receive community feedback on budget and major policy initiatives.

In Alamogordo, I’d expand on that with targeted outreach to diverse groups such as the multiple civic organizations in the community, meeting with our sister agencies, and public workshops on key issues like water or growth, ensuring voices shape policy and build ownership.

11. AlamogordoTownNews.org Question: How do you respond when public sentiment strongly opposes a decision that you believe is in the city’s best interest?

Theogene "Theo" Melanco Response: I respond with empathy, facts, and dialogue. First, I listen by holding forums to hear concerns fully. Then, explain the “why” with data and alternatives considered. I would also want to take the time to hear concerns and see if there are some augmentation to the policy that would ease concerns while still achieving policy goals.

In Alamogordo, I’d respect sentiment while leading with what’s best for the city’s future.

12. AlamogordoTownNews.org Question: Describe a time when you faced an ethical dilemma in public administration. How did you handle it?

Theogene "Theo" Melanco Response: In Dayton, a developer who held elected office had used undue influence with the City’s prior administration to install substandard infrastructure. When these facts came to light during my tenure, I consulted with the city attorney and our Mayor. Choosing integrity over convenience, my administration and the City Council sought judicial relief and was able to recover the funds necessary to repair the infrastructure without costing taxpayers. It reinforced my commitment to ethical leadership, and is a reminder of the public’s trust we protect in our respective roles in the organization.

13. AlamogordoTownNews.org Question: Describe your experience managing crises or emergency situations (natural disasters, public safety issues, financial crises).

Theogene "Theo" Melanco Response: During Hurricane Harvey in Dayton, I coordinated with the National Guard to stand up a logistics hub at our community center, keeping power/water on for rescues and resupply across North Houston to Louisiana. We secured FEMA/EDA grants post-storm for recovery. These efforts culminated in the National Guard logistics unit to present certificates of appreciation to my team.

During major storms, I have served as Incident Commander in multiple declared disasters, including major flash floods, drought contingencies, tornadoes, hurricanes, and threats to vulnerable populations. In these incidents I have served in the response and recovery phases to ensure my communities received the most aid possible while maintaining auditable records.

In Alamogordo, I’d update emergency plans, drill regularly, and partner with Holloman for resiliency.

14. AlamogordoTownNews.org Question: If selected, what measurable outcomes should the Commission expect to see from you in your first year?

Theogene "Theo" Melanco Response: In year one, you’d see: Operational audit completed with at least 3 quick wins implemented; Morale survey conducted and providing deliverables to raise morale with subsequent surveys to monitor progress; Strengthened Holloman partnership with at least one joint initiative, such as a workforce program; Transparent reporting with improved outreach for budget and project updates; Strengthened relationships with educational institutions and the creation of a formal internship program for high school and early college students managed by the City Manager’s office directly. These would build trust and momentum for long-term goals.

Thank you for the opportunity to respond.

Sincerely,

Theo”

The responses by Dr Stephanie Hernandez are featured in a separate article as part 2 of this most recent update to our ongoing coverage of the search for the permanent Alamogordo City Manager. 

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