The Race for City Manager: Dr. Stephanie Hernandez 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 What began as 4, dropped to 3 in round one and now in round 2, David A. Vela, ICMA-CM, has withdrawn from consideration.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 Dr. Stephanie Hernandez in her own words…

”Good Afternoon, 

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?

Dr. Stephanie Hernandez Response: If selected as City Manager, I would continue the City’s current projects, but also make these 4 tasks high-priority.

1. Hiring an Assistant City Manager. Over the past several months I have served in both roles, and while we have made significant progress, hiring an ACM would expand our capacity and allow the organization to move more initiatives forward.

2. Rewritting the Planning and Zoning ordinance has been underway since 2022. Change in City manager has made this effort extend beyond reasonable time frame.

However, in the past 12 months, the subdivision ordinance piece is nearly complete, the remaining updates should be achievable within the next 12 months. As part of this work, I would move toward establishing a Community Development Department that brings Planning and Zoning and Engineering together to create a centralized process for developers, contractors, and city departments. I have an experienced professional who could help lead that effort.

3. Now that we have begun fixing our water and sewer infrastructure, I would work towards a Transportation Management plan that prioritizes road conditions, safety improvements, and capital investment in our streets.

4. I would strengthen relationships at the federal level to encourage federal investment/funding opportunities for Alamogordo

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

Dr. Stephanie Hernandez Response: I believe trust is built through consistent communication, transparency, and accessibility.

With elected officials, I will provide clear, timely information so they can make informed decisions. That includes honest discussions about challenges, and ensuring there are no surprises when items come before the Commission.

With staff, I prioritize visibility and approachability. Maintaining an open-door policy allows employees to bring forward ideas, concerns, and operational insights. I also believe in empowering department leaders while ensuring accountability.

With the community, I believe it is important to communicate often and publicly about what the City is doing and why. When residents understand the reasoning behind decisions and feel heard, it strengthens confidence in the organization and helps build long-term trust. Also being accessible to those we serve is key.

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

Dr. Stephanie Hernandez Response: Remaining politically neutral is often easier than many assume because the roles are clearly defined. In a manager–commission form of government, elected officials serve as the legislative body responsible for setting policy and representing their constituents, while the City Manager is responsible for implementing those policies and managing operations.

My role is not to engage in politics, but to ensure the direction established by the governing body is carried out effectively and professionally. The Commission speaks as one governing body, and once direction is given, my responsibility is to implement it faithfully and provide the information needed for sound decision-making.

I maintain neutrality by focusing on facts, data, and operational impacts rather than political considerations. By respecting the distinction between legislation and operations, it allows both roles to function properly, effectively and maintain a strong working relationship.

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

Dr. Stephanie Hernandez Response: How a disagreement is handled depends on the level at which it occurs. If the governing body disagrees with my professional recommendation during a Commission meeting, there is nothing to “handle”. The Commission is the legislative authority, and once a decision is made, my responsibility is to ensure staff implements that direction.

If the disagreement occurs and relates to an operational matter, I welcome the opportunity to discuss it one-on-one with the elected official. In those conversations, I focus on providing the facts, data, and reasoning behind the recommendation so they understand the basis for the decision.

If concerns remain, I encourage the matter to be placed on a public agenda for discussion, unless it involves personnel or other protected matters. No single official should direct operations independently; however, the governing body as a whole can discuss the issue openly and determine whether the appropriate course of action was taken. An open meeting also involves public input, and myself and the governing board are accountable to our citizens.

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

Dr. Stephanie Hernandez Response: Ensuring transparency and compliance with open meetings and public records laws begins with recognizing that 99% of government business should be conducted in public. While the law allows limited exceptions for executive session, those discussions should be narrowly scoped and restricted to the specific items listed on the agenda. Executive sessions should be used only when legally appropriate for the betterment of the City.

Outside of those limited circumstances, I believe discussions should occur in open meetings. Not every discussion requires formal action by the governing body; sometimes it is simply an opportunity to provide clarity, context, and understanding for elected officials and the public.

I also place strong emphasis on training and ongoing education. I have invited legal counsel to conduct Open Meetings Act and ethics trainings in open meetings in 2023, 2024, and again scheduled for March 24, 2026. I require staff participation so expectations are clear across the organization. These trainings help ensure everyone understands the law and expectations, ultimately protecting the City, elected officials, staff and tax payers funds.

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

Dr. Stephanie Hernandez Response: In my seven years with the City, I have seen this occur more often than many realize, and it has contributed to the high turnover of City Managers. That is why it is critical to maintain a clear distinction between legislative authority and operational management. Commissioners set policy and direction as a governing body, while the City Manager is responsible for implementing that direction and overseeing staff.

To manage this, I ensure staff understand that operational direction must come through the City Manager. The direction itself may be appropriate, but it must flow through the City Manager to ensure accountability, coordination, and clarity. Employees should feel comfortable and protected in redirecting requests or directives back through the City Manager so communication remains consistent.

I also provide regular reminders to the Commission about the importance of this structure. Often there is no malice, sometimes it simply feels easier to contact a staff member directly. However, because the City Manager serves as the liaison between the governing body and staff, operational direction outside that structure inevitably creates confusion and frustration.

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

Dr. Stephanie Hernandez Response: Revenue constraints are a reality for most municipalities, and our City is no exception. We rely heavily on our Gross Receipts Tax revenues. Revenue has been steady but minimally increasing. That makes prioritization essential.

The first priority must always be core public safety services. This includes police, fire, water and wastewater systems, and protection from natural disasters. These services protect life, property, and the basic functioning of the community.

At the same time, we must recognize that residents do not want to live in a city that only provides the bare minimum. Quality-of-life services, such as parks, community programs, and public spaces, also contribute to a healthy and attractive community.

When revenues are constrained, I focus on evaluating what programs are working well and delivering value to our residents, and which ones are not meeting expectations. That sometimes requires difficult decisions such as reducing budgets, reorganizing services, or staff levels. Fiscal responsibility is critical, but so is listening to the community to understand what services they value most and ensuring our resources are aligned with those priorities.

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

Dr. Stephanie Hernandez Response: My approach to organizational culture begins with recognizing and acknowledging the good work employees are doing. Public service can be demanding, especially during challenging periods, and it is important that employees know their efforts are seen and valued. At the same time, leadership must address behaviors that create confusion or chaos so expectations remain clear and consistent.

Strong communication is essential. I prioritize open, honest communication and encourage an environment where employees feel safe sharing ideas, concerns, and solutions. When staff feel heard and have ownership in their work, it strengthens morale and accountability. A culture built on respect, clarity, and trust helps organizations stay focused and resilient, even during difficult times.

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

Dr. Stephanie Hernandez Response: Retaining high-performing staff begins with recognizing that many public servants are motivated by purpose. The employees I work with care deeply about serving citizens and building a better future for the community, and leadership should reinforce that sense of mission.

I believe in giving staff the autonomy to do their jobs while ensuring they have the tools and resources needed to succeed. It is also important that staff clearly understand the vision, communicate regularly, and have a plan for achieving their goals.

I value collaboration by bringing staff together in work sessions where departments can learn from each other and share ideas. I also recognize they are the subject matter experts. I encourage staff to challenge my ideas when appropriate and provide their professional insight. Listening to and acknowledging their expertise builds trust, strengthens decisions, and helps retain talented employees.

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

Dr. Stephanie Hernandez Response: I believe effective public engagement begins with providing clear, accessible information to the community in the formats people actually use. Our community is diverse. Many residents are active on social media, but that is not true for everyone, so other forms of communication should never be reduced.

I believe in meeting citizens where they are. That means using multiple communication methods such as social media, email, print media, commission meetings, work sessions, workshops, phone conversations, and one-on-one discussions.

Equally important is listening. Sometimes I attend meetings or community events simply to listen with intention rather than speak. Those moments often provide valuable insight By using a variety of communication tools and creating opportunities for meaningful dialogue, we ensure residents have multiple ways to share input and remain engaged in the city’s decision-making process.

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?

Dr. Stephanie Hernandez Response: When public sentiment strongly opposes a decision, communication becomes the most important tool. I believe in taking the time to talk with residents and explain how and why a decision was made. Often, members of the public may not be aware of all the facts, legal requirements, or operational constraints that influence municipal decisions. Providing that context can help clarify misunderstandings.

Equally important is listening. Anyone who takes the time to reach out deserves to be heard, and their concerns are legitimate. I have found that these conversations can provide valuable insight and sometimes reveal areas where adjustments or improvements can be made.

While not every decision can be changed, it is important that people feel their voices matter. By listening respectfully, explaining the reasoning behind decisions, and making changes when appropriate, we strengthen trust and maintain a constructive relationship with the community.

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

Dr. Stephanie Hernandez Response: In public administration, ethical dilemmas are inevitable, and I believe they must be addressed directly. I was raised to believe that you should never stay silent when something is wrong and that you must be able to lay your head down at night with a clear conscience. Sometimes doing the right thing means having difficult conversations or taking positions that may not be popular.

When faced with those situations, I address them head on. I believe transparency, documentation, and open discussion are critical. If the issue involves legal or policy implications, I also seek guidance from legal counsel or other appropriate advisors to ensure the City is protected and that the response aligns with the law and our policies.

Throughout my career, I have been willing to raise concerns when issues arise, even when it creates discomfort. My responsibility is to act in the best interest of the citizens, protect the organization, and uphold the integrity of public service. That responsibility carries significant weight, and it is one I do not take lightly.

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

Dr. Stephanie Hernandez Response: Managing crises is an area where I believe one of my strengths lies. In my seven years with the City, I have faced a number of serious situations, including the death of a police officer, the loss of a City employee, fires that threatened our water source, and other operational and public safety emergencies. Each situation was different but required steady leadership and clear decision-making.

During crises, my role is to remain calm, level-headed, and focused on assessing the situation clearly. Staying calm allows me to evaluate the problem, identify risks, and bring in the appropriate experts and departments to respond effectively. I start by looking at the broader organizational impact such as what the emergency means for the City as a whole, and then work through the operational details needed to respond.

It is also important to recognize when the experts should lead the response. My role is to support, coordinate resources, and ensure communication and oversight remain strong.

I also tend to think through worst-case scenarios daily. While most may never occur, planning for them ensures the organization can respond quickly and effectively when emergencies arise.

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

Dr. Stephanie Hernandez Response: In my first year, I believe the Commission should expect to see the City positioned for continued growth and organizational stability. I also believe we will see major developments within Community Development that will help lead and support that growth. In addition to advancing the priorities I have outlined, I would focus on completing major projects already underway and maintaining the strong forward momentum the City is experiencing.

Currently, the City has approximately 20 active projects with another eight in development. In the past 18 months, we have completed 11 major projects. With close to 40 projects moving through planning or implementation, the organization is on a strong forward trajectory, and my goal would be to sustain and accelerate that progress.

I would also focus on recruitment and strengthening the organization to ensure we have the right people and structure in place to support this growth.

Another measurable outcome would be increased transparency and community awareness. I plan to expand communication efforts by saturating the community with information about what their city government is doing, including regular public information sessions so residents can better understand City operations.

Finally, I believe the Commission should help establish measurable goals in an open forum so the public can provide input. Ultimately, we all serve the citizens, and their expectations should guide our work.

One additional question?

15. AlamogordoTownNews.org Question: If the Commission selects another candidate for City Manager, what would your plans be moving forward?

Dr. Stephanie Hernandez Response: If the Commission selects another candidate for City Manager, honestly, I would be disappointed. I have been serving in this role for the past 18 months, and it has required a significant investment of time, energy, and commitment, not only from me, but also from my family. My husband and children have supported the home front so that I could dedicate the time necessary to focus on our community and the work of the City. When my husband and I returned home to Alamogordo in 2019, it was because we wanted to be near our parents and raise our boys in the same community where I was born and raised and where we both graduated. Those reasons for being here still exist today.

During this tenure of acting city manager, I believe I have worked hard to move the organization forward rather than allowing it to stall. We have increased project momentum, held departments accountable for fiscal responsibility, and ensured that the work we undertake is focused on improving the City and serving our citizens. I have also worked intentionally to increase transparency by communicating more openly about what the City is doing and why, taking some of the guesswork out of government operations so residents can better understand how decisions are made and how their city functions.

That said, public service is ultimately about the community, not about a title. Regardless of the Commission’s decision, I can promise that in whatever capacity I serve, I will continue to give 110 percent. I will support the City Manager, our staff, and our community as long as I am here.

My faith has always guided my path. I believe God opens and closes doors for a reason. While I make plans for my future, I also recognize that my ultimate responsibility is to serve God, my family, and the people placed in my path. I may not actively seek other opportunities, but I may no longer turn them away. My passion is to make a difference, and I hope that continues to be here, but I trust that God will place me where I can best serve.”

Thank you for the opportunity to answer these questions.

The responses by Theogene "Theo" Melancon 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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