Regional Municipal Manager

Regional Manager of Municipal Services

Role purpose

Primary owner of municipal growth + retention and the full contract lifecycle (contracts, amendments, renewals, pricing actions, and compliance). Ensures municipalities receive consistent, compliant service while protecting revenue, margin, and contractual obligations.

Reporting & scope

• Reports to:VP of Business Development


• Works closely with:Municipal Coordinator, Municipal Administrator, Operations Leadership, AR/AP, Customer Service, Collections, Marketing (RFP/proposals)


• Geographic scope:Multiple states as assigned (municipal boundaries)

“How the work flows” (Coordinator vs Manager)

• Coordinator = day-to-day connection + tracking + routing work(emails, calendars, FOIA tracking, PI tracker updates, documentation hygiene, meeting scheduling, first-line issue routing)


• Manager = owner of outcomes + escalation + decisions(contracts, pricing, renewals, negotiations, approvals, compliance, high-stakes relationships, cross-functional enforcement)

Core responsibilities (organized by function)

1) Capture New Municipal Partnerships & Relationship ownership & stakeholder management

• Capturenew long term Municipal Partnerships


• Own municipal relationships and serve as primary point of contact forexecutive/escalated issues


• Represent the company at municipal meetings, councils, boards, and events


• Build multi-year (2–3 year) pre-RFP strategies and relationship health plans

2) Contracts, renewals, and pricing actions (PI ownership)

• Own all municipal contracts and amendments (including contract “fixes” via addenda)


• Own all municipal renewals and pricing increases (PI)


• Improve contract terms for:
  
  
  
  • Operational efficiency / labor reduction
  
  
  • Profitability
  
  
  • Renewal “lock-in”
  
  
  • PI security / CPI language
  
  
  • Bond/insurance/cost-impacting clauses
  
  
  • Franchise Fees
  
  

3) Compliance, risk, and contractual performance

• Ensure compliance with all contract terms and municipal requirements


• Ensure internal/external alignment with federal/state/local government requirements


• Ensure COIs and performance bonds are current and properly received


• Ensure reporting requirements are fulfilled


• Ensure Franchise Feesarecorrectly established, distributed on time andaccuratewith internal and external stakeholders

4) Issue resolution & operational alignment

• Oversee escalated municipal issues and ensure closure


• Maintain clear cross-department alignment (Ops, billing, CS, etc.)


• Own service transitions and unresolved issues reviews with stakeholders

5) Proposals, pro formas, and pipeline development

• Develop proposal content, pricing, requirements completeness;submitto Marketing


• Obtain VP/RVP approvals in advance (proposal content/program structure)


• Lead municipal contract content development and negotiations


• Build/maintainmunicipal pipeline growth reporting (30/60/90)

6) Documentation & systems accuracy

• Ensureaccuratedocumentation across systems (Notion, SharePoint, and other required platforms)


• Ensure “system of record” clarity and up-to-date contract artifacts

Operating cadence (tightened and de-duplicated)

Daily

• Review municipal inbox/escalations (from Coordinator triage)


• Communicate with municipal stakeholders as needed


• Review Coordinator update pack (transitions, FOIA, calendars, PI tracker)


• Address escalated service/billing/ops issues and assign owners


• Confirm documentation updates in systems of record


• Progress at least one growth/proposal/renewal item per day (to avoid “all urgent, no pipeline”)

Weekly

• Meet with Coordinator + Administrator (+ VP as scheduled) to review:
  
  
  
  • Open items / escalations
  
  
  • Transition progress and blockers
  
  
  • Upcoming deadlines / reporting obligations
  
  
  • PI timeline status / approval process
  
  


• Proposal/pro forma status


• Coordinate with Ops, Billing, CS leaders (exceptions + trends)


• Weekly update to VP including:
  
  
  
  • Pipeline growth (30/60/90)
  
  
  • Upcoming RFPs
  
  
  • Proposals + pro formas
  
  
  • MTD PI capture vs budget (30/60/90 view)
  
  

Monthly

• Scheduled check-ins with municipal partners (relationship health)


• Compliance review (contract ↔ law alignment, reporting obligations)


• FOIA responsiveness + risk review


• Financial and service performance review (internal)


• COI/bond audit (what’sexpiring in next 30/60/90)


• Attend one safety meeting at a rotating site; report highlights/risks to VP

Quarterly

• Renewal + pricing strategy review


• Relationship health and risk grading (per municipality)


• Contract performance review;identifyaddendum targets


• VP alignment on strategy and priority pursuits

Annual

• New contract year-1 true-up (pro forma measured to performance)


• Scored annual pipeline for next year bySeptember 1


• Annual events plan + budgetsubmittedbySeptember 1


• Minimum annual in-person touch with every municipal customer (retention standard)


• Ensure Coordinator has inputs/owners to deliver weekly/monthly/annual reports

Authority & accountability (clarified)

• Final accountabilityfor municipal outcomes (retention, renewals, growth, compliance)


• Authority to direct coordination efforts across departments (through leadership alignment)


• Responsible for accuracyof:contracts, renewals, pricing actions, reports, and public-facing information


• Responsible fortimelyescalation and resolution