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