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
