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