Regional Municipal Manager

Core responsibilities

• Capture New Municipal Partnerships & Relationship ownership & stakeholder management
  • Capture new long term Municipal Partnerships
  • Own municipal relationships and serve as primary point of contact for executive/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
• 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
• 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 Fees are correctly established, distributed on time and accurate with internal and external stakeholders
• 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
• Proposals, pro formas, and pipeline development
  • Develop proposal content, pricing, requirements completeness; submit to Marketing
  • Obtain VP/RVP approvals in advance (proposal content/program structure)
  • Lead municipal contract content development and negotiations
  • Build/maintain municipal pipeline growth reporting (30/60/90)
• Documentation & systems accuracy
  • Ensure accurate documentation across systems (Notion, SharePoint, and other required platforms)
  • Ensure “system of record” clarity and up-to-date contract artifacts

Operating cadence

• 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 Meetings

• Weekly Meet with Coordinator + Administrator (+ VP as scheduled) to review:
  • Open items / escalations
  • Transition progress and blockers
  • Upcoming deadlines / reporting obligations
  • PITimeline 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 PIT capture vs budget (30/60/90 view)

Monthly Check-ins

• 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’s expiring in next 30/60/90)

Quarterly Renewal & Pricing Strategy Reviews

• Renewal + pricing strategy review
• Relationship health and risk grading (per municipality)
• Contract performance review; identify addendum targets
• VP alignment on strategy and priority pursuits

Annual Events Plan & Budget Submission

• New contract year-1 true-up (pro forma measured to performance)
• Scored annual pipeline for next year by September 1
• Ensure Coordinator has inputs/owners to deliver weekly/monthly/annual reports

Annual In-Person Touch with Municipal Customers

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