Manchester Township Builds LMC Agendas Through Collective Engagement

Building shared ownership

When districts talk about collaboration, the conversation sometimes lives in theory only. In the Manchester Township School District, it lives in practice.

For Dan Staples, president of the Manchester Township Education Association (MTEA), Labor Management Collaborative (LMC) work is grounded in intentional structure and shared ownership. “Our LMC co-chairs send out a District Leadership Team initiative proposal through a Google Form,” Staples explained, “Members submit ideas, describe their impact, and outline why those issues matter on a district level.” Once proposals are collected, leadership reviews them for quantity and impact. The initiatives or issues raised most frequently often become the priorities to discuss.

This deliberate process ensures that agenda-setting is not top-down, but reflective of a district-wide voice and shared responsibility.

Establishing a shared commitment

The agenda setting structure supports something larger. The LMC represents the district’s shared commitment to open communication, mutual respect, and collaborative problem-solving in support of students and staff. It has become a meaningful and productive way to work together and ensure decisions are made in the best interest of the entire school community.

Diane Pedroza, Superintendent of Schools for the Manchester Township School District, emphasized the importance of that intentional design:

"Through our Labor-Management Collaborative, we are building agendas that are intentional, transparent, and responsive to the needs of our staff and district. Agenda items are developed through input from both labor and management, ensuring discussions are focused on shared priorities, problem-solving, and continuous improvement. This approach allows us to use our time effectively while strengthening trust and advancing our collective work on behalf of students."

Turning issues into action

With that foundation in place, the District Leadership Team officially launched extensive training in August. The team meets approximately every two months and is supported by subcommittees that convene as needed to move initiatives forward.

One of the most visible outcomes has been the transformation of the association’s Excellence in Education Awards into a collaborative LMC initiative funded through a PEP grant. “We’re working collaboratively with administration through LMC to tweak the awards,” Staples said. Together, the team refined nomination criteria, developed grading rubrics, and created a shared review process.

Elevating excellence

The PEP grant supports venue space, meals, plaques, and press outreach. Award winners are surprised in their buildings with flowers and coordinated media coverage. “It is very important to showcase all the great things going on in our school district,” Staples said. “We feel the best way to do that is through a labor management collaborative approach.”

Originally designed to recognize education support professionals who were not eligible for the state’s Governor’s Educational Services Professional recognition, the awards program has expanded to include Rookie of the Year and legacy awards. This year, ten awards will be presented, with five awards deliberated through the LMC process.

Driving the district forward together

Though still in its early stages, Manchester Township’s LMC is rooted in shared purpose. After a turbulent period in the district, Staples said current stakeholders understand that progress requires partnership. “We need to work collaboratively to move the district forward together,” he reflected. “Everyone is really leaning into the work, and they’re recognizing how much we can accomplish when we work together.”