Strategic Plan 2027–2032
A roadmap designed by our students, families, staff, and community to ensure every student is prepared to succeed in college, career, military service, and life.
Mission
Empower each student to excel every day.
Vision
Students graduate ready to lead the way in their community and the world.
The Manor ISD Strategic Plan represents the collective vision of our community for the future of our schools. Through months of collaboration, feedback, and thoughtful planning, students, families, staff, community members, and district leaders worked together to identify the priorities that will guide our work through 2032.
This plan serves as our commitment to students and our roadmap for achieving meaningful outcomes across academics, staff support, communication, safety, facilities, and financial stewardship
-Dr. Robert Sormani, Superintendent of Schools
Core Values
Strength in Diversity, Power in Community
We build trust and partnership with families and community members, uniting everyone around the success of every student.
Safe, Supported, and Ready to Learn
We cultivate nurturing environments where students, staff, and families are valued, mentally well, and empowered to grow.
Our District Goals for 2027 - 2032
Strategic Priorities
The strategic plan is organized around seven pillars designed to support student success and organizational excellence.
1. Teaching & Learning: Academic Achievement
Objective 1: Academic Achievement. Manor ISD will increase student engagement and academic achievement by implementing clear, consistent instructional models and fostering a culture of high expectations that supports every student's success.
✓Strategy 1.1: Develop and implement clear, vertically aligned instructional models for each content area and grade level that define high-quality planning and teaching practices, proven student engagement strategies, and uphold high expectations to ensure consistent, rigorous instruction across all campuses.
✓Strategy 1.2: Adopt and ensure implementation of high-quality instructional materials (HQIMs) with supplemental curriculum to support individualized, tiered learning pathways.
✓Strategy 1.3: Develop a continuous cycle of assessment that provides timely feedback to guide instruction and ensure a responsive approach to student learning.
2. Teaching & Learning: Professional Development
Objective 2: Professional Learning Manor ISD will increase educator capacity through ongoing and relevant professional learning that supports continuous improvement.
✓Strategy 2.1: Strengthen principals’ capacity as instructional leaders through targeted, ongoing professional learning focused on data-driven decision-making, effective coaching, staff development, and implementation of the district instructional models to ensure high-quality teaching and learning.
✓Strategy 2.2: Support the development of teachers in content and pedagogy by providing evidence-based professional learning aligned to the district instructional models.
3. Human Resources
Objective 3: Manor ISD will retain and support high-quality staff at all levels of the organization
✓Strategy 3.1: Foster a supportive employment environment that encourages growth and belonging
✓Strategy 3.2: Develop competitive and creative compensation and employment packages for all
4. Communications
Objective 4: Provide transparent, consistent, and timely communication to all in our educational community, while meeting their diverse needs
✓Strategy 4.1: Develop and implement an effective and comprehensive district framework for internal and external communication that is accessible to all stakeholders.
✓Strategy 4.2: Create an accountability system of training, evaluating, and auditing communication systems throughout the district.
5. Safety & Culture
Objective 5: Manor ISD will transform the district-wide culture and systems of safety within the entire school community.
✓Strategy 5.1: Implement a district-wide support system to identify and meet targeted needs in the school community.
✓Strategy 5.2: Create a district-wide system to evaluate and report progress on safety and culture to the school community.
6. Operations
Objective 6: Establish a long-range facilities planning framework that incorporates a multifaceted community input that promotes attainable and sustainable growth
✓Strategy 6.1: Conduct a specialized and thorough assessment of the infrastructure, programs, and growth
✓Strategy 6.2: Create and utilize facilities and growth focus groups/committees with diverse stakeholders
7. Finance
Objective 7: The district will develop a comprehensive 5-year plan that is transparent, demonstrates financial stewardship, and efficiency
✓Strategy 7.1: Engage and educate community members and all stakeholders in financial operations, budget, and bonds planning
✓Strategy 7.2: Maintain a balanced distribution of resources among programs to achieve equity, success, and achievements
Strategic Planning Timeline
The process to develop the 2027–2032 Strategic Plan took place over several months. Our timeline looks like:
Late February – Early March
Strategic Planning Team Identified
District leadership and Board members nominate students, parents, guardians, staff, and community members to participate in the Strategic Planning Team.
March 10–11
Strategic Planning Team Retreat
The Strategic Planning Team meets to review district beliefs, vision, and mission, as well as develop strategic objectives and strategies.
March 30 – April 2
Creation of Action Teams
District staff form Action Teams that will help develop strategies and action steps aligned with the district’s mission, vision, and values.
April 6 – April 12
Action Team Training
Teams receive training on writing goals and monitoring progress to ensure meaningful outcomes.
April 13 – May 14
Action Team Work Sessions
Teams meet several times to develop detailed action plans that support the district’s priorities.
May 21
Action Team Reports
Action Teams present updates to the Strategic Planning Team reflecting their work and recommendations.
June 15
Presentation to the Board of Trustees
District leadership presents the final 2027–2032 Strategic Plan for Board consideration and approval.