TEAM MULTI-ACADEMY TRUST STRATEGY 2025 - 2030

Life, Love and Learning to the Full

Education is a once in a lifetime opportunity to open children’s hearts and minds to the unbelievable wonder of the universe.”

(Sir Anthony Seldon)

Our Strategy 2025–2030

Our vision

At TEAM Multi-Academy Trust, our purpose is straightforward: to give every child, whatever their starting point, the opportunity to live, love and learn to the full.

Since 2012, we have grown into a family of community and Church of England primary schools across North Devon, working in partnership with the Diocese of Exeter. Our Trust is made up mainly of small rural schools, alongside two urban mid-sized schools. We understand both the opportunities and the challenges of educating children in rural and coastal communities, while ensuring that our urban schools are equally well served.

Each school has its own character, but all share the same commitment: care, belonging and ambition for every learner.

Looking ahead to 2030

Education is changing rapidly – with new technologies, increasing pressures on inclusion and mental health, climate and cost-of-living challenges, and significant recruitment pressures, especially for small schools. In this context, strong trusts have to do more than keep schools running: they need to secure excellent teaching, build resilient organisations and work for the common good of their communities.

Our five-year strategy (2025–2030) sets out how we will respond. It explains:

• What we want to achieve for children, families and staff.
• The key priorities we will focus on.
• How we will measure our progress and hold ourselves to account.

Our six strategic priorities

Our ambition for 2030 is organised into six strategic domains:

1. Excellence for Every Child
   Ensuring that all pupils receive consistently high-quality teaching, early support and inspiring learning experiences that unlock their full potential.
2. Equity, Diversity, Inclusion & Belonging
   Creating schools where every child and family feels valued, represented and supported, and where barriers to success are actively removed.
3. Powerful Learning & Fair Assessment
   Delivering a curriculum that is ambitious, knowledge-rich and creative, with assessment that helps children progress without adding unnecessary workload.
4. Partnerships: Local, National & Global
   Strengthening our schools as hubs of their communities while connecting pupils to contrasting contexts and international opportunities.
5. People: Grow, Support, Retain
   Attracting, developing and retaining exceptional staff, building leadership capacity, and ensuring governance reflects and serves our communities.
6. Growth & Strategic Partnerships
   Expanding our family sustainably and with moral purpose, forming meaningful collaborations and ensuring that growth enhances quality and opportunity for every child.

Across all six areas, we will judge success not just by test results, but by the confidence, curiosity and compassion we see in our pupils, the satisfaction of our staff, and the trust that our communities place in us.

How we will measure progress

To make sure this strategy leads to real impact, we use two layers of monitoring:

• Strategic measures (long-term):
  Each year, Trustees review a set of high-level indicators that show whether we are making the difference we intend by 2030. These include:
  • Outcomes and progress for pupils, especially those who are disadvantaged or have SEND.
  • Pupil voice on wellbeing, belonging, confidence and enjoyment of learning.
  • Engagement with local, national and international partnerships.
  • Staff recruitment, retention, wellbeing and leadership development.
  • Sustainable, purposeful growth of the Trust.
• Operational measures (termly):
  Alongside this, we use more detailed dashboards each term. These help leaders, governors and committees keep track of:
  • Attainment and progress in each school.
  • Attendance and persistent absence, including for specific groups.
  • Safeguarding, compliance and risk.
  • Budget, resources and capacity.
  • Workforce data and professional development.

If these indicators show that something is not where it should be – for example, rising absence or widening gaps for vulnerable pupils – we expect leaders and committees to act quickly and adjust plans, rather than waiting for an annual review.

Implementation and review

Each year, the Executive Team turns this strategy into a detailed delivery plan, with:

• Clear milestones and timescales.
• Named leads for each strand of work.
• The resources and support needed to deliver.

Trustees use these plans, alongside our data, to review progress annually and to update the rolling five-year strategy (for example, 2025–2030 then 2026–2031). This ensures the strategy remains a live framework, not a document that sits on a shelf.

Find out more

You can read more about each of our six strategic domains by selecting the tabs/pages on this section of the website.

If you wish to see the full detailed strategy document, including our internal key performance indicators and committee oversight arrangements, please contact the Trust office.