Flags
5
2 high
Per-pupil income
£8,404.76
−£1932024/25
Staff costs % of income
87.6%
+11.0ppDfE review threshold: 78%
Reserves
23.5%
−5.3ppof income
In-year balance
-2.8%
−9.7ppof income
Sector median is approximately 75%. Current level: 87.6%.
KS2 Reading/Writing/Maths combined moved from 73% to 52%.
National average is approximately 6.2%. Current level: 8.2%.
Elevated: turnover 15.4%.
School spent more than it earned this year. Deficit is 2.8% of income.
21 May 2019 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 7 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
233
Capacity
210 (111%)
Free school meals
44.0%
English additional lang.
11.2%
Ethnicity
Age range: 2–11
Your school compared against 30 similar primary schools in North West, matched by FSM%, SEN%, and size. Differences reflect school strategy and context, not performance.
Peer percentile + trajectory. DfE range: 5-20% of income.
Peer percentile + agency/supply adjustment. DfE threshold: 80%.
In-year balance + pupil trend + income diversity.
FTE teachersⓘFull-time equivalent: a measure of workforce size where part-time staff are counted proportionally.
11.3
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
19.5
Mean salary
£50,975
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
6.6%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
22.4%
10%+ sessions missed
Authorised absence
4.2%
Unauthorised absence
2.5%
2024/25 · 170 pupils
| Year | Total income | Total expenditure | Staff costs | Staff %ⓘTotal staff-related spending as a proportion of income. DfE review threshold: 78% of income. | In-year balanceⓘIncome minus expenditure for the year, as a percentage of income. Negative means spending exceeded income. | ReservesⓘAccumulated surplus funds carried forward. Expressed as a percentage of annual income. | Reserves % | Per-pupil income |
|---|---|---|---|---|---|---|---|---|
| 2021/22 | £1.3m | £1.3m | £1.0m | 79.7% | +£42k | £367k | 27.9% | £7,180 |
| 2022/23 | £1.6m | £1.5m | £1.3m | 76.6% | +£141k | £445k | 27.0% | £7,990 |
| 2023/24 | £1.8m | £1.7m | £1.4m | 76.6% | +£124k | £518k | 28.8% | £8,598 |
| 2024/25 | £1.8m | £1.8m | £1.5m | 87.6% | -£50k | £415k | 23.5% | £8,405 |
Teaching staff
£854k
47% of spend
Support staff
£569k
31% of spend
Premises
£58k
3% of spend
Other costs
£211k
12% of spend
| Year | Reading | Writing | Maths | Combined (RWM)ⓘPercentage of pupils meeting the expected standard in reading, writing, and maths at the end of primary school. | Pupils |
|---|---|---|---|---|---|
| 2024/25 | 76.0% | 69.0% | 69.0% | 52.0% | — |
| 2023/24 | —% | —% | —% | 73.0% | — |
| 2022/23 | —% | —% | —% | 64.0% | — |
| Year | FTE teachersⓘFull-time equivalent: a measure of workforce size where part-time staff are counted proportionally. | Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes. | Mean salary | Turnover | Vacancy rate | Sickness (days) | Admin FTEⓘFull-time equivalent administrative and clerical staff. Part-time roles counted proportionally. | Admin HCⓘAdministrative staff headcount (all individuals regardless of hours). |
|---|---|---|---|---|---|---|---|---|
| 2021/22 | — | 14.5 | £34,681 | 0.0% | 0.0% | 4.8 | — | — |
| 2022/23 | — | 15.9 | £37,592 | 15.4% | 0.0% | 3.5 | — | — |
| 2023/24 | — | 17.3 | £45,182 | 0.0% | 0.0% | 2.3 | — | — |
| 2024/25 | — | 15.8 | £47,062 | 7.5% | 0.0% | 1.9 | — | — |
| 2025/26 | 11.3 | 19.5 | £50,975 | —% | 0.0% | — | 3.2 | 11 |
Overall absence
6.6%
National avg: 6.2%
Persistent absence
22.4%
Pupils missing 10%+ of sessions
Authorised absence
4.2%
2024/25
Unauthorised absence
2.5%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 7.2% | 4.4% | +2.8pp | 26.4% | 5.4% | 1.7% | 72 |
| 2014/15 | 7.3% | 4.5% | +2.8pp | 25.0% | 4.9% | 2.4% | 56 |
| 2015/16 | 6.4% | 4.5% | +1.9pp | 24.2% | 4.6% | 1.7% | 62 |
| 2016/17 | 5.3% | 4.6% | +0.7pp | 18.3% | 3.8% | 1.5% | 71 |
| 2017/18 | 6.4% | 4.8% | +1.6pp | 23.2% | 4.6% | 1.8% | 82 |
| 2018/19 | 6.2% | 4.6% | +1.5pp | 18.5% | 4.4% | 1.8% | 92 |
| 2020/21 | 6.0% | 4.5% | +1.5pp | 18.9% | 4.2% | 1.9% | 127 |
| 2021/22 | 8.2% | 7.1% | +1.1pp | 25.7% | 6.2% | 2.0% | 152 |
| 2022/23 | 7.3% | 6.8% | +0.5pp | 23.9% | 5.0% | 2.4% | 167 |
| 2023/24 | 5.9% | 6.6% | -0.7pp | 18.1% | 3.8% | 2.0% | 160 |
| 2024/25 | 6.6% | 6.2% | +0.4pp | 22.4% | 4.2% | 2.5% | 170 |
21 May 2019 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 10 Jan 2017 | — | Requires improvement |