Flags
5
3 high
Per-pupil income
£8,451.61
+£1,1532024/25
Staff costs % of income
77.5%
−2.4ppDfE review threshold: 78%
Reserves
7.0%
−6.4ppof income
In-year balance
-5.1%
+0.5ppof income
School spent more than it earned this year. Deficit is 5.6% of income.
School spent more than it earned this year. Deficit is 5.1% of income.
KS2 Reading/Writing/Maths combined moved from 59% to 36%.
Sector median is approximately 75%. Current level: 79.9%.
Elevated: turnover 28.1%.
29 June 2016 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 10 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
91
Capacity
140 (65%)
Free school meals
14.4%
English additional lang.
0.0%
Ethnicity
Age range: 4–11
Your school compared against 30 similar primary schools in East of England, 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.
5.3
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
17.0
Mean salary
£49,797
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
5.8%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
13.8%
10%+ sessions missed
Authorised absence
5.3%
Unauthorised absence
0.5%
2024/25 · 87 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 | £704k | £674k | £514k | 73.0% | +£30k | £196k | 27.8% | £5,587 |
| 2022/23 | £748k | £765k | £573k | 76.6% | -£17k | £0 | 0.0% | £6,233 |
| 2023/24 | £781k | £825k | £624k | 79.9% | -£44k | £105k | 13.4% | £7,299 |
| 2024/25 | £786k | £826k | £609k | 77.5% | -£40k | £55k | 7.0% | £8,452 |
Teaching staff
£391k
47% of spend
Support staff
£161k
19% of spend
Premises
£50k
6% of spend
Other costs
£167k
20% 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 | 71.0% | 57.0% | 50.0% | 36.0% | — |
| 2023/24 | —% | —% | —% | 59.0% | — |
| 2022/23 | —% | —% | —% | 42.0% | — |
| 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 | — | 21.1 | £40,832 | 0.0% | 0.0% | 8.0 | — | — |
| 2022/23 | — | 19.8 | £41,424 | 0.0% | 0.0% | 3.1 | — | — |
| 2023/24 | — | 17.1 | £43,656 | 3.0% | 0.0% | 2.3 | — | — |
| 2024/25 | — | 15.4 | £47,874 | 28.1% | 0.0% | 2.9 | — | — |
| 2025/26 | 5.3 | 17.0 | £49,797 | —% | 0.0% | — | 0.8 | 1 |
Overall absence
5.8%
National avg: 6.2%
Persistent absence
13.8%
Pupils missing 10%+ of sessions
Authorised absence
5.3%
2024/25
Unauthorised absence
0.5%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.4% | 4.4% | +0.0pp | 11.7% | 3.8% | 0.6% | 94 |
| 2014/15 | 3.9% | 4.5% | -0.7pp | 6.0% | 3.2% | 0.6% | 100 |
| 2015/16 | 3.6% | 4.5% | -0.9pp | 2.9% | 2.8% | 0.8% | 102 |
| 2016/17 | 4.1% | 4.6% | -0.5pp | 7.4% | 3.5% | 0.6% | 108 |
| 2017/18 | 4.0% | 4.8% | -0.8pp | 7.9% | 3.3% | 0.7% | 114 |
| 2018/19 | 4.3% | 4.6% | -0.4pp | 7.9% | 3.4% | 0.9% | 114 |
| 2020/21 | 3.9% | 4.5% | -0.6pp | 9.9% | 3.6% | 0.3% | 111 |
| 2021/22 | 6.8% | 7.1% | -0.4pp | 17.9% | 5.9% | 0.9% | 112 |
| 2022/23 | 5.8% | 6.8% | -1.0pp | 19.3% | 4.9% | 0.9% | 109 |
| 2023/24 | 5.8% | 6.6% | -0.7pp | 17.2% | 4.7% | 1.1% | 99 |
| 2024/25 | 5.8% | 6.2% | -0.4pp | 13.8% | 5.3% | 0.5% | 87 |
29 June 2016 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 11 Feb 2014 | URN 124731 | Requires improvement |