Flags
6
1 high
Per-pupil income
£6,099.66
+£8342024/25
Staff costs % of income
71.5%
−7.5ppDfE review threshold: 78%
Reserves
-1.1%
+1.4ppof income
In-year balance
+7.0%
+14.4ppof income
School spent more than it earned this year. Deficit is 7.5% of income.
Elevated: sickness 8.3 days.
Sector median is approximately 75%. Current level: 79.1%.
Elevated: turnover 27.1%.
KS2 Reading/Writing/Maths combined moved from 80% to 67%.
Elevated: turnover 17.0%.
24 January 2012 · S5 Inspection
This inspection is over 14 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
273
Capacity
415 (66%)
Free school meals
5.5%
English additional lang.
4.4%
Ethnicity
Age range: 4–11
Your school compared against 30 similar primary schools in West Midlands, 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.
12.6
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
21.6
Mean salary
£51,352
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
3.2%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
5.4%
10%+ sessions missed
Authorised absence
2.3%
Unauthorised absence
0.9%
2024/25 · 261 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 | £1.7m | £1.5m | £1.2m | 70.3% | +£158k | £135k | 8.1% | £4,883 |
| 2022/23 | £1.7m | £1.6m | £1.2m | 69.0% | +£151k | £81k | 4.7% | £5,240 |
| 2023/24 | £1.6m | £1.8m | £1.3m | 79.1% | -£123k | -£41k | -2.5% | £5,265 |
| 2024/25 | £1.8m | £1.7m | £1.3m | 71.5% | +£124k | -£20k | -1.1% | £6,100 |
Teaching staff
£942k
57% of spend
Support staff
£205k
12% of spend
Premises
£107k
6% of spend
Other costs
£274k
17% 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% | 88.0% | 78.0% | 67.0% | — |
| 2023/24 | —% | —% | —% | 80.0% | — |
| 2022/23 | —% | —% | —% | 78.0% | — |
| 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 | — | 17.8 | £38,767 | 15.1% | 0.0% | 8.5 | — | — |
| 2022/23 | — | 16.8 | £42,327 | 34.2% | 0.0% | 5.2 | — | — |
| 2023/24 | — | 18.4 | £42,735 | 27.1% | 0.0% | 4.9 | — | — |
| 2024/25 | — | 21.6 | £47,249 | 17.0% | 0.0% | 2.4 | — | — |
| 2025/26 | 12.6 | 21.6 | £51,352 | —% | 0.0% | — | 1.0 | 1 |
Overall absence
3.2%
National avg: 6.2%
Persistent absence
5.4%
Pupils missing 10%+ of sessions
Authorised absence
2.3%
2024/25
Unauthorised absence
0.9%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 3.3% | 4.4% | -1.1pp | 4.2% | 2.8% | 0.6% | 333 |
| 2014/15 | 3.0% | 4.5% | -1.5pp | 3.0% | 2.2% | 0.9% | 338 |
| 2015/16 | 3.0% | 4.5% | -1.4pp | 4.6% | 2.2% | 0.8% | 327 |
| 2016/17 | 2.8% | 4.6% | -1.8pp | 2.1% | 1.9% | 0.9% | 325 |
| 2017/18 | 3.2% | 4.8% | -1.5pp | 3.1% | 2.6% | 0.6% | 324 |
| 2018/19 | 3.1% | 4.6% | -1.5pp | 4.8% | 2.6% | 0.6% | 331 |
| 2020/21 | 2.4% | 4.5% | -2.1pp | 3.4% | 1.8% | 0.7% | 295 |
| 2021/22 | 5.7% | 7.1% | -1.4pp | 13.1% | 4.0% | 1.7% | 312 |
| 2022/23 | 4.0% | 6.8% | -2.8pp | 4.8% | 2.8% | 1.2% | 289 |
| 2023/24 | 4.0% | 6.6% | -2.5pp | 5.4% | 2.9% | 1.1% | 279 |
| 2024/25 | 3.2% | 6.2% | -3.0pp | 5.4% | 2.3% | 0.9% | 261 |
24 January 2012 · S5 Inspection
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 2 Dec 2008 | URN 124145 | Good |