Flags
6
4 high
Per-pupil income
£7,775.7
+£9972024/25
Staff costs % of income
82.5%
+3.9ppDfE review threshold: 78%
Reserves
0.0%
−0.0ppof income
In-year balance
-13.3%
+12.8ppof income
School spent more than it earned this year. Deficit is 26.1% of income.
Elevated: turnover 60.0%, sickness 30.7 days.
Sector median is approximately 75%. Current level: 82.5%.
School spent more than it earned this year. Deficit is 13.3% of income.
Elevated: turnover 16.7%.
Sector median is approximately 75%. Current level: 78.6%.
25 February 2015 · S5 Inspection
This inspection is over 11 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
113
Capacity
100 (113%)
Free school meals
16.0%
English additional lang.
0.9%
Ethnicity
Age range: 3–11
Your school compared against 30 similar primary schools in Yorkshire and the Humber, 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.
5.8
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
18.9
Mean salary
£55,342
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
4.0%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
6.6%
10%+ sessions missed
Authorised absence
3.3%
Unauthorised absence
0.8%
2024/25 · 91 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 | £630k | £595k | £415k | 65.9% | +£35k | £0 | 0.0% | £5,250 |
| 2022/23 | £727k | £804k | £589k | 81.0% | -£77k | £0 | 0.0% | £5,959 |
| 2023/24 | £766k | £966k | £602k | 78.6% | -£200k | £0 | 0.0% | £6,779 |
| 2024/25 | £832k | £943k | £686k | 82.5% | -£111k | £0 | 0.0% | £7,776 |
Teaching staff
£438k
46% of spend
Support staff
£169k
18% of spend
Premises
£94k
10% of spend
Other costs
£163k
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 | 88.0% | 81.0% | 94.0% | 81.0% | — |
| 2023/24 | —% | —% | —% | 67.0% | — |
| 2022/23 | —% | —% | —% | 59.0% | — |
| 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 | — | 20.1 | £42,580 | 16.7% | 0.0% | 3.5 | — | — |
| 2022/23 | — | 20.3 | £44,581 | 33.3% | 0.0% | 0.1 | — | — |
| 2023/24 | — | 22.7 | £44,601 | 60.0% | 0.0% | 30.7 | — | — |
| 2024/25 | — | 21.4 | £49,977 | 0.0% | 0.0% | 1.0 | — | — |
| 2025/26 | 5.8 | 18.9 | £55,342 | —% | 0.0% | — | 0.8 | 1 |
Overall absence
4.0%
National avg: 6.2%
Persistent absence
6.6%
Pupils missing 10%+ of sessions
Authorised absence
3.3%
2024/25
Unauthorised absence
0.8%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 3.2% | 4.4% | -1.1pp | 3.3% | 3.2% | 0.0% | 90 |
| 2014/15 | 3.0% | 4.5% | -1.5pp | 4.4% | 3.0% | 0.1% | 91 |
| 2015/16 | 2.5% | 4.5% | -1.9pp | 3.4% | 2.3% | 0.2% | 89 |
| 2016/17 | 3.1% | 4.6% | -1.5pp | 5.2% | 3.0% | 0.1% | 96 |
| 2017/18 | 3.1% | 4.8% | -1.6pp | 3.3% | 3.0% | 0.1% | 91 |
| 2018/19 | 2.5% | 4.6% | -2.1pp | 4.4% | 2.1% | 0.4% | 91 |
| 2020/21 | 2.0% | 4.5% | -2.5pp | 2.2% | 1.9% | 0.1% | 91 |
| 2021/22 | 5.1% | 7.1% | -2.0pp | 10.1% | 4.7% | 0.4% | 99 |
| 2022/23 | 5.3% | 6.8% | -1.5pp | 10.8% | 4.7% | 0.6% | 93 |
| 2023/24 | 4.6% | 6.6% | -2.0pp | 5.6% | 3.9% | 0.7% | 89 |
| 2024/25 | 4.0% | 6.2% | -2.2pp | 6.6% | 3.3% | 0.8% | 91 |
25 February 2015 · S5 Inspection
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 13 Oct 2009 | URN 118040 | Good |