Flags
5
2 high
Per-pupil income
£6,357.56
+£3992024/25
Staff costs % of income
79.8%
+1.0ppDfE review threshold: 78%
Reserves
9.3%
+0.3ppof income
In-year balance
+0.7%
+1.5ppof income
Reserves have fallen in each of the last 3 years, from 14.0% to 9.0%.
Reserves have fallen in each of the last 3 years, from 14.0% to 9.3%.
Elevated: sickness 11.7 days.
Sector median is approximately 75%. Current level: 78.8%.
Sector median is approximately 75%. Current level: 79.8%.
29 April 2014 · S5 Inspection
This inspection is over 12 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
368
Capacity
360 (102%)
Free school meals
9.8%
English additional lang.
30.4%
Ethnicity
Age range: 7–11
Your school compared against 30 similar primary schools in London, 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.
17.5
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
21.0
Mean salary
£55,143
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
3.5%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
6.9%
10%+ sessions missed
Authorised absence
2.7%
Unauthorised absence
0.8%
2024/25 · 379 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 | £1.9m | £2.0m | £1.6m | 84.3% | -£86k | £264k | 14.0% | £5,129 |
| 2022/23 | £2.0m | £2.0m | £1.6m | 81.7% | -£48k | £216k | 10.9% | £5,291 |
| 2023/24 | £2.2m | £2.2m | £1.7m | 78.8% | -£17k | £199k | 9.0% | £5,959 |
| 2024/25 | £2.3m | £2.3m | £1.9m | 79.8% | +£17k | £216k | 9.3% | £6,358 |
Teaching staff
£1.2m
51% of spend
Support staff
£320k
14% of spend
Premises
£96k
4% of spend
Other costs
£356k
15% 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 | 91.0% | 72.0% | 88.0% | 70.0% | — |
| 2023/24 | —% | —% | —% | 75.0% | — |
| 2022/23 | —% | —% | —% | 79.0% | — |
| 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 | — | 21.6 | £45,285 | 9.4% | 0.0% | 11.7 | — | — |
| 2022/23 | — | 23.5 | £46,207 | 0.0% | 0.0% | 2.8 | — | — |
| 2023/24 | — | 21.2 | £48,524 | 14.9% | 0.0% | 1.9 | — | — |
| 2024/25 | — | 22.9 | £53,233 | 8.8% | 0.0% | 1.8 | — | — |
| 2025/26 | 17.5 | 21.0 | £55,143 | —% | 0.0% | — | 1.5 | 2 |
Overall absence
3.5%
National avg: 6.2%
Persistent absence
6.9%
Pupils missing 10%+ of sessions
Authorised absence
2.7%
2024/25
Unauthorised absence
0.8%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 3.3% | 4.4% | -1.1pp | 6.0% | 2.9% | 0.3% | 364 |
| 2014/15 | 3.6% | 4.5% | -0.9pp | 6.8% | 3.3% | 0.3% | 368 |
| 2015/16 | 3.1% | 4.5% | -1.4pp | 4.6% | 2.6% | 0.5% | 367 |
| 2016/17 | 3.0% | 4.6% | -1.6pp | 5.2% | 2.4% | 0.6% | 365 |
| 2017/18 | 3.3% | 4.8% | -1.5pp | 5.5% | 2.6% | 0.7% | 364 |
| 2018/19 | 3.0% | 4.6% | -1.6pp | 3.5% | 2.3% | 0.7% | 366 |
| 2020/21 | 2.6% | 4.5% | -1.9pp | 4.2% | 2.3% | 0.3% | 380 |
| 2021/22 | 4.7% | 7.1% | -2.5pp | 9.1% | 4.1% | 0.6% | 384 |
| 2022/23 | 3.9% | 6.8% | -2.9pp | 7.0% | 3.3% | 0.6% | 384 |
| 2023/24 | 3.6% | 6.6% | -2.9pp | 5.0% | 2.9% | 0.7% | 377 |
| 2024/25 | 3.5% | 6.2% | -2.7pp | 6.9% | 2.7% | 0.8% | 379 |
29 April 2014 · S5 Inspection
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 19 Mar 2009 | — | Good |