Flags
4
2 high
Per-pupil income
£6,430.18
+£3022024/25
Staff costs % of income
81.8%
+0.3ppDfE review threshold: 78%
Reserves
6.2%
+1.6ppof income
In-year balance
+4.3%
−2.4ppof income
Elevated: turnover 18.4%, sickness 10.9 days.
Elevated: turnover 24.6%, vacancy rate 4.8%.
Sector median is approximately 75%. Current level: 81.5%.
Sector median is approximately 75%. Current level: 81.8%.
10 June 2015 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 11 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
453
Capacity
420 (108%)
Free school meals
17.9%
English additional lang.
23.2%
Ethnicity
Age range: 2–11
Your school compared against 30 similar primary schools in South East, 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.
15.4
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
28.1
Mean salary
£53,952
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
5.3%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
12.2%
10%+ sessions missed
Authorised absence
4.1%
Unauthorised absence
1.1%
2024/25 · 376 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 | £2.4m | £2.2m | £1.8m | 75.8% | +£214k | £160k | 6.6% | £5,653 |
| 2022/23 | £2.5m | £2.3m | £2.0m | 79.6% | +£220k | £150k | 6.0% | £5,708 |
| 2023/24 | £2.7m | £2.5m | £2.2m | 81.5% | +£179k | £123k | 4.6% | £6,128 |
| 2024/25 | £2.9m | £2.7m | £2.3m | 81.8% | +£123k | £176k | 6.2% | £6,430 |
Teaching staff
£1.4m
52% of spend
Support staff
£707k
26% of spend
Premises
£104k
4% of spend
Other costs
£294k
11% 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 | 82.0% | 81.0% | 72.0% | 60.0% | — |
| 2023/24 | —% | —% | —% | 41.0% | — |
| 2022/23 | —% | —% | —% | 52.0% | — |
| 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 | — | 19.2 | £42,873 | 10.8% | 0.0% | 4.9 | — | — |
| 2022/23 | — | 21.1 | £45,322 | 14.4% | 0.0% | 2.7 | — | — |
| 2023/24 | — | 23.7 | £44,565 | 18.4% | 0.0% | 10.9 | — | — |
| 2024/25 | — | 22.4 | £45,923 | 24.6% | 4.8% | 3.4 | — | — |
| 2025/26 | 15.4 | 28.1 | £53,952 | —% | 0.0% | — | 1.9 | 4 |
Overall absence
5.3%
National avg: 6.2%
Persistent absence
12.2%
Pupils missing 10%+ of sessions
Authorised absence
4.1%
2024/25
Unauthorised absence
1.1%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 5.8% | 4.4% | +1.4pp | 16.8% | 4.4% | 1.4% | 226 |
| 2014/15 | 5.3% | 4.5% | +0.8pp | 15.7% | 4.4% | 0.9% | 235 |
| 2015/16 | 4.7% | 4.5% | +0.2pp | 13.6% | 3.6% | 1.1% | 257 |
| 2016/17 | 4.1% | 4.6% | -0.4pp | 8.9% | 3.3% | 0.8% | 291 |
| 2017/18 | 4.0% | 4.8% | -0.8pp | 9.2% | 3.4% | 0.6% | 317 |
| 2018/19 | 4.2% | 4.6% | -0.5pp | 9.8% | 3.4% | 0.8% | 348 |
| 2020/21 | 5.7% | 4.5% | +1.2pp | 15.8% | 4.9% | 0.8% | 360 |
| 2021/22 | 7.5% | 7.1% | +0.4pp | 21.9% | 6.0% | 1.4% | 360 |
| 2022/23 | 5.6% | 6.8% | -1.2pp | 17.1% | 4.4% | 1.2% | 368 |
| 2023/24 | 5.3% | 6.6% | -1.2pp | 15.2% | 4.2% | 1.1% | 374 |
| 2024/25 | 5.3% | 6.2% | -0.9pp | 12.2% | 4.1% | 1.1% | 376 |
10 June 2015 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 9 Oct 2013 | — | Requires improvement |