Flags
6
4 high
Per-pupil income
£12,288.98
+£1,7852024/25
Staff costs % of income
62.0%
−7.1ppDfE review threshold: 78%
Reserves
9.5%
+10.2ppof income
In-year balance
+10.2%
+6.1ppof income
Elevated: turnover 34.6%, sickness 12.0 days.
National average is approximately 6.2%. Current level: 11.5%.
DfE considers reserves below 5% of income a vulnerability indicator. Current level: -0.7%.
National average is approximately 6.2%. Current level: 12.3%.
Persistent absence (10%+ sessions missed) is 27.3%.
Elevated: turnover 76.9%.
13 September 2017 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 8 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
57
Capacity
105 (54%)
Free school meals
33.3%
English additional lang.
10.5%
Ethnicity
Age range: 4–11
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.
4.2
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
13.6
Mean salary
£43,902
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
12.3%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
28.3%
10%+ sessions missed
Authorised absence
11.3%
Unauthorised absence
0.9%
2024/25 · 53 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 | £429k | £407k | £271k | 63.0% | +£23k | £24k | 5.5% | £8,257 |
| 2022/23 | £467k | £519k | £375k | 80.2% | -£52k | -£28k | -6.1% | £7,790 |
| 2023/24 | £599k | £575k | £413k | 69.0% | +£24k | -£4k | -0.7% | £10,504 |
| 2024/25 | £602k | £541k | £373k | 62.0% | +£61k | £57k | 9.5% | £12,289 |
Teaching staff
£209k
39% of spend
Support staff
£80k
15% of spend
Premises
£35k
7% of spend
Other costs
£132k
24% 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 | 14.0% | 0.0% | 29.0% | 0.0% | — |
| 2023/24 | —% | —% | —% | 0.0% | — |
| 2022/23 | —% | —% | —% | 0.0% | — |
| 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 | — | 10.4 | £31,691 | 40.0% | 0.0% | 12.6 | — | — |
| 2022/23 | — | 12.0 | £32,941 | 34.6% | 0.0% | 10.3 | — | — |
| 2023/24 | — | 11.0 | £37,282 | 76.9% | 0.0% | 1.9 | — | — |
| 2024/25 | — | 11.7 | £37,705 | 0.0% | 0.0% | 1.7 | — | — |
| 2025/26 | 4.2 | 13.6 | £43,902 | —% | 0.0% | — | 0.4 | 1 |
Overall absence
12.3%
National avg: 6.2%
Persistent absence
28.3%
Pupils missing 10%+ of sessions
Authorised absence
11.3%
2024/25
Unauthorised absence
0.9%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 2.8% | 4.4% | -1.6pp | 3.5% | 2.5% | 0.3% | 85 |
| 2014/15 | 4.1% | 4.5% | -0.4pp | 5.7% | 3.9% | 0.2% | 88 |
| 2015/16 | 3.5% | 4.5% | -1.0pp | 5.8% | 3.2% | 0.3% | 87 |
| 2016/17 | 3.2% | 4.6% | -1.4pp | 2.5% | 2.9% | 0.3% | 81 |
| 2017/18 | 3.8% | 4.8% | -1.0pp | 8.7% | 3.2% | 0.6% | 69 |
| 2018/19 | 3.9% | 4.6% | -0.8pp | 6.9% | 3.0% | 0.9% | 72 |
| 2020/21 | 3.6% | 4.5% | -0.9pp | 10.2% | 3.0% | 0.6% | 49 |
| 2021/22 | 6.7% | 7.1% | -0.4pp | 27.3% | 5.7% | 1.0% | 55 |
| 2022/23 | 6.1% | 6.8% | -0.7pp | 15.4% | 4.9% | 1.2% | 65 |
| 2023/24 | 11.5% | 6.6% | +5.0pp | 35.1% | 9.7% | 1.9% | 57 |
| 2024/25 | 12.3% | 6.2% | +6.1pp | 28.3% | 11.3% | 0.9% | 53 |
13 September 2017 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 24 Jun 2015 | — | Requires improvement |