Flags
6
3 high
Per-pupil income
£8,760.56
+£1,4642024/25
Staff costs % of income
69.8%
−4.0ppDfE review threshold: 78%
Reserves
11.0%
+5.9ppof income
In-year balance
+8.9%
+12.3ppof income
Persistent absence (10%+ sessions missed) is 31.4%.
Elevated: turnover 17.1%, sickness 10.3 days.
School spent more than it earned this year. Deficit is 7.0% of income.
Persistent absence (10%+ sessions missed) is 26.8%.
School spent more than it earned this year. Deficit is 3.3% of income.
Elevated: turnover 20.2%.
3 May 2017 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 9 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
427
Capacity
420 (102%)
Free school meals
65.8%
English additional lang.
19.0%
Ethnicity
Age range: 3–11
Your school compared against 30 similar primary schools in North West, 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.
21.6
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
18.8
Mean salary
£51,671
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
7.2%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
22.7%
10%+ sessions missed
Authorised absence
3.0%
Unauthorised absence
4.2%
2024/25 · 374 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 | £2.9m | £2.9m | £2.1m | 71.0% | +£42k | £453k | 15.6% | £7,373 |
| 2022/23 | £2.7m | £2.9m | £2.1m | 77.5% | -£191k | £262k | 9.5% | £6,844 |
| 2023/24 | £3.1m | £3.2m | £2.3m | 73.8% | -£104k | £158k | 5.1% | £7,297 |
| 2024/25 | £3.7m | £3.4m | £2.6m | 69.8% | +£334k | £411k | 11.0% | £8,761 |
Teaching staff
£1.4m
40% of spend
Support staff
£774k
23% of spend
Premises
£147k
4% of spend
Other costs
£645k
19% 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 | 65.0% | 61.0% | 70.0% | 56.0% | — |
| 2023/24 | —% | —% | —% | 62.0% | — |
| 2022/23 | —% | —% | —% | 68.0% | — |
| 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 | 23.4 | 16.8 | £40,585 | 17.1% | 0.0% | 10.3 | — | — |
| 2022/23 | 19.7 | 20.4 | £41,143 | 10.2% | 0.0% | 7.1 | — | — |
| 2023/24 | 19.8 | 21.5 | £46,735 | 20.2% | 0.0% | — | — | — |
| 2024/25 | — | 22.4 | £47,371 | 0.0% | 0.0% | 2.7 | — | — |
| 2025/26 | 21.6 | 18.8 | £51,671 | —% | 0.0% | — | 2.0 | 2 |
Overall absence
7.2%
National avg: 6.2%
Persistent absence
22.7%
Pupils missing 10%+ of sessions
Authorised absence
3.0%
2024/25
Unauthorised absence
4.2%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.6% | 4.4% | +0.3pp | 12.9% | 2.3% | 2.4% | 348 |
| 2014/15 | 4.4% | 4.5% | -0.1pp | 12.4% | 2.3% | 2.1% | 356 |
| 2015/16 | 3.9% | 4.5% | -0.5pp | 10.5% | 2.0% | 1.9% | 343 |
| 2016/17 | 4.5% | 4.6% | -0.1pp | 11.3% | 2.3% | 2.1% | 336 |
| 2017/18 | 4.0% | 4.8% | -0.8pp | 7.8% | 2.4% | 1.6% | 331 |
| 2018/19 | 4.0% | 4.6% | -0.7pp | 7.8% | 1.8% | 2.2% | 344 |
| 2020/21 | 5.6% | 4.5% | +1.1pp | 16.4% | 3.8% | 1.8% | 347 |
| 2021/22 | 7.8% | 7.1% | +0.7pp | 31.4% | 4.8% | 3.1% | 350 |
| 2022/23 | 6.5% | 6.8% | -0.3pp | 22.8% | 3.6% | 3.0% | 347 |
| 2023/24 | 7.8% | 6.6% | +1.2pp | 26.8% | 3.3% | 4.5% | 366 |
| 2024/25 | 7.2% | 6.2% | +1.0pp | 22.7% | 3.0% | 4.2% | 374 |
3 May 2017 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 24 Mar 2015 | URN 133291 | Requires improvement |