Flags
7
2 high
Per-pupil income
£35,988.1
+£5532024/25
Staff costs % of income
61.6%
−7.7ppDfE review threshold: 78%
Reserves
34.2%
+4.7ppof income
In-year balance
+20.1%
+6.7ppof income
Elevated: turnover 30.9%, sickness 10.2 days.
Elevated: turnover 47.6%, sickness 11.6 days.
National average is approximately 6.2%. Current level: 9.2%.
National average is approximately 6.2%. Current level: 9.6%.
Elevated: turnover 28.0%.
Persistent absence (10%+ sessions missed) is 26.6%.
National average is approximately 6.2%. Current level: 9.2%.
28 February 2019 · S5 Inspection
This inspection is over 7 years old. The school may have changed significantly since then.
Leadership & management
Outstanding2024/25 · KS2
Pupils on roll
109
Capacity
95 (115%)
Free school meals
65.1%
English additional lang.
15.6%
Ethnicity
Age range: 5–12
Your school compared against 30 similar other 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.
19.4
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
5.6
Mean salary
£43,829
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
9.6%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
33.3%
10%+ sessions missed
Authorised absence
5.7%
Unauthorised absence
3.8%
2024/25 · 93 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 | £1.8m | £1.7m | £1.4m | 74.0% | +£137k | £465k | 25.4% | £28,169 |
| 2022/23 | £2.0m | £1.8m | £1.5m | 72.8% | +£161k | £544k | 27.1% | £32,419 |
| 2023/24 | £2.2m | £1.9m | £1.5m | 69.4% | +£293k | £648k | 29.5% | £35,435 |
| 2024/25 | £3.0m | £2.4m | £1.9m | 61.6% | +£607k | £1.0m | 34.2% | £35,988 |
Teaching staff
£982k
41% of spend
Support staff
£766k
32% of spend
Premises
£149k
6% of spend
Other costs
£404k
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 | 8.0% | 0.0% | 0.0% | 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 | — | 4.6 | £33,240 | 26.1% | 0.0% | 11.7 | — | — |
| 2022/23 | — | 3.8 | £39,734 | 30.9% | 0.0% | 10.2 | — | — |
| 2023/24 | — | 4.3 | £46,334 | 47.6% | 0.0% | 11.6 | — | — |
| 2024/25 | — | 5.9 | £46,391 | 28.0% | 0.0% | 6.2 | — | — |
| 2025/26 | 19.4 | 5.6 | £43,829 | —% | 0.0% | — | 0.7 | 1 |
Overall absence
9.6%
National avg: 6.2%
Persistent absence
33.3%
Pupils missing 10%+ of sessions
Authorised absence
5.7%
2024/25
Unauthorised absence
3.8%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2015/16 | 9.3% | 4.5% | +4.8pp | 34.6% | 8.2% | 1.1% | 26 |
| 2016/17 | 13.2% | 4.6% | +8.7pp | 34.6% | 11.0% | 2.2% | 52 |
| 2017/18 | 8.6% | 4.8% | +3.9pp | 29.1% | 5.5% | 3.1% | 55 |
| 2018/19 | 7.4% | 4.6% | +2.7pp | 24.0% | 4.6% | 2.8% | 50 |
| 2020/21 | 17.7% | 4.5% | +13.2pp | 61.2% | 14.7% | 2.9% | 67 |
| 2021/22 | 9.2% | 7.1% | +2.0pp | 34.3% | 6.9% | 2.3% | 67 |
| 2022/23 | 9.2% | 6.8% | +2.4pp | 25.8% | 6.0% | 3.3% | 66 |
| 2023/24 | 7.0% | 6.6% | +0.5pp | 26.6% | 3.8% | 3.3% | 64 |
| 2024/25 | 9.6% | 6.2% | +3.4pp | 33.3% | 5.7% | 3.8% | 93 |
28 February 2019 · S5 Inspection
Leadership & management
Outstanding