Flags
4
1 high
Per-pupil income
£9,429.17
+£1,0752024/25
Staff costs % of income
71.4%
−1.5ppDfE review threshold: 78%
Reserves
6.5%
−1.0ppof income
In-year balance
-0.0%
+1.2ppof income
Reserves have fallen in each of the last 3 years, from 9.4% to 6.5%.
Persistent absence (10%+ sessions missed) is 26.2%.
Elevated: turnover 26.9%.
School spent more than it earned this year. Deficit is 1.2% of income.
12 May 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
432
Capacity
470 (92%)
Free school meals
40.7%
English additional lang.
77.1%
Ethnicity
Age range: 3–11
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.
24.8
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
16.9
Mean salary
£59,441
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
5.4%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
15.9%
10%+ sessions missed
Authorised absence
4.0%
Unauthorised absence
1.4%
2024/25 · 396 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 | £3.0m | £3.1m | £2.1m | 70.7% | -£82k | £269k | 8.8% | £7,668 |
| 2022/23 | £3.3m | £3.3m | £2.3m | 69.6% | +£46k | £314k | 9.4% | £8,252 |
| 2023/24 | £3.6m | £3.6m | £2.6m | 72.9% | -£45k | £270k | 7.5% | £8,354 |
| 2024/25 | £4.1m | £4.1m | £3.0m | 71.4% | -£910 | £269k | 6.5% | £9,429 |
Teaching staff
£1.7m
42% of spend
Support staff
£853k
21% of spend
Premises
£137k
3% of spend
Other costs
£1.0m
25% 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 | 78.0% | 65.0% | 73.0% | 58.0% | — |
| 2023/24 | —% | —% | —% | 45.0% | — |
| 2022/23 | —% | —% | —% | 54.0% | — |
| 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 | — | 16.0 | £44,790 | 12.2% | 0.0% | 7.3 | — | — |
| 2022/23 | — | 18.2 | £48,710 | 26.9% | 0.0% | 5.6 | — | — |
| 2023/24 | — | 18.1 | £49,344 | 8.4% | 0.0% | 5.6 | — | — |
| 2024/25 | — | 17.3 | £53,118 | 7.9% | 0.0% | 6.7 | — | — |
| 2025/26 | 24.8 | 16.9 | £59,441 | —% | 0.0% | — | 0.9 | 1 |
Overall absence
5.4%
National avg: 6.2%
Persistent absence
15.9%
Pupils missing 10%+ of sessions
Authorised absence
4.0%
2024/25
Unauthorised absence
1.4%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.4% | 4.4% | +0.1pp | 12.5% | 3.6% | 0.8% | 385 |
| 2014/15 | 4.0% | 4.5% | -0.5pp | 7.0% | 3.4% | 0.6% | 373 |
| 2015/16 | 4.5% | 4.5% | 0.0pp | 7.3% | 3.7% | 0.8% | 368 |
| 2016/17 | 4.1% | 4.6% | -0.5pp | 9.5% | 3.3% | 0.7% | 378 |
| 2017/18 | 3.7% | 4.8% | -1.1pp | 5.2% | 2.8% | 0.8% | 367 |
| 2018/19 | 4.4% | 4.6% | -0.2pp | 10.3% | 3.1% | 1.3% | 368 |
| 2020/21 | 5.9% | 4.5% | +1.4pp | 18.9% | 4.0% | 1.8% | 376 |
| 2021/22 | 6.8% | 7.1% | -0.3pp | 22.1% | 4.8% | 2.0% | 353 |
| 2022/23 | 7.7% | 6.8% | +0.8pp | 26.2% | 5.6% | 2.0% | 397 |
| 2023/24 | 5.5% | 6.6% | -1.0pp | 13.3% | 4.3% | 1.3% | 400 |
| 2024/25 | 5.4% | 6.2% | -0.8pp | 15.9% | 4.0% | 1.4% | 396 |
12 May 2015 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 3 Oct 2012 | — | Requires improvement |