Flags
6
1 high
Per-pupil income
£7,659.46
+£1,0862024/25
Staff costs % of income
74.0%
−9.8ppDfE review threshold: 78%
Reserves
3.4%
+7.1ppof income
In-year balance
+8.6%
+13.0ppof income
Sector median is approximately 75%. Current level: 83.7%.
National average is approximately 6.2%. Current level: 8.3%.
National average is approximately 6.2%. Current level: 9.5%.
School spent more than it earned this year. Deficit is 4.4% of income.
National average is approximately 6.2%. Current level: 9.9%.
Elevated: turnover 15.8%.
23 May 2019 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 7 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
188
Capacity
210 (90%)
Free school meals
24.7%
English additional lang.
2.1%
Ethnicity
Age range: 2–11
Your school compared against 30 similar primary schools in East of England, 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.
9.1
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
19.5
Mean salary
£52,004
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
9.9%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
31.1%
10%+ sessions missed
Authorised absence
6.2%
Unauthorised absence
3.7%
2024/25 · 151 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 | £956k | £1.1m | £833k | 87.1% | -£176k | -£12k | -1.3% | £5,494 |
| 2022/23 | £1.1m | £1.1m | £841k | 76.6% | +£33k | £26k | 2.4% | £6,203 |
| 2023/24 | £1.2m | £1.3m | £1.0m | 83.7% | -£53k | -£44k | -3.7% | £6,574 |
| 2024/25 | £1.4m | £1.3m | £1.0m | 74.0% | +£122k | £48k | 3.4% | £7,659 |
Teaching staff
£659k
51% of spend
Support staff
£284k
22% of spend
Premises
£54k
4% of spend
Other costs
£193k
15% 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 | 59.0% | 63.0% | 44.0% | 44.0% | — |
| 2023/24 | —% | —% | —% | 33.0% | — |
| 2022/23 | —% | —% | —% | 61.0% | — |
| 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 | — | 17.8 | £40,324 | 10.2% | 0.0% | 3.2 | — | — |
| 2022/23 | — | 21.0 | £44,986 | 7.1% | 10.6% | 2.7 | — | — |
| 2023/24 | — | 19.3 | £45,864 | 6.3% | 0.0% | 3.8 | — | — |
| 2024/25 | — | 18.4 | £46,386 | 15.8% | 0.0% | 3.7 | — | — |
| 2025/26 | 9.1 | 19.5 | £52,004 | —% | 0.0% | — | 0.9 | 2 |
Overall absence
9.9%
National avg: 6.2%
Persistent absence
31.1%
Pupils missing 10%+ of sessions
Authorised absence
6.2%
2024/25
Unauthorised absence
3.7%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.2% | 4.4% | -0.2pp | 7.6% | 3.8% | 0.4% | 118 |
| 2014/15 | 4.2% | 4.5% | -0.3pp | 7.1% | 4.1% | 0.1% | 141 |
| 2015/16 | 4.3% | 4.5% | -0.1pp | 6.3% | 4.2% | 0.2% | 158 |
| 2016/17 | 4.2% | 4.6% | -0.4pp | 10.7% | 3.6% | 0.6% | 168 |
| 2017/18 | 5.6% | 4.8% | +0.8pp | 15.5% | 4.7% | 0.9% | 148 |
| 2018/19 | 5.5% | 4.6% | +0.8pp | 12.2% | 4.5% | 1.0% | 139 |
| 2020/21 | 6.5% | 4.5% | +2.0pp | 15.9% | 5.3% | 1.3% | 132 |
| 2021/22 | 8.3% | 7.1% | +1.1pp | 29.9% | 7.4% | 0.9% | 134 |
| 2022/23 | 7.1% | 6.8% | +0.3pp | 22.0% | 5.3% | 1.8% | 150 |
| 2023/24 | 9.5% | 6.6% | +3.0pp | 29.3% | 6.4% | 3.1% | 140 |
| 2024/25 | 9.9% | 6.2% | +3.7pp | 31.1% | 6.2% | 3.7% | 151 |
23 May 2019 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 30 Nov 2016 | — | Requires improvement |