Flags
7
0 high
Per-pupil income
£6,177.42
+£522024/25
Staff costs % of income
80.9%
+3.4ppDfE review threshold: 78%
Reserves
38.0%
−3.4ppof income
In-year balance
-1.3%
−4.1ppof income
National average is approximately 6.2%. Current level: 8.5%.
Elevated: turnover 29.8%.
Persistent absence (10%+ sessions missed) is 26.9%.
Sector median is approximately 75%. Current level: 80.9%.
School spent more than it earned this year. Deficit is 1.3% of income.
KS2 Reading/Writing/Maths combined moved from 67% to 57%.
Elevated: turnover 20.4%.
16 October 2018 · 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
429
Capacity
465 (92%)
Free school meals
33.0%
English additional lang.
62.0%
Ethnicity
Age range: 3–11
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.
23.7
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
17.6
Mean salary
£49,037
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
6.5%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
16.1%
10%+ sessions missed
Authorised absence
4.3%
Unauthorised absence
2.2%
2024/25 · 367 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 | £2.2m | £2.0m | £1.7m | 77.3% | +£176k | £758k | 34.4% | £5,659 |
| 2022/23 | £2.3m | £2.1m | £1.7m | 72.6% | +£229k | £987k | 43.1% | £5,792 |
| 2023/24 | £2.5m | £2.5m | £2.0m | 77.5% | +£70k | £1.1m | 41.4% | £6,125 |
| 2024/25 | £2.7m | £2.7m | £2.2m | 80.9% | -£36k | £1.0m | 38.0% | £6,177 |
Teaching staff
£1.5m
55% of spend
Support staff
£464k
17% of spend
Premises
£175k
6% of spend
Other costs
£373k
14% 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 | 72.0% | 78.0% | 69.0% | 57.0% | — |
| 2023/24 | —% | —% | —% | 67.0% | — |
| 2022/23 | —% | —% | —% | 58.0% | — |
| 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 | — | 18.1 | £40,285 | 29.8% | 0.0% | 4.6 | — | — |
| 2022/23 | — | 17.9 | £41,990 | 14.5% | 0.0% | 3.1 | — | — |
| 2023/24 | — | 17.4 | £43,575 | 5.9% | 0.0% | 6.0 | — | — |
| 2024/25 | — | 18.5 | £45,349 | 20.4% | 0.0% | 5.3 | — | — |
| 2025/26 | 23.7 | 17.6 | £49,037 | —% | 0.0% | — | 0.9 | 2 |
Overall absence
6.5%
National avg: 6.2%
Persistent absence
16.1%
Pupils missing 10%+ of sessions
Authorised absence
4.3%
2024/25
Unauthorised absence
2.2%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.4% | 4.4% | +0.1pp | 15.0% | 2.8% | 1.6% | 300 |
| 2014/15 | 4.5% | 4.5% | +0.0pp | 11.6% | 3.1% | 1.5% | 345 |
| 2015/16 | 4.2% | 4.5% | -0.2pp | 8.8% | 3.2% | 1.0% | 352 |
| 2016/17 | 3.9% | 4.6% | -0.7pp | 9.2% | 2.9% | 1.0% | 327 |
| 2017/18 | 4.2% | 4.8% | -0.5pp | 9.7% | 2.7% | 1.5% | 319 |
| 2018/19 | 4.3% | 4.6% | -0.3pp | 8.4% | 2.0% | 2.3% | 310 |
| 2020/21 | 5.5% | 4.5% | +1.0pp | 17.6% | 3.3% | 2.2% | 340 |
| 2021/22 | 8.5% | 7.1% | +1.4pp | 31.4% | 6.8% | 1.6% | 334 |
| 2022/23 | 7.7% | 6.8% | +0.9pp | 26.9% | 4.7% | 3.0% | 342 |
| 2023/24 | 6.8% | 6.6% | +0.2pp | 16.4% | 4.4% | 2.4% | 373 |
| 2024/25 | 6.5% | 6.2% | +0.3pp | 16.1% | 4.3% | 2.2% | 367 |
16 October 2018 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 13 Sept 2016 | — | Requires improvement |