Flags
5
0 high
Per-pupil income
£5,185.65
−£8472024/25
Staff costs % of income
68.8%
−4.7ppDfE review threshold: 78%
Reserves
4.0%
+2.2ppof income
In-year balance
+16.4%
+14.1ppof income
Elevated: sickness 14.3 days.
Elevated: turnover 16.7%.
Sector median is approximately 75%. Current level: 80.6%.
School spent more than it earned this year. Deficit is 2.7% of income.
Elevated: turnover 30.0%.
4 February 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
231
Capacity
259 (89%)
Free school meals
16.5%
English additional lang.
3.9%
Ethnicity
Age range: 4–11
Your school compared against 30 similar primary 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.
7.0
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
33.0
Mean salary
£54,740
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
3.8%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
7.1%
10%+ sessions missed
Authorised absence
2.6%
Unauthorised absence
1.2%
2024/25 · 198 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 | £1.1m | £1.2m | £889k | 77.7% | -£21k | £5k | 0.4% | £4,827 |
| 2022/23 | £1.3m | £1.3m | £972k | 77.3% | -£12k | -£7k | -0.5% | £5,304 |
| 2023/24 | £1.4m | £1.3m | £998k | 73.5% | +£31k | £25k | 1.8% | £6,033 |
| 2024/25 | £1.2m | £1.0m | £846k | 68.8% | +£201k | £49k | 4.0% | £5,186 |
Teaching staff
£536k
52% of spend
Support staff
£215k
21% of spend
Premises
£34k
3% of spend
Other costs
£148k
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 | 78.0% | 84.0% | 73.0% | 68.0% | — |
| 2023/24 | —% | —% | —% | 68.0% | — |
| 2022/23 | —% | —% | —% | 51.0% | — |
| 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 | 8.5 | 27.8 | £46,292 | 11.8% | 0.0% | 14.3 | — | — |
| 2022/23 | 9.0 | 26.3 | £44,786 | 16.7% | 0.0% | 3.5 | — | — |
| 2023/24 | 8.0 | 28.1 | £50,404 | 12.5% | 0.0% | — | — | — |
| 2024/25 | — | 23.7 | £48,581 | 30.0% | 0.0% | 2.1 | — | — |
| 2025/26 | 7.0 | 33.0 | £54,740 | —% | 0.0% | — | 1.5 | 2 |
Overall absence
3.8%
National avg: 6.2%
Persistent absence
7.1%
Pupils missing 10%+ of sessions
Authorised absence
2.6%
2024/25
Unauthorised absence
1.2%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 3.4% | 4.4% | -1.0pp | 3.7% | 3.1% | 0.2% | 216 |
| 2014/15 | 3.4% | 4.5% | -1.2pp | 4.4% | 2.9% | 0.4% | 203 |
| 2015/16 | 3.4% | 4.5% | -1.1pp | 3.7% | 2.9% | 0.5% | 215 |
| 2016/17 | 3.1% | 4.6% | -1.5pp | 3.8% | 2.3% | 0.8% | 212 |
| 2017/18 | 3.6% | 4.8% | -1.2pp | 5.3% | 2.6% | 1.0% | 207 |
| 2018/19 | 3.5% | 4.6% | -1.1pp | 6.0% | 2.5% | 1.0% | 200 |
| 2020/21 | 2.6% | 4.5% | -1.9pp | 4.2% | 2.0% | 0.6% | 193 |
| 2021/22 | 6.0% | 7.1% | -1.2pp | 13.4% | 4.9% | 1.1% | 209 |
| 2022/23 | 5.0% | 6.8% | -1.8pp | 10.4% | 3.2% | 1.8% | 211 |
| 2023/24 | 5.0% | 6.6% | -1.6pp | 10.8% | 3.0% | 2.0% | 204 |
| 2024/25 | 3.8% | 6.2% | -2.4pp | 7.1% | 2.6% | 1.2% | 198 |
4 February 2015 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 19 Mar 2013 | URN 118015 | Requires improvement |