Flags
6
2 high
Per-pupil income
£7,018.69
+£4882024/25
Staff costs % of income
85.0%
+8.3ppDfE review threshold: 78%
Reserves
7.4%
−4.0ppof income
In-year balance
-10.4%
−6.3ppof income
Sector median is approximately 75%. Current level: 85.0%.
School spent more than it earned this year. Deficit is 10.4% of income.
Elevated: turnover 20.4%.
School spent more than it earned this year. Deficit is 4.1% of income.
Elevated: turnover 43.5%.
Elevated: sickness 8.5 days.
20 May 2014 · Requires Improvement S5 Reinspection Visit 1
This inspection is over 12 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
214
Capacity
218 (98%)
Free school meals
20.6%
English additional lang.
4.7%
Ethnicity
Age range: 4–11
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.
9.5
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
22.6
Mean salary
£49,487
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
6.1%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
18.5%
10%+ sessions missed
Authorised absence
4.9%
Unauthorised absence
1.2%
2024/25 · 189 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 | £1.2m | £1.2m | £953k | 78.7% | +£17k | £272k | 22.5% | £5,739 |
| 2022/23 | £1.3m | £1.5m | £1.0m | 78.6% | -£135k | £82k | 6.2% | £6,191 |
| 2023/24 | £1.4m | £1.5m | £1.1m | 76.6% | -£57k | £160k | 11.4% | £6,530 |
| 2024/25 | £1.5m | £1.7m | £1.3m | 85.0% | -£156k | £111k | 7.4% | £7,019 |
Teaching staff
£807k
49% of spend
Support staff
£0
0% of spend
Premises
£79k
5% of spend
Other costs
£303k
18% 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 | 74.0% | 65.0% | 77.0% | 65.0% | — |
| 2023/24 | —% | —% | —% | 59.0% | — |
| 2022/23 | —% | —% | —% | 35.0% | — |
| 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 | — | 22.9 | £43,900 | 22.7% | 0.0% | 14.0 | — | — |
| 2022/23 | — | 23.4 | £41,842 | 20.4% | 0.0% | 3.4 | — | — |
| 2023/24 | — | 23.4 | £44,547 | 43.5% | 0.0% | 2.0 | — | — |
| 2024/25 | — | 28.2 | £43,831 | 10.1% | 0.0% | 8.5 | — | — |
| 2025/26 | 9.5 | 22.6 | £49,487 | —% | 0.0% | — | 1.0 | 7 |
Overall absence
6.1%
National avg: 6.2%
Persistent absence
18.5%
Pupils missing 10%+ of sessions
Authorised absence
4.9%
2024/25
Unauthorised absence
1.2%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.0% | 4.4% | -0.4pp | 7.7% | 1.7% | 2.3% | 169 |
| 2014/15 | 3.9% | 4.5% | -0.6pp | 7.3% | 2.8% | 1.1% | 179 |
| 2015/16 | 3.7% | 4.5% | -0.7pp | 5.8% | 3.0% | 0.7% | 190 |
| 2016/17 | 3.7% | 4.6% | -0.9pp | 6.2% | 3.0% | 0.7% | 194 |
| 2017/18 | 4.3% | 4.8% | -0.4pp | 7.4% | 3.7% | 0.6% | 189 |
| 2018/19 | 3.7% | 4.6% | -0.9pp | 4.2% | 3.1% | 0.6% | 191 |
| 2020/21 | 3.3% | 4.5% | -1.2pp | 9.1% | 3.1% | 0.3% | 187 |
| 2021/22 | 6.5% | 7.1% | -0.6pp | 17.6% | 5.0% | 1.5% | 187 |
| 2022/23 | 6.0% | 6.8% | -0.8pp | 21.1% | 4.5% | 1.6% | 185 |
| 2023/24 | 5.7% | 6.6% | -0.8pp | 18.0% | 4.3% | 1.4% | 189 |
| 2024/25 | 6.1% | 6.2% | -0.1pp | 18.5% | 4.9% | 1.2% | 189 |
20 May 2014 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 20 Nov 2012 | URN 114952 | Requires improvement |