Flags
7
0 high
Per-pupil income
£8,548.29
+£1,2572024/25
Staff costs % of income
68.7%
−12.0ppDfE review threshold: 78%
Reserves
9.3%
−0.3ppof income
In-year balance
+18.8%
+15.6ppof income
Persistent absence (10%+ sessions missed) is 28.0%.
Elevated: sickness 9.3 days.
Persistent absence (10%+ sessions missed) is 28.4%.
National average is approximately 6.2%. Current level: 8.2%.
Sector median is approximately 75%. Current level: 80.7%.
National average is approximately 6.2%. Current level: 8.3%.
Elevated: sickness 8.3 days.
20 June 2013 · S5 Inspection
This inspection is over 13 years old. The school may have changed significantly since then.
Leadership & management
Good2024/25 · KS2
Pupils on roll
319
Capacity
420 (76%)
Free school meals
64.9%
English additional lang.
27.9%
Ethnicity
Age range: 4–11
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.
20.1
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
15.9
Mean salary
£51,242
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
8.3%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
29.0%
10%+ sessions missed
Authorised absence
4.5%
Unauthorised absence
3.8%
2024/25 · 324 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 | £2.3m | £2.9m | £2.3m | 99.7% | -£571k | £540k | 23.4% | £6,138 |
| 2022/23 | £2.2m | £1.9m | £1.5m | 69.0% | +£297k | £322k | 14.4% | £6,115 |
| 2023/24 | £2.6m | £2.5m | £2.1m | 80.7% | +£83k | £248k | 9.6% | £7,291 |
| 2024/25 | £2.7m | £2.2m | £1.9m | 68.7% | +£517k | £256k | 9.3% | £8,548 |
Teaching staff
£1.2m
56% of spend
Support staff
£443k
20% of spend
Premises
£89k
4% of spend
Other costs
£253k
11% 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 | 63.0% | 65.0% | 63.0% | 53.0% | — |
| 2023/24 | —% | —% | —% | 24.0% | — |
| 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 | — | 17.9 | £41,318 | 4.8% | 0.0% | 9.3 | — | — |
| 2022/23 | — | 16.8 | £41,203 | 14.4% | 0.0% | 4.3 | — | — |
| 2023/24 | — | 12.9 | £42,213 | 14.6% | 0.0% | 5.9 | — | — |
| 2024/25 | — | 14.0 | £44,386 | 13.9% | 0.0% | 8.3 | — | — |
| 2025/26 | 20.1 | 15.9 | £51,242 | —% | 0.0% | — | 1.8 | 3 |
Overall absence
8.3%
National avg: 6.2%
Persistent absence
29.0%
Pupils missing 10%+ of sessions
Authorised absence
4.5%
2024/25
Unauthorised absence
3.8%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.8% | 4.4% | +0.4pp | 13.6% | 3.0% | 1.8% | 332 |
| 2014/15 | 4.8% | 4.5% | +0.3pp | 16.2% | 2.8% | 1.9% | 351 |
| 2015/16 | 4.6% | 4.5% | +0.2pp | 11.3% | 2.7% | 1.9% | 337 |
| 2016/17 | 4.5% | 4.6% | -0.1pp | 12.4% | 2.9% | 1.6% | 355 |
| 2017/18 | 4.5% | 4.8% | -0.3pp | 11.7% | 2.7% | 1.8% | 358 |
| 2018/19 | 4.3% | 4.6% | -0.3pp | 9.1% | 2.8% | 1.5% | 363 |
| 2020/21 | 3.9% | 4.5% | -0.6pp | 10.3% | 2.4% | 1.5% | 339 |
| 2021/22 | 7.7% | 7.1% | +0.5pp | 28.0% | 5.2% | 2.4% | 343 |
| 2022/23 | 7.6% | 6.8% | +0.8pp | 28.4% | 4.6% | 3.0% | 342 |
| 2023/24 | 8.2% | 6.6% | +1.7pp | 27.8% | 4.3% | 3.9% | 331 |
| 2024/25 | 8.3% | 6.2% | +2.1pp | 29.0% | 4.5% | 3.8% | 324 |
20 June 2013 · S5 Inspection
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 11 Oct 2010 | URN 118391 | Requires improvement |