Flags
6
0 high
Per-pupil income
£7,455.56
+£1,0792024/25
Staff costs % of income
74.0%
−4.3ppDfE review threshold: 78%
Reserves
-3.8%
+1.4ppof income
In-year balance
+4.8%
+6.6ppof income
National average is approximately 6.2%. Current level: 9.2%.
National average is approximately 6.2%. Current level: 8.3%.
Sector median is approximately 75%. Current level: 78.3%.
School spent more than it earned this year. Deficit is 1.8% of income.
Elevated: turnover 37.5%.
Elevated: turnover 17.9%.
7 July 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
258
Capacity
300 (86%)
Free school meals
42.1%
English additional lang.
6.2%
Ethnicity
Age range: 3–11
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.
13.0
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
19.4
Mean salary
£49,070
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
7.5%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
21.9%
10%+ sessions missed
Authorised absence
5.6%
Unauthorised absence
1.9%
2024/25 · 246 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 | £1.7m | £1.7m | £1.3m | 78.6% | -£7k | £22k | 1.3% | £5,678 |
| 2022/23 | £1.8m | £1.8m | £1.3m | 74.1% | -£3k | £5k | 0.3% | £6,153 |
| 2023/24 | £1.9m | £1.9m | £1.5m | 78.3% | -£34k | -£98k | -5.2% | £6,376 |
| 2024/25 | £2.0m | £1.9m | £1.5m | 74.0% | +£96k | -£76k | -3.8% | £7,456 |
Teaching staff
£877k
46% of spend
Support staff
£0
0% of spend
Premises
£108k
6% of spend
Other costs
£320k
17% 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 | 67.0% | 79.0% | 69.0% | 60.0% | — |
| 2023/24 | —% | —% | —% | 59.0% | — |
| 2022/23 | —% | —% | —% | 64.0% | — |
| 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 | 14.9 | 19.9 | £40,203 | 20.8% | 0.0% | — | — | — |
| 2022/23 | — | 20.6 | £39,689 | 4.3% | 0.0% | 3.5 | — | — |
| 2023/24 | — | 20.5 | £44,063 | 37.5% | 0.0% | 6.3 | — | — |
| 2024/25 | — | 20.1 | £43,276 | 17.9% | 0.0% | 2.7 | — | — |
| 2025/26 | 13.0 | 19.4 | £49,070 | —% | 0.0% | — | 0.4 | 3 |
Overall absence
7.5%
National avg: 6.2%
Persistent absence
21.9%
Pupils missing 10%+ of sessions
Authorised absence
5.6%
2024/25
Unauthorised absence
1.9%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.9% | 4.4% | +0.5pp | 11.3% | 3.5% | 1.4% | 265 |
| 2014/15 | 5.0% | 4.5% | +0.5pp | 10.7% | 3.4% | 1.6% | 263 |
| 2015/16 | 4.7% | 4.5% | +0.2pp | 7.3% | 3.5% | 1.2% | 262 |
| 2016/17 | 4.8% | 4.6% | +0.3pp | 7.1% | 3.5% | 1.3% | 267 |
| 2017/18 | 5.4% | 4.8% | +0.6pp | 12.5% | 4.4% | 1.0% | 272 |
| 2018/19 | 6.0% | 4.6% | +1.3pp | 17.4% | 4.3% | 1.7% | 275 |
| 2020/21 | 4.7% | 4.5% | +0.2pp | 13.4% | 2.9% | 1.8% | 268 |
| 2021/22 | 9.2% | 7.1% | +2.0pp | 32.1% | 5.5% | 3.6% | 262 |
| 2022/23 | 8.3% | 6.8% | +1.5pp | 30.6% | 4.9% | 3.4% | 261 |
| 2023/24 | 7.5% | 6.6% | +0.9pp | 23.8% | 4.8% | 2.7% | 252 |
| 2024/25 | 7.5% | 6.2% | +1.3pp | 21.9% | 5.6% | 1.9% | 246 |
7 July 2015 · Requires Improvement S5 Reinspection Visit 1
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 3 Jul 2013 | URN 107732 | Requires improvement |