Flags
6
1 high
Per-pupil income
£6,664.56
+£3622024/25
Staff costs % of income
74.4%
−5.2ppDfE review threshold: 78%
Reserves
4.8%
+4.1ppof income
In-year balance
+4.8%
+8.3ppof income
Elevated: turnover 25.5%, sickness 14.6 days.
Elevated: turnover 37.2%.
Sector median is approximately 75%. Current level: 79.5%.
School spent more than it earned this year. Deficit is 3.5% of income.
KS2 Reading/Writing/Maths combined moved from 70% to 60%.
Elevated: turnover 25.0%.
18 April 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
129
Capacity
210 (61%)
Free school meals
10.9%
English additional lang.
0.0%
Ethnicity
Age range: 4–11
Your school compared against 30 similar primary schools in South West, 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.
6.0
Pupil:teacher ratioⓘNumber of pupils per full-time equivalent teacher. Lower generally indicates smaller class sizes.
21.5
Mean salary
£51,309
Turnover
—
Vacancy rate
0.0%
Sickness (days)
—
Overall absence
5.5%
National avg: 6.2%
Persistent absenceⓘPupils missing 10% or more of school sessions. A key DfE attendance measure.
12.5%
10%+ sessions missed
Authorised absence
4.3%
Unauthorised absence
1.2%
2024/25 · 144 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 | £987k | £928k | £678k | 68.7% | +£59k | £12k | 1.2% | £5,910 |
| 2022/23 | £970k | £976k | £721k | 74.3% | -£6k | £5k | 0.5% | £5,575 |
| 2023/24 | £1.0m | £1.1m | £812k | 79.5% | -£36k | £8k | 0.8% | £6,302 |
| 2024/25 | £1.1m | £1.0m | £783k | 74.4% | +£50k | £51k | 4.8% | £6,665 |
Teaching staff
£531k
53% of spend
Support staff
£167k
17% of spend
Premises
£44k
4% of spend
Other costs
£176k
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 | 80.0% | 77.0% | 63.0% | 60.0% | — |
| 2023/24 | —% | —% | —% | 70.0% | — |
| 2022/23 | —% | —% | —% | 75.0% | — |
| 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 | — | 20.3 | £42,010 | 17.6% | 0.0% | 5.7 | — | — |
| 2022/23 | — | 17.1 | £41,646 | 37.3% | 0.0% | 4.2 | — | — |
| 2023/24 | — | 17.2 | £40,596 | 25.5% | 0.0% | 14.6 | — | — |
| 2024/25 | — | 19.8 | £43,880 | 25.0% | 0.0% | 1.8 | — | — |
| 2025/26 | 6.0 | 21.5 | £51,309 | —% | 0.0% | — | 1.0 | 2 |
Overall absence
5.5%
National avg: 6.2%
Persistent absence
12.5%
Pupils missing 10%+ of sessions
Authorised absence
4.3%
2024/25
Unauthorised absence
1.2%
2024/25
Absence composition — 2024/25
| Year | Overall | National avg | vs National | Persistent | Authorised | Unauthorised | Pupils |
|---|---|---|---|---|---|---|---|
| 2013/14 | 4.4% | 4.4% | -0.0pp | 7.8% | 2.7% | 1.6% | 128 |
| 2014/15 | 3.7% | 4.5% | -0.8pp | 7.4% | 2.7% | 1.0% | 135 |
| 2015/16 | 4.2% | 4.5% | -0.3pp | 7.2% | 3.0% | 1.2% | 139 |
| 2016/17 | 4.9% | 4.6% | +0.3pp | 8.7% | 3.0% | 1.9% | 149 |
| 2017/18 | 5.3% | 4.8% | +0.5pp | 10.2% | 3.4% | 1.9% | 166 |
| 2018/19 | 4.1% | 4.6% | -0.5pp | 8.1% | 2.5% | 1.6% | 160 |
| 2020/21 | 4.9% | 4.5% | +0.4pp | 13.3% | 4.0% | 0.9% | 150 |
| 2021/22 | 7.1% | 7.1% | -0.1pp | 24.1% | 5.5% | 1.5% | 158 |
| 2022/23 | 5.2% | 6.8% | -1.6pp | 11.3% | 3.8% | 1.4% | 151 |
| 2023/24 | 6.2% | 6.6% | -0.3pp | 16.0% | 4.6% | 1.6% | 150 |
| 2024/25 | 5.5% | 6.2% | -0.7pp | 12.5% | 4.3% | 1.2% | 144 |
18 April 2013 · S5 Inspection
Leadership & management
Good| Date | School name | Overall |
|---|---|---|
| 4 Feb 2010 | URN 111923 | Good |