When I joined an independent school nurse team initially as a bank nurse my acute paediatric colleagues said: ‘You'll be bored.’
Over the past 10 years I have been everything but bored. When the offer of a permanent position became available, I jumped at the chance.
I did have previous experience of working in an independent setting as a lead paediatric nurse in an American-owned private hospital in London.
Currently, I work at a day school for children from two to 18 years old in a team of two children's nurses working with the ratio of 1:600 pupils (as suggested by Parker 2021).
Pupils' presentations to the purpose-built health centre are varied and numerous. In one morning alone we can see bony and muscular sports injuries to common childhood illnesses and viruses. Children require administration of medications such as controlled drugs for ADHD and ad hoc medications such as antibiotics. We are usually able to facilitate visits from clinical nurse specialists such as oncology team to take bloods. We are able to refer to a wide range of services including CAMHS, school counsellor, allergy, community child health and physio teams.
We are responsible for overseeing the running of NHS immunisation programme. Supporting pupils with mental health has become part of our day-to-day workload.
We also support teaching staff with some elements of the curriculum and train them how to give immediate care for pupils with chronic conditions such as epilepsy, diabetes, asthma and allergy. We meet and have a one to one with each child in P1 and S1 and form part of the safeguarding team. We offer clinics for pupils with chronic conditions such as asthma and allergy.
Working with the independent school leadership team means that we can influence decisions that benefit children especially in areas of health promotion.
The seven pillars of clinical governance provide the template for safe running and development of the health centre at school. The government provides us with .
My day to day the workload is varied and challenging. I use skills gained in general paediatrics and we have responded to numerous clinical emergencies including cardiac arrest, anaphylaxis and psychotic episodes.
I keep up to date with a combination of online training resources and the invaluable training and guidance from clinical nurse specialists at our city's children's hospital.
Undoubtedly the biggest difference when moving out of the NHS and hospital setting is instantly the clinical support diminishes. In 10 years, my two line managers have been members of the senior leadership team - a finance director and senior teacher.
Over the past 10 years I have been everything but bored. When the offer of a permanent position became available, I jumped at the chance.
I did have previous experience of working in an independent setting as a lead paediatric nurse in an American-owned private hospital in London.
Currently, I work at a day school for children from two to 18 years old in a team of two children's nurses working with the ratio of 1:600 pupils (as suggested by Parker 2021).
Pupils' presentations to the purpose-built health centre are varied and numerous. In one morning alone we can see bony and muscular sports injuries to common childhood illnesses and viruses. Children require administration of medications such as controlled drugs for ADHD and ad hoc medications such as antibiotics. We are usually able to facilitate visits from clinical nurse specialists such as oncology team to take bloods. We are able to refer to a wide range of services including CAMHS, school counsellor, allergy, community child health and physio teams.
We are responsible for overseeing the running of NHS immunisation programme. Supporting pupils with mental health has become part of our day-to-day workload.
We also support teaching staff with some elements of the curriculum and train them how to give immediate care for pupils with chronic conditions such as epilepsy, diabetes, asthma and allergy. We meet and have a one to one with each child in P1 and S1 and form part of the safeguarding team. We offer clinics for pupils with chronic conditions such as asthma and allergy.
Working with the independent school leadership team means that we can influence decisions that benefit children especially in areas of health promotion.
The seven pillars of clinical governance provide the template for safe running and development of the health centre at school. The government provides us with .
My day to day the workload is varied and challenging. I use skills gained in general paediatrics and we have responded to numerous clinical emergencies including cardiac arrest, anaphylaxis and psychotic episodes.
I keep up to date with a combination of online training resources and the invaluable training and guidance from clinical nurse specialists at our city's children's hospital.
Undoubtedly the biggest difference when moving out of the NHS and hospital setting is instantly the clinical support diminishes. In 10 years, my two line managers have been members of the senior leadership team - a finance director and senior teacher.
Building relationships and reaching out for those supports becomes a priority.
Further reading
Parker K (2021) Where did all the school nurses go? TES Magazine, 22 October.
