Sustaining Change of Honosca Assessment Tool in Clinical Environment

Sustainability refers to the ability to maintain the change that was introduced (Ayers, 2017). In many platforms, sustainability becomes a challenge, and once this is the case, the newly launched change collapses and the problem that was meant to be solved reestablishes. Sustainability of any change is therefore vital to avoid the reemergence of the problem is resolved the introduced change (Thiele, 2016). In the clinical setting, the sustainability of the HoNOSCA assessment tool is desired to be able to maintain the desired outcome. As seen previously, HoNOSCA assessment tool serves to reduce the number of the readmission among the at-risk adolescent people with psychiatric conditions. It helps solve the problem of re-entry, and therefore it is desired. However, measures need to be in place to ensure that the sustainability of this change introduced exists. Without the sustainability, the problem will reoccur (PFISTER, 2018).

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First, for sustainability to be achieved, the health centre and the leadership in the health centres should be able to support the change introduced. HoNOSCA assessment should be supported by ensuring that the resources are available for smooth running of the adopted change (Thiele, 2016). The change requires the constant supply of resources so that the operation can be continuous. The resources include financial support for the purchase of necessary assets in the evaluation and human resource personnel. Support in human resource personnel entails hiring of the more skilled staff and experts in the change so that they can be the pioneers in ensuring the practice employed is perpetual. It is the responsibility of the health centres to carry out support because it controls the flow of resources in the facility (Rosen & La Russa, 2014).

Having leadership that devotes the effort with a mentality of ensuring sustenance of the change achieved positively boosts the sustainability of the HoNOSCA evaluation tool. This arises when the leaders holding to the various position in the administration of the health centres knows what sustainability is all about, the importance of sustainability, how to ensure sustainability is achieved and the predicament that arises when sustainability fails (Ayers, 2017). With conscious of all the above concepts, the leaders will set up strategies that boost the sustainability of HoNOSCA evaluation tool introduced. These strategies may be in the form of setting aside finance support to help promote the change as well as be in the front in ensuring that the sustainability of HoNOSCA evaluation tool is achieved. The leaders as well will be inclined to making decisions on that positively favors the viability of the change developed. Furthermore, the desire to actualize sustainability will prompt them towards evaluating the progress and steps made in ensuring that the change runs. This is through constant follow up on the smooth running of HoNOSCA assessment tool.

Sustainability is ensured by setting up of the policies and strategies that are tailored towards the continued existence of the change (Rosen & La Russa, 2014). The policies should be such that they focus on carrying out of the productive and sustainable practice on the avoiding readmission of the at-risk adolescent in the Inpatient unit. The policies are like the directives that need to be followed. They offer a guideline on the way of practice. Therefore by ensuring that nurses evaluate the psychiatric patient using the assessment tool newly introduced, it comes to a culture which runs at all time (Thiele, 2016). The policies and strategies make the HoNOSCA assessment tool a basis to use in treating the psychiatric patients. The policies will apply to even the new employee that comes in for as long as possible once the policies governing the treatment of mental patient still exist.

Promotion of proper relationship between the nurses and the patient as well as flexibility among the nurses and hospital brings about sustainability in the change that is introduced (PFISTER, 2018). HoNOSCA assessment tool requires the nurses and the other parties involved in the practice to have a god nurse to patient relationship. It is achieved by creating a favorable environment for the patient as well as excellent communication skills. The positive nurse-patient relationship, as well as any other personnel interacting with the patient, allows free interaction that leads to uncovering of the necessary information to be used for proper management of the psychiatry patient. It calls for the nurses and other health personnel to be frequently educated on the evaluation tool and proper patient-healthcare provider relationship. Without functional relationship between the healthcare provider and the patient, the appropriate understanding is jeopardized which easily translates to the inability to achieve the desired goal using the tool introduced (Conard, 2013).

Flexibility allows for the updating the HoNOSCA assessment tool as times goes by depending on the changes such as patient presentation and better ways to evaluate using HoNOSCA assessment tool. Flexibility should also be on the ability to handle efficiently the ever-changing population of patients who come for the treatment. If the elasticity is not considered, the change may rapidly become obscene, and there are high chances of recurrence of the initial problem.

The sustainability can be achieved when the health centre offers the platform to hear out the emerging problems as far as the change is the concern and address those problems (Closser, 2011). It helps avoid accumulation of several issues left untold that have a high turn of jeopardizing the sustainability of the HoNOSCA assessment tool. The problems could be challenges that the nurses face associated with the difference introduced. The difficulties offer resistance at work and therefore if left unsolved, it quickly causes an assessment tool to crumble (Conard, 2013). It calls for the immediate response to be taken for any resistance associated with the change. For example, if the opposition is inadequate personnel, the more skilled person should be brought in to avoid reverting to the problem solved by the introduction of HoNOSCA assessment tools.

Lastly, the sustainability can be promoted by allowing for corporate decision making on matters associated with HoNOSCA assessment tool. The group decision gives each employee a chance to give in ideas for sustainability of the change. The profitable part of this entails the employee works with all the effort because they contributed towards the decision taken (Closser, 2011). They own the decision, and that feeling of taking part in ensuring the change is sustainable drives towards achieving sustainability.

Sustainability is desired to ensure that the change remains functional and rules out revert to the problem (Rosen & La Russa, 2014). However, it is the effort of every person in the health centre to work towards it. One thing is for sure, achieving sustainability is very possible (PFISTER, 2018).

References

Ayers, J. (2017). Sustainability. London: CRC Press. (Ayers, 2017) Closser, S. (2011). Sense and Sustainability: Teaching Sustainability in Global Health. Anthropology News, 52(4), 6-6.

Conard, B. (2013). Some Challenges to Sustainability. Sustainability, 5(8), 3368-3381.

PFISTER, T. (2018). SUSTAINABILITY. [S.l.]: ROUTLEDGE. (PFISTER, 2018)

Rosen, M., & La Russa, S. (2014). Moving Sustainability Forward: Contributions and Outcomes of the 3rd World Sustainability Forum. Sustainability, 6(1), 449-452.

Thiele, L. (2016). Sustainability. Cambridge, UK: Polity.