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But beware — mobile comes with nuances that brick-and-mortar providers never have to think
of. For example, what happens if someone steps onto or off of your vehicle and twists an ankle?
Who’s responsible? A good policy can direct you to the right party. Even better, a procedure can
help prevent it, by mandating someone assess the topography of your location, report or clear
obstacles and ensure client safety .

If you’re not already part of a healthcare system, don’t despair . There are plenty of frameworks
you can use to build your policies . Start with federal, state and local regulations on operations,
safety, client privacy, OSHA and electronics and equipment use. Agencies like the Joint Commis-
sion (jointcommision .org) or Accreditation Canada (accreditation .ca) can also provide guidelines,
and professional associations often offer templates and vetted policies. Be sure to run your ver-
sion by fellow mobile programs for feedback .

Here are some general guidelines around
creating your own policies and procedures:

• Always provide context. Why is this policy needed?
• Use simple and clear language.
• Every rule should include a description of who is covered, how it will be enforced and
the consequences of breaking it. Examples of such rules include dress code, sick
leave, email and internet use, and no smoking policy
• Mission-type statements, most often used with procedures, should be measurable in
some way .
• Differentiate from standards, guidelines and rules. Standards are low-level mandatory
controls that can be quantified in some way. Guidelines are non-mandatory best
practices .
• Identify “red rules”, i.e., duties or practices that must be performed, without fail, in
every case, without exception . Examples include performing a “time out” before an
invasive procedure or mandating two-step client identification verification. These
should be limited but thoroughly enforced .
• Empower all staff members to intercede if they witness a red rule violation.
• All procedures should identify specific actions to take and when to take them;
include relevant cautions or warnings; and provide examples and alternatives .
• Include disclaimer statements on each policy, reminding staff that they must use their
judgment to determine if modification or waiving of that policy is warranted in some
cases .
• Inform all affected personnel of new policies and procedures
• Document training and test competencies PRIOR to their effective date.

And remember, once you build a policy, you need to maintain and update it!

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