We have confidently stated that in the event of a second wave or any disaster, Serbin Medical Billing clients can count on our time-tested emergency planning processes to provide them with uninterrupted support and preservation of cash flow. To help ambulatory surgery centers — or essentially any other type of business — strengthen their disaster preparedness, we thought it would be helpful to share a depersonalized version of our emergency management and disaster plan.
Biden-Harris administration, US Department of Defense, Oct 2021
Department of Defense, Office of the Undersecretary for Policy (Strategy, Plans, and Capabilities). 2021.
Department of Defense Climate Risk Analysis. Report Submitted to National Security Council.
In order to receive assistance from The Asian Development Bank, in case of damaged infrastructure caused by a disaster, the government should consider the need to improve their capacity to manage future disaster risks. Almost every disaster in Cambodia is flood related. This document focuses more specifically on flood risk management. However these principles are also applicable to all disasters. This document covers the approach of disaster risk management and flood management in Cambodia, past and ongoing activities, the institutional framework and it ends with a few recommendations.
Biden-Harris administration, US Department of Defense, Oct 2021
Department of Defense, Office of the Undersecretary for Policy (Strategy, Plans, and Capabilities). 2021.
Department of Defense Climate Risk Analysis. Report Submitted to National Security Council.
In order to receive assistance from The Asian Development Bank, in case of damaged infrastructure caused by a disaster, the government should consider the need to improve their capacity to manage future disaster risks. Almost every disaster in Cambodia is flood related. This document focuses more specifically on flood risk management. However these principles are also applicable to all disasters. This document covers the approach of disaster risk management and flood management in Cambodia, past and ongoing activities, the institutional framework and it ends with a few recommendations.
This is the presentation made during Annual Meeting of Qatar Chapter of The Institution of Engineers (India) at DOHA in Sept 2006.
Role of Engineers in Disaster Managemetn has been disussed in the presentation
When selecting a new site or evaluating an existing site, there are dozens of risk factors that must be considered if optimal availability is to be obtained. Geographic, site-related, building, and economic risks need to be understood and mitigated to lessen the downtime effects on your business. In this paper guidelines are established for selecting a new site or assessing an existing one. Common risks that affect the availability of a business are defined and techniques for minimizing these risks are presented.
Flooding - A Business RIsk Mitigated by Planning and InsuranceCBIZ, Inc.
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Disaster management is more than just response and relief.
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This aims to reduce the negative impact or consequences of adverse events i.e., disasters cannot always be prevented, but the adverse effect can be minimized
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Your ambulatory surgery center (ASC) is well-positioned in the community. It has a good reputation, as do your providers. Your caseload is steady or perhaps growing. You have a happy, busy staff.
Your budget, however, is on track for expenditures but not projected income. Your investors are questioning why dividends are small or non-existent. Why is your center not achieving its financial potential?
To answer these questions, your center must take a deep dive into the workings of your ASC's billing process and determine how well these tasks are being performed. The potential for revenue-related problems and leaks is present in each area of the revenue cycle.
Learn how to take a deep dive into your processes to decide whether your billing team is performing optimally in this column by Caryl Serbin, RN, of Serbin Medical Billing, that appears in the May 2021 issue of ASC Focus magazine.
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This is the presentation made during Annual Meeting of Qatar Chapter of The Institution of Engineers (India) at DOHA in Sept 2006.
Role of Engineers in Disaster Managemetn has been disussed in the presentation
When selecting a new site or evaluating an existing site, there are dozens of risk factors that must be considered if optimal availability is to be obtained. Geographic, site-related, building, and economic risks need to be understood and mitigated to lessen the downtime effects on your business. In this paper guidelines are established for selecting a new site or assessing an existing one. Common risks that affect the availability of a business are defined and techniques for minimizing these risks are presented.
Flooding - A Business RIsk Mitigated by Planning and InsuranceCBIZ, Inc.
A storm’s impact can disrupt an entire supply chain network – manufacturers, distributors, warehouses and retailers. Supply chain disruptions and even short power outages can paralyze a business. Flood waters can take down a manufacturing operation for days or weeks, damage roads and bridges essential for product delivery, and destroy warehoused inventory. This article discusses current flood risk management trends.
Adapting my business - Cómo evaluar la información climática en una empresa -...Factor CO2
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Your ambulatory surgery center (ASC) is well-positioned in the community. It has a good reputation, as do your providers. Your caseload is steady or perhaps growing. You have a happy, busy staff.
Your budget, however, is on track for expenditures but not projected income. Your investors are questioning why dividends are small or non-existent. Why is your center not achieving its financial potential?
To answer these questions, your center must take a deep dive into the workings of your ASC's billing process and determine how well these tasks are being performed. The potential for revenue-related problems and leaks is present in each area of the revenue cycle.
Learn how to take a deep dive into your processes to decide whether your billing team is performing optimally in this column by Caryl Serbin, RN, of Serbin Medical Billing, that appears in the May 2021 issue of ASC Focus magazine.
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Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Basavarajeeyam is an important text for ayurvedic physician belonging to andhra pradehs. It is a popular compendium in various parts of our country as well as in andhra pradesh. The content of the text was presented in sanskrit and telugu language (Bilingual). One of the most famous book in ayurvedic pharmaceutics and therapeutics. This book contains 25 chapters called as prakaranas. Many rasaoushadis were explained, pioneer of dhatu druti, nadi pareeksha, mutra pareeksha etc. Belongs to the period of 15-16 century. New diseases like upadamsha, phiranga rogas are explained.
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Dr. Vidisha Kumari, a leading epidemiologist in Bangalore, emphasizes the importance of getting vaccinated. "The flu vaccine is our best defense against the influenza virus. It not only protects individuals but also helps prevent the spread of the virus in our communities," he says.
This year, the flu season is expected to coincide with a potential increase in other respiratory illnesses. The Karnataka Health Department has launched an awareness campaign highlighting the significance of flu vaccinations. They have set up multiple vaccination centers across Bangalore, making it convenient for residents to receive their shots.
To encourage widespread vaccination, the government is also collaborating with local schools, workplaces, and community centers to facilitate vaccination drives. Special attention is being given to ensuring that the vaccine is accessible to all, including marginalized communities who may have limited access to healthcare.
Residents are reminded that the flu vaccine is safe and effective. Common side effects are mild and may include soreness at the injection site, mild fever, or muscle aches. These side effects are generally short-lived and far less severe than the flu itself.
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Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
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Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
2. 2
TABLE OF CONTENTS
POLICY # DESCRIPTION PAGE #
SECTION 1 OVERVIEW AND HAZARD ASSESSMENT 3
1001 Overview – Emergency Management / Disaster Plan 4
1002 Emergency Management/Disaster Plan – Hazard Analysis 6
SECTION 2 HURRICANE EMERGENCY MANAGEMENT/PREPAREDNESS PLAN 7
1003 External Disaster – Hurricane Hazards Overview 8
1004 Hurricane Emergency Management/Disaster Plan 10
FORM Calling Tree 11
1005 Hurricane ‐ Preparedness Plan 12
1006 Hurricane ‐ Protecting Business Records and Inventory 13
SECTION 3 FIRE SAFETY MANAGEMENT PLAN 14
1007 Internal Disaster ‐ Fire Safety Management Plan 15
1008 Internal Disaster ‐ Fire Prevention 16
SECTION 4 INFECTIOUS DISEASE PREPAREDNESS/RESPONSE (COVID‐19) 17
1009 Infectious Disease Preparedness/Response Plan (Covid‐19) 18
SECTION 5 CONTINUITY OF BUSINESS PLAN 20
1010 Continuity of Business Plan (Covid‐19) 21
1011 Return to Corporate Office Plan (Covid‐19) 22
FORM Covid‐19 Temporary Hybrid Work Plan 23
5. 5
SERBIN MEDICAL BILLING, LLC
SUBJECT: OVERVIEW – EMERGENCY MANAGEMENT / DISASTER PREPAREDNESS PLAN (Page 2 of 2)
POLICY: 1001 REVISION DATE:
B. activating the plan at the appropriate time
C. notifying external authorities of emergencies
D. identifying company staff during emergencies
E. notifying personnel when emergency response measures are initiated
F. assigning available personnel in emergencies to cover all necessary staff positions
G. managing the following during emergencies and disasters:
1) Staff/family support activities
2) Logistics of critical supplies (e.g., medical supplies, food supplies, water supplies)
3) Security
4) evacuating the building (both horizontally and, when applicable, vertically) when necessary
5) The building is a one‐story structure, evacuation will be through front and back doors.
6) Arrangements have been made for evacuation of employees with disabilities by local fire
department personnel. 7) establishing an alternate business site(s) when the building cannot support normal business functions (when appropriate) 8)
7) continuing and/or reestablishing operations following a disaster
5. This plan is designed to manage the consequences of natural disasters or other emergencies that disrupt the
company’s ability to provide normal, day‐to‐day functions for our clients and/or threaten bodily harm to
staff. Specific procedures will be implemented in response to a wide variety of possible disasters, both
internal and external. These include, but are not limited to, the following:
A. External Disaster ‐ a disaster happening outside of the company which may result in casualties, such as:
1) Natural disasters, i.e., severe windstorms, floods, tornadoes, hurricanes, earthquakes
2) Collapse of nearby buildings or other occupied structures due to bomb or fire
3) Civil disturbances, riots, political unrest
4) Nuclear war, acts of terrorism
B. Internal Disaster ‐ a disaster that disrupts the company’s business and/or threatens bodily harm ‐ may
or may not require evacuation such as:
1) Fire, including arson
2) Breach of security
3) Loss of utilities (power, water)
4) Loss of communication (telephone)
5) Accidents
6) Bomb threat
7) Explosion
8) Epidemic / pandemic
6. This Emergency Management Plan is stored in the President’s and Vice‐President of Operations’ offices
and a copy is provided to all employees at time of employment. Employees are encouraged to familiarize
themselves with emergency procedures which includes the following:
A. identifies specific roles and responsibilities during emergencies
B. provides information and skills required to perform duties during emergencies
C. identifies the back‐up communication system to be used during disasters and emergencies
7. Any changes in emergency/disaster preparedness management policies and procedures are communicated
to the staff in staff meetings or by distribution/posting of revised policies and procedures.
8.
6. 6
SERBIN MEDICAL BILLING, LLC
SUBJECT: OVERVIEW – EMERGENCY MANAGEMENT/DISASTER PLAN – HAZARD ANALYSIS (Page 1 of 1)
POLICY: 1002 REVISION DATE:
PURPOSE
To determine specific potential hazards to which the company is vulnerable.
HAZARD IDENTIFICATION
Natural Hazards:
• Animal/Plant Disease Outbreak
• Coastal Erosion
• Drought/Extreme Heat
• Epidemic/Pandemic Disease
• Flood
• Freeze/Extreme Cold
• Storm Surge Flooding
• Sustained Wind (Tropical Cyclones)
• Thunderstorm Winds/Lightning/Hail
• Tornado
• Wildfire
Manmade Hazards:
• Aircraft Crash
• Cyber attack
• Hazardous Materials Release
• Mass Casualty/Mass Fatality
• Civil disturbance*
• Utility interruption*
• Structure fire*
(* indicates hazards not included in reference
material)
Some of these hazards are considered to be interrelated or cascading (i.e., hurricanes can cause
flooding, storm surge and tornadoes), but for preliminary hazard identification purposes these distinct
hazards are broken out separately. It should also be noted that some hazards, such as freeze/extreme
cold, may impact a large area yet cause little damage, while other hazards, such as a tornado, may
impact a small area yet cause extensive damage.
(Hazard identification information above provided by Lee Count’s Joint Unified Local Mitigation Strategy
https://www.leegov.com/publicsafety/Documents/Emergency%20Management/FINAL_LeeCounty_LMS
2017.pdf
HAZARD ANALYSIS (Categorization of Hazards)
Type 1 - Confining or sequestering emergency - continuing shelter necessary
Type 2 - Evacuation emergency - evacuation necessary
Type 3 - Restrictive/preventive emergency - prevent operations at company when hazard is identified
LIMITED EXAMPLE OF HAZARD CATEGORIZATION
Hazard Category
Hurricane/Flood 3
Tornado 1, 2, 3
Civil disturbance 1, 3
Utility interruption 2
Fires 2
Epidemic/Pandemic 3
11. 11
SERBIN MEDICAL BILLING, LLC
CALLING TREE
COLLECTORS
VICE-PRESIDENT
OPERATIONS
CHARGE
POSTERS
PAYMENT
POSTERS
BILLING
SUPERVISOR
CODERS
12. 12
SERBIN MEDICAL BILLING, LLC
SUBJECT: EXTERNAL DISASTER – HURRICANE PREPAREDNESS PLAN (PAGE 1 OF 1)
POLICY: 1005 REVISION DATE:
PREPARATION
1. Refer to Homeland Security’s “Prepare for Hurricanes”. https://www.ready.gov/hurricanes#prepare
2. Ensure that flood and contents insurance policies are in place. A copy of the policy is stored off‐site as well
as in the business.
3. Refer to lease to understand landlord and tenant (SMB) responsibilities. In most cases, the renter is
responsible for business contents and getting business back up and running.
4. Remove all computers/electronic equipment to a core room where door can be shut, and devices can be
placed up on tables.
5. For computers/electronics equipment that cannot be moved, place a garbage bag around the item, pull all
the slack out of the bag and seal the base of the bag with duct tape. Secure the item and the bag to the table
with extra strips of tape so the bag does not flap if exposed to the wind.
6. Close window coverings.
7. Do not tape windows as this does not keep windows from breaking and it leaves sticky residue.
8. Do not add plywood to windows unless you have permission from the building owner.
9. Any paper files, computer disks or stored information should be copied, and one copy should stay in secured
room with computers and the other copy should go with you or be stored in a safe location off‐site. If all
files are digital, back up to cloud‐based storage.
10. All air‐conditioning, electrical and plumbing should be left operational.
11. If the building has flooding or has sustained damages, the property management company will have
professionals secure the building and make it safe before reentering the premises. Do not reenter the
building without approval from the property management company.
12. SMB maintains cloud‐based back‐up of all client records.
13. More information on hurricanes can be found on websites such as NBC‐2 https://www.nbc‐
2.com/category/331826/2020‐hurricane‐guide or FEMA https://www.fema.gov/media‐library‐
data/20130726‐1622‐20490‐3346/hurricanefactsheet_final.pdf .
Landlord/Property Management: Name
Address
Telephone Number
15. 15
SERBIN MEDICAL BILLING, LLC
SUBJECT: INTERNAL DISASTER ‐ FIRE SAFETY MANAGEMENT PLAN (Page 1 of 1)
POLICY: 1007 REVISION DATE:
POLICY
The purpose of this plan is to provide an efficient and coordinated response to a fire emergency in SMB’s
Corporate Office.
1. In case of a fire in this office, all personnel will evacuate the work area by way of marked exits.
2. Act Calmly – a calm and orderly response to all emergency situations will ensure the safest and most
efficient response.
PROCEDURE
In the event of fire (visual) or signs of fire (unidentified smoke or unexplained extreme heat):
1. Initiate Fire Response
A. Remove all employees and visitors from immediate danger.
B. Pull the nearest alarm
C. Call or have someone else call 9‐1‐1 to verify they have received the alarm
D. Use fire extinguisher (only if you have the knowledge and ability)
E. A single designated person in areas where fire extinguishers are stored should respond to the alarm
sounding area to assist with firefighting and/or evacuation (if necessary)
2. General Precautions
A. Close all doors to the area to isolate the fire once all occupants are removed
B. Clear all corridors and exits
C. Shut down air conditioning system immediately to prevent smoke from being drawn throughout
building
D. Turn off all electrical sources (know location of main breaker).
E. Do not use telephone except for emergency communications
F. Keep noise levels at a minimum. Remain in your area until notified.
G. Feel all doors prior to opening. If they are hot to touch, do not open.
H. If smoke coming under door, place wet towels or wet articles of clothing to prevent smoke entry until
evacuation can occur
I. Deter personnel and other persons from leaving areas to ‘roam’ or look for others.
J. Be prepared to evacuate at nearest marked exits (all staff should familiarize themselves with location of
all exits).
3. Conclusion of Fire Emergency
A. The President or designee will determine when it is safe to return to normal activities within the office.
B. If it is determined that the building cannot be reoccupied, employees will be sent home and will be
notified when and where they may report to work.
All staff must know the exact location of fire extinguishers, fire alarm pull stations, and the fire alarm pull
station central control panel.
R.A.C.E.
R = Rescue, remove staff and visitors from danger
A = Alarm, pull the fire alarm
C = Confine the fire, close all doors and windows
E = Extinguish the fire if is small and safe to do so
Florida Fire Prevention: What you need to know ‐ https://www.blr.com/Workplace‐Safety/Emergency‐Planning‐
and‐Response/Fire‐Prevention‐in‐Florida
16. 16
SERBIN MEDICAL BILLING, LLC
SUBJECT: INTERNAL DISASTER ‐ FIRE PREVENTION (PAGE 1 OF 1)
POLICY: 1008 REVISION DATE:
POLICY
1. SMB and the building has a NO SMOKING policy. Smoking is not allowed in the building.
2. The landlord is responsible for annual inspection and maintenance of fire extinguishers.
3. The landlord is responsible for annual / as needed inspection of all smoke detectors.
4. The fire alarm system is provided by the landlord who has preventative maintenance performed at least
annually by the contracted service agency
5. The sprinkler system is provided by the landlord who has preventative maintenance performed at least
annually by the contracted service agency.
6. Hallways are equipped with lighted “Exit” signs. These signs are inspected at least annually and is the
responsibility of the landlord.
8. All new SMB personnel are given an initial orientation on the Fire and Emergency Preparedness/
Disaster Management Plans. This is done during New Hire Orientation/Tour.
9. .SMB personnel are inserviced at least annually on the Fire and Emergency/Disaster Preparedness
18. 18
SERBIN MEDICAL BILLING, LLC
SUBJECT: INFECTIOUS DISEASE PREPAREDNESS AND RESPONSE PLAN (INFLUENZA / COVID‐19) (PAGE 1 OF 2)
POLICY: 1009 REVISION DATE:
PURPOSE: To provide guidelines to prepare for and maintain the safety of SMB employees by preventing the
spread of infectious diseases (Covid‐19 virus or other influenzas) within the company.
POLICY
1. All efforts will be made to follow federal and state guidelines for prevention of the virus spread.
2. The following policies/procedures regarding the wearing of non‐surgical masks and temperature
checks have been adopted by SMB and will be enforced:
A. Temperature checks are performed in the lobby on everyone who enters the office (employees, guests,
salespersons, etc.). Acceptable temperatures are below 100.4o
(CDC guidelines).
B. Masks must be worn by tester and tested individual during temperature check process.
C. The tested individual will be shown their temperature reading.
‐ Any individual showing a temperature of 100.4o
or higher will be asked to leave immediately and not be
allowed to enter the office.
D. Daily, upon entering the lobby of the office, all employees must complete a questionnaire stating that
they are symptom‐free and, to their knowledge, have not been exposed to anyone with the Covid‐19
virus (see form at end of this policy).
E. Masks must be worn in all common areas and during any face to face interactions.
F. The term “masks” is inclusive of face masks, face coverings (gaiters), and face shields. All masks must be
office appropriate and not have any offensive images or wording or be political in nature.
G. Employee’s not wearing a mask must present current medical documentation from a licensed physician
that they are unable to do so.
H. All employees must practice proper social distancing of 6 feet.
I. Proper hand washing and sanitizing must be observed before and after working with any common /
shared office equipment.
3. The following policies/procedures are to be followed by all employees.
A. Travel – if an employee travels outside of the state of Florida or to a known “hotspot” in Florida, they
will be required to quarantine at home for 14 days before returning to the office.
B. Symptoms – if an employee exhibits symptom such as fever, cough, nausea, vomiting, loss of smell and
taste and /or sore throat, before being allowed to return to the office, the employee will be required to:
1) quarantine at home for 10 days from when symptoms began,
2) be symptom free for 3 days with no medication,
3) provide a current negative Covid‐19 test.
C. Exposure to Covid‐19 – if the employee is exposed to Covid‐19, the requirements to return to work
include:
1) if indirect exposure, e.g. protective wear, such as masks were worn, not face to face), employee may
return if asymptomatic and protective wear is worn.
2) If direct exposure, e.g. face to face, no protective wear, lives in same residence, employee must
quarantine at home for 14 days and present a current a negative Covid‐19 test taken a minimum of
7 days from exposure date.
D. Positive Covid‐19 test – if an employee tests positive for the Covid‐19 virus, before returning to the
office, the following steps must be taken:
1) notify office immediately
2) quarantine at home for 14 days from the date symptoms presented
19. 19
SERBIN MEDICAL BILLING, LLC
SUBJECT: INFECTIOUS DISEASE PREPAREDNESS AND RESPONSE PLAN (INFLUENZA / COVID‐19) (PAGE 2 OF 2)
POLICY: 1009 REVISION DATE:
3) must be symptom free for at least 3 days with no medication
4) must present two (2) negative Covid‐19 test results preformed within 24‐ 48 hours of each other
(CDC requirements)
4. If the employee can work remotely, they are expected to do so during their quarantine time. PTO will be
used if unable to work remotely (see Continuity of Business policy).
Sample Form:
SERBIN MEDICAL BILLING, LLC – COVID‐19 AFFIRMATION
EMPLOYEE NAME __________________________
Today’s Date __________________________
Recorded Temperature ___________0
F
I am free of any symptoms of Covid‐19
(symptoms include fever, cough, sore throat,
loss of smell / taste, nausea, and vomiting).
______ YES ______ N0
I have not knowingly been in contact with
anyone that has tested positive for Covid‐19
______ YES ______ N0
I have not traveled or been around someone
who has traveled outside of the state of
Florida, or to Miami‐Dade, Palm Beach or
Broward County in the past 2 weeks
______ YES ______ N0
By signing this form, I am affirming that my
answers are true to the best of my
knowledge.
Signature:____________________________
Links to Covid‐19 Plan and Preparedness
Guidance on Preparing Workplaces for COVID‐19 (OSHA):
https://www.osha.gov/Publications/OSHA3990.pdf
ASCA Covid‐19 Preparedness: https://www.ascassociation.org/federalregulations/emergency‐preparedness
CDC Influenza Planning and Preparedness Resources: https://www.cdc.gov/flu/pandemic‐
resources/planning‐
reparedness/index.html?CDC_AA_refVal=https%3A%2F%2Fwww.cdc.gov%2Fcoronavirus%2F2019‐
ncov%2Fphp%2Fpandemic‐preparedness‐resources.html
Covid‐19 Resource Toolkit – Lee County, FL ‐ https://www.leegov.com/covid‐19/info
21. 21
SERBIN MEDICAL BILLING, LLC
SUBJECT: CONTINUITY OF BUSINESS PLAN (COVID‐19) (PAGE 1 OF 1)
POLICY: 1010 REVISION DATE:
PURPOSE: To define SMB’s remote worksite plan to provide uninterrupted service to our clients if the safety of
our employees may be compromised by continuing to work in our corporate office.
POLICY/PROCEDURE
1. SMB has developed a remote site plan for all employees to access their office desktop from their home
computers.
2. IT Partner: Ensure that you have a dependable IT provider as the success or failure of this off‐site venture is
dependent on their availability and prompt response. Your IT partner is going to be instrumental in set‐up of
connectivity and immediate response to issues encountered during the entirety of the off‐site endeavor.
3. Computer Access: Prior to moving the business to remote locations, and working with our IT provider, SMB
used Team Viewer to provide this access. All SMB employees already had internet access. SMB’s IT provider
remotely accessed and scanned all employee’s home office equipment for viruses. For those employees who
did not have acceptable or compatible office equipment, SMB provided those employees with loaned
laptops.
4. Phone Access: Due to the need for expediency, SMB purchased cell phones (with SMB’s or Client’s area
code) for collectors. These collectors were responsible for calling their center and/or SMB’s office voicemail
three times daily to obtain messages and return the calls. Alternatively, if time permits, an IP‐based phone
system may be purchased and installed.
5. Fax Access: Through the use of Ring Central, SMB provided electronic fax service for collectors to be able to
provide requested material to payers.
6. Printer Access: Printing folders were established on SMB;’s cloud‐based server for each employee to store
items that needed to be printed. Members of management alternated weekly visits to the corporate office
to print and disseminate stored printed documents.
7. Mail Access: All SMB’s mail was forwarded to the president’s home address and disseminated to
appropriate employees.
8. Inter‐Company Communication: ”Team IM” was used to communicate between employees / management.
Weekly calls (group or individual) were established between management and each employee. This method
was also used as a social interaction tool for mental health.