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Benefits of Establishing Meaningful Work Standards for Revenue Cycle Staff
Andrew Davis
Ben Colton
Good work standards that lay out quality and quantity expectations are useful—and necessary—for healthcare organizations and their revenue cycle departments.
Healthcare executives frequently are asked to innovate by challenging the status quo. Although the industry is rife with opportunity to look forward, revenue cycle leaders also can benefit from looking at past realities and the lessons they embody. It may seem like a stretch to compare revenue cycle operations to the centuries-old factory environment, but management science used in assembly line production shares several key concepts with the healthcare revenue cycle that finance executives should appreciate: increased efficiency, decreased product variation, and consistent production.
Much of the revenue cycle has benefited from increased automation resulting from improvements in technology over the past several decades. However, like modern assembly lines, many tasks still require manual intervention and should be addressed by specialized employees following standard processes. These processes tell employees what to do, but work standards tell them how well they must do it. Work standards are not just quotas; they should include both quantity and quality expectations as well as strategies for addressing underperformance. Work standards also should contribute to the unit's key performance indicators, aligning staff performance with broader organizational goals without losing focus on individuals and their personal goals for growth.
When evaluating the use of work standards, revenue cycle leaders should address key considerations related to outcomes and benefits, the process for establishing standards, and how to measure performance and promote success, with specific attention to questions of why, what, and how.
Outcomes and Benefits
Any position that includes a repeated task with an expected outcome is a candidate for introducing work standards, and the use of these work standards throughout an organization has quantifiable benefits, particularly in the following areas.
Staff planning. Labor consistently represents more than half of hospitals' cost structures, and diligent executives will look to all business units within the organization to contribute to more advanced labor management strategies. Revenue cycle leaders can use defined work standards to accurately determine both the amount of work that can be completed with existing staff (i.e., an assessment of actual staffing) and the number of staff required to address the actual amount of work (i.e., an assessment of required staffing)—using existing and forecasted work backlog inventory counts. Reviewing health system business plans and historical inventory trends can assist with strategic growth plans for the unit. Leadership can review gaps between actual and required staffing to determine the need for new employees or possible third-party support.
Training. Managers have strong incentives to reduce the training time required to develop a fully functioning employee: the costs of recruitment and hiring, the inevitably low initial efficiency, and the backlog of work that accumulates during a vacancy. The use of work standards implies a consistent process for a specialized role that can be effectively defined in unique process steps, which can be more easily taught. Further, because work standards should have both quantitative and qualitative components, performance of new employees can be clearly evaluated to determine the employees' readiness for their new roles.
Performance consistency. No finance leader condones an unpredictable income statement or balance sheet, and standard work is a fundamental requirement for operational and financial stability. For the revenue cycle, as in an assembly line, it is imperative to evaluate every station in the process with the same level of rigor to ensure the desired final product (e.g., a paid claim) occurs with reliable consistency. Ensuring consistent work not only allows for effective planning, but also promotes the identification of nonlabor variables such as changing payer mix, new contract rules, and fluctuating patient volumes that affect performance.
Staff satisfaction. Although the use of work standards has been standard practice in some industries for more than a century, many healthcare organizations have yet to adopt these tools. Inevitably, every revenue cycle manager who attempts to initiate the use of work standards is met with criticism and skepticism. Opponents often cite a loss of individual autonomy and decreased staff satisfaction. Although these are, indeed, valid concerns, organizations with a deep understanding and expectation of work standards believe that, if implemented in the right way, such standards can improve staff satisfaction.
Inherently, because work standards promote a well-defined and controlled work process, they reduce confusion and frustration among users who work in specialized roles within complex processes. But work standards also offer a deeper benefit in giving employees a measurable way to define their personal successes and weaknesses and a clearer path for career growth. High-performers appreciate the use of defined measures to demonstrate their personal effectiveness, which often results in additional rewards and recognition opportunities.
Culture of accountability. The previously described benefits both build upon and strengthen a culture of accountability. All too often, accountability is a code word for blame-shifting or finger-pointing. However, within a truly effective process improvement framework, everyone shares accountability. Work standards help to promote the discrete task-level accountability that begins at the individual staff level. Once employees are given focused duties and become experts in assigned tasks, they can begin to identify specific, actionable changes that can have an explicit impact on their work and the group's performance.
Process for Establishing Standards
An organization that maximizes the use of work standards adds consistency, a critical element to confidently measuring and quantifying benefits. To recognize these advances, a defined and focused process should be used to appropriately develop standards, comprising the following five basic steps.
Understand organizational goals. Performance management efforts can succeed only if all employees across the organization share an understanding of what is important and how selected goals align with the organization's chosen path. Measured performance should cascade up and down, considering the unique needs at each level. The measured goals of a patient account representative will not be the same as those of the CFO, but the goals should nonetheless align with common organizational objectives. For instance, the CFO may desire increased net revenue, decreased financial liability, and a productive workforce. In response, the revenue cycle leader may more directly strive to increase total collections, reduce denial rates and write-offs, and decrease the cost to collect. Staff-level performance measures should feed into the broader organization and cascaded unit goals.
Define unit goals and criteria. Each unit within the revenue cycle should develop its own broad productivity and quality measures for meeting overall revenue cycle goals, in accordance with its unique role in the organization's performance. For instance, admissions may focus on total completed registrations and accuracy, while payment posting may focus on the efficiency of posted transactions and accuracy against health plan remittance advices; meanwhile, both units will work toward identical organizational goals for increased revenue and efficiency. All unit measures should be actionable and concise. Further, managers of these units should be evaluated on broadly defined criteria, which should cascade to employee-level measures and accountability standards.
Define staff productivity goals and measurements. Effective managers know that if it can't be measured, it can't be managed. Based on the defined goals of the revenue cycle unit, each criterion for evaluating employee performance should be defined in terms of either clearly measurable completed units or age parameters. Completed units, for example, might be "12 professional evaluation-and-management (E&M)-coded abstractions completed per hour" and "100 no-response accounts resolved per day," whereas an example of an age parameter might be "all insurance verifications and authorizations completed more than two days before the appointment date."
All measures should be developed based on items that can be easily quantified and measured, and they should be credible, manageable, and simple. Most organizations are limited by technology outputs, so as work standards are developed, staff evaluation criteria should reflect what information is available within the system. The exhibit below provides examples of some possible productivity criteria by staffing function. a
Sample Measures and Criteria by Staffing Function
Refine measures. Once a productivity metric is developed, it should be refined and confirmed. Some organizations prefer to conduct time studies to determine the average amount of time needed to complete a given task. Others may produce a current-state performance report and identify a performance rate at or above the median, such as the 75th percentile. Regardless, a minimum of two to three months should be used as a probationary period to determine whether a measure is appropriate. In this stage, exceptions should be identified and either adjusted within the broader metric or separately measured. For example, the average time to address a payer denial may be 8 minutes, but a Medicaid denial may require 10 minutes and a Medicare denial may require 6 minutes; if work is not consistently distributed among all staff, the time to address may require separately measured standards. Nonworking hours, such as lunch, breaks, and staff meetings, also should be identified and accounted for.
Balance productivity with quality. Organizations tend to focus more on productivity than on quality because productivity is much more easily quantifiable. Keith Stover, vice president of finance at Duke University Health System, describes his organization's approach to employee work standards this way: "We believe that an employee's productivity output is not a true measure of his or her effectiveness. To ensure a fair balance of quantity with quality, we developed an 'overall effectiveness rate' [OER] that weights productivity with quality-audit scores at 50/50. These OER scores have been used in almost every unit of the revenue cycle for the last 10 years and have become an inherent part of our operating routine."
When developing quality scores, organizations should determine key standards that can affect claim processing, nonmonetary organizational goals, legal or compliance rules, or the operating efficiency of other units. The previously cited exhibit below also provides some examples of quality evaluation criteria.
Most organizations determine quality scores based on a manual audit of a sample of staff activity using an employee scorecard at a defined frequency. This manual approach ensures compliance with defined standards and is still considered a best practice in determining the quality of an employee's work. That said, in addition to manual quality audits, Kala Mazzadi, associate director of accounts receivable at University of Colorado Medicine, describes new outcomes-based measures that evaluate the effectiveness of follow-up actions by each employee working with accounts receivable. b One measure, she says, quantifies the number of activities taken before an expected outcome—a payment or write-off—whereas the other evaluates the effectiveness of payer appeals and reconsideration attempts. These are being incorporated into employees' quality scores to evaluate "macro" levels of effectiveness, which may not be discovered through small manual audits.
Sidebar: Patient Accounting System Upgrade Offers Opportunity to Brush Up on Basics
Measuring Performance and Promoting Success
Once the work standards have been defined, the next broad undertaking will be to implement them, measure performance under them, and promote successes. This effort will require the following four steps.
Establish a meaningful performance dashboard. It is critical that work standards be easily measurable, ideally using data points that are reportable from the systems used by staff. Production information then should be regularly populated into a dashboard tool that compares week-over-week performance, allowing for trends and outliers to be identified (see the exhibit below for an example of a dashboard). Although primarily intended as a manager's resource, some organizations also elect to publish blinded dashboard information to promote healthy competition among staff.
Sample Dashboard Showing Blinded Data for Staff Performance
Incorporate work standards into employee evaluation criteria. Any developed work standards should be incorporated into employees' performance reviews to ensure compliance. Underperforming employees may require a daily or weekly review of performance. At the very least, all employees should be evaluated monthly. Due to the time-intensive nature of manual quality reviews, higher-performing employees may not require such frequent evaluations. However, reviews should be performed at least quarterly for even the highest performers. For those employees who cannot meet published standards, there should be a defined performance improvement plan.
Consider an incentive program. Work standards not only should protect against staff deficiency, but also should recognize star performers. Many organizations have developed rewards programs for teams and employees that exceed expectations. Although financial incentives are the most desirable, they are not required: pizza parties, denim days, extra breaks, or simply public acknowledgment often are sufficient.
Understand the human element. Reducing an employee's performance to measured outputs can remove the human aspect from management. Mazzadi says, "Having standards is a way for our organization to present consistent expectations across a large group of employees, but they are not so rigid that we dismiss legitimate failures of the process or compromise employee morale." Even Toyota, the architect of lean production techniques, believes that developing and including employees in the performance improvement process is foundational, as evidenced by its popular phrase, "We build people before we build cars."
Work standards in the revenue cycle should be established as directional guides with clear rewards and penalties, but they also should be constantly reevaluated based on solicited feedback from staff. If work standards promote a culture of accountability, and if employees are given a voice in the process, then the employees will be in a position to identify process improvement opportunities and buy into the value and impact of high performance expectations.
A Shared Commitment
When work sits idle on the assembly line or is rushed through with no attention to detail, a manufacturer loses money. It therefore is critical for line workers to embrace accountability for their work, with a full understanding of the impact they have on the company's success. By the same token, successful revenue cycle performance should be the shared responsibility of everyone involved in the process. Objectively assessing the extent to which clearly defined responsibilities are being fulfilled, with a consistent set of metrics, will promote accountability across the organization for all functions and facilitate a more efficient revenue cycle.
Andrew Davis, MSHA, MBA, is a senior consultant, ECG Management Consultants, Inc., Seattle, and a member of HFMA's Washington-Alaska Chapter.
Ben Colton, MBA, is a senior manager, ECG Management Consultants, Inc., Seattle, and a member of HFMA's Washington-Alaska Chapter.
a. It should be noted that the particular value assigned to each work standard measure will vary with each organization based on a range of factors, and identifying the appropriate values for a given organization requires an in-depth process that is beyond the scope of this article to describe.
b. University of Colorado Medicine (CU Medicine) provides administrative and business operations support to nearly 3,000 University of Colorado School of Medicine clinical healthcare providers.
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John Madden has passed….
December 28, 2021 By jamesb 1 Comment
The iconic National Football League coach, announcer and video game name was 85….
John Madden, the Hall of Fame coach who became one of America's most recognizable ambassadors of professional football, reaching millions, and generations, from the broadcast booth and the popular video game that bears his name, died on Tuesday. He was 85.
The National Football League announced his death in a statement that didn't include the cause.
In his irrepressible way, and with his distinctive voice, Madden left an imprint on the sport on par with titans like George Halas, Paul Brown and his coaching idol, Vince Lombardi. Madden's influence, steeped in Everyman sensibilities and studded with wild gesticulations and paroxysms of onomatopoeia — wham! doink! whoosh! — made the N.F.L. more interesting, more relevant and more fun, for over 40 years.
"John Madden is as important as anybody in the history of football," said Al Michaels, his broadcast partner from 2002 through 2008 with ABC and NBC, in an interview in 2013. "Tell me somebody who did all of the things that John did, and did them over this long a period of time."
Madden retired from coaching the Oakland Raiders in 1979, at age 42 and with a Super Bowl victory to his credit, but he turned the second act of his life into an encore, a Rabelaisian emissary sent from the corner bar to demystify the mysteries of football for the common fan and, in the process, revolutionize sports broadcasting….
image..The Guardian
Filed Under: Entertainment, Sports Tagged With: Entertainment, John Madden, Sports, The NFL/National Football League, Video games
CG says
In addition to John Madden, I mentioned yesterday the passing of Jeff Dickerson, an ESPN reporter who covered the Chicago Bears and an all around good person that I went to school with what feels like a long time ago now.
https://www.gofundme.com/f/kswtf-parkers-fund
I am just posting this link as an example of how generous people are and how much he was liked. The page was set up by an aunt in order to set up a fund for an 11 year old kid who has lost both parents to cancer in the past two years. They are blowing away all fundraising expectations. (The owner of the Washington Football team just gave 25K) Beyond this financial generosity, I hope that Parker will have a lot of people in his life to continue to help him along the way.
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Titled? ~ 67
Chapter Sixty-Seven
Anna Margaret knew that Frederick had sent his sister a photo of the baby and that she had replied a while later. The delay did not need to mean she was in labour. In fact, Anna Margaret assumed she had been doing something official and that good manners prevented her from taking out her phone.
That she had sent for a doctor meant something was happening now. There might not be a response this time and she did not want to frustrate anybody by sending more photos of a baby that was already out while Isabelle was still struggling with hers. If she was.
She wondered for a while if she should notify her parents. They were allowed to know, but she did not want them to walk to her house and reveal it to the world. That was a difficult thing. They would almost certainly give it away if anyone was looking, if they brought flowers or other gifts.
"Ask them over for coffee," Frederick suggested when she consulted him.
"But we're not in the habit. Wouldn't they think that strange?"
"You're bored. It's raining. It's cold. Where could we go? And I baked a cake we can't eat on our own."
"Did you?" She had completely missed that. How?
"No, not literally. They'll forgive you for the lie when they see what we baked instead."
She emailed her father. They still did not have her mobile number and she was reluctant to give it away at this point. It was even more imperative now to have a safe haven without unnecessary interruptions. If she gave them her number they were bound to call just when she was taking a nap.
Her father might not read the email straight away, so she picked up the baby for a feed. When they were busy – or rather, he was – she heard the doorbell ring. She resisted the initial urge to put the baby back in his bed. She could not; he was busy. Anyone downstairs would just have to wait and make do with Frederick.
She wondered if he minded, but since it had been his own idea, probably not. The baby was not hurrying and she had not yet got the hang of nursing in an upright position. As she was lying on the bed she looked at a YouTube film explaining how to do that. It did not look complicated. Perhaps next time she should try. It would be a rather necessary skill when she was back at work.
When the baby was satisfied, she laid him back in his bed. Before she took him downstairs she would first need to know who the visitor was. Although it was not likely, it might be someone else entirely.
Coming downstairs, however, she immediately heard the visitors were her parents. She walked into the living room. "Hello," she said, feeling self-conscious for some reason.
"How are you?" asked her mother.
"Great," she said with a shrug, trying to figure out if Frederick had revealed anything. It looked as if her deflated belly was not revealing enough. She probably still looked nine months pregnant. It was a bit disappointing not to have them point at it immediately. She had a dressing gown on, but it no longer looked as if it could not close.
"You're bored then?" asked her father.
"Not really." She did not feel very attractive in her wide clothes and with the huge maternity pad. That thing especially was quite awful. She struggled with taking up a comfortable position. "We just had something to show you."
"What?" Her father looked clueless.
"What?" said her mother, who uncharacteristically seemed to catch on faster than her father. "It happened?"
Anna Margaret had urged her parents to behave normally as they walked home and said that she wanted some rest during the rest of the weekend. She had also asked them not to inform her sisters just yet, because she had no idea if they were able to keep quiet about it.
Her parents seemed delighted with the little boy and she could not even be sure they were going to keep their word, although she had stressed a few times that it was in the baby's best interest not to be bothered yet. If the birth leaked out before Monday afternoon, she would take the appropriate measures, she had said, although she had not said exactly what she would do.
She was happy, though, that she had taken this hurdle. They now knew and she would no longer have to wonder about an appropriate moment. They had been the first and they could not feel they were being treated as secondary family members simply because they were not royals.
Her mother had asked what she was going to do with the baby. Of course now he was here she ought to know. Tomorrow he was simply going to stay home; that was easy. On Monday she expected to go to work as usual. She could walk, she could sit. There was nothing that prevented her from going.
"Monday…" she said to Frederick.
"You're taking him."
"Yes." That was rather necessary. He needed to drink. "And I have a debate, so I need to go." She probably had a good excuse if she did not go, but that was her last resort.
"Or should I take him there later, so you can arrive in peace?"
She considered that. If she simply got into the car that was going to pick her up, no one would know yet. Anyone watching her house might move to the office to spy on her there and Frederick would be able to leave unnoticed. If she left the house with a baby, she might be bothered by people wanting to take photos and ask questions and that would hold her up too much. She was not sure how much interest there would be, but it was best not to underestimate anything to prevent unpleasant surprises.
"I need to register him too," he remembered. "I'll do that before I come to you."
"That sounds good. If I feed him just before I go, he should be fine for a while." She would have to practise a bit more to nurse in a chair. By the time she got to work she would have to be good at it. Well, that was her own goal. Perhaps no one else would even notice or care. "And then what?" It was still really difficult not to be able to plan her day.
"I don't know." Frederick shrugged. "I haven't got a lot planned this week because I knew he might be arriving. I can keep him entertained on Monday."
Anna Margaret was not sure the baby would already want to be entertained. He was not sleeping as much as she had always heard babies did, but he seemed to be content just lying there. She crossed her fingers behind her back. Hopefully it would stay that way.
Of course he chose precisely that moment to start fussing. Before they got to him it was a full-blown cry.
"All right," she said doubtfully after she had picked him up and he had gone amazingly quiet. "I fed him an hour ago, didn't I? Is he tired?"
"Bored," Frederick guessed.
"Already?" But she sat down with him on the couch and switched on the TV. She could not imagine doing that for six weeks.
By the end of the weekend Anna Margaret felt she had made some progress when it came to feeding the baby. She had also made some progress in finding out what he wanted. When he made a noise, he was either hungry or bored. She spent a lot of time sitting with him in her lap. Which was fine for today, she decided, but in the coming days he would have to be satisfied with something else. It was good that he seemed to like Frederick as well, although he mostly fell asleep when he was sitting with his father.
Florian and Murielle came by to see them on Sunday evening and the latter revealed that their little brother had arrived. She even showed them a photo and apologised that her parents had not sent anything themselves. "Mum wanted to come over, but I think Dad tied her to the bed," she said as if this was the most normal thing in the world. "He wouldn't let her go, at any rate. But they could have sent you a message, yes. I'm not sure why they didn't. Maybe they're still working on it."
Frederick sent one to his sister before Murielle finished speaking.
"We were allowed to let you know about it, though. Don't worry," Murielle added.
"Is she all right?" asked Anna Margaret.
"Mwah. Physically I suppose, yes."
"But otherwise?"
"I think it's quite a relief that he seems to be all right. It's always a risk, isn't it? Especially when she sent everyone away. Oh gosh, these doctors must still be thinking it was a false alarm!" she chuckled.
"He was born at home then?" Anna Margaret asked.
"What did your father think of that?" She expected Philip not to have supported anything that would have endangered the life of his wife and child.
"He probably liked it, because he also had to help with homework at the same time."
Florian had been fiddling with his bag. "Can I take a picture of yours? I took some of Max and –"
"Some?" his sister interjected. Evidently she disagreed.
"Max?" Frederick asked. "Surely that's short for something."
"Surely you're right," said Florian. "Florian, Julian, Max – you can fill that one in."
"But yes, you can take pictures of Alexander as long as –"
"Alex. Great combo with Max." Florian unpacked his bag. He had come prepared. "I hope you haven't already released a picture."
"Because it's sort of my job and Mum –"
"Well, it's my child and I decide."
"I take better photos."
"I'm not paying you for them."
Florian grinned. "All right, but I'm not sure Mum trusts you to release a suitably classy photo."
"I haven't heard from her, so I'm sure she does."
"And no one takes the heir to the throne seriously," Florian sulked for effect.
"I could have told you that," Frederick informed him. "Do focus on photography in the meantime."
"And where is the boy?"
"In the living room."
Anna Margaret was sort of stationed in the doorway, so she could oversee both spaces. Murielle was already looking at the baby. She had just weighed him. "Good," she decided. "He appears to drink well."
"Now that," said Florian, approaching. "Is not royal attire."
"And what you're wearing is?" Frederick retorted, although it was a good deal more formal than what he was wearing himself.
"I am not to be announced. Trust me, if I get married or something I'll wear something that passes muster."
"I don't think we bought anything suitable for an official photo," said Anna Margaret, although she was not worried in the least. Florian was not to be taken seriously and he knew it. He was simply looking for something to do with his life. "But we have lots of things suitable for babies."
"I'll take a photo of his head. Or I could just take a few and let Mum decide."
"Don't take her so seriously. I went shopping with her and she never said a word," she advised.
Lise November 01, 2017 08:21PM
Re: Titled? ~ 67
Sarah Waldock November 02, 2017 09:19PM
Alida November 02, 2017 06:51PM


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Informal Small and Medium Enterprises (SMEs) play a key role in their respective economies over the world particularly in the African continent. This paper reviews various theories on SMEs towards understanding the potential of the informal sector in the context of African countries. The paper uses a theoretical approach for the purpose of assessing the challenges that have affected the development of the informal SMEs sector over the years in both the developing and developed world. Economically developing countries in Africa pose unique challenges to informal SMEs development compared to the developed countries. The paper reviews the theories that define the rise to informality in Africa by identifying the key determinants for the emergence of informal SMEs. A conceptual framework for assessing informal SME's potential for Africa is developed. The conceptual framework is based on the Fishbone diagram developed by Kaoru Ishikawa (1986). This paper discusses the intricacies of the applicability of the proposed conceptual framework to assess the potential of the informal SMEs in Africa and the way forward for the formalization debate.
This paper examines the fintech concept and fintech market structure. The theoretical and methodological approaches to the adaptation of the Ukrainian banking market to fintech in terms of globalization are investigated. The problems of Ukrainian banking system reforming after the national economy long-term recession are determined. Phases of technology development in the Ukrainian banking system are considered and fintech innovations in Ukraine are discovered.
The experience of states with limited democracy shows that populist manipulations often result in a collapse of the pension insurance system, and then – in an escalation of economic, political and social instability. Accordingly, the development of tools for identifying and preventing economic populism manifestations does not become irrelevant.
Through analyzing the changes in pension legislation, as well as studying economic indicators' dynamics, the article shows that pension insurance issues are widely used as tools for populist policy in Ukraine. This ultimately results in the formation of an abnormally low financial stability of the pension system. In particular, during the 2004 presidential election campaign and parliamentary election in 2007, there was a sharp short-term increase in the gap between growth rates of average pension and nominal GDP; significant deviation of replacement rate from its long-term average trajectory; and with some temporary lag, there emerged a substantial increase in transfers from the state budget.
It is noted that the main tools for economic populism in Ukraine are: (1) permanent procrastination of retirement age raising; (2) "manual" pensions indexation; (3) the existence of a VIP pensions and early retirement system for certain population categories; (4) transfer of burden to lower-income social contribution payers as a result of limiting the maximum value of unified social tax base.
The aim of this article is to seek especially the impact of corruption on the bond and stock market development. For the methodology/approach, the authors analyze a sample of 20 listed Tunisian firms from the Stock Exchange and Financial market, covering the period from 2006 to 2016 by using pooling cross section techniques. The results find a significant positive effect of the level of corruption on the stock market index and the logarithm of capitalization. This is consistent with the view that corruption accelerates the economic growth by speeding up transactions and allowing private companies to overcome the inefficiencies imposed by the government. Furthermore, the results find a negative association is not significant with the dependent variable of traded value as a percentage of the number of listed companies.
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The immortality and beauty of art Essay
Throughout the three poems that Keats composed: "Ode on a Grecian Urn", "Ode to a Nightingale" and "To Autumn", Keats is principally concerned to explore the concepts of time, the relationships between art and nature, mortality and immortality, using a series of paradoxes both thematically and literally in the poem to contrast the main elements discussed in his work, and to enhance the fact that "Ode" in itself is a paradox as it is a result of both celebration and commemoration. However, he looks at these elements in depth from different aspects and perspectives in order to find a way in which art and nature can both exist, developing his ideas within the poems.
In all his three poems, he focuses on the main themes: art, nature and time. Nevertheless, although he looks at the same elements in these poems, he always finds different ways of understanding these concepts in all three poems, as if he is developing his ideas towards a final conclusion. In "Ode on a Grecian Urn" he propels the idea of nature contained by art; "Ode to a Nightingale" is about art contained in nature; whereas "To Autumn" reveals the idea that art and nature are reconciled. In each of Keats's poems, he uses different techniques to back up the main idea that he wants to suggest in each ode.
In the poem "Ode on a Grecian Urn", Keats focuses mainly on the immortality and beauty of art, where things are frozen forever in a state of perfection, such as the images on the urn. In actual fact, Keats resembles the urn to the picture of "still unravish'd bride", which could be seen as an image which represents beauty, but at the same time quite an unrealistic representation as he portraits a very particular part in time: the moment of anticipation, where things are frozen just a fraction of time before perfection and can then be perfected by the imagination of human mind.
Nevertheless, this can also be ruined and destroyed by reality. He cleverly makes use of oxymoron when describing the urn as an "unravish'd bride", which propels the idea of the immortality and perfection of art and at the same time, the limitations which exist because of its unreality. This can be perceived as the fact that he longs for the longevity that is possessed by the urn, and the powerful attraction to art nevertheless having known its limits, and the desire of looking forward to the moment of anticipation, which can then be perfected by the imagination, and lasting forever.
However, the way from which he sees art changes when he comes to write the poem "Ode to a Nightingale", where art is once again presented as attractive but incomplete from a human point of view, which introduces an ongoing reflection from a self-conscious position on the significance of art. In this poem, Keats expresses the concept of the existence of art in nature through the image of the nightingale and its song: the nightingale, at a certain extent, can be perceived as nature, and the song therefore represents a form of art.
Here, the song can act as a bridge between art and nature as itself is a creation from the nature and thus applying this concept to the idea that art is contained in nature. On the other hand, the song of the nightingale is not human, and therefore this whole idea gets rejected as the poet implies a self-erasing structure throughout the poem in which he sets off his ideal by the contrast of the actual: stating a thesis and antithesis which together will work towards a synthesis, which could be the new thesis, a more perfected conclusion. This unique structure, present only in this poem, conveys the idea of art and nature as it has a clear artistic structure while suggesting the sense of a mind in process looking for the best option.
Compared to "Ode on a Grecian Urn" and "Ode to a Nightingale", "To Autumn" has a more regular structure, which consists of three eleven-line stanzas and a rhyme scheme which starts with "A B A B" which show the regularity and pattern within the poem, while ending with "C D E D C F E" in the first stanza. Examining attentively to the ending rhymes, we can notice that there is a break in pattern, which changes the continuity to support the style. This sudden change in the rhyme scheme, where the "C" and "E" at the end of the stanza link back to the previous "C" and "E" rhymes, suggests the idea of the progress and return for not coming to an end, giving therefore the sense of overflowing, which can be associated with the main idea that Keats suggests throughout the poem: the cyclical time.
Another unique point of the poem "To Autumn" compared to the other twos is the accumulation of figurative language in the poem such as the technique of metaphor, slimily and personification, suggesting therefore a sense of evident truth. Moreover, personification gives human qualities to a non-human object; therefore it has the utility of holding two elements together, which are normally separate and not related to each other. In fact, autumn here is personified by an image of a young girl "sitting careless on a granary floor", passing on a sense of ease. Again, it shows the absence of fear because death is an essential part in the nature cycle as it allows the next one to grow, for a fresh new start. Thus, this is described as a natural and relaxed process.
In this poem, unlike the other twos, Keats describes mainly the progression of time and season, whereas "Ode on a Grecian Urn" is mainly concerned about art, and "Ode on a Nightingale" which is primarily about nature. The description of the progression of time and season could possibly represent Keats's message that even though autumn seems the approach towards death, it is all part of the natural progression that eventually leads to spring and a new beginning. Keats uses many techniques to emphasise his conclusion with the use of rhymes, a steady and calm rhythm, his choice of imagery such as the "full-grown lambs" is a way of representing the point of "vintage" and at the same time, conveying a tranquil atmosphere throughout the poem.
Therefore, this poem conveys a sense of peace and composure in respect to the other twos as there is the absence of fear and no anxiety of death because of the sense of continuity which works towards a cycle. In fact, in "Ode on a Grecian Urn" and "Ode to a Nightingale", Keats is mainly concerned to explore the concept between art and nature, giving only little interest in "time", where in the end, it seems that it is the key element which links art and nature as the theory of "mortality" and "immorality" no longer exists.
In all of these three poems of Keats, there is the concern of how to reach and maintain the moment of "vintage", in other words, how to reach the most perfect instant in time, in which it is more complete than the moment of anticipation and which does not exceed with excess to become spoiled, tending towards "death". Therefore, it can be said that the moment of "vintage" is the moment of perfect maturity, the best moment that anything can possibly reach and at the same time, the moment which is haunted by death.
Finally, Keats develops his concept of time from linear, described in his first two poems "Ode on a Grecian Urn" and "Ode to a Nightingale", to a cyclical time mentioned in "To Autumn", where it conveys a sense of composure in the lack of fear because the sense of ending is also a sense of beginning and return, which brings a feeling of immortality within the concept. This is due to the fact that the natural cycle has never an end, and continues towards infinity.
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The hotel has come to be regarded as the Golden Mile. It has a lobby/reception, telephone operator, safety deposit boxes, currency exchange facility, TV lounge with satellite TV, music, restaurant, bar and dining facilities, complimentary private parking for guests arriving by car, recreation room, terrace and playground. The hotel has 60 rooms in total. The long curving bay is bordered by a narrow, shingle and sand beach and hosts an excellent assortment of water sports as well as a marina for small boats. The main road is lined with shops, bars, popular nightlife locations and restaurants serving every kind of cuisine imaginable. The land surrounding the two resorts is mainly agricultural, with barren cliffs rising steeply, terminating at Corfu''s highest peak, Mount Pantokrator.


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HomeConference Proceedings Reclaiming Sanskrit Studies
Series Editorial
It is a tragedy that many among even the conscientious Hindu scholars of Sanskrit and Hinduism still harp on Macaulay, and ignore others while accounting for the ills of the current Indian education system, and the consequent erosion of Hindu values in the Indian psyche. Of course, the machinating Macaulay brazenly declared that a single shelf of a good European library was worth the whole native literature of India, and sought accordingly to create "a class of persons, Indian in blood and colour, but English in taste, in opinions, in morals and in intellect" by means of his education system – which the system did achieve.
An important example of what is being ignored by most Indian scholars is the current American Orientalism. They have failed to counter it on any significant scale.
But it was given to Rajiv Malhotra, a leading public intellectual in America, to expose the Western conspiracy on an unprecedented scale, unearthing the modus operandi behind the unrelenting and unhindered program for nearly two centuries now of the sabotage of our ancient civilisation yet with hardly any note of compunction. One has only to look into Malhotra's seminal writings – Breaking India(2011), Being Different (2011), Indra's Net (2014), The Battle for Sanskrit(2016), and The Academic Hinduphobia (2016) – for fuller details.
This pentad – preceded by Invading the Sacred (2007) behind which, too, he was the main driving force – goes to show the intellectual penetration of the West, into even the remotest corners (spatial/temporal/thematic) of our hoary heritage. There is a mixed motive in the latest Occidental enterprise, ostensibly being carried out with "pure academic concerns". For the American Orientalist doing his "South Asian Studies" (his new term for "Indology Studies"), Sanskrit is inherently oppressive – especially of Dalits, Muslims and women. And as an "antidote", therefore, the goal of Sanskrit studies henceforth should be, according to him, to "exhume and exorcise the barbarism" of social hierarchies and oppression of women happening ever since the inception of Sanskrit – which language itself came, rather, from outside India. Another important agenda is to infuse/intensify animosities between/among votaries of Sanskrit and votaries of vernacular languages in india. A significant instrument towards this end is to influence mainstream media so that the populace is constantly fed ideas inimical to the Hindu heritage. The tools being deployed for this are the trained army of "intellectuals" – of leftist leanings and "secular" credentials.
The first two conferences focussed on the writings of Prof. Sheldon Pollock, the outstanding American Orientalist (also of Columbia University, ironically) and considered the most formidable and influential scholar of today. There can always be deeper/stronger responses than the ones that have been presented in these two conferences, or more insightful perspectives; future conferences, therefore, could also be open in general to papers on themes of prior conferences.
Vijayadaśamī
Hemalamba Saṃvatsara
Dr. K S Kannan
General Editor of the Series


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To Modify the Generalized System of Preferences, and for Other Purposes
By the President of the United States of America
1. Pursuant to sections 501 and 502(a)(1) of Title V of the Trade Act of 1974, as amended (the "1974 Act") (19 U.S.C. 2461, 2462(a)(1)), the President is authorized to designate countries as beneficiary developing countries for purposes of the Generalized System of Preferences (GSP).
2. Pursuant to section 503(d) of the 1974 Act (19 U.S.C. 2463(d)), the President may waive the application of the competitive need limitations in section 503(c)(2)(A) (19 U.S.C. 2463(c)(2)(A)) with respect to any eligible article from any beneficiary developing country if certain conditions are met.
3. Pursuant to section 503(d)(5) of the 1974 Act (19 U.S.C. 2463(d)(5)), any waiver granted under section 503(d) shall remain in effect until the President determines that such waiver is no longer warranted due to changed circumstances.
4. Section 7(a) of the AGOA Acceleration Act of 2004 (Public Law 108-274) ("AGOA Acceleration Act") amended section 506A of the GSP (19 U.S.C. 2466a) to provide certain benefits to any country designated as a beneficiary sub-Saharan African country under section 506A(a) of the GSP that becomes a party to a free trade agreement with the United States, and amended section 506B of the GSP (19 U.S.C. 2466b) to extend the period during which preferential treatment may be accorded to such countries.
5. Section 7(b) through (f) of the AGOA Acceleration Act amended section 112 of the African Growth and Opportunity Act (Title I of the Trade and Development Act of 2000, Public Law 106-200) (AGOA) (19 U.S.C. 3721) to modify the type and quantity of textile and apparel articles eligible for the preferential treatment now accorded to designated beneficiary sub-Saharan African countries, and to provide certain benefits to any such country that becomes a party to a free trade agreement with the United States.
6. On December 17, 1992, the Governments of Canada, Mexico, and the United States entered into the North American Free Trade Agreement (NAFTA). The Congress approved the NAFTA in section 101(a) of the North American Free Trade Agreement Implementation Act (the "NAFTA Implementation Act") (19 U.S.C. 3311(a)), and the President implemented the tariff provisions of the NAFTA with respect to the United States in Proclamation 6641 of December 15, 1993.
7. Section 201(a) of the NAFTA Implementation Act (19 U.S.C. 3331(a)) authorizes the President to proclaim such duty modifications as the President may determine to be necessary or appropriate to carry out or apply, among other provisions, Article 308 and Annex 308.1 of the NAFTA.
8. NAFTA Article 308 and Annex 308.1 provide for each NAFTA Party to eliminate or reduce normal trade relations (most-favored-nation) rates of duty on certain automatic data processing machinery and parts, and set the terms under which such goods shall be considered originating goods under the NAFTA when imported from the territory of a NAFTA Party.
9. Pursuant to sections 501 and 502(a)(1) of the 1974 Act, and having due regard for the factors set forth in section 501 of the 1974 Act and taking into account the factors set forth in section 502(c) of the 1974 Act (19 U.S.C. 2462(c)), I have decided to designate Iraq as a beneficiary developing country for purposes of the GSP.
10. Pursuant to section 503(d)(5) of the 1974 Act, I have determined that a previously granted waiver of the competitive need limitations of section 503(c)(2)(A) is no longer warranted due to changed circumstances.
11. In order to implement the tariff treatment provided under section 7 of the AGOA Acceleration Act, it is necessary to modify the Harmonized Tariff Schedule of the United States (HTS).
12. I have determined that each NAFTA Party has eliminated or reduced its normal trade relations (most-favored-nation) rates of duty applicable to the goods enumerated in Table 308.1.1 of NAFTA Annex 308.1 to the levels prescribed in that Table. Annex 308.1 provides for those goods to be originating goods under the NAFTA when imported from Canada or Mexico.
13. Pursuant to section 201(a) of the NAFTA Implementation Act, I have determined that the modifications to the HTS hereinafter proclaimed concerning goods considered to be originating when imported from the territory of a NAFTA Party are necessary and appropriate to carry out or apply Article 308 and Annex 308.1 of the NAFTA.
14. Section 604 of the 1974 Act, as amended (19 U.S.C. 2483), authorizes the President to embody in the HTS the substance of the relevant provisions of that Act, and of other acts affecting import treatment, and actions thereunder, including the removal, modification, continuance, or imposition of any rate of duty or other import restriction.
NOW, THEREFORE, I, GEORGE W. BUSH, President of the United States of America, acting under the authority vested in me by the Constitution and the laws of the United States of America, including but not limited to Title V and section 604 of the 1974 Trade Act, section 112 of the AGOA, and section 201(a) of the NAFTA Implementation Act, do proclaim that:
(1) Iraq is designated as a beneficiary developing country for purposes of the GSP, effective 15 days after the date of this proclamation.
(2) In order to reflect this designation in the HTS, general note 4(a) to the HTS is modified by adding "Iraq" to the list entitled "Independent Countries", effective with respect to articles entered, or withdrawn from warehouse for consumption, on or after 15 days after the date of this proclamation.
(3) In order to provide that a country no longer be treated as a beneficiary developing country with respect to an eligible article for purposes of the GSP, general note 4(d) to the HTS is modified as provided in section 1 of Annex I.
(4) In order to withdraw preferential tariff treatment under the GSP for a certain article imported from a certain beneficiary developing country, the Rates of Duty 1-Special subcolumn for such HTS subheading is modified as provided for in section 2 of Annex I to this proclamation.
(5) The waiver of the application of section 503(c)(2)(A) of the 1974 Act to the article in the HTS subheading and to the beneficiary developing country listed in section 3 of Annex I to this proclamation is revoked.
(6) In order to provide for the preferential treatment provided for in section 506A and 506B of the GSP, as amended by section 7(a) of the AGOA Acceleration Act, and section 112 of the AGOA, as amended by sections 7(b) through (f) of the AGOA Acceleration Act, the HTS is modified as provided in Annex II to this proclamation.
(7) In order to implement Article 308 and Annex 308.1 of the NAFTA for certain automatic data processing machinery and parts imported from Canada and Mexico, the HTS is modified as provided in Annex III to this proclamation.
(8) Any provisions of previous proclamations and Executive Orders that are inconsistent with this proclamation are superseded to the extent of such inconsistency.
(9) The modifications made by and action taken in Annex I to this proclamation shall be effective with respect to eligible articles entered, or withdrawn from warehouse for consumption, on or after 60 days after the date of this proclamation.
(10) The modifications made by Annex II shall be effective with respect to eligible articles entered, or withdrawn from warehouse for consumption, on or after July 13, 2004, except that the modifications made by section 4(A) relating to increases in the quantity of certain articles eligible for duty-free treatment shall be effective with respect to articles entered, or withdrawn from warehouse for consumption, on or after the dates provided in that section.
(11) The modifications made by Annex III shall be effective with respect to goods entered, or withdrawn from warehouse for consumption, on or after January 1, 2003.
IN WITNESS WHEREOF, I have hereunto set my hand this seventh day of September, in the year of our Lord two thousand four, and of the Independence of the United States of America the two hundred and twenty-ninth.