Word: fees
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Dates: during 2000-2009
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When the dust settled on the Undergraduate Council’s termbill referendum, neither side received exactly what it wanted. After a divisive debate that polarized students into “yes-yes” and “no-no” factions, students voted for the termbill fee increase to $75 but voted against making the fee mandatory...
...possible outcomes of the referendum, this one has the potential to be the worst. Although the fee increase passed, students are now more aware of their right to waive paying it. Couple this new awareness with generally negative feelings about paying a new, higher fee, and the council could theoretically lose money next year. Free-riding will inevitably be an issue as well; we doubt students will skip a U2 concert just because they conveniently checked...
...prevent these scenarios from seriously disrupting the council’s operations, members of the council must make a concerted effort to convince as many students as possible to pay the new fee. In other words, although the campaign to convince students to approve the termbill increase is over, the campaign to win the hearts and dollars of students has just begun. The student body has retained the ability to keep the council honest and responsive. The council must recognize the stakes involved and work even harder to be fiscally responsible and to hold events that students actually want...
...Advocate requested a 50-year lease with Harvard. Though the University would not agree to that deal, the two parties instead settled on a 15-year lease, expiring in 2011, for an agreed $1-per-year fee...
...group is still at what Ury calls "the level of experiments" as organizers figure out how best to harness email, web chats and intranets to serve members, several hundred lawmakers have already signed on, representing countries from Brazil to India. Nonlegislators can join a related forum, paying a fee that depends on the size of their organization. The goal: to devise common solutions to common challenges. Collective problem solving makes sense, says Dunlop, the body's secretary-general: "If you were a management consultant advising legislators, you wouldn't say, 'Divide up into 130 groups and solve a problem...