This is, in part, the nature of a dynamic system, especially one that has many variables that are difficult to quantify. No matter how carefully a data system is planned, the need for different data will always occur after it is implemented. If the CSW can have a lasting effect on this campus, we would like one of the legacies to be the recognition of how crucial flexible data systems are to the university. The third impediment relates to resources. Many of the changes we have asked for have required someone to do more work.
More work usually requires more people and more money.
Finding the resources to make the recommendations happen has been one of the greatest successes of the administration. However, resources are stretched thin and even the most creative minds can't allocate money and people that don't exist. The CSW is very sensitive to the cost of its recommendations. The Oasis Center for sexual assault and relationship violence is a good example of the process through which a CSW recommendation becomes a reality. The CSW objective 1.3 under the Campus Climate goals recommended the creation of a central office to respond to, monitor, and strengthen policies relating to sexual assault and related violence and harassment on campus.