How CENTERS and Johns Hopkins University Are Shaping Campus Belonging
Student centers have always been part of the fabric of higher education, but in today’s environment, they play a far more strategic role than ever before. They are no longer just “campus living rooms”; they are engines of belonging, equity, engagement, and leadership. At CENTERS, we believe these facilities can and should advance institutional priorities, drive innovation, and prepare students for success long after graduation.
That belief comes to life through leaders like Eve Esch, Executive Director of the Johns Hopkins University Bloomberg Student Center, which opened this semester as the university’s first dedicated facility of its kind. With more than 25 years of experience at institutions like the University of Houston and Ohio State University, Eve has managed complex, multimillion-dollar operations, guided large teams, and opened transformative new facilities. Her perspective illustrates the depth of expertise CENTERS brings to the institutions we serve, and how our model is reshaping the industry.
How Student Centers Adapt to Evolving Campus Needs
Eve has spent her career watching student centers adapt to shifting student demographics, expectations, and institutional goals.
“Student centers are an integral part of a campus community and the student experience,” she explains. “What makes them unique is their adaptability to be what the university is looking for, as well as the ever-changing needs of students.”
This adaptability is not just an operational detail; it’s a strategic advantage. At Johns Hopkins, the new center was envisioned to be more than a gathering space; it was designed to unify a historically decentralized campus and to foster the sense of belonging that students craved. Eve’s leadership ensures that the facility flexes to support everything from artistic collaboration to social programming to wellness initiatives, while always keeping student needs at the center.
CENTERS’ National Scale Accelerates Campus Innovation
Eve quickly saw the benefit of CENTERS’ national network of expertise.
“I have been very impressed with the support of so many colleagues working on this project before (and after) my arrival,” she says. “The fluidity that CENTERS provides for staff at one institution to assist another is impressive, and I hope to pay it forward for the next facility that comes onboard.”
This is more than a support system; it’s an innovation engine. Because CENTERS operates multiple facilities across the country, strategies that succeed at one institution can be adapted and scaled at another. Whether it’s engaging event models, creative marketing campaigns, or new approaches to staff development, CENTERS leaders share what works and avoid what doesn’t. This accelerates innovation across the industry and ensures our partners stay ahead of evolving trends.
Using Data to Advance Student Equity and Engagement
One of Eve’s biggest priorities at Johns Hopkins is using data to make informed, equitable decisions.
“We can identify not only who is using our space, but just as importantly, who isn’t,” she explains. “Using data to identify populations is one example of how our work can improve the student experience and meet the institution’s goals.”
This data-driven approach positions student centers as more than operational units. They become strategic partners in advancing institutional outcomes such as retention, equity, and student well-being. By analyzing who participates and who is absent, leaders like Eve can target programming, services, and outreach to close engagement gaps and strengthen inclusion.
Driving Efficiency and Entrepreneurship in Student Centers
CENTERS’ model is also designed to provide universities with measurable value. As Eve points out:
“Universities that partner with CENTERS benefit from shared support cost savings in areas like human resources, marketing, and business processes. There is also potential for implementing income-producing activities that have been successful at other institutions.”
This dual approach—operational efficiency paired with entrepreneurial strategy—sets CENTERS apart in the field. By reducing duplication and streamlining processes, institutions free up resources. By leveraging entrepreneurial programming and revenue-generation strategies, those same institutions can reinvest directly into students. The result is a facility that not only sustains itself but also creates growth opportunities.
How Student Centers Develop Future Campus Leaders
For Eve, one of the most profound impacts of student centers is the way they prepare students to lead. These roles go beyond operational support; they become training grounds where students learn leadership, collaboration, and resilience.
“CENTERS’ support for our part-time student employees has been critical to our ability to quickly hire and onboard staff,” she notes.
This emphasis on people development is one of the most important ways student centers contribute to higher education. Graduates leave not just with degrees, but with transferable skills that equip them to thrive in their careers and communities.
Aligning University Missions with CENTERS’ Values
The Bloomberg Student Center was developed with a clear charge: to reflect the mission of the institution while also embodying CENTERS’ values. For Eve, striking that balance is essential. “It’s important that the team understands both the university’s goals and purpose, as well as CENTERS’ values,” she says. This alignment ensures that the facility is not just successful in the short term, but sustainable in the long term, rooted in a shared vision.
The CENTERS Impact: Redefining Student Centers in Higher Ed
Eve’s leadership at Johns Hopkins demonstrates how CENTERS is advancing the future of our industry:
- Positioning facilities as strategic drivers of belonging, engagement, and student success.
- Leveraging scale and shared expertise to accelerate innovation nationwide.
- Using data to expand access and close engagement gaps.
- Developing student employees into leaders.
- Maximizing resources so institutions can reinvest in their communities.
The Bloomberg Student Center is more than a new building on campus; it’s a living example of what happens when vision, expertise, and mission align. With leaders like Eve at the forefront, CENTERS continues to redefine the role of student centers in higher education—not simply spaces to gather, but engines of connection, growth, and progress.
Taylor Carlson is Communications and Marketing Coordinator at CENTERS, where she advances the company’s brand and values across a national portfolio of managed locations. She partners with on-site teams and corporate leadership to ensure consistent communication and a cohesive employee experience. Taylor began her career in higher education human resources and later supported recruitment efforts at CENTERS’ parent company, Brailsford & Dunlavey. She earned her bachelor’s degree in sociology from Roanoke College.