Integrated staffing and student-centered strategy are reshaping campus operations
Innovation is the engine behind everything we do. Whether we’re reimagining spaces, designing student-focused operations, or scaling ideas across multiple assets, our work is rooted in the belief that real impact starts with listening, collaborating, and acting boldly. We talked with Chris Stewart, Senior Assistant Director, Facility Operations at CENTERS, based at Cleveland State University (CSU), who offered a behind-the-scenes look at what makes CENTERS’ approach different and how bundling operations across multiple assets can transform day-to-day work into strategic, campus-wide impact.
Staying True to Mission While Delivering Operational Excellence
For nearly two decades, CENTERS has served as the operational partner for CSU’s Recreation Center. But the story didn’t stop there. In 2021, the university expanded our scope to include Student Center operations and, more recently, Conference and Event Services. Why? Because our team consistently balances strategic vision with practical performance.
“At a campus level, I believe it’s critical for CENTERS to remain abreast of the university’s mission, vision, values, and strategic plan in order to properly ensure client satisfaction. The sustained success on CSU’s campus would not be possible without site and corporate level leadership being able to demonstrate CENTERS’ ability to enhance operations while taking into consideration the vision of university leadership.”
At CSU, that success has been amplified by bundling operations under a single, unified management model that combines strategy, staffing, and service. It’s this mission-driven and results-focused alignment that fuels success across every asset we manage.
Maximizing Spaces with Purpose and Creativity
When it comes to facility management, Chris emphasizes a practical, data-informed approach to maximize efficiencies, anticipate hurdles, and plan for upgrades and improvements.
“CENTERS prioritizes a proactive approach, which is demonstrated in our preventative maintenance plans, 30-year capital plans, and expansive business plans. These processes are designed to deliver maximum impact for the campus community.”
That mindset came to life when the team transformed a seldom-used group fitness studio into the Shine Well Studio, a mental wellness hub outfitted with nap pods, massage chairs, lounge seating, and live plants. Additionally, because the team at CSU also manages operations at the Student Center, a similar highly-utilized wellness space, The Wellness Cube, was implemented at the heart of campus.
“This studio went from a rarely utilized space to a destination that’s enjoyed by students at all times of the day. It’s proof that even the smallest square footage can have a big impact if designed with intention.”
Building Relationships That Power Results
Overseeing three campus operations—Recreation, Student Center, and Conference & Event Services—requires thought and efforts that go beyond scheduling and staffing models. It takes trust, campus-wide collaboration, and intentional communication.
“With our reach expanding, it’s more important now than ever that we maintain strong working relationships with partners like Capital Planning, Facilities, Safety and Technology, Access Control, Campus Police, Student Belonging and Success (Student Affairs), Dining, Parking, and Information Technology. Relationship-building and being a collaborative campus partner have been absolutely critical to success.”
It’s a community-first philosophy where inclusion, responsiveness, and collaboration come together, which makes CENTERS such a dynamic force on campus.
Innovating Through Constraints
Higher education is navigating new financial realities. But that hasn’t stopped the CENTERS team at CSU from finding ways to do more with less.
“In recent years, we’ve experienced lower numbers of part-time staff due to a variety of factors. But we worked to maintain our standards through collaboration and creative solutions by challenging ourselves to think differently about how we deliver services to the campus community.”
Cross-training across job functions and operations has been key. The team reimagined its operational models, cross-training student employees across operations so that three could do the work previously handled by five or six. “It was tough to navigate at times, but I truly believe that as a site we’ve come out better because of it.”
Creating Growth Opportunities for Students
Student development is central to CENTERS’ mission. For many student employees, working at CENTERS is their first professional experience, and Chris takes that responsibility seriously.
“We’ve developed leadership competencies that guide us in training and teaching our students transferable and applicable skills that they can use outside of the job. I’ve seen firsthand the impact this can have, and the trajectory it can put students on.”
By designing clear pathways for advancement, from entry-level assistants to operations supervisors, students build confidence as they begin building careers.
Scaling What Works: Cross-Asset Staffing Success
One of the most impactful changes Chris helped lead was the implementation of a cross-asset staffing model that blends roles between Recreation, Student Center operations, and Conference & Event Services. This model highlights how bundling creates operational strength and flexibility.
“We implemented a more flexible student staffing model that blends roles between two or more departments. We now have staff trained in both custodial and event support roles. This has allowed for more efficient scheduling and reduced the need to have large quantities of staff on shift at once. While we are still evaluating the long-term results, we have already seen some budgetary savings and enhanced student experiences.”
Bundling in Action: A Model for Integration
The CSU site is a living example of how CENTERS’ bundled management model works in practice. By bringing Recreation, Student Center, and Conference & Event Services under one coordinated operational strategy—and by empowering entrepreneurial leaders like Chris to implement integrated staffing and programming—CENTERS delivers greater efficiency, financial savings, stronger student outcomes, and more cohesive campus experiences.
This approach goes beyond simply sharing resources. It aligns people, purpose, and process across multiple assets to drive lasting impact in supporting CSU’s mission.
From Idea to Execution: What It Takes
Where do the best ideas come from? According to Chris, they’re often born from failure or frustration.
“I think what allows me to be successful is that I test my ideas and concepts with students and full-time staff and continue to refine the idea before making the decision to implement. I ask myself, ‘Is this the best for students? Is this the best for staff? Is this the best for our operation? Is this the best for our campus partner?’ If the answer is yes to all of those, then I move forward confidently.”
His advice to others looking to shake things up?
“Be fearless. Be unafraid. Have conviction in your ideas. Start small and let the snowball effect carry it forward.”
Leading the Future of Campus Operations
What CENTERS brings to campuses isn’t just management. It’s momentum. Through partnership, creativity, and a whole lot of grit, our teams build more than programs and facilities. By bundling operations and aligning strategy across assets, we build trust, efficiency, and meaningful student experiences.
“We show up every day ready to pivot, ready to be flexible, and ready to take on the new challenges that face our campuses. That’s what sets us apart.”
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