Facilities Management JEDI Team

The Facilities Management Justice, Equity, Diversity and Inclusivity Team (JEDI Team) was founded in fall 2018 with the goal of working on inclusion and diversity efforts to help our department meet the diversity plan set forth by the Division of University Operations (DUO). The JEDI Team actively advocates for and works on getting information to Facilities Management (FM) employees about trainings and resources related to these subjects and following up on other inclusion needs specific to our department. Additionally, the group aims to be a support for the department in facilitation of the Principles of Community and other related topics such as diversity in the search process. The JEDI Team updated their name from the FM Diversity Team in January 2021 to better encompass the charge of the group and to align with the CSU Principles of Community.

Facilities Management is committed to ensuring CSU and our department is a rewarding, inspiring, productive and inclusive community for all employees, students, and visitors. The DUO Diversity Plan has established goals with a focus on Diversity, Equity, and Campus Climate:

  • DUO Diversity Goal 1: The Division of University Operations will actively support efforts to increase recruitment, hiring and retention of employees from marginalized and excluded populations in all units within the Division.
  • DUO Diversity Goal 2: The Division of University Operations will actively cultivate an inclusive institutional climate through opportunities for training, increased awareness of diverse cultures and identities, and positive reinforcement of measures taken to promote inclusive excellence.

The Facilities Management Diversity Plan outlines the specific actions Facilities Management will take to carry out the goals set forth by the DUO Diversity Plan. The FM Diversity Plan was developed by the JEDI Team and Department Leadership in summer 2019, and is an ongoing effort. The Team has added to the plan as new action items and initiatives come up; they will update this plan for 2021 and post it to this webpage in the coming months.

Overview of Facilities Management Department's recent efforts, including professional development and various initiatives: DEI Inventory 2019 through Spring 2021


Terry Adams, Space & Mapping
Zane Bamesberger, Operations - Building Services
Erika Benti, Parking & Transportation Services (Co-Chair)
Mark Breuer, Parking & Transportation Services
Harrison Bridge, Remodel & Construction Services
Jamie Cardenas, Operations - Building Services
Sawyer Finley, Operations - Fire Systems Group
Jasmine Hatten, Engineering & Capital Construction
Julia Innes, Planning & Design
Jessica Kramer, Planning & Design (Co-Chair)
Leon Major, Operations - Outdoor Services
Holly Ritzman, Central Receiving
Robert Sanchez, Remodel & Construction Services
Matt Smith, Computer Services

Interested in joining the team? Have questions, ideas, or feedback for the team? Please email us at Fac_diversity_team@colostate.edu. We currently meet virtually over Microsoft Teams on the first Thursday of the month from 10:30 to noon.

Introduction letter to JEDI Team for new employees within FM, Central Receiving, and Parking & Transportation Services.

2018 Employee Climate Survey: Facilities Management Survey Results

The survey results for the Facilities Management Department were presented to the FM supervisors on July 17, 2019 and can be viewed here. The results were shared virtually in October 2020 with FM employees. To view one of the Oct. 2020 Employee Climate Survey Zoom Sessions, visit here (and be sure to enter the passcode: 8ug%nKX6).

To see overall survey results for all of campus, visit: https://diversity.colostate.edu/2018-employee-climate-survey/.


Facilities Focus Newsletter - Spring 2021 Updates

2021 is proving to be a very busy year with many challenges, but also many positive changes. First off, the FM Diversity Team voted to change its name to the FM Justice, Equity, Diversity and Inclusivity Team at the beginning of the year. JEDI for short, the team felt that this name change better encompasses the initiative of the team and promotes the Principles of Community. The team is continuously working on helping FM employees to develop a JEDI mindset not only during business hours, but in everyday life.

Last April, FM AVP Tom Satterly released the first FM Daily Communication to all Facilities Management staff and student employees. Tom wanted to get information out fast regarding the rapidly changing Covid-19 Pandemic in a standard format that employees could identify. Tom’s idea aligned with the JEDI team’s initiative to provide and encourage more communication throughout the department. Many projects and topics that the JEDI team has worked on have been featured in the now Weekly Communications. You can find the featured JEDI communication efforts directly below this communication.

The JEDI team held Focus Groups back in October 2020 to assess if and how employees are receiving department and university wide emails. The focus groups proved that many employees were either not given dedicated work time to check email, did not have adequate technology or Wi-Fi access, or needed computer training in English or Spanish. The JEDI team has arranged for one on one trainings with Computer Services and Nestor Flores to anyone who may need assistance. The team is also working on a new Wi-Fi pilot program. This program will be used to eliminate barriers employees encounter when trying to access university email communication. This program is set to take place Spring/Summer 2021.

Image of the "Principles of Community - Lived Examples" feature from Facilities Focus Spring 2021 IssuePrinciples of Community within Facilities Management

Look for our newest highlight in the Quarterly Facilties Focus newsletter that features the Principles of Community in action by our department! In the Spring 2021 issue, the Central Receiving and the Engineering & Capital Construction sections of FM are featured.

What do the Principles of Community mean to FM employees? What assumptions do we carry about the terms inclusion, integrity, respect, service, and social justice? What do these words mean in the context of our jobs, in relationships with our colleagues, and interactions with our customers? Discussing tangible and real-life examples of the Principles can spark further conversation and awareness of what these concepts look like in action, helping us to perceive how often we do engage with the Principles within our department.

How do I start a conversation about the Principles of Community with my team? Check out this Tip Sheet for Supervisors. One supervisor recommendation is to enter the discussion by focusing on "the professional, the positive, and the practical," exploring how these concepts show up in our work environments daily. We asked FM employees to share examples from within their sections. Below are their responses.


  • When helping customers at the Parking and Transportation Services front desk, employees take extra time to communicate clearly with international students and staff who may have a language barrier to understanding parking regulations on campus.
  • When a leader does not take credit for the successes of the team, instead, they give credit to the team members, recognizing their contributions, expertise, and effort.
  • Who is invited to attend a meeting and give input? Are all the relevant parties who are impacted part of the conversation?


  • When an employee is underperforming, a supervisor needs to address performance, but a supervisor also needs to ask themselves what they are or are not doing to contribute to the problem. How can the supervisor improve to help their employees grow?
  • Am I complaining? If so, how can I be proactive instead? What do I need to be doing to help the situation?
  • Be accountable—when I can’t make it to a meeting, I send a note to the organizer in advance to let them know.


  • When using shared equipment in our operation, returning it with full tanks of gas, cleaned up, blades sharpened, and the equipment is ready for the next user.
  • We have to learn to work with people of different opinions in order to advance the mission of the organization. Even if others are difficult, stubborn, or closed-minded, we need to find common ground. Or are we the one being closed-minded? We need to let go of ours egos and place the mission first.
  • Including people from many facets of Facilities at the beginning of a project shows respect for the different services Facilities staff can provide. This also allows everyone to understand project goals from the beginning and helps to create a realistic budget at the start.
  • Sticking to people's given names is a sign of respect. Don't assume an employee is okay with a nickname given to them; make sure to ask them what name they are most comfortable with.
  • Sending a meeting agenda out in advance is a sign of respect for people's time.


  • If the incorrect trades shop is dispatched to a building issue, the dispatched employee will try to reroute the call to the correct shop and try to coach the customer as to why it would be the other shop for future similar issues.
  • When working with other groups, especially groups outside of Facilities Management, what can we do to make the process better and work more effectively for the both of us?
  • We recently went out of our way to do a wildlife rescue getting some goslings off the roof of GSB. Geese are a nuisance to our operations and the Outdoor Services group spends a ton of time cleaning up after them, yet our staff saved these geese because of the campus community's concerns for the goslings ability to survive on the roof top.

Social Justice

  • Outdoor Services reached out to the Office for Accessibility for their guidance to help improve sidewalk grinding programs to create smoother ADA routes into the core of campus for all sidewalk users.
  • When clearing the sidewalks of snow, FM employees not only clear the ramps and sidewalks, as is required by the Americans with Disabilities Act (ADA), but also make sure to clear additional space for a person in a wheelchair to maneuver into a turn from the sidewalk onto the ramp.
  • Are opportunities to participate on committees given to employees who are not in standard leadership roles? All employees should be offered opportunities to engage and enact their initiative, to develop skills and professionally develop in roles that may otherwise be limited, to make an impact within and further contribute to the department, no matter what position level they are at or what job classification.

Download the Principles of Community (in English)Principles of Community (in Spanish), or Principles of Community (in Arabic) poster to display in your work area.

Search Committee Resources

If you are on an FM search committee or supporting one, the JEDI Team has gathered some resources that we're happy to share regarding diversity and inclusion. Just send us an email at Fac_diversity_team@colostate.edu.

OEO - Summary of Search Process

OEO - Recruitment Resources

Language about CSU, Fort Collins, and Benefits to include in job announcements

OEO Training: How to Consider Diversity in the Search Process (June 2019)

OEO Training: Search Committee Training (Feb. 2019)

More Resources

Resources that support the CSU community—and can help employees engage & succeed at CSU:

Glossary of Terms

We thank the VPD office for sharing these concepts. For more understanding around these concepts, please visit: https://diversity.colostate.edu/notes-from-the-vpd-qa-how-leaders-can-take-action-to-advance-equity/.

  • Diversity: CSU Diversity Statement includes differences across “age, culture, different ideas and perspectives, disability, ethnicity, first generation status, familial status, gender identity and expression, geographic background, marital status, national origin, race, religious and spiritual beliefs, sex, sexual orientation, socioeconomic status, physical appearance, medical diagnosis, documentation status, and veteran status with special attention given to populations historically underrepresented or excluded from participation in higher education.”
  • Anti-Blackness: Addressing anti-Blackness at CSU requires centering the needs of Black students, staff, and faculty, while also addressing the broad and complex culture of anti-Blackness, which is maintained through more than just individual racist actions.
  • Inclusion: Whereas ‘diversity’ often simply acknowledges that differences exist, inclusion makes those differences meaningful; differences in identity and experience are embraced and included in how things get done. Systems, projects, and programs are created with the needs and talents of a diversity of people and groups in mind, such that people of all identities and backgrounds feel welcomed, valued, and affirmed.
  • Equity: Addresses the conditions – including policies and practices, not just individual actions – that either suppress or uplift the status of those who are members of marginalized groups. An equity mindset does not look at all things equally, but rather focuses on investing attention and resources on areas that improve the condition for those who experience disproportionate burden. “You can’t have equality if you don’t do equity work first.”
  • Whiteness: Not just referring to people who are white based on skin color or identity, but participation in a culture of norms and values that uphold white supremacy. This can show up in daily institutional practices, as well as personal responses that reflect a culture of whiteness. Most people who are socialized in a culture of whiteness will unconsciously internalize it and will need to become aware of whiteness in order to unlearn it.
  • White Supremacy: Not just referring to neo-Nazis or notorious hate groups, but a whole set of cultural norms, values, beliefs, assumptions, policies, practices, and beliefs that reinforce assumptions about white people and whiteness as supreme over other groups that are not white. This can show up as implicit assumptions about an inherently greater value or degree of worthiness and competency among those who are white or embody whiteness.
  • Privilege: Access to power, resources, and assets (as well as a certain degree of protection) that could be used to disrupt systems of inequity. Until it is acknowledged and leveraged as such, privilege often inadvertently perpetuates inequities by giving some people unfair advantages and benefits that are not available to marginalized groups. Leaders with positional power have more privilege to leverage and push for institutional changes.
  • Allyship: When someone uses their privilege to work with and uplift marginalized groups through concerted and deliberate action, including efforts to remove barriers that prevent equal opportunities for disadvantaged groups.