About the FM 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. The JEDI Team actively advocates for and works on getting information to Facilities Management (FM) employees about trainings and resources related to these topics, and following up on other inclusion needs specific to our department. We act as a support for the department in facilitation of the Principles of Community; other related topics such as diversity in the search process; and engage in efforts to increase our community’s awareness with the aim of fostering a sense of belonging and understanding. In January 2021, the JEDI Team updated their name from the FM Diversity Team to better encompass the charge of the group and to align with the CSU Principles of Community.

Have questions, ideas, or feedback for the team on past, current, and future JEDI Team initiatives? Please email us at Fac_diversity_team@colostate.edu to share your thoughts.

FM JEDI Team Members

Richard Adzgowski, Operations – Custodial
Harrison Bridge, Remodel & Construction Services
James Gilbert, Remodel & Construction Services
Julia Innes, Campus Planning (JEDI Team Program Assistant)
Dan Kozlowski, Remodel & Construction Services (JEDI Team Chair)
Rusty Pearson, Remodel & Construction Services

Thanks to all of our former members who have served on the team as well!

Interested in joining the team? We all come with different perspectives and backgrounds. The JEDI Team sincerely welcomes diverse perspectives from Facilities Management, working toward our goals in a creative, collaborative manner. We meet in person on the third Wednesday of the month from 11-12:30 with a hybrid option. If the timing of the meeting doesn’t fit with your schedule, reach out to us so we can brainstorm a way for you to participate. We have various working group opportunities that meet at diverse times.

FM Diversity Plan

In 2018 the Division of University Operations (DUO) 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.

Facilities Management outlined specific actions FM would take to meet the goals set forth by the DUO Diversity Plan. View FM’s  2019-2020 Diversity Plan and 2020-2021 Diversity Plan. For an overview of Facilities Management Department’s recent DEI efforts and goals accomplished, including professional development and various initiatives, please see: DEI Inventory 2019 through Spring 2021.

The FM Diversity Plan is a living document, an ongoing effort by the JEDI Team. Items continue to be accomplished even while new action items/initiatives come up and the list grows. JEDI Team goals for 2021-2022 include, but are not limited to:

Addressing DUO Diversity Goal 1:

  • Establish baseline for diversity in current hiring pool
    • Collaboration between JEDI Team and FM HR
  • New State Classified Equal Opportunity Coordinator training for Search Process
    • Planning in process / Launching 2022
    • Collaboration between JEDI Team and FM HR
  • Creating Inclusive Excellence Program (CIEP)
    • FM Cohort
    • Launching Summer 2022

Addressing DUO Diversity Goal 2:

  • Inclusive access to all FM employees through technology and communications
    • Provide physical access (computer, smart phone, iPod-Touch) and work time access to all employees in their breakrooms or office areas –  includes Wi-Fi I-Pod Touch Pilot Program (Summer – Fall 2021)
    • Spanish Translation for dept communications (ongoing)
  • Develop budget that supports recognition of diverse identities at FM/CSU and DEI trainings
    • Bring awareness, education, and allyship to 3-4 diverse identities held by CSU employees using different methods including, but not limited to: communication, stickers, buttons, food, etc.
    • Have 3-4 JEDI-related trainings each year during JEDI Team meetings, inviting FM Direct Reports and other FM staff to participate.

Facilities Management is committed to ensuring CSU and our department is a rewarding, inspiring, productive and inclusive community for all employees, students, and visitors.

JEDI Core Competency in Annual Employee Reviews

Video available with subtitles: English (https://vimeo.com/601317197) Spanish (https://vimeo.com/609923954)

JEDI Core Competency & Definitions Tipsheet

Competencia Fundamental JEDI

Video disponible con subtitulos: Inglés (https://vimeo.com/601317197) & español (https://vimeo.com/609923954)

Principles of Community within Facilities Management

To learn about the Principles of Community, visit: https://inclusiveexcellence.colostate.edu/resources/principles-of-community/.

Look for the JEDI Team’s highlight in the Quarterly Facilties Focus newsletter that features the Principles of Community in action by our department. 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 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 poster:

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://inclusiveexcellence.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.