For decades, understanding the complexity of behaviors, motivations, and values has interested researchers across various disciplines. So much so that there are numerous terms, frameworks, theories, and studies devoted to understanding these complexities and how they interact and evolve into actions. However, little research has examined how employee behaviors translate into the work environment, particularly regarding perceived organizational success. This study advances research by quantitatively assessing how a greater number of individual employees’ pro-environmental behaviors are related to the perceived success of environmentally sustainable workplace activities. We have concluded that the more pro-environmental behaviors an employee embodies, the more positively they perceive the success of their local government's sustainable purchasing policy. Additionally, other factors matter, including organizational behaviors, like training, innovation, and reduction of red tape.

BACKGROUND: The City of Phoenix initiated the HeatReady program in 2018 to prepare for extreme heat, as there was no official tool, framework, or mechanism at the city level to manage extreme heat. The current landscape of heat safety culture in schools, which are critical community hubs, has received less illumination. HeatReady Schools—a critical component of a HeatReady City—are those that are increasingly able to identify, prepare for, mitigate, track, and respond to the negative impacts of schoolgrounds heat. However, minimal attention has been given to formalize heat preparedness in schools to mitigate high temperatures and health concerns in schoolchildren, a heat-vulnerable population. This study set out to understand heat perceptions, (re)actions, and recommendations of key stakeholders and to identify critical themes around heat readiness. METHODS: An exploratory sequential mixed-methods case study approach was used. These methods focused on acquiring new insight on heat perceptions at elementary schools through semi-structured interviews using thematic analysis and the Delphi panel. Participants included public health professionals and school community members at two elementary schools—one public charter, one public—in South Phoenix, Arizona, a region that has been burdened historically with inequitable distribution of heat resources due to environmental racism and injustices. RESULTS: Findings demonstrated that 1) current heat safety resources are available but not fully utilized within the school sites, 2) expert opinions support that extreme heat readiness plans must account for site-specific needs, particularly education as a first step, and 3) students are negatively impacted by the effects of extreme heat, whether direct or indirect, both inside and outside the classroom. CONCLUSIONS: From key informant interviews and a Delphi panel, a list of 30 final recommendations were developed as important actions to be taken to become “HeatReady.” Future work will apply these recommendations in a HeatReady School Growth Tool that schools can tailor be to their individual needs to improve heat safety and protection measures at schools.

The original intent of the project was to attempt to mitigate the complex sustainability issue of systematic food waste via creating a guide that would educate users how to create a food saving organization that prevents edible food from ending up in landfills. The guide was going to be based on a nonprofit organization my family and I founded called Epic Cure, that has activated programs that serve to relieve community food insecurity, encourage community connectedness, support environmental health, and empower youth with entrepreneurial opportunity. The development of the guide was going to be based on my personal experience developing and running the organization, as well as my understanding of sustainable systems and frameworks. However, the original scope and plan of this project has shifted considerably since the outbreak of the COVID-19 virus. I have decided to put the guide on hold so that I can step into a space of agency via working in real time, to adapt my organization so that we can continue to operate when we are most needed. This shift is a response to the health and economic crisis that continues to unfold daily. In order to sustain the wellbeing of communities, the adaptation of a food aid service in the time of the crisis is an imminent need. This project shift not only serves to provide emergency relief, but also to identify gaps in the food distribution system and the supply chains that NGOs like Epic-Cure rely on so that we might be more resilient in the face of future shocks to the systems.

Extreme heat, a widespread environmental hazard, is experienced disproportionately by historically disinvested and marginalized communities in Tempe. The City of Tempe has thus identified the importance of preparing the City’s youth to move into positions of power within the community to prepare for a future of rising temperatures and climate uncertainty, specifically as it relates to intergenerational community resilience. The City’s long-term Cool Kids, Cool Places, Cool Futures project plans to accelerate the City’s existing climate action by activating and empowering local youth as change agents in the co-creation of cooler, more equitable, and healthier futures. This MSUS project aims to develop strategies for the youth and the city that work together to advocate for and implement youth-designed and neighborhood-focused climate action projects in the Escalante and Victory Acres neighborhoods. The envisioned solution for this project is the creation of a dual strategy to connect youths’ visions for the future of Tempe with the City’s capacity (resources, funding, etc.) to adequately implement them. To complete this, the MSUS team facilitated a visioning workshop for local youth at McClintock High School to brainstorm potential climate action projects. As a result of this workshop, an action guide was then developed by the MSUS team with strategies to help jumpstart these youth-designed projects, highlighting the necessary social and physical assets and infrastructures needed for the projects to succeed. In turn, the City received a report outlining how they can best support the youth in the realization of these action projects. Both of these strategy guides will be used in parallel to begin the implementation of the climate action projects in the Fall of 2022.