Sustainability in Practice: Decision-Making, Constraints, and Feasibility in a Baltimore-Based Independent Restaurant

This capstone project examined how sustainability is prioritized at an independent Baltimore restaurant and how routine operational realities shape its implementation in practice. The project investigated how different stakeholders define sustainability, which sustainability practices are currently implemented, and what factors influenced the feasibility and prioritization of additional sustainability initiatives. Using a qualitative, action-oriented case study design, data were collected through six semi-structured interviews with the restaurant’s owner, employees, regular customers, and a local supplier. Interviews were triangulated with observational and owner- provided financial data. The findings suggest that sustainability at this restaurant is deeply rooted in its values and already embedded in practices such as local sourcing, whole-ingredient utilization, and waste reduction. However, environmental sustainability goals are shaped by the economic and social realities of operating an independent restaurant, including labor costs, building-related expenses, staff capacity, and the need to remain financially stable. The two largest financial barriers were labor costs and building-related expenses such as maintenance, repairs, and infrastructure needs. As a result, the restaurant often prioritizes operational stability and existing economic and social sustainability needs over additional environmental initiatives. This case study highlights the need for tailored recommendations that are realistic and financially feasible. Action items for this restaurant are discussed.