Before the COVID-19 pandemic, there was a great need for United States’ restaurants to “go green” due to consumers’ habits of frequently eating out. Unfortunately, COVID-19 has caused this initiative to lose traction. While the amount of customers ordering takeout has increased, there is less emphasis on sustainability.<br/>Plastic is known for its harmful effects on the environment and the extreme length of time it takes to decompose. According to the International Union for Conservation of Nature (IUCN), almost 8 million tons of plastic end up in the oceans at an annual rate, threatening not only the safety of marine species but also human health. Modern food packaging materials have included a blend of synthetic ingredients, trickling into our daily lives and polluting the air, water, and land. Single-use plastic items slowly degrade into microplastics and can take up to hundreds of years to biodegrade.<br/>Due to COVID-19, restaurants have switched to takeout and delivery options to adapt to the new business environment and guidelines enforced by the Center of Disease Control (CDC) mandated guidelines. Some of these guidelines include: notices encouraging social distancing and mask-wearing, mandated masks for employees, and easy access to sanitary supplies. This cultural shift is motivating restaurants to search for a quick, cheap, and easy fix to adapt to the increased demand of take-out and delivery methods. This increases their plastic consumption of items such as plastic bags/paper bags, styrofoam containers, and beverage cups. Plastic is the most popular takeout material because of its price and durability as well as allowing for limited contamination and easy disposability.<br/>Almost all food products come in packaging and this, more often than not, is single-use. Food is the largest market out of all the packaging industry, maintaining roughly two-thirds of material going to food. The US Environmental Protection Agency reports that almost half of all municipal solid waste is made up of food and food packaging materials. In 2014, over 162 million tons of packaging material waste was generated in the states. This typically contains toxic inks and dyes that leach into groundwater and soil. When degrading, pieces of plastic absorb toxins like PCBs and pesticides, and then each piece will, in turn, release toxic chemicals like Bisphenol-A. Even before being thrown away, it causes negative effects for the environment. The creation of packaging materials uses many resources such as petroleum and chemicals and then releases toxic byproducts. Such byproducts include sludge containing contaminants, greenhouse gases, and heavy metal and particulate matter emissions. Unlike many other industries, plastic manufacturing has actually increased production. Demand has increased and especially in the food industry to keep things sanitary. This increase in production is reflective of the increase in waste. <br/>Although restaurants have implemented their own sustainable initiatives to combat their carbon footprint, the pandemic has unfortunately forced restaurants to digress. For example, Just Salad, a fast-food restaurant chain, incentivized customers with discounted meals to use reusable bowls which saved over 75,000 pounds of plastic per year. However, when the pandemic hit, the company halted the program to pivot towards takeout and delivery. This effect is apparent on an international scale. Singapore was in lock-down for eight weeks and during that time, 1,470 tons of takeout and food delivery plastic waste was thrown out. In addition, the Hong Kong environmental group Greeners Action surveyed 2,000 people in April and the results showed that people are ordering out twice as much as last year, doubling the use of plastic.<br/>However, is this surge of plastic usage necessary in the food industry or are there methods that can be used to reduce the amount of waste production? The COVID-19 pandemic caused a fracture in the food system’s supply chain, involving food, factory, and farm. This thesis will strive to tackle such topics by analyzing the supply chains of the food industry and identify areas for sustainable opportunities. These recommendations will help to identify areas for green improvement.

In the United States, clinical testing is monitored by the federal and state governments, held to standards to ensure the safety and efficacy of these tests, as well as maintaining privacy for patients receiving a test. In order for the ABCTL to lawfully operate in the state of Arizona, it had to meet various legal criteria. These major legal considerations, in no particular order, are: Clinical Laboratory Improvement Amendments compliance; FDA Emergency Use Authorization (EUA); Health Insurance Portability and Accountability Act compliance; state licensure; patient, state, and federal result reporting; and liability. <br/>In this paper, the EUA pathway will be examined and contextualized in relation to the ABCTL. This will include an examination of the FDA regulations and policies that affect the laboratory during its operations, as well as a look at the different authorization pathways for diagnostic tests present during the COVID-19 pandemic.

Over the course of 2020, individuals and organizations were thrown various unprecedented obstacles that necessitated flexibility, empathy, and understanding. Many organizations were forced to reevaluate their financial status, their purpose, and how they could provide for their employees. The COVID-19 pandemic meant that most companies had to introduce a ‘work from home’ policy, drastically decreasing the face-to-face contact that employees had with each other and leadership. The virus, coupled with the social and political unrest in the U.S. in the wake of the Black Lives Matter movement and the 2020 presidential election, inspired many companies to reframe their organization and redefine their goals.<br/> The B2B (business-to-business) Marketing Agency, The Mx Group, is preparing for a change in leadership, with the current Chief Executive Officer and Founder stepping down, being replaced by the President of the company. The company plans to execute the transition in the spring of 2022, allowing them the rest of 2021 to plan for the change, catering to employees’ individual and the company’s collective needs. It was also prompted by factors such as the COVID-19 pandemic to reevaluate the values that it upholds as an organization, coinciding with the change in leadership. Leaders of the company are actively encouraging employees to engage with these values by recognizing when a colleague performs in alignment with a value.<br/> In reframing their organization, The Mx Group has a significant opportunity to uniquely position itself in the industry. Lee G. Bolman and Terrence E. Deal (2017) introduced four frames: human resources, symbolic, structural, and political, as a way to guide a transformative application of leadership and management in business. Analyzed from these perspectives, The Mx Group can utilize contemporary ideas to efficiently and effectively seize its opportunity of embedding new values and a change in leadership.

Sex, Love, & Dating During the COVID-19 Pandemic is a creative thesis project that addresses two main issues: 1) the overall lack of resources and information available to the public about how to proceed with respect to sex, love, and dating during a global pandemic; and 2) my inability as director of Devils in the Bedroom (an on-campus sexual health club at ASU) to get condoms and other sexual health materials into the hands of students while in quarantine. A resource was developed, an informational pamphlet on the three main topics (sex, love, and dating), as well as a program to distribute the materials by mail, the sexual health care packages.

The ASU Biodesign Clinical Testing Laboratory began in March 2020 after the severe acute respiratory syndrome, coronavirus 2, began spreading throughout the world. ASU worked towards implementing  its own efficient way of testing for the virus, in order to assist the university but also keep the communities around it safe. By developing its own strategy for COVID-19 testing, ASU was on the forefront of research by developing new ways to test for the virus. This process began when research labs at ASU were quickly converted into clinical testing laboratories, which used saliva testing to develop swift COVID-19 diagnostic tests for the Arizona community. The lab developed more accurate and time efficient results, while also converting Nasopharyngeal tests to saliva tests. Not only did this allow for fewer amounts of resources required, but more individuals were able to get tested at faster rates. The ASU Biodesign Clinical Testing Laboratory (ABCTL) was able to accomplish this through the adaptation of previous machines and personnel to fit the testing needs of the community. In the future, the ABCTL will continue to adapt to the ever-changing needs of the community in regards to the unprecedented COVID-19 pandemic. The research collected throughout the past year following the breakout of the COVID-19 pandemic is a reflection of the impressive strategy ASU has created to keep its communities safe, while continuously working towards improving not only the testing sites and functions, but also the ways in which an institution approaches and manages an unfortunate impact on diverse communities.

Since the start of the COVID 19 pandemic there has undoubtedly been an increase in social distancing orders, isolation, and overall general stress. The current outbreak has been proven to have a heavy impact on issues involving mental health. Social distancing mandates contributed to isolation, which in turn caused a surge in psychiatric disorders, either newly onset or exacerbating preexisting conditions (Torales, et al, 2020). Due to significant alterations in daily life, an increase in physical inactivity has already been proven to lead to deterioration of cardiovascular health (Pecanha et al, 2020). Stay at home orders have prevented otherwise healthy people from keeping up their daily exercise and eating habits, contributing to a heightened amount of mental health and hypertensive related issues.<br/>In addition to these health concerns, the pandemic has put stress upon pharmaceutical management practices. Drug utilization surges have led to an impact on patient care and management which requires careful measures to be taken to reduce the inflow of sick patients (Badreldin and Atallah, 2020). A global drug shortage has been a result of these drug utilizations. Understanding the alterations in the usage of specific medications such as prescription psychotropics, antihypertensive drugs, and antidiabetic agents can aid in population management and drug shortages.

This thesis project is part of a larger collaboration documenting the history of the ASU Biodesign Clinical Testing Laboratory (ABCTL). There are many different aspects that need to be considered when transforming to a clinical testing laboratory. This includes the different types of tests performed in the laboratory. In addition to the diagnostic polymerase chain reaction (PCR) test that is performed detecting the presence of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2), antibody testing is also performed in clinical laboratories. Antibody testing is used to detect a previous infection. Antibodies are produced as part of the immune response against SARS-CoV-2. There are many different forms of antibody tests and their sensitives and specificities have been examined and reviewed in the literature. Antibody testing can be used to determine the seroprevalence of the disease which can inform policy decisions regarding public health strategies. The results from antibody testing can also be used for creating new therapeutics like vaccines. The ABCTL recognizes the shifting need of the community to begin testing for previous infections of SARS-CoV-2 and is developing new forms of antibody testing that can meet them.

Human beings have long sought to conquer the unconquerable and to push the boundaries of human endurance. There are few such endeavors more challenging than venturing into the coldest and harshest environments on the planet. The challenges these adventurers face are nearly countless, but one that is often underestimated is the massive risk of dehydration in high mountains and the lack of sufficient technology to meet this important need. Astronauts and mountaineers of NASA's Johnson Space Center have created a technology that solves this problem: a freeze-resistant hydration system that helps stop water from freezing at sub-zero temperatures by using cutting-edge technology and materials science to insulate and heat enough water to prevent dehydration over the course of the day, so that adventurers no longer need to worry about their equipment stopping them. This patented technology is the basis of the founding of Aeropak, an advanced outdoor hydration brand developed by three ASU students (Kendall Robinson, Derek Stein, and Thomas Goers) in collaboration with W.P. Carey’s Founder’s Lab. The primary goal was to develop traction among winter sport enthusiasts to create a robust customer base and evaluate the potential for partnership with hydration solution companies as well as direct sales through online and brick-and-mortar retail avenues. To this end, the Aeropak team performed market research to determine the usefulness and need for the product through a survey sent out to a number of outdoor sporting clubs on Arizona State University’s campus. After determining an interest in a potential product, the team developed a marketing strategy and business model which was executed through Instagram as well as a standalone website, with the goal of garnering interest and traction for a future product. Future goals of the project will be to bring a product to market and expand Aeropak’s reach into a variety of winter sport subcommunities, as well as evaluate the potential for further expansion into large-scale retailers and collaboration with established companies.

The COVID-19 pandemic has resulted in preventative measures and has led to extensive changes in lifestyle for the vast majority of the American population. As the pandemic progresses, a growing amount of evidence shows that minority groups, such as the Deaf community, are often disproportionately and uniquely affected. Deaf people are directly affected in their ability to personally socialize and continue with daily routines. More specifically, this can constitute their ability to meet new people, connect with friends/family, and to perform in their work or learning environment. It also may result in further mental health changes and an increased reliance on technology. The impact of COVID-19 on the Deaf community in clinical settings must also be considered. This includes changes in policies for in-person interpreters and a rise in telehealth. Often, these effects can be representative of the pre-existing low health literacy, frequency of miscommunication, poor treatment, and the inconvenience felt by Deaf people when trying to access healthcare. Ultimately, these effects on the Deaf community must be taken into account when attempting to create a full picture of the societal shift caused by COVID-19.