Food waste (FW) generates large upstream and downstream emissions to the environment and unnecessarily consumes natural resources, potentially affecting future food security. The ecological impacts of FW can be addressed by the upstream strategies of FW prevention or by downstream strategies of FW recycling, including energy and nutrient recovery. While FW recycling is often prioritized in practice, the ecological implications of the two strategies remain poorly understood from a quantitative systems perspective. Here, we develop a multilayer systems framework and scenarios to quantify the implications of food waste strategies on national biomass, energy, and phosphorus (P) cycles, using Norway as a case study. We found that (i) avoidable food waste in Norway accounts for 17% of sold food; (ii) 10% of the avoidable food waste occurs at the consumption stage, while industry and retailers account for only 7%; (iii) the theoretical potential for systems-wide net process energy savings is 16% for FW prevention and 8% for FW recycling; (iv) the theoretical potential for systems-wide P savings is 21% for FW prevention and 9% for FW recycling; (v) while FW recycling results in exclusively domestic nutrient and energy savings, FW prevention leads to domestic and international savings due to large food imports; (vi) most effective is a combination of prevention and recycling, however, FW prevention reduces the potential for FW recycling and therefore needs to be prioritized to avoid potential overcapacities for FW recycling.
Communities in Canada have influence over nearly 50% of Canadian greenhouse gas emissions and stand on the frontlines of climate change impacts. In order to meet energy objectives, continued coordinated action at the municipal level is essential. However, many municipal governments are constrained with regard to both human and financial capacity. These constraints reduce the ability of communities to seek out the necessary information on best practices and available funding to drive needed changes. The Municipal Energy Learning Group in Nova Scotia serves as a resource for knowledge mobilization among municipal staff and for these staff members to gather relevant information, learn about successful plans, visit projects in action, and network with their colleagues. For the past three years, with support from the Nova Scotia Department of Energy and Mines, QUEST (Quality Urban Energy Systems of Tomorrow) has experimented with various methods of bringing municipal staff from different local governments together, including webinars, facilitated peer-to-peer meetings, workshops, and study tours. Facilitating this group has allowed for an identification of trends in the barriers and opportunities faced by municipalities with regard to climate change, but also in the effectiveness of this model in delivering benefits to the members. The use of inspiration and celebration of success has been an important factor in affecting change. Also, the involvement of representatives from multiple departments has shown that everyone has valuable experience to share and increased engagement and knowledge transfer. The Municipal Energy Learning Group (MELG) in Nova Scotia serves as a resource for knowledge mobilization among municipal staff and for these staff members to gather relevant information, learn about successful plans, visit projects in action and network with their colleagues. For the past three years, with support from the Nova Scotia Department of Energy and Mines, QUEST (Quality Urban Energy Systems of Tomorrow) has experimented with various methods of bringing municipal staff from different local governments together, including webinars, facilitated peer-to-peer meetings, workshops and study tours. Facilitating this group has allowed for an identification of trends in the barriers and opportunities faced by municipalities with regard to climate change, but also in the effectiveness of this model in delivering benefit to the members. The use of inspiration and celebration of success has been an important success factor in affecting change. Also, the involvement of representatives from multiple departments has shown that everyone has valuable experience to share, and increased engagement and knowledge transfer.
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