On Nov. 15, 2024, Swarthmore College announced its plan to reduce Scope 3 emissions as part of its “To Zero By Thirty-Five (20X35)” initiative to become a carbon-neutral campus by 2035.
In line with the Greenhouse Gas (GHG) Protocol, the college classifies its emissions into three categories: Scope 1, direct emissions from college-owned sources; Scope 2, emissions from purchased energy consumption; and Scope 3, indirect emissions from activities in the college’s value chain, including employee commuting, air travel, waste, paper purchasing, and transmission and distribution losses. In FY22 and FY23, Scope 3 emissions accounted for approximately 21% and 29% of the college’s total GHG emissions, respectively.
In recent years, the Office of Sustainability has led several projects to address Scope 3 emissions, including initiatives by the President’s Sustainability Research Fellow (PSRF) and the Carbon Charge Working Group (CCWG). This week, The Phoenix spoke with Emmy Li ’25, a former PSRF fellow who worked on implementing the goals in the Scope 3 emission plans guided by Melanie Patapis, the Climate Action Manager. Li shared her journey and reflections as a participant in the college’s ongoing pursuit of environmental sustainability.
Eleanor Xu: What motivated you to choose this topic for your PSRF project?
Emmy Li: As an economics and environmental studies double major, I’ve always been passionate about environmental policy and wanted to learn more about carbon and energy space. I saw this project as a great opportunity to combine my academic interests and skill sets with my desire to create meaningful change on campus. Having studied abroad myself and worked closely with the study abroad office through my Green Advisor Sustainability Advocates project, I became acutely aware of the harmful impacts of emissions from travel and wanted to explore ways to do so in a more sustainable manner. Additionally, I enjoy data analysis, and since Scope 3 emissions are notoriously difficult to track and reduce, I wanted the challenge of digging into data to help conduct the College’s annual greenhouse gas inventory.
EX: What does the project mean to you personally? Were there any particularly fun or unexpected moments during the process?
EL: I really enjoyed my project last semester because it gave me the dedicated time and space to collaborate with others on finding innovative solutions for what is arguably the most challenging part of the College’s carbon footprint – Scope 3 emissions. These emissions encompass everything from business travel, athletics, and study abroad flights to paper purchasing – essentially, any emissions not directly created by College operations.
What made the project particularly meaningful to me was its complexity and interdisciplinary nature. Scope 3 emissions unknowingly touch many aspects of campus life, so I had to think beyond technical solutions and consider human behavior, institutional policy, and effective communication strategies. I enjoyed interviewing and engaging with different stakeholders to understand their needs and brainstorm ways to reduce our collective impact. It was exciting to take an abstract problem like this and translate it into something tangible – whether through refining accounting methodologies, exploring policy changes, or designing strategies to promote sustainable travel.
EX: What obstacles do you anticipate when implementing the Scope 3 Emissions Plan on campus?
EL: An ongoing challenge will be effectively communicating emissions reduction strategies to the Swarthmore community and fostering behavioral change. Individual choices can largely shape Scope 3 emissions, so encouraging the campus community to adopt more sustainable practices requires a cultural mindset shift and ensuring that people understand how to make value-based decisions, such as choosing between a flight or train for travel from Philadelphia to Boston.
Another major obstacle is improving data collection and tracking systems for Scope 3 emissions. The nature of Scope 3 emissions makes it difficult to collect accurate data on travel details and waste generation, thereby obstructing the process of reporting on and reducing these emissions. I believe that the Office of Sustainability is continuously working to update best practices for accounting methodologies, but gaps in data remain a hurdle.
EX: In your opinion, what actions could help advance the 20X35 plan and improve environmental protection?
EL: One area I’d like to see receive greater attention at Swarthmore is water conservation. Having studied abroad in a water-scarce city like Cape Town, South Africa, definitely changed my perspective on water usage and demand management. Furthermore, this feels particularly relevant given the drought conditions in the fall, yet I frequently noticed sprinklers running on campus, sometimes watering what felt like sidewalks instead of plants. I think we could start by raising awareness on campus through a campaign that encourages mindful water use in dorms. Simple actions like turning off the faucet while brushing your teeth or taking shorter showers can go a long way. Beyond individual behavior, the College could also explore water efficiency upgrades and look towards ways to recycle wastewater.
EX: What’s your favorite experience as a PSRF fellow?
EL: My favorite part of being a PSRF fellow was getting to meet, learn from, and connect with students, staff, and faculty who are equally passionate about tackling sustainability issues as I am. Some of the most interesting moments came during the monthly Carbon Charge Working Group meetings, where I got a behind-the-scenes look at how institutional decision-making happens. It’s quite complex, so it was helpful to see how my work fits into the larger picture. I also enjoyed connecting the concepts I learned in my honors Environmental Economics seminar to real-world applications, such as evaluating Swarthmore’s carbon pricing mechanisms.
My PSRF experience not only taught me project management and communication skills but also gave me a deeper understanding of how an institution like Swarthmore functions. I’ve noticed that Swatties are often motivated by change but sometimes don’t know where or how to start. Sometimes, we can’t just overhaul institutions and need to figure out how to fix them from within. From this experience, I learned to identify key leverage points for change within an existing system — a skill I think more Swatties should develop. Institutions are complex, but once you start to understand how decisions are made and who the key players are, it becomes easier to see where and how you can make an impact.
EX: Thank you for sharing your insights.
