+ Looking Ahead 2025-2028 + Looking Ahead 2025-2028
LETTER FROM PRESIDENT
Dear Members, Community Partners, and Friends,
On behalf of the Board of Directors from 2021 to 2025, I am proud to present the Delta Phi Lambda Sorority, Inc. Strategic Plan Report. Reflecting on the past four years, it has truly been a transformative chapter in our organization’s history. From navigating the challenges of a global pandemic to responding to calls for greater equity and inclusion, our Sisterhood has remained strong, resilient, and united in purpose
Since launching our 2021–2025 Strategic Plan, we have prioritized intentional member engagement, the expansion of both Collegiate and Alumnae Chapters, and a deeper commitment to fostering an inclusive and welcoming community We have strengthened national governance, enhanced communication strategies to better connect with our members and increased our national visibility, and advanced our philanthropy efforts in Osteoporosis Awareness and Prevention
Key highlights include expanding to our 27th Collegiate Chapter and establishing our 6th Alumnae Chapter in Spring 2025, growing to over 2,400 initiated members across campuses in 17 states Over the past four years, our members have contributed more than 12,000 volunteer service hours and raised over $18,000 for charitable causes. Our National Headquarters has grown in size to better support membership needs and operations. These accomplishments go beyond numbers, they reflect the dedication, resilience, and heart of every member contributing to Delta Phi Lambda’s legacy.
Designed to be both aspirational and actionable, the 2021–2025 Strategic Plan provided a clear path forward with seven focus areas aligning our mission and vision with the evolving needs of our members and the communities we serve This report reflects on our progress, highlights achievements, and identifies opportunities for continued growth, while capturing what it means to be part of an Everlasting Sisterhood® committed to empowering Dedicated Female Leaders®
As we look ahead to 2025–2028, we are ready to build on this strong foundation, guided by member feedback from the 2024 National Census Our new strategic plan will focus on six key areas: member engagement and development, chapter growth and sustainability, organizational culture, philanthropy and community involvement, governance and operational excellence, and communications and branding These priorities will ensure that Delta Phi Lambda not only grows but thrives remaining relevant, inclusive, and impactful for generations to come With the continued support of our members, volunteers, and partners, I am confident we will embrace new opportunities and challenges together and create meaningful impact over the next three years and beyond.
Thank you for being part of this incredible journey.
Sincerely,
ABOUT DELTA PHI LAMBDA®
Delta Phi Lambda Sorority, Inc. is an Asian-interest sorority focused on empowering women through Sisterhood, leadership, service, and cultural awareness. Founded on December 5, 1998, at the University of Georgia, it fosters inclusivity, personal growth, and lifelong connections across diverse backgrounds.
Our Mission:
Delta Phi Lambda Sorority, Inc advocates Asian awareness, empowers women leaders through its values-based programs, and forges Everlasting Sisterhood through diverse shared experiences.
Our Vision:
Delta Phi Lambda will be the sorority that is recognized by universities and among the greater fraternal community for its progressive initiatives that aim to develop women into strong, independent leaders
NATIONAL INITIATIVES
Advocating for Asian Awareness
Empowering Dedicated Female Leaders®
Advancing Osteoporosis Awareness & Prevention
Fostering an Everlasting Sisterhood®
Cultivating an Environment of Diversity, Equity, Inclusion, & Belonging
Promoting a Sustainable Infrastructure
STRATEGIC OVERVIEW: 2021-2025
The 2021–2025 Strategic Framework served as a roadmap for advancing Delta Phi Lambda’s mission and strengthening our Everlasting Sisterhood® Established in July 2021 and concluded in June 2025, the plan outlined seven key priorities, 16 strategic goals and 32 objectives aimed at expanding our impact, enhancing the member experience, and ensuring long-term sustainability Of these, 25 objectives were successfully completed, reflecting the commitment and collaboration of our members, leaders, and partners in moving Delta Phi Lambda forward.
METRICS AT-A-GLANCE
4
New Collegiate Chapters Established
12,000+
Volunteer Service Hours Contributed
34%
Increase in National Headquarters Staff
650+
2 90%
New Alumnae Chapters Established of Chapters in Good Standing as of 2025 Donated to Charitable Causes
Newly Initiated Members
$18,000+
37,000+
Study Hours Logged
37
Leadership/Educational Programs Hosted
Data reflects July 2021 – June 2025
Alumnae Growth & Retention
Delta Phi Lambda aims to increase alumnae engagement and facilitate lifelong membership by growing and connecting the National Alumnae Association (NAA) and Alumnae Chapters
Goal
Increase Alumnae Engagement
Develop the NAA Programming Pool to Engage Alumnae in Sharing Expertise
Build our Alumnae Chapter Network
Launch an Alumna 101 program to support graduating Collegiate Members transitioning to Alumnae Members
Develop an Alumnae Mentoring Program to connect Collegiate and Alumnae Members
Create national alumnae programming across generations informed by marketing insights
Expand opportunities for Alumnae Members to share their knowledge and skills beyond Board of Directors (BOD) and Headquarters (HQ) Staff roles
Grow the number of Alumnae Chapters nationwide Revise Alumnae Chapter Bylaws to include guidelines for virtues-based programming Revamp the Alumnae Chapter Establishment Process (ACEP) to improve sustainability, recruitment, and member retention
Collegiate Growth & Retention
Delta Phi Lambda aims to prioritize the growth and retention of current Collegiate Chapters and establishment of new Collegiate Chapters to improve and extend the reach and influence of our Everlasting Sisterhood®.
Goal
Improve New Chapter Health and Sustainability by Identifying Key Success Factors prior to Chartering
Revise the Chapter Health Index Programs for Collegiate Chapters
Establish consistent expectations and requirements for all expansion efforts through clear policies and procedures
Establish growth metrics that identify the effectiveness of previous expansion efforts
Evaluate current strengths and weaknesses of tracking Chapter Good Standing Revise Chapter Excellence Program (CEP) tracking categories to better support chapter growth, including flexibility for smaller chapters
Not completed
Member Development
Delta Phi Lambda aims to overhaul its new member programming to develop a more enriching experience for Affiliate members and transition them into Sorority life.
Improve New Member Programming
Define the Affiliate Member Education (AME) and Chapter Member Education (CME) Programs and establish desired outcomes for new members. Revamp the AME and CME Programs to reflect the current needs and experiences of members Create a National Neophyte Orientation to familiarize new members with National Sorority operations, expectations, and resources
Completed in Q2 2022
Completed in Q2 2024
Philanthropy and Community Service
Delta Phi Lambda aims to provide a platform for members to give back to society through national partnerships, community service initiatives, and opportunities for educational awareness
Completed in Q2 2025 Goal
Continue Promoting and Supporting Osteoporosis Awareness and Prevention as National Philanthropy
Establish National and Local Opportunities for Members to Engage in Community Service and Educational Awareness Initiatives
Strengthen and clarify the partnership with American Bone Health (ABH) by establishing Peer Educators Training and resource materials for members.
Completed in Q2 2023
Establish a National Day of Service for the Sorority to promote collective community impact. Collect and analyze data on service and educational programming hosted by Collegiate and Alumnae Chapters to identify trends and measure impact
Completed in Q3 2023
Completed in Q2 2023
Diversity, Equity, Inclusion, and Belonging
Delta Phi Lambda aims to continue to foster an inclusive community and set the example amongst Asian Pacific Islander Desi American (“APIDA”) fraternities and sororities by embracing Diversity, Equity, Inclusion, and Belonging (“DEIB”) throughout organizational policies, procedures, and experiences
Goal Status
Foster a Sorority Culture that Encourages and Empowers Members to Address DEIB in Their Lives
Objective
Develop a DEIB philosophy to guide the Sorority’s approach to issues affecting members’ diverse experiences
Define Diversity, Equity, Inclusion, and Belonging in relation to the Sorority’s mission and vision
Operations & Governance
Completed in Q3 2024
Completed in Q2 2022
Delta Phi Lambda aims to implement a sustainable growth model with infrastructure and operations management in place to support the growth and development of the Sorority
Objective
Improve HQ Staff Knowledge and Implementation of Sorority Policies and Procedures
Improve the Sorority’s Governance Model by Incorporating Multiple Levels of Governance Across All Delta Phi Lambda Entities
Empower Members to Share Feedback and Promote Transparency at the National Level
Increase Sorority Accountability for Governance and Fiduciary Responsibilities
Establish documentation for Headquarters (HQ) Staff to supplement existing transition manuals and virtual staff retreat materials
Increase positive retention for HQ volunteers
Completed in Q3 2023
Partially completed
Establish a Strategic Advisory Council (SAC) to support the National Board of Directors (BOD) by dividing strategic and executive responsibilities
Completed in Q2 2023
Establish a clear process for documenting, reviewing, and implementing member recommendations in a transparent and timely manner
Develop an evaluation plan and procedures to ensure national projects and initiatives are reviewed regularly according to defined criteria
Completed in Q2 2023
Completed in Q2 2025
Communications
Delta Phi Lambda aims to promote a strong, consistent brand identity and communicate with audiences in a way that is transparent, efficient, and forward thinking
Goal
Increase Delta Phi Lambda’s Brand Recognition by Enhancing the Sorority’s Image and Presence Within the Fraternal Community
Improve Communication Between HQ and Members for Better Transparency, Accessibility, and Engagement
Facilitate Channels that Promote Sisterly Relations and Unity Among Members to Enhance the Everlasting Sisterhood®
Objective
Improve the brand toolkit to strengthen the brand experience for our audiences through consistent visuals, brand messaging, and collateral Establish a system to track brand violations
Implement a National Communications Strategy (NCS) to deliver targeted and streamlined communications from HQ to members
Establish GreekTrack as the primary platform for chapter operations and member management
Establish myDFL Member Portal as the core platform for member engagement and resources Utilize social media channels to increase member engagement through interactive and diversified content
Create an online community forum for members to communicate and network around business, education, and shared opportunities Relaunch the national magazine to celebrate culture, community, education, and women’s leadership
OUTCOME HIGHLIGHTS
Alumnae
Alumnae Mentorship Program
The Alumnae Mentorship Program connects Collegiate and Alumnae Members through structured mentorship Launched in 2022, it has engaged over 50 participants in four years In 2025, the program shifted to a Pen Pal format to emphasize social connections among members 60% of surveyed members are satisfied with the program in 2024 National Census
Alumnae 101 Program
The Alumnae 101 Program helps graduating Collegiate Members transition to Alumnae life It began in 2021 with surveys to understand new Alumnae needs A brochure and New Alumnae Welcome Packet was created to provide a comprehensive guide to involvement opportunities and resources available to new Alumnae Members in 2025 Additionally, an Alumnae Member registration form was launched to better track graduating members and deliver programming and resources that reflect their interests
Collegiate
5-Year Associate Plan
The initiative began with revising the 5-Year Chartering Plan, renamed the 5-Year Associate Chapter Plan to support chapters in achieving Active Letter Status (ALS) Key updates included surveying Associate Chapters and setting national expectations for programming, finance, academics, and community involvement Completed in 2022, the initiative continues through workshops and post-installation goal setting In the 2024 Census, over 65% of surveyed members expressed satisfaction with the plan Since then, the University of Nebraska–Lincoln earned Upsilon Chapter status, the Ohio State University achieved Phi Chapter status in 2023, and the University of Tennessee–Knoxville earned Chi Chapter status in 2024
Collegiate
New Member Education Program
The Affiliate Member Education (AME) and Chapter Member Education (CME) programs were redefined to better support new member development and align with the organization’s values Guided by feedback from Neophyte surveys and the AME Manual Revision Committee in 2022, key updates included clearer definitions for AME and CME, updated manuals, mandatory semesterly AME Team check-ins, and the launch of AME Certification Training New policies were introduced, including the National AME Policy in 2023, as well as the Educator Policy and Alumnae Big Sister Policy in 2024 According to the 2024 Census, 87% of surveyed respondents reported satisfaction or neutrality with the education program changes
Collegiate
New Member Orientation
The National Neophyte Orientation was created to introduce new members to the Sorority’s national operations and expectations following Initiation. A plan was developed in 2023, leading to the launch of a virtual Neophyte 101 Orientation and the creation of a New Member Welcome Packet, distributed to over 100 new members in April 2025.
Alumnae
Programming
Collegiate Chapter Standing Assessment Program
The evaluation of Chapter Good Standing prior to 2022 led to major updates in assessment systems. Finalized in July 2022, the program was renamed the Chapter Standing Assessment (CSA) and evaluates five categories: Chapter Led Programming (CLP), Chapter Wellness and Development (W&D), national event attendance, finance, and academics. Key changes included revised standing criteria, the addition of a wellness and development category, the creation of a Chapter Flex Plan to support chapters with reduced requirements, and a summary spreadsheet to help chapters easily track their performance.
In 2022, event requirements were updated with the introduction of Midyear Regional Retreats to strengthen chapter connections and Sisterhood The Awards and Recognition Program was also revised that year to celebrate outstanding chapter performance across CSA categories To support smaller and at-risk chapters, an At-Risk Chapter Procedure and an expanded Chapter Improvement Plan (CIP) were introduced in 2024 Since implementation, an average of over 85% of chapters have achieved “Good” standing each semester, and all respondents in the 2024 National Census reported satisfaction or neutrality regarding the CSA program
Programming
DEIB Programming
The development of a DEIB philosophy was a multi-year effort to guide the Sorority’s approach to issues impacting its diverse membership. Following the creation of a DEIB Committee in 2021, the group identified three strategic focus areas: Governance and Accountability, Education and Awareness, and Language and Communication. Definitions of Diversity, Equity, Inclusion, and Belonging were finalized in 2022, aligned with the Sorority’s mission and vision, and formed the basis of the integrated DEIB philosophy. Tools and resources such as a DEIB Resource Bank, calendar, glossary, and trainings were created. DEIB programming is held annually to provide webinars and educational sessions for members on DEIB topics.
Programming
Osteoporosis Awareness and Prevention
To advance osteoporosis awareness, we launched Peer Educator Trainings with American Bone Health (ABH) in early 2022 to educate and provide resources to members. We also collaborated with ABH on campaigns including Giving Day and World Osteoporosis Day. In June 2024, following its merger with ABH, we established a new partnership with the Bone Health & Osteoporosis Foundation (BHOF) to further support this initiative. Over the past four years, chapters have raised over $15,000 to support this charitable initiative.
In April 2023, an analysis of philanthropic data from 2018 to 2022 informed updated programming guidelines, recognition initiatives such as Excellence in Philanthropy, and the adoption of 5-year goals: $15,000 in donations and 15,000 volunteer hours from 2023 to 2028
Programming
National Service Week
After researching volunteer opportunities, the Sorority launched its first National Service Week (NSW) in September 2023, expanding on the original National Day of Service concept. A comprehensive guide was created to support chapters, introduced alongside philanthropic goals announced in April 2023. The first NSW featured the theme “25 Years of Delta Phi Lambda, ” emphasizing impact, recognition, and showcase. The second NSW was held in February 2025 with the theme “Acts of Kindness, ” involving eight service projects and contributing a total of 200 volunteer hours.
Operations
Membership Feedback
To encourage open communication, the Sorority launched the Anonymous Opinion Box in February 2022, allowing members to submit ideas and concerns confidentially Feedback is shared with relevant stakeholders for consideration
In December 2022, Project Everlasting gathered insights from 55 staff, Alumnae, and Collegiate Members to document the Sorority’s history, identify strengths, and highlight areas for growth within our Everlasting Sisterhood® . In June 2024, the National Census was conducted to assess membership experience and strategic priorities, with over 115 responses from Collegiate and Alumnae Members across 23 chapters. The results informed the development of the 2025–2028 National Strategic Plan.
Operations
HQ Operations and Staff Development
To improve onboarding, training, and long-term success, the Sorority launched a focused effort to strengthen HQ operations In late 2022, the HQ Document Repository Project identified gaps in training materials, leading to updated transition manuals and tools in May 2023 The HQ Records Retention Guidelines were updated in June 2024 to improve record management, and the HQ Volunteer Management process was streamlined in July 2023 The HQ Staff Retreat was restructured to provide targeted training for new staff and supervisors, with over 90% of attendees expressing satisfaction in the 2024 survey
Operations
Governance and Accountability
To strengthen accountability and evaluate national initiatives, the Sorority developed the National Operations & Initiatives Analysis (NOIA) in January 2022 This review led to a new National Headquarters structure later that year In April 2025, HQ underwent further structural changes, expanding to 66 volunteer positions, including Chapter Advisors, to provide targeted support for chapters and members
Over the past four years, 20 new national policies and procedures were introduced, and 11 existing policies and procedures were updated. Additional measures included a Master Policy List, a formal Policy Review Procedure, and a Project Evaluation Procedure introduced in May 2025 ensuring consistent governance and continuous operational improvement.
Operations
Strategic Advisory Council
The Strategic Advisory Council (SAC) was established to support strategic planning for the Sorority and Delta Phi Lambda Foundation, offer professional insight, and ease executive demands A constitutional amendment passed by chapters at Convention 2021 authorized its creation The Interim SAC (ISAC) formed in early 2022 to draft governing documents In March 2023, the inaugural SAC was appointed, completing the ISAC-to-SAC transition SAC continues as an advisory body, guiding the DFL entities in strategic planning and development
Marketing
myDFL Member Portal
To strengthen member engagement, the Sorority developed the myDFL Member Portal as a central hub for resources and communication Following a 2021 User Experience Survey, features were added to boost usability In December 2022, myDFL was officially established as the primary member platform, with over 800 member accounts and more than 300 resources available since its launch
Marketing
Everlasting Magazine
The national magazine was relaunched in 2022 as Everlasting Magazine, with a mission to celebrate culture, community, education, and women’s achievements. The first edition, Trailblazers, launched in April 2022, spotlighting women making an impact on campus, in their professions, and within their communities. The second edition, Sisterhood, released in May 2023, highlighted achievements and celebrated 25 years of Everlasting Sisterhood® . Issued in November 2024, the third edition, Health & Wellness, shares health and wellness discussions led by Sisters and features the Asian Mental Health Collective (AMHC).
Marketing
Brand Identity
Delta Phi Lambda conducted a brand analysis in 2021, including a toolkit audit, benchmarking, and member surveys. These insights informed updates released in January 2022 as Phase 1, featuring a new color palette, updated fonts, refreshed patterns, and revised Brand Guidelines for visual consistency and stronger messaging. In the 2024 National Census, over 65% of respondents expressed satisfaction with the Sorority’s branding initiatives.
A streamlined Brand Violations Process was also introduced in 2021, integrating it into the Incident Report Form Educational efforts following the Marketing & Communications Survey helped reduce brand misuse and improve member understanding, contributing to a more unified public image From 2021 to 2025, brand violation cases decreased by 84%
Marketing
National Communications Strategy
The National Communications Strategy (NCS) was implemented to improve how HQ communicates with members and stakeholders Based on the Marketing & Communications Survey, HQ identified communication gaps and developed Target Audience Profiles and tailored plans The NCS launched in January 2022 with the creation of the #ICYMI Digest, providing weekly updates to Collegiate and Alumnae Members The strategy was later refined with an updated NCS Guide and a new HQ Communication Policy introduced in April 2025 Over 1,100 members subscribed to the #ICYMI Digest, and in the 2024 National Census, over 97% of respondents expressed satisfaction or neutrality with communications
Social Media Engagement Marketing
The Sorority expanded its social media channels to increase member engagement through interactive and diversified content This included establishing a media content schedule for regular chapter highlights, launching social media challenges and interactive polls, and officially introducing the Flare App in June 2025 for member connection, event announcements, and instant communication from HQ
LOOKING AHEAD: 2025-2028
As Delta Phi Lambda® proudly concludes its 2021–2025 Strategic Plan, we look ahead to a bold new chapter. Guided by insights from members, advisors, and national leaders through the 2024 National Census, we are proud to present the 2025–2028 Strategic Plan This next phase builds on past achievements while addressing the evolving needs of our members and communities. The plan focuses on six areas, 12 goals, and 28 objectives to ensure Delta Phi Lambda continues to thrive as a leading Asian-interest Sorority
Advance Leadership Development and Professional Programs for Collegiate Members Promote Meaningful Alumnae Engagement and Involvement Across All Stages of Life
Member
Improve the National Communications Strategy to enhance Member Engagement Strengthen Delta Phi Lambda’s Brand Visibility through Improved Messaging and Merchandise Strategy
Communications & Branding
Engagement & Development
Chapter Growth & Sustainability
Increase Sorority Accountability to Governance and Fiduciary Responsibilities Enhance HQ Operational Effectiveness and Efficiency through Improved Structure and Staff Management
Governance & Operational Excellence
Philanthropy & Community Involvement
Organizational Culture & Diversity
Amplify National Efforts in Philanthropy and Community Involvement
Foster Collegiate Chapter Growth and Sustainability through National Standards and Targeted Resources Expand the Alumnae Chapter Network and Elevate its Overall Impact
Enhance the Success of New Chapter Expansion Efforts and Support for Interest Groups
Cultivate a Sorority Culture that Champions Inclusivity, Equity, and Representation Foster an Environment Promoting Health and Wellness for All Members
Member Engagement & Development
Delta Phi Lambda will enhance member engagement by strengthening collegiate leadership programs and increasing alumnae involvement through the NAA, graduate education, and expanded recognition
Goal
Advance Leadership Development and Professional Programs for Collegiate Members
Promote Meaningful Alumnae Engagement and Involvement
Across All Stages of Life
Objective
Launch structured leadership programs that provide Collegiate Chapter leaders with training and practical tools
Develop the Collegiate Internship Program by establishing clear structure and supervision through National Headquarters
Officially establish the National Alumnae Association (NAA) to provide structured governance and support for Alumnae Members
Develop and launch a Graduate Member Education (GME) Program to support post-graduate membership intake
Expand the Awards and Recognition Program to increase member visibility and promote a culture of service and achievement
Chapter Growth & Sustainability
Delta Phi Lambda will promote chapter growth and sustainability by strengthening collegiate chapter support, expanding the alumnae chapter network, and enhancing expansion efforts through standardized resources and mentorship initiatives
Goal
Foster Collegiate Chapter Growth and Sustainability through National Standards and Targeted Resources
Expand the Alumnae Chapter Network and Elevate its Overall Impact
Enhance the Success of New Chapter Expansion Efforts and Support for Interest Groups
Objective
Develop resources and tools to guide chapters in goal setting and ensure longterm stability after achieving Active Letter Status (ALS).
Create and implement learning module resources to support chapters participating in the Chapter Improvement Plan (CIP).
Grow the Alumnae Chapter Network to increase chapter presence and build a sustainable, connected Alumnae community
Establish a structured Collegiate-Alumnae community to foster crossgenerational connections within the membership
Standardize expectations and procedures for all expansion efforts through clear policies and logistical guidelines.
Develop an Operational Manual for Interest Groups to provide structured guidance and resources for successful chartering
Organizational Culture & Diversity
Delta Phi Lambda will strengthen its organizational culture by championing inclusivity, equity, and wellness through inclusive programming, mental health support, and resources that foster belonging and resilience across all chapters
Goal
Cultivate a Sorority Culture that Champions Inclusivity, Equity, and Representation
Foster an Environment Promoting Health and Wellness for All Members
Objective
Develop a guide outlining National Headquarters’ approach to fostering diverse and inclusive member experiences across all identities and abilities
Create national programming that promotes cultural awareness, accessibility, and inclusive practices
Provide conflict resolution training and support to help chapters navigate internal challenges constructively.
Expand access to mental health resources and wellness support for all members by partnering with Asian Mental Health Collective (AMHC).
Philanthropy and Community Involvement
Delta Phi Lambda will amplify its philanthropic impact by deepening its partnership with the Bone Health and Osteoporosis Foundation, expanding National Service Week participation, and launching a national initiative to advance women’s health.
Goal Objective
Amplify National Efforts in Philanthropy and Community Involvement
Strengthen the Sorority’s partnership with the Bone Health and Osteoporosis Foundation (BHOF) through increased collaboration, education, and volunteer engagement.
Expand Sorority-wide participation in National Service Week (NSW) to amplify community impact.
Launch and expand a national initiative focused on advancing women’s health.
Governance & Operational Excellence
Delta Phi Lambda will strengthen governance and operational excellence by enhancing accountability, hiring executive leadership, and improving HQ systems to support effective execution, continuity, and long-term volunteer engagement
Goal
Increase Sorority Accountability to Governance and Fiduciary Responsibilities
Enhance HQ Operational Effectiveness and Efficiency through Improved Structure and Staff Management
Objective
Implement evaluation processes to regularly measure the impact and effectiveness of national programs, projects and initiatives
Maintain and update governing documents, policies, and records to ensure transparency, compliance, and alignment with current practices
Equip Board and HQ staff with training and resources to uphold governance policies and fulfill fiduciary responsibilities effectively.
Optimize the HQ organizational structure by clarifying staff roles and appointing an Executive Director to lead operations. Improve HQ documentation and staff readiness by updating operating procedures to support staff transitions, onboarding, and retreats. Implement a Volunteer Retention and Succession Plan to ensure long-term engagement and leadership continuity.
Communications and Branding
Delta Phi Lambda will enhance communications and branding by streamlining HQ outreach, launching the Flare App for member connection, and strengthening brand identity through consistent messaging, visuals, and expanded merchandise.
Goal
Improve the National Communications Strategy to enhance Member Engagement
Strengthen Delta Phi Lambda’s Brand Visibility through Improved Messaging and Merchandise Strategy
Objective
Assess the current National Communications Strategy (NCS) to provide more targeted and streamlined communications from HQ
Develop the Flare App as the core digital platform for collegiate interactive communication and member networking
Strengthen brand identity through consistent messaging and visuals by expanding the member-accessible brand toolkit
Expand and optimize merchandise offerings to increase brand visibility and member pride
CONCLUSION
As we close the chapter on our 2021–2025 Strategic Plan, Delta Phi Lambda® reflects with pride on the progress made in enhancing member experiences through impactful programs, strengthening national operations, increasing brand visibility, and growing both Collegiate and Alumnae Chapters over the past four years. Alongside these achievements, we recognize key lessons learned: the importance of consistent member support across all life stages, the need for clearer internal operational processes, and the value of more accessible leadership development opportunities.
These insights highlight opportunities for improvement as we move forward particularly in enhancing member engagement strategies to foster an inclusive and welcoming Sisterhood, refining onboarding experiences for Headquarters Staff and members stepping into leadership roles, and streamlining communication platforms to better serve and connect members across generations
Looking ahead, our 2025–2028 Strategic Plan is designed to build on this foundation while addressing these areas for growth. With our 30th Anniversary approaching in 2028, we remain committed to preparing Delta Phi Lambda for sustai
Dedic
ACKNOWLEDGEMENTS
We gratefully acknowledge the invaluable contributions of the National Board of Directors and Headquarters Staff from 2021 to 2025, who worked tirelessly to advance these projects and move forward our strategic plan The following individuals demonstrated significant commitment to the strategic plan (listed in alphabetical order):
Aanisah Chowdhury
Andrea Newman
Dina Puthenpurakal
Erica Alexander Houa Vang
Jenna Murray
Joyce Chua
Kaitlyn McCarthy
Karen Nguyen
Kat Ho
Maggie Yang
Mariah Sampsel
Mary Le
Melissa Olarte
Pamela Pedersen
Rose Lee
Yvonnette Lewis
Zaria St Lawrence
THANK YOU TO ALL MEMBERS, PARTNERS, AND FRIENDS FOR SUPPORTING DELTA PHI LAMBDA AND OUR INITIATIVES!
Contact
Delta Phi Lambda Sorority, Inc. inquiry@deltaphilambda org
650 Ponce De Leon Ave, Ste 300 #1503, Atlanta, GA, 30308, USA