The Position


Reporting to the assistant vice president for student experience and belonging, the director of fraternity and sorority leadership and learning (FSLL) leads a department that oversees all aspects of the fraternity and sorority community at the University of Delaware (UD). Fraternity and sorority life is a campus tradition dating back nearly 120 years. The FSLL director serves 20 percent of the undergraduate population at UD and supports students engaged in four dynamic fraternity and sorority governing councils.

The director will lead a department committed to preparing student leaders for leadership opportunities in their daily lives, focusing on enhancing students’ leadership and learning outside of the classroom. They will outline policies and expectations for student and chapter education regarding community standards and risk management strategies, and oversee successful membership recruitment practices in alignment with national and university procedures and guidelines. Additionally, the successful candidate will be responsible for strategically leading the unit to ensure all FSLL initiatives and priorities align with the strategic direction of the student experience and belonging portfolio and the division of student life.

This student success-focused position supervises one associate director and a part-time administrative assistant. They will indirectly supervise two program coordinators and manage an operational budget of approximately $500,000.

Other primary responsibilities of the position:

  • Direct unit strategic planning, including inspiring a shared mission and vision among staff, fraternity and sorority officers, and student participants.
  • Serve as a champion for the student experience in fraternities and sororities, striving to help chapters and officers achieve their highest aspirations through education and engagement.
  • Advocate for students on issues related to the co-curricular experience, leadership opportunities, diversity, equity, and inclusion (DEI), health and wellbeing, student satisfaction, and risk management.
  • Develop and support the achievement of learning outcomes related to participation in fraternities and sororities that support divisional priorities.
  • Direct major assessment projects related to department goals and the fraternity and sorority student experience, contributing to broader divisional assessment efforts.
  • Oversee member recruitment practices, including modifying processes, timeliness, and protocols in alignment with national and university procedures and guidelines.
  • Create systems to retain and sustain membership in small chapters.
  • Work with national offices and appropriate governing councils on chapter expansion decisions and protocols.
  • Oversee the implementation of the annual chapter assessment program (CAP).
  • Build and maintain strong partnerships with chapter advisors and hold regular advisor group meetings to train and provide advisors with clear expectations in collaboration with national guidelines.
  • Align fraternity and sorority life goals, priorities, and assessment activities to guide and inform operations, policy development, and educational opportunities.
  • Ensure coordination of efforts between FSLL and other academic and administrative units and have regular contact with senior university officials, faculty, parents, and chapter leaders.
  • Lead the departmental crisis response to matters involving the fraternity and sorority community, working with other campus departments, community partners, advisors, and national offices as necessary.
  • Regularly review, modify, and implement crisis response plans, risk management policies, communication protocols, and conduct violation protocols and procedures in consultation with the assistant vice president/dean of students and the director of community standards and conflict resolution.
  • Outline risk management strategies and work closely with the university conduct system to hold students and/or chapters accountable for inappropriate behaviors.
  • Represent the university, the city of Newark fire and safety inspector, the city of Newark property maintenance inspector, and UD environmental health and safety (EHS) in presenting the required fall semester fire and safety training for the chapters with official houses. Follow up with required house inspections and re-inspections as necessary.
  • Maintain a high awareness of national trends and concerns in higher education, fraternity and sorority life, risk management, student affairs, and student needs, and develop strategies to keep the department at an advanced state relative to trends and competitors.
  • Maintain open communication and collaborative relationships with chapters’ national headquarters.
  • Oversee department efforts to support divisional DEI goals and strategies and provide opportunities for DEI competency development of staff and students.
  • Develop and manage a UD FSLL alumni network by working with UD development, alumni relations, and career services to connect current students with past FSLL members and advance internship and employment opportunities. Additionally, coordinate the department’s annual giving initiatives.
  • Support the work and mission of the division through committees, task forces, research, reports, and special assignments.


A master’s degree in higher education administration or a related field and a minimum of eight years of significant professional experience involving fraternity and sorority advisement are required. A candidate who understands Title IX, Clery Act, and ADA directives and guidance is preferred.

The director of FSLL must have advanced knowledge of fraternities and sororities and a commitment to shaping environments where students are trained and mentored as student leaders. A leader who can create and sustain an organizational culture focused on student learning and success is crucial to the success of FSLL. Moreover, a successful candidate will be a professional who is mindful of the importance of all four councils and can hold all students, councils, and staff to high standards.

Important to FSLL is having a director who can think strategically about the department’s future and use the high ability level of the current professional staff team to continue to build upon a strong foundation of fraternity and sorority life at UD. The university seeks a professional with a growth mindset who can purposefully carry a project from a student-centered idea to full buy-in and implementation.

Additional characteristics of a successful candidate as described by key stakeholders include:

  • Extensive experience in supervision with practical strategies for employee development, training, and performance management.
  • Innovative and strategic thinking ability—capacity to be creative and understand how the work of FSLL supports the mission of UD and the division of student life.
  • Keen ability to maintain calm while directing crisis management activities and facilitating procedures to support students.
  • Analytical and strategic communication skills—able to secure creative solutions to complex issues.
  • Capacity to design and interpret assessment strategies related to fraternity and sorority life and college student learning.
  • Advanced collaboration and coalition-building skills to maintain strong relationships between FSLL and other units across the division of student affairs and the university.
  • Aptitude for focusing the work of fraternity and sorority life on wellness to enhance student success across fraternity and sorority life.
  • Caring demeanor—be a professional who is accessible to student leaders within FSLL.
  • Possess an educator’s mindset—continue to put learning at the forefront of the FSLL student experience for nearly 6,000 fraternity and sorority leaders.
  • Willingness to be a visible leader within the university and to make institutional outreach a cornerstone of their position.


Fraternity and sorority life has been on the University of Delaware campus for nearly 120 years. Fraternity and sorority advising was initially housed within a sub-unit of the university student centers. After an external program review in 2017, divisional leadership determined that fraternity and sorority advising functions needed to be organized as a standalone unit, thus forming fraternity and sorority leadership and learning (FSLL) in fall of 2018. A national search was completed for the director position, resulting in the appointment of Corin Gioia Edwards as the inaugural director. Edwards was in the role until February 2023.

Sara Lowery, associate director for FSLL, is serving in an interim capacity until the new director is identified.


The division of student life at UD is committed to finding a visionary and future-focused student-centered leader for the next director of FSLL. It is an exciting time to join UD, particularly because of the design of a new student experience master plan that was finalized in May 2022. With close attention to access, completion, and post-graduate success, student life is aligned by focusing on four strategic priorities:

  • Seamless student experience
  • Racial equity and inclusion
  • Student development for work, life, and society
  • Graduate student life

During this time of innovation, a new director will benefit from being an astute change manager and an emotionally intelligent leader. The ability to build continual excitement around the growth and strengthening of an already thriving fraternity and sorority community will be important to the success of the next director.

The new director will have a distinct opportunity to join a thriving community that is eager to welcome a new leader of FSLL. As a student affairs leadership team (SALT) member, the new director will be part of a team of profoundly talented professionals leading new and innovative approaches to student success at UD. The supportive and collaborative environment requires the successful candidate to thrive in that setting.

Additional opportunities and challenges for the director of FSLL are as follows:

  • The growing interest in fraternity and sorority life at UD requires a director to think strategically about how to scaffold growth and meet priorities that ensure student learning and development remain at the forefront.
  • Over the past few years, FSLL at UD led the way in creating a dynamic campus culture change in response to high-risk issues and concerns within the community. As a result, student leaders share a unique opportunity across organizations and councils to seek growth and understanding in topical areas that will strengthen the fraternity and sorority community.
  • The staff within FSLL is a solid and capable team that supports nearly 5,000 students. They have earned respect for their impeccable follow-up and increased willingness to collaborate and solve problems with colleagues. A new director must be deliberate in pursuing the proper staffing structure for the unit.
  • The campus is undergoing a master plan, which includes rethinking space usage for the campus. With 5,000 fraternity and sorority students, a new director will need to manage what community looks like on a campus of this size.
  • A strong and positive energy around the work of DEI has emerged across the division, giving new life to efforts to retain staff of color and new vigor in the desire to create positive change for staff and students.
  • Given the tremendous opportunities within this role, a new leader will be able to make a name for themselves professionally as they move FSLL to be a known national leader for fraternity and sorority leadership best practices. The division of student life will strongly support such endeavors.
  • The emphasis on change has brought about excitement; however, often leaders do not have enough time to think strategically and make formidable, proactive plans for change. As a new leader, they should immediately invest the time to take a listening tour across campus with stakeholders and then advance appropriate plans.


Although UD has a rich history of a successful fraternity and sorority life, a new director has plenty of opportunity to make their mark on the FSLL experience. Status quo is not the goal; however, there is a desire to maintain a level of excellence and integrity and to honor the vital work that has been accomplished in FSLL until now.

After joining UD’s office of FSLL, the following will initially define success for the director:

  • A new director will build relationships with the Newark police department and the local fire marshal to remain aware of happenings within 12 fraternity and sorority houses in the surrounding community area that are UD owned.
  • Collaborative conversations have begun with critical FSLL stakeholders such as the conflict resolution office, student health and wellness, counseling center, and student centers.
  • They understand the workflow for FSLL and are thinking of processes and efficiencies to support the organization.
  • The director has been visible with students at events, council meetings, and in everyday interactions and is beginning to build trust among council leaders and other organization members.
  • The new director is making efforts towards creating assessments to inform changes or suggestions for FSLL or the student experience.
  • A new understanding of the goals and vision for student life results in plans to align FSLL to directly meet those goals. They are beginning to be a leader amongst their peers as they strategically lead within FSLL.
  • A successful listening tour with campus stakeholders has taken place, and the new director is beginning to understand the bigger picture of FSLL.

Institution & Location


FSLL is part of the division of student life, which advances equity and inclusion, deepens student learning, and drives holistic development through education, experiences, and communities. They support fraternities and sororities as they advance their purpose and impact members’ ability to reach their full potential through leadership development, student advocacy, cultivation of partnerships, and promotion of health and safety.

FSLL oversees all aspects of the fraternity and sorority community and manages the relationship between the fraternity and sorority community and the university. The words “leadership and learning” are included in the department’s title because UD believes the fraternity and sorority experience provides more than a social component. FSLL believes that the fraternity and sorority experience prepares student leaders to lead in their everyday lives. FSLL places particular importance on supporting fraternities and sororities to positively contribute to the campus community, the state of Delaware, and worldwide.

To execute this responsibility, the FSLL staff commits to the following:

  1. Being responsible for providing reports and statistics related to fraternities and sororities through the chapter accreditation program.
  2. Serving as the advisers to fraternity and sorority governing boards.
  3. Offering programming and resources in areas such as recruitment, new member education, leadership development, community service, philanthropy, risk management, academic excellence, etc.
  4. Meeting with regional and/or inter/national representatives from inter/national fraternities and sororities.
  5. Creating, implementing, and interpreting FSLL and UD policies and regulations for the fraternity and sorority chapters.
  6. Reviewing and evaluating petitions of fraternity and sorority interest groups that seek recognition.
  7. Serving as the liaison between the fraternity and sorority community and the remainder of the University.

Vision, Mission, Values, and Learning Priority


“To inspire and develop model chapters that lead positive change while serving the Blue Hen and global community.”


“We support fraternities and sororities as they advance their purpose and impact members’ ability to reach their full potential through leadership development, student advocacy, cultivation of partnerships, and promotion of health and safety.”


“Purpose: We are intentional about what we do, the quality of how we do it, and thoughtful about why we do it.”

Learning Priority

“FSLL develops students’ leadership potential, ability to work with diverse others, and a strong responsibility to self, chapter, and community.”

Fraternity and Sorority Leadership and Learning homepage


Recognized as one of the “Most Promising Places to Work in Student Affairs” by Diverse: Issues in Higher Education, the division of student life advances equity and inclusion, deepens student learning, and drives holistic development through education, experiences, and communities. Student life comprises 14 departments and more than 190 full-time staff who provide many nationally recognized co-curricular experiences and services in career readiness, engagement, equity and inclusion, and wellbeing for undergraduate and graduate students. Through this work, student life aims to lead a dynamic student experience and vibrant campus culture, so all Blue Hens thrive throughout their lives. The student life mission and vision are supported through the student life values:

  • Amplify Student Voice
  • Pursue equity
  • Transformational Collaboration
  • Learning and Innovation
  • Integrity and Respect

Division of student life homepage

Read more here about the division of student life’s recent reorganization and see organizational charts.

Division Leadership

Dr. José-Luis Riera, Vice President for Student Life

José-Luis Riera has more than 15 years of professional experience in student affairs and higher education administration, encompassing various experiences and responsibilities. Riera earned a bachelor’s degree in music and biology from Muhlenberg College, a master of science degree in student affairs from Colorado State University, and his doctorate in college student personnel administration from the University of Maryland. Riera oversees an exemplary staff whose vision is to inspire students to become thriving individuals who will enrich their communities and make meaningful contributions to society as engaged citizens. Through his work, he seeks to promote student success and facilitate learning, development, and career readiness for students within communities that value wellbeing, social engagement, and inclusion.

He has made numerous presentations on student life topics at national conferences. He is a member of the Association for Student Conduct Administration, ACPA: College Student Educators International, and NASPA: Student Affairs Administrators in Higher Education. He is also the author or coauthor of several articles in professional journals and book chapters. His scholarly interests include student leadership development, leadership innovation, and spirituality within higher education. Riera previously served in positions at the University of Maryland at College Park and Drexel University before joining the University of Delaware’s student life staff in 2010, where he served as associate dean of students and dean of students. Riera was appointed as vice president for student life in November 2018.


Dr. Nicole Long, Assistant Vice President for Student Experience and Belonging

Dr. Nicole Long is the assistant vice president for student experience and belonging in the division of student life at the University of Delaware, and has served at the institution in various capacities since 2015. In her current role, she is responsible for a portfolio that includes fraternity and sorority leadership and learning, residence life and housing, university student centers, and student life assessment, research, and data analytics.  Long’s career in higher education includes work in institutional research and assessment offices, as well as nearly 20 years of progressive leadership in student affairs administration in the areas of, diversity, student conduct administration, and fraternity and sorority advising.

While serving in administrative capacities, Long has maintained faculty appointments in education graduate programs and served as a reviewer for the Journal of College Student Development, Research in Brief. She is a professionally engaged leader in higher education, with current service as an advisory board member for the council for the advancement of standards (CAS) and as a peer evaluator with the middle states commission on higher education national accreditation organization and past service as board chair for student affairs assessment leaders. In 2017, ACPA-College Student Educators International named Long an annuit coeptis emerging professional. Most recently, Long was named an inaugural Aspen Index Fellow in 2021 by the Aspen Institute, where she is working to advance leadership capacities among youth and college students. She holds a B.A. in mathematics from DePauw University, master’s in college student personnel from Ohio University, and PhD in counseling and personnel services and a graduate certificate in measurement, statistics, and evaluation from the University of Maryland, College Park.


The University of Delaware traces its roots to 1743 and is one of the oldest universities in the United States. UD is a land, sea, and space grant institution in Newark, Delaware, with additional campuses in Wilmington, Dover, Georgetown, and Lewis. UD is proud of its strong tradition of distinguished scholarship and over 200,000 alumni worldwide. With successful progress toward their mission, students, faculty, and administrators seek to develop knowledge, cultivate learning, and support the free exchange of ideas.

UD supports an undergraduate enrollment of 18,000 and a total enrollment of 23,613. UD students enjoy over 150 majors and minors, and over 200 graduate and post-baccalaureate programs in ten colleges and schools. With an average class size of 35 and a 12:1 student-to-faculty ratio, 97 percent of all graduates are employed or pursuing further education. UD earned a “Top 40” ranking among public universities by US News and World Report and the “Top 3 percent” of all universities and colleges in the United States by the Carnegie Foundation.

Mission Statement

Core Values

Strategic Plan


University of Delaware 2022-2023 enrollment statistics

Total enrollment: 24,039

Undergraduate: 18,665

Graduate: 4,557

Professional and continuing studies: 817

Undergraduate students by ethnicity

American Indian or Alaskan Native: 0.1%

Asian: 5.6%

Black or African American: 6.4%

Hispanic or Latino: 9.7%

International: 3.7%

Other: 6%

White: 68.4%

Graduate students by ethnicity

Asian: 5.2%

Black or African American: 5.8%

Hispanic or Latino: 4.9%

International: 31.2%

Other: 4.1%

White: 48.8%


The University of Delaware’s educational mission is to prepare students to live in an increasingly interconnected and diverse world. The University of Delaware is committed to fostering a robust educational environment that supports critical thinking, free inquiry, and an understanding of diverse views and values. They see diversity as a core value and guiding principle for the educational mission and thus must work to make diversity an integral part of everyday life on campus. Diversity means both the recognition and appreciation of the different backgrounds, values, and ideas of those who comprise the campus, as well as a commitment to ensuring that all people on campus are treated according to principles of fairness, civility, dignity, and equity. The University of Delaware is committed to building an educational community that understands people from different backgrounds and economic circumstances, with different needs, and from diverse personal and philosophical beliefs.

Institutional Leadership

Dennis Assanis, President

Dennis Assanis is the 28th president of the University of Delaware. He was elected to the position by the UD Board of Trustees on November 18, 2015. He took office on June 6, 2016, and was formally inaugurated on December 7, 2016.

Assanis is a distinguished educator with a wide range of academic leadership experience and a worldwide reputation as a scholar and expert in fundamental and applied studies of internal combustion engines and energy systems. In 2019, Assanis was named to the new National Commission on Innovation and Competitiveness Frontiers, an initiative of the nonprofit and nonpartisan Council on Competitiveness.

Before coming to UD, Assanis served as provost and senior vice president for academic affairs at Stony Brook University and as vice president for Brookhaven National Laboratory Affairs. He previously taught and conducted research at the University of Michigan and the University of Illinois at Urbana-Champaign.

Born and raised in Athens, Greece, Assanis earned his bachelor’s degree in Marine Engineering from Newcastle University in England (1980). At the Massachusetts Institute of Technology (MIT), he earned three master’s degrees: naval architecture and marine engineering (1982), mechanical engineering (1982), and management (1986). Also at MIT, he earned a PhD in power and propulsion (1985).



The University of Delaware’s overall benefit plan has long been recognized and valued because of its comprehensiveness and competitiveness in the market. To view the full benefits offered at the university, see here.

Click here to learn more about joining the student life team.

UD offers a competitive salary for this position. Although Delaware does not require public salary disclosure, salary information is available by contacting Julie A. Leos at

Application & Nomination

Review of applications will begin June 19, 2023, and continue until the position is filled. A resume with an accompanying cover letter may be submitted via the Spelman Johnson website at Nominations for this position may be emailed to Julie A. Leos at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895 or email

The University of Delaware is committed to assuring equal opportunities to all persons and strives to hire, retain, and promote highly qualified faculty and staff without regard to race, creed, color, religion, sex (including pregnancy), national origin, marital status, genetic information, age, disability, veteran or handicapped status, gender identity and expression, sexual orientation, or other protected status, except when one or more of the factors is considered a bona fide occupational qualification and/or when an accommodation would cause undue hardship to the university.