In the increasingly complex landscape of higher education, a unique forum is cultivating candid conversations and collaborative problem-solving among institutional leaders. Edge, a consortium focused on advancing educational technology and innovation, has found that its Affinity Groups are the fertile ground where the most impactful dialogue takes root – dialogue that is often unscripted, deeply honest, and driven by peer-to-peer exchange.
These aren’t the carefully curated presentations or on-the-record statements typically found at industry conferences. Instead, the Affinity Groups, as conceptualized by Edge, are designed to create a safe and supportive environment where Chief Information Officers (CIOs), Provosts, and Chief Financial Officers (CFOs) can openly discuss their most pressing challenges, emerging opportunities, and even their nascent failures.
"The real purpose of these things is for them to be able to share honestly from peer to peer the challenges that they’re having, the opportunities they’re seeing, maybe some things that are working or are not working," explained Adam Scarzafava, Vice President of Marketing, Business Development, and EdgeEvents. "We get out of the way and let them really do their thing."
This core philosophy – convene, then step back – is the animating force behind three pivotal Affinity Groups that now form the bedrock of the EdgeCon calendar. These groups are not merely networking opportunities; they are meticulously crafted ecosystems for genuine collegial engagement, designed to leverage the collective wisdom and lived experiences of those at the forefront of institutional leadership.
The CIO Affinity Group: A Legacy of Shared Experience and Evolving Challenges
The CIO Affinity Group stands as the longest-established of Edge’s peer-to-peer initiatives, boasting a history that predates the current EdgeCon model. Prior to the global pandemic, Edge fostered a "CIO Community of Practice." This was a structured yet inherently informal gathering, designed to cultivate robust collegial relationships among technology leaders across New Jersey’s diverse higher education institutions. The pandemic, however, disrupted these vital in-person rhythms.
While the physical meetings ceased, the underlying community spirit did not dissipate. Scott Huston, CIO and adjunct faculty at Stockton University, recognized the enduring need for connection. He took the initiative to maintain a virtual thread, convening a group of CIOs online with a consistent regularity that preserved the crucial connective tissue until it was safe to reconvene in person. This proactive effort ensured that the community’s momentum was not lost during the period of physical separation.
The relaunch of Edge’s in-person events, coinciding with the new EdgeCon strategy – a series of three conferences annually, each hosted at a different member institution – presented a significant opportunity. Leadership within Edge recognized the potential to formalize and amplify the existing collegial bonds. The CIO Affinity Group was thus reborn, directly integrated into the EdgeCon calendar. This integration provides CIOs with a dedicated, in-person forum three times each year, complementing the continuity offered by Huston’s ongoing virtual meetings.
The deliberate design of this group emphasizes a light touch on formal structure. While Edge might facilitate a speaker if the group collectively requests a deep dive into a specific, pressing topic, the vast majority of the meeting time is ceded entirely to the attendees. Edge leadership consciously withdraws, allowing the doors to close and the authentic, unvarnished conversation to commence.
"They know that when they get there, there are going to be a million things that come up," Scarzafava elaborated. "They can raise their hand, they can talk about the problems that they’re having, and they can figure out how to support each other in really open and honest ways just amongst their direct peers."
The success of this model hinges on careful choreography and the cultivation of institutional memory. The CIO of each host institution is invited to play a role in facilitating the session, providing on-the-ground context and ensuring seamless integration with the host campus’s operations. Simultaneously, a core group of community champions provides essential continuity, acting as anchors as EdgeCon transitions from one campus to another.
Gamin Bartle, CIO at William Paterson University, has emerged as one such pivotal anchor. Bartle, a recipient of Edge’s Distinguished Service Award for Educational Technology in 2019 for her significant contributions in co-chairing the Educational and Emerging Technologies Community of Practice, brings an invaluable blend of institutional knowledge and a unique perspective shaped by her deep roots in the academic side of higher education. Her consistent presence, alongside Huston’s, creates an environment where new CIOs stepping into a host role feel genuinely supported rather than isolated, fostering a sense of belonging and shared responsibility.
The attendance at these CIO Affinity Group meetings typically ranges between 25 and 30 participants. Crucially, the group’s reach has expanded significantly beyond its initial New Jersey origins. CIOs from Pennsylvania, Delaware, New York, Virginia, Ohio, Kentucky, and even institutions further afield have actively sought out and participated in these valuable exchanges, underscoring the universal appeal and critical need for such collaborative platforms.
The Provost Affinity Group: Addressing Academic Leadership’s Evolving Imperatives
Building upon the proven success of the CIO Affinity Group, Edge has strategically expanded its focus to encompass other critical leadership roles within higher education. The Provost Affinity Group, while newer, has rapidly become an indispensable component of the EdgeCon experience, reflecting the increasing complexity and shared challenges faced by academic leaders.
The role of a provost has become increasingly multifaceted, demanding expertise not only in academic affairs but also in strategic planning, resource allocation, faculty development, and the integration of emerging technologies into pedagogical frameworks. In this dynamic environment, the ability to share candid insights with peers who understand these unique pressures is invaluable.
"The Provost Affinity Group provides a space for academic leaders to discuss issues that don’t always have easy answers," explained Scarzafava. "It’s about surfacing those complex challenges, like navigating the integration of AI in curriculum, adapting to changing student demographics, or fostering interdisciplinary collaboration, in a way that encourages collaborative problem-solving rather than isolated decision-making."
The format mirrors that of the CIO group, prioritizing peer-led discussion and candid exchange. Provosts are encouraged to bring their most pressing concerns and emerging opportunities to the table, knowing they will be met with understanding and practical insights from colleagues facing similar situations. This creates a powerful feedback loop, where shared experiences inform innovative solutions and proactive strategies.
The growth of the Provost Affinity Group is a testament to the recognized need for dedicated spaces where academic leadership can engage in honest dialogue. As institutions grapple with evolving pedagogical models, the demand for digital resources, and the imperative to enhance student success, the collaborative insights fostered within this group are becoming increasingly vital.
The CFO Affinity Group: Navigating Financial Realities with Peer Support
The most recent addition to Edge’s suite of Affinity Groups is the CFO Affinity Group, which is slated to launch for the first time at EdgeCon Autumn 2026, hosted at Montclair State University. This launch signifies Edge’s commitment to addressing the financial stewardship and strategic fiscal planning that underpins the entire operational framework of higher education institutions.
In an era marked by fluctuating enrollment, rising operational costs, and increasing demands for accountability, CFOs face immense pressure to ensure financial sustainability while simultaneously supporting institutional growth and innovation. The ability to openly discuss budgetary constraints, explore innovative revenue streams, and benchmark financial strategies with peers is therefore paramount.
"The CFO Affinity Group is designed to be a confidential and supportive environment where financial leaders can share best practices, discuss emerging financial models, and collaboratively address the unique fiscal challenges facing higher education today," Scarzafava stated. "It’s about building a community of trust where they can be honest about the tough decisions and explore solutions that might not be readily apparent in isolation."
The establishment of this group reflects a growing recognition that financial acumen and strategic fiscal management are intrinsically linked to the successful implementation of technological advancements and academic initiatives. By providing a platform for CFOs to connect and collaborate, Edge aims to foster a more resilient and forward-thinking financial landscape within its member institutions.
The Power of Peer-to-Peer Dialogue: A Cornerstone of Institutional Advancement
The overarching success of Edge’s Affinity Groups can be attributed to their consistent adherence to a few fundamental principles:
- Confidentiality and Trust: The emphasis on "honest conversation" is underpinned by an understanding that participants need a safe space to be vulnerable. The structure encourages discretion, allowing for the sharing of sensitive information and nascent ideas that might not be ready for public dissemination.
- Peer-Led Engagement: While Edge facilitates the convening, the content and direction of the discussions are driven by the participants themselves. This ensures that the topics addressed are relevant, timely, and directly aligned with the immediate needs and concerns of the leaders involved.
- Actionable Insights: The goal is not merely to commiserate but to collaborate. The candid exchanges often lead to the identification of practical solutions, the sharing of successful strategies, and the development of new approaches to common challenges.
- Continuity and Community Building: The recurring nature of these groups, tied to the EdgeCon calendar, fosters deep and lasting relationships. This builds a network of support that extends beyond the formal meetings, allowing for ongoing collaboration and knowledge sharing.
Scarzafava articulated this vision: "We believe that the most impactful advancements in higher education come from leaders who can learn from each other, who can be honest about their struggles, and who can then collectively build solutions. That’s the essence of what these Affinity Groups are designed to achieve."
As higher education institutions continue to navigate an era of unprecedented change, the role of collaborative dialogue and peer support becomes increasingly critical. Edge’s Affinity Groups are not just events; they are dynamic, evolving communities that are actively shaping the future of leadership within the academic landscape by fostering the very conversations that drive meaningful progress. The expansion to include CFOs further solidifies Edge’s commitment to providing comprehensive support for institutional leaders, recognizing that the interconnectedness of technology, academic strategy, and financial stability is the key to navigating the complexities of modern higher education.
