In the complex and ever-evolving landscape of higher education, the most impactful insights often emerge not from polished presentations, but from candid, unvarnished exchanges between those facing similar challenges. It is within these intimate, peer-led discussions that the true pulse of institutional innovation and problem-solving can be found. Edge, a consortium dedicated to advancing higher education through technology and collaboration, has recognized the profound value of this authentic dialogue, embedding it at the core of its highly successful Affinity Groups. These dedicated forums, designed to facilitate honest peer-to-peer sharing, are becoming an indispensable component of the higher education leadership experience.
Adam Scarzafava, Vice President of Marketing, Business Development, and EdgeEvents, articulates the fundamental philosophy driving these initiatives: "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. We get out of the way and let them really do their thing." This deliberate approach of convening leaders and then stepping back to allow genuine interaction to flourish is the animating force behind Edge’s growing suite of Affinity Groups.
Currently, three prominent Affinity Groups anchor the EdgeCon calendar: the long-established CIO Affinity Group, the rapidly expanding Provost Affinity Group, and the nascent CFO Affinity Group, which is set to make its debut at EdgeCon Autumn 2026, hosted at Montclair State University. Each group serves as a vital platform for leaders to navigate the intricate demands of their respective roles, fostering a sense of community and shared learning that transcends institutional boundaries.
The CIO Affinity Group: A Foundation of Trust and Shared Experience
The CIO Affinity Group stands as the progenitor of Edge’s structured approach to peer-to-peer leadership development. Its roots trace back to the pre-pandemic era, when Edge fostered a "CIO Community of Practice." This initiative, characterized by its structured yet informal gatherings, successfully cultivated robust collegial ties among technology leaders across New Jersey’s higher education institutions. The onset of the COVID-19 pandemic, however, disrupted these in-person rhythms, though the underlying sense of community persisted.
During this period of physical separation, Scott Huston, CIO and adjunct faculty at Stockton University, emerged as a pivotal figure. He diligently maintained a virtual thread, convening a group of CIOs online with a regularity that preserved the essential connective tissue of the community until in-person meetings could safely resume. This proactive engagement ensured that the invaluable relationships built over years were not lost to the exigencies of the global health crisis.
With the strategic relaunch of Edge’s in-person events under the revitalized EdgeCon model – a series of three conferences held annually at different member institutions – leadership identified a prime opportunity to formally reintegrate and elevate the CIO Affinity Group. The group was reborn as a pre-conference gathering, directly integrated into the EdgeCon calendar. This strategic alignment now provides CIOs with a dedicated in-person forum three times a year, complementing Huston’s ongoing virtual meetings, which continue to serve as an essential touchpoint between larger gatherings.
The design of these CIO Affinity Group sessions is intentionally light on formal structure. While Edge might facilitate a guest speaker if the group collectively requests expertise on a specific emerging topic, the overwhelming majority of the meeting time is ceded entirely to the attendees. Scarzafava emphasizes this hands-off approach: "They know that when they get there, there are going to be a million things that come up. 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." This deliberate stepping back allows for a more organic and responsive exchange, where the most pressing issues of the day can be addressed with the collective wisdom of the group.
The facilitation of this unique experience requires careful planning and a commitment to continuity. The CIO of each host institution is invited to play a leadership role in their respective session, lending local context and institutional perspective. Concurrently, a core group of dedicated community champions provides an invaluable anchor, ensuring a consistent and supportive presence as EdgeCon transitions from campus to campus. Gamin Bartle, CIO at William Paterson University, has become one such linchpin. Bartle, a recipient of Edge’s Distinguished Service Award for Educational Technology in 2019 for her significant contributions as co-chair of the Educational and Emerging Technologies Community of Practice, brings a dual perspective. Her deep institutional knowledge is complemented by a nuanced understanding shaped by her own academic roots within higher education. Bartle, alongside Huston, has become a consistent and reassuring voice, providing a strong foundation of support for new CIOs stepping into host roles, preventing any sense of isolation or being adrift.
The CIO Affinity Group consistently draws between 25 and 30 participants, demonstrating its significant draw and the palpable need for such a forum. Furthermore, the group’s influence has expanded considerably beyond its New Jersey origins. CIOs from a broad geographical spectrum, including Pennsylvania, Delaware, New York, Virginia, Ohio, Kentucky, and even more distant states, have actively sought out and participated in these valuable discussions, underscoring the widespread recognition of the group’s impact.
The Provost Affinity Group: Navigating Academic Leadership’s Complexities
Building on the success and proven model of the CIO Affinity Group, Edge has strategically expanded its Affinity Group offerings to encompass other critical leadership roles within higher education. The Provost Affinity Group, though more recent in its formal establishment, has experienced rapid growth, reflecting the shared and often unique challenges faced by academic leaders. Provosts, positioned at the nexus of academic affairs, faculty governance, student success, and institutional strategy, grapple with a multifaceted array of responsibilities that demand collaborative problem-solving and shared insights.
The Provost Affinity Group operates under the same guiding principle: to create a safe and confidential space for peer-to-peer dialogue. Here, provosts can candidly discuss the complexities of curriculum development, faculty recruitment and retention, student retention and graduation rates, the integration of new pedagogical approaches, and the delicate balance between academic freedom and institutional needs. The opportunity to share strategies for navigating accreditation processes, managing academic budgets, and fostering interdisciplinary collaboration without the pressure of an on-the-record environment is invaluable.
As Scarzafava noted, the objective is to "get out of the way and let them really do their thing." This empowers provosts to identify common pain points, share innovative solutions, and collaboratively brainstorm approaches to emerging academic challenges. The format allows for a dynamic exchange where participants can raise specific pedagogical dilemmas, discuss the implementation of new student support services, or explore strategies for enhancing faculty professional development. The collective experience within the group provides a rich tapestry of solutions, drawing from the diverse institutional contexts represented.
The growth of the Provost Affinity Group signifies a broader recognition within higher education of the need for specialized, peer-driven support for academic leadership. As institutions increasingly focus on student success, pedagogical innovation, and the evolving demands of the academic workforce, the insights shared within this group become critical for institutional advancement. The ability to connect with peers who understand the nuanced pressures of academic leadership – from navigating complex faculty senates to implementing innovative teaching technologies – fosters a sense of shared purpose and collective efficacy.
The CFO Affinity Group: A New Frontier in Financial Stewardship
The impending launch of the CFO Affinity Group at EdgeCon Autumn 2026 marks a significant expansion of Edge’s commitment to fostering cross-functional collaboration and peer-to-peer learning. Chief Financial Officers in higher education operate within an increasingly intricate financial ecosystem, characterized by fluctuating funding models, rising operational costs, and the perpetual need for fiscal responsibility. This new group will provide a dedicated platform for these financial stewards to engage in honest dialogue about the most pressing financial challenges facing their institutions.
Topics likely to be at the forefront of discussions within the CFO Affinity Group include strategies for navigating declining state appropriations, the complexities of endowment management, the financial implications of enrollment shifts, the impact of federal and state regulations on financial operations, and innovative approaches to revenue generation and cost containment. In an era where financial sustainability is paramount, the ability for CFOs to share best practices, benchmark performance, and collectively address systemic financial pressures is more crucial than ever.
The establishment of this group underscores Edge’s commitment to supporting the full spectrum of institutional leadership. By bringing together CFOs, Edge recognizes the critical role they play in enabling the academic and operational missions of higher education. The candid conversations within this group will undoubtedly lead to more robust financial planning, more effective resource allocation, and ultimately, greater institutional resilience. The "convene, then step back" philosophy will be instrumental in allowing CFOs to explore sensitive financial data and strategies in a trusted environment, fostering a deeper level of collaborative problem-solving.
The Power of Peer-to-Peer: Implications for Higher Education
The success of Edge’s Affinity Groups, from the established CIO forum to the burgeoning Provost and CFO groups, offers profound implications for the broader higher education sector. These initiatives underscore a fundamental shift in how leadership development and problem-solving are approached. Instead of relying solely on external consultants or top-down directives, there is a growing recognition of the immense value inherent in the collective experience and wisdom of peers.
The "honest conversation" that Scarzafava highlights is not merely a nicety; it is the engine of practical innovation. When CIOs can openly discuss cybersecurity vulnerabilities without fear of reprisal, or when Provosts can share strategies for mitigating faculty burnout, the direct beneficiaries are the students and the institution as a whole. This model of collaborative learning fosters a more agile and responsive approach to the challenges that continually reshape the higher education landscape.
Furthermore, these Affinity Groups contribute to a more interconnected and supportive ecosystem within higher education. They break down the traditional silos that can exist between institutions, fostering a sense of shared purpose and collective responsibility. As these groups grow and their influence expands, they have the potential to drive systemic improvements, disseminate best practices more effectively, and ultimately, enhance the quality and accessibility of higher education for all. The deliberate strategy of convening leaders and then stepping back empowers them to become the architects of their own solutions, a testament to the enduring power of peer-to-peer collaboration.
