Our Thinking
The BPS Framework for Modern SEM
Institutional Alignment for Enrollment & Fiscal Health
“The next decade, most experts tell us, will be one of retrenchment for private higher education. Already there are application and enrollment drops that presage belt-tightening for the prestigious and huge deficits, sagging faculty and student morale, and possible closings or mergers for many less fortunate colleges and universities.”
— Maguire, John. “To the organized, go the students.” Bridge Magazine, Vol XXXIX No. 1, 1976. 16-19.Reading about themes of declining market conditions and the resulting threats to institutional health and stability is not surprising in today’s higher education landscape.
What may be surprising, however, is realizing that this quote does not come from a recent article, but from one written in 1976 by Dr. John Maguire. As the Dean of Admissions at Boston College at that time, Dr. Maguire made the first case for the value of adopting “Enrollment Management” approaches in higher education administration.
We share this context for two reasons: first, to underscore that navigating changing - and often difficult - enrollment conditions is an enduring reality. Indeed, the very architecture of strategic enrollment management (SEM) was born out of, and designed to address, market conditions in which higher education faced headwinds.
Second, we want to highlight that the SEM methods initially formulated by Dr. Maguire, and advanced by generations of higher education professionals since, represent a time-tested model for enrollment success.
BPS advances this vision by adopting a view of SEM that is driven by institutional alignment and shared ownership around enrollment and fiscal health. We believe this integrated approach—applying SEM tenets rigorously and adaptively—is essential for achieving sustained institutional health in today’s complex enrollment environment.
What does this look like in practice?
Our framework for modern SEM is based on helping institutions achieve excellence across the following seven standards:
Standard 1: Organizational Alignment & Shared Ownership
To achieve enrollment success, accurate revenue planning, and institutional sustainability in a competitive environment, the institution must demonstrate unified ownership and continuous planning.
Standard 2: Data-Informed Enrollment Efforts & Continuous Improvement
Enrollment initiatives rely on robust business intelligence systems, grounded in rigorous data analysis and continuously evaluated for effectiveness and improvement.
Standard 3: Authentic Brand Management & Effective Marketing
The institution articulates its brand authentically, using market research to determine its competitive position and align marketing investments with institutional capacity, market opportunities, and enrollment goals.
Standard 4: Integrated and Student-Centered Institutional Planning from Student Recruitment through Onboarding
Recruitment, enrollment, and onboarding efforts build value, a sense of belonging, and preparedness in all new students.
Standard 5: Effective & Compliant Financial Aid Function
The Financial Aid function delivers timely, accurate, and compliant services that directly support student success, enrollment, and revenue objectives.
Standard 6: Budget Alignment between Enrollment Goals, Revenue, & Expenditures
The institution maintains disciplined, data-informed, transparent, and sustainable budgeting and expenditure practices. These practices proactively enable enrollment success, align with revenue goals, and ensure long-term institutional sustainability.
Standard 7: Operational Excellence in Student Recruitment & Enrollment
The institution helps ensure sustained enrollment success through strong operations, efficient processes, and results-driven systems.
Our Services
We help institutions achieve excellence in these domains through the following services: