Talking History with Ronald Volpe

By Scott Grove

Photography By Turner Photography Studio

Throughout the 1990s, Hood College experienced growing debts that almost forced the institution to close. Ronald Volpe, who served as Hood’s president from 2001 to 2015, recounts this tumultuous chapter in the college’s history and the events that led to its remarkable turnaround.

Scott: Where were you working when recruited as president of the College?

Ron: I was in my 13th year at Capital University in Columbus, Ohio, serving as the vice president for academic affairs and provost and, briefly, its interim president when I was offered the presidency at Hood. Before that, I was a professor and the business school dean at my undergraduate alma mater, Gannon University in Erie, Pa. Gannon was a single-sex, all-male residential college when I was a first-year student. The college began admitting women in my sophomore year due to declining enrollment.

Scott: What was Hood’s financial situation at the time of your solicitation?

Ron: The consultants were very clear about Hood College’s dire financial circumstances. When I arrived in 2001, enrollment was 1,607. The incoming first-year class had 113 students. Throughout the 1990s, Hood’s debts of approximately $10 million, its low student enrollment and revenue shortfalls forced it to draw down its endowment by $50 million to cover operating expenses.

Scott: Given your knowledge of this, why did you take the job?

Ron: When I was approached by Hood’s presidential search firm, I learned everything I could about the college, all the available published data and information, its academic programs, student profile, finances, and enrollment trends. While I knew that Hood had its challenges, I learned that it had a remarkable history, committed alumni, a talented and dedicated faculty, and hard-working staff, all supported by a vibrant Frederick community. I believed that the college had promise and that I could make a difference.

Scott: Even before you had secured the job, what did you believe would be the key to saving Hood?

Ron: Like all private colleges and universities, Hood derives its primary revenue from full-time residential students. The key to improving Hood’s financial situation was by increasing the number of students in that category. I shared my thoughts emphatically with the board from my very first interview for the job. At the time, we estimated that to attain financial equilibrium, the college had to consistently enroll at least 225 first-year students each year and maintain consistent levels of enrollment in its graduate and certificate programs.

Scott: When were you inaugurated president and what was the first year like?

Ron: October 25, 2001. Much of my first year was spent meeting with and listening to students, alumni, faculty, staff and administrators to learn about their work and to understand their concerns and desires. I also spent the first few months meeting with business leaders and elected officials in the Frederick community and around the state. I knew that changes had to occur if the college was to survive and building support and consensus for those changes among all stakeholders would be critical for the college’s future success.

Scott: Was 2004 the first year of Hood being a coed college?

Ron: Male students began attending undergraduate and graduate classes as commuter students beginning in 1971. It was in 2004 that the first 53 men came to campus as residential students.

Scott: Was it immediately obvious that going coed was the solution to Hood’s financial issues?

Ron: We nearly doubled the undergraduate enrollment in a few years, and in seven years, we achieved the highest overall enrollment in the college’s 130-year history. The first freshman class of Hood as a fully coeducational college in the fall of 2004 consisted of 218 students, 86 of whom were men, with a total undergraduate and graduate enrollment of 1,948 students. In the fall of 2008, the incoming first-year class included 108 men and 200 women, with a record total enrollment of 2,533 undergraduate and graduate students. One of the things that we had hoped for was that bringing more men to the campus would also attract more women. A national survey of high school women conducted by Inside Higher Ed showed that 98 percent would not consider a single-sex college. That [growth in women students] happened. The most noticeable change was the vibrancy that the additional students brought to the campus.

Scott: Didn’t a construction boom follow?

Ron: As our financial picture brightened, much-needed infrastructure projects Hood couldn’t previously afford were initiated. In addition to building upgrades other notable projects were a major addition to the Hodson Science and Technology Center, a complete renovation and upgrade to the Shriner residence hall and the construction of a new multi-purpose recreation and athletic center, a new tennis and aquatic center, and new athletic fields.

Scott: What was the college enrollment when you retired?

Ron: There were 2,365 students enrolled at Hood College in the fall of 2015.

Scott: Aside from family and friends, who were the people who lent the most support in the transformation?

Ron: I am pleased to say the support for Hood College, my presidency and the transition to full coeducation at Hood came from its many stakeholder groups. They include trustees of the college, students, faculty, alumni, staff, the Frederick community, the Maryland state legislature and The Hodson Trust.

Ronald Volpe, 77, is a native of Martins Ferry, Ohio. He resides in Frederick with his wife, Lin, and daughter, Stephanie. He is a longtime member of the Rotary Club of Frederick and is involved with several local philanthropic organizations. A former reporter, Scott Grove is the owner of Grove Public Relations, LLC., a marketing and advertising firm. His work also includes interpretive planning and exhibit design for museums and historic sites. For more info, visit www.scottrgrove.com.