By Rev. Donald L. Perryman, Ph.D.
The Truth Contributor
Women belong in all places where decisions are being made.
– Ruth Bader Ginsburg
Philanthropy has traditionally been perceived as a male-dominated field, but this rigid landscape is changing. Historically, major philanthropic organizations like The Greater Toledo Community Foundation (GTCF) were led by men who typically came from male-dominated business, financial or industrial sectors.
However, GTCF’s recent selection of Kate Sommerfeld as their new president and CEO, indicates a significant shift towards greater gender diversity and the increasing influence of women in philanthropy.
Kate brings to the Greater Toledo Community Foundation her deeply rooted spiritual upbringing, exceptional skills and talents, and a profound dedication to equity and social determinants of health within a framework of community empowerment.
To provide readers with a closer look at her vision and plans to shift the paradigm in philanthropy, we conducted an exclusive interview.
Here’s what Sommerfeld shared about her new role:
Perryman: Congratulations on your new position as president & CEO of the Greater Toledo Community Foundation! Please share your background and how it led you to this role. Are you from Toledo?
Sommerfeld: We’ve been in Toledo for about 15 years, but I’m originally from Kokomo, Indiana. I attended Purdue as an undergrad with dual degrees in political science and psychology. I am a Boilermaker through and through and a Big Tenner for sure.
After that, I went to Bowling Green State University, where I worked at their former Center for Child and Family Policy. I received a master’s in Public Administration, focusing on education policy and its implications for lawmakers. I worked extensively on public education funding, and right after graduate school, I joined United Way.
Perryman: Please share highlights of your work at United Way.
Sommerfeld: That’s where I initially connected with a lot of the work happening with the Schools as Hubs and on Dorr Street. I worked on community impact and various projects, including summer feeding, school-based meals and backpack programs, and mobile vision services. Those are the assignments that provided me with invaluable experiences working in communities.
Perryman: What came next?
Sommerfeld: I worked on various projects at United Way for a few years, then led the United Way in Wood County, focusing on fundraising, management and operations. After that, I joined ProMedica, where I spent nearly 10 years working both locally and nationally. I collaborated with major community foundations, including those in Cleveland, Baltimore, Philadelphia and Chicago. When Keith Burwell announced his retirement after 20 years at the GTCF, I applied and am truly honored and humbled to have been selected to follow his great legacy.
Perryman: What was it like growing up in Kokomo?
Sommerfeld: Kokomo, Indiana, is about an hour north of Indianapolis and is a manufacturing town. My family worked at Chrysler, and I spent summers working on the line, which gave me a love and a heart for people. I also did volunteer work at shelters and was a court-appointed special advocate (CASA) for abused kids. Community service was very important to my family and was instilled at a very young age.
Perryman: Did you have a faith background?
Sommerfeld: Yes, my dad was a Gideon and involved in prison ministry. I grew up in the church, and with the principle of “to whom much is given, much is required.” My parents were also foster parents, and I was adopted as an infant, although I was the only child they adopted. Growing up, I saw both the system’s successes and failures, which shaped my passion for ensuring that we’re taking care of the most vulnerable.
Perryman: Please elaborate on your work at ProMedica.
Sommerfeld: I held a couple of different roles at ProMedica. I started in community relations and government, focusing on healthcare policy work. Then, I joined the team working on the Ebeid Neighborhood Promise, funded by the Russell J. Ebeid family, which involved community-based services and programs. This work included not just clinical and health access, but also housing, transportation, food, and education—factors that directly impact health.
Over time, I took on additional responsibilities, including overseeing community benefits and managing ProMedica’s investments in the community, including place-based initiatives like the downtown master plan and healthcare investments, totaling about $298 million annually. These investments supported individuals who couldn’t pay for medical care and funded various community projects in the Toledo area and beyond. As ProMedica expanded nationally, I had the opportunity to work in a broader setting, impacting more communities across the country.
Perryman: Let’s shift the conversation to the present and future. The GTCF has significantly impacted the Toledo community over the years. How do you envision building on this legacy?
Sommerfeld: I would say a couple of things. The search committee intentionally sought feedback from community leaders. There’s still more work to be done in terms of engagement, but the committee paused to evaluate where the organization and Toledo are today, where we need to head in the future and the type of leader the organization needs.
From that feedback, a few key points emerged. First is the importance of partnership and collaboration, acting as a catalyst to bring together various sectors—those we serve, nonprofit leaders, community partners, stakeholders, and donors. The goal is to build and foster deep, authentic partnerships, which definitely aligns with my background and passion.
Second, as I return to Toledo after working around the country for a few years, I am deeply committed to deep listening with all stakeholders. This means not just hearing their feedback but incorporating it into our daily operations to fulfill our mission of improving the region’s quality of life, demonstrating our respect for their perspectives and experiences.
Lastly, authentic engagement with a broader audience is not just a goal, but a commitment. We are dedicated to connecting with people who may have never interacted with the foundation before, doing so in a genuine and meaningful way. So, our focus will be on deep listening, authentic engagement, and being a catalyst for partnership and collaboration, ensuring that everyone feels welcomed and included in our mission.
Perryman: How do you distinguish GTCF from its philanthropic peers?
Sommerfeld: I can tell you that one way we stand out is through the significant impact of our financial contributions. Over the last 50 years, the foundation has distributed nearly $270 million. In 2023 alone, we gave out approximately $24-24.5 million. So far in 2024, we’ve granted over $11 million. Our endowment assets are just under $450 million, making our portfolio quite substantial. Additionally, the Greater Toledo Community Foundation not only serves Toledo but also supports the broader region and some smaller community foundations.
Perryman: Your predecessor leaves a prestigious record of investing in innovative programs over “legacy funding” or to only recognizable names. Burwell has always sought out the hidden gems. How do you plan to engage with and support the African American community?
Sommerfeld: There are significant opportunities to support both the African American and Latino communities. Data shows that these populations face the biggest challenges in key areas like early childhood readiness, wealth building and housing.
I want to engage with the right groups and seek your thoughts on where we should listen and find opportunities for the Foundation to play a bigger role. Additionally, it’s important to empower and engage our staff and volunteers, who are extensions of the organization. Intentional, authentic listening and strategic engagement are key to our efforts.
Perryman: Related to that, how does your organization plan to promote Diversity, Equity and Inclusion within its operations and programs?
Sommerfeld: Following the murder of George Floyd, we launched the Equity and Access Fund to drive targeted investments to nonprofits serving our African American community.
The Equity & Access Fund has distributed $382,930 across three rounds, emphasizing collaboration, grassroots engagement, and minority-led initiatives. From March 2021 to October 2022, these rounds addressed economic, social and capacity-building challenges in northwest Ohio.
I will focus on accelerating and expanding this work, bringing more people to the table, and learning how to enhance further our efforts to promote Diversity, Equity and Inclusion throughout our operations and programs.
Perryman: What are your thoughts on educational initiatives and issues such as the achievement gap and access to quality education?
Sommerfeld: Addressing educational issues is incredibly important. During my time at ProMedica, I was very active in HOPE Toledo, and Keith Burwell currently sits on the HOPE Toledo board as an advisor. Early childhood education is critical and a great equalizer for equity and I have a huge passion and commitment to education. We need to redouble our efforts to create more opportunities for higher-quality education, especially in those early years.
Perryman: How do you plan to address health disparities and improve health outcomes in minority communities?
Sommerfeld: The community foundation must collaborate, identify key tables at which we need to be, and pursue effective solutions together. It’s not about the foundation acting alone but about forming strong partnerships and engaging deeply with the community. So, yes, we must ensure we listen, engage deeply, and work collaboratively to strengthen our Black and brown communities.
Perryman: Specifically, how do you plan to work with local organizations, leaders, and other stakeholders to better serve the African American and Latino communities?
Sommerfeld: It’s crucial to pause and take time to listen, even when the instinct is to move quickly. I’ll engage with our current partners and those we haven’t historically partnered with to identify opportunities and areas for improvement. This intentional listening will include both current donors and those who haven’t engaged with the foundation before, demonstrating our openness to new ideas and opportunities.
So, my first 100 days will focus on listening. I’ll ensure that our staff and board engage directly with the individuals we serve, showing up at homeless shelters and other touchpoints. This personal connection is important to me and something I’ll continue in this role. Additionally, I’ll listen to nonprofit leaders and direct service providers to understand their perspectives.
Perryman: Finally, GTCF’s steadfast mantra for grant recipients has been results-based accountability. However, let’s flip that. What documented long-term impact on the community and communities of color do you expect for GTCF itself, and how will you measure your failure or success?
Sommerfeld: I’m focused on results-based accountability and authentic engagement in our planning. There’s a national debate on what this looks like and how to measure it. The foundation already does amazing work in partnership with many, but we need to share our impact more deeply and transparently. Our grant-making team does a fantastic job, but there still needs to be more awareness about what the Greater Toledo Community Foundation does. We need to tell our story better and ensure transparency in the results we achieve, both to our donors and the broader community.
Perryman: Thank you, and welcome to your new role! I look forward to having more conversations about exciting developments under your barrier-breaking leadership.
Contact Rev. Donald Perryman, PhD, at drdlperryman@centerofhopebaptist.org