The world of philanthropy is rapidly moving away from the mere idea of “doing good” toward a more strategic, managerial approach. Terms such as “metrics,” “data,” “engagement,” and “corporate sustainability” are commonly used in today’s professional discourse. Where communications once defined the emotional landscape of a project, they are now integral to the analytical ecosystem that shapes strategy and outcomes.
The new era of philanthropy, where decisions are made based on numbers and storytelling becomes a tool of systemic influence, is explained by Iuliia Dolmatova — an international expert in strategic communications and business strategy, consultant for the international company CCS Fundraising (USA).
Iuliia, today, people increasingly say that fundraising has become a science. How do you understand this term?
— Modern fundraising operates at the intersection of art and science and is powered by data, behavioral analytics, and strategic forecasting. We can no longer rely on intuition or inspiration alone. Every step, from formulating the case for support to the final donor proposal must be verified through analytics: what works, who it influences, and what the potential return is.
In essence, we manage attention, trust, and values through numbers. It sounds paradoxical, but this symbiosis of emotion and data today creates sustainable models of philanthropy.
How is data work structured in your company?
— CCS Fundraising is an international consulting leader in strategic fundraising. Our teams work with universities, museums, medical centers, and large foundations.
We help build campaign architectures based on rigorous donor background research, analysis of historical information, and relationship mapping, combining behavioral, demographic, and socio-cultural data. This allows us to see not just donors but entire motivation maps: who supports education, who supports the arts, who supports science, and to forecast donor potential and provide recommendations for donor engagement strategies — that is, how best to interact with each group.
So numbers in philanthropy are not just a record-keeping tool, but a factor of trust?
— Absolutely. When an organization communicates with donors in the language of evidence, it demonstrates transparency and professionalism. People want to see that their contribution works, rather than being absorbed into abstract promises. We analyze not only financials but also intangible effects, including social capital, economic contribution, and reputational impact. These data points inform strategic dialogues with individuals, businesses, and government entities, shaping evidence-based arguments and guidng decision-making.
Your experience spans both commercial and nonprofit projects. Can we say that analytics approaches are converging?
— Yes, this shift has emerged as one of the defining changes in recent years. Today, large foundations and universities operate on the same principles as corporations: they have KPIs, marketing analytics, CRM systems, strategic plans, and long-term forecasts. The difference is that ROI is measured in social impact alongside financial return. This requires a different logic: how do you evaluate inspiration? How do you assess contribution to education, culture, or scientific discovery?
Therefore, analytics in philanthropy does not simply copy business; it creates its own data ethics — a deliberate combination of precision and humanistic purpose.
Can you give an example of a project where analytics became a driver of change?
— One case involved a university museum. The primary task was not so much to attract funding as to rethink its positioning within the community.
We conducted in-depth research: audience analysis, attendance patterns, social connections, and media activity. This work inspired a new communication strategy that is both data-based and value-driven. The museum became not just an exhibition space but a focal point of intellectual life on campus. This is an example of how analytics can reinforce a broader cultural mission.
What is the role of strategic communications in such projects?
— A good communications strategy does not start with a press release, but with clarifying the core messages that resonate with key audiences and build lasting support. I always tell students and colleagues: communications are not a conversation, they are the architecture of trust. And this architecture is impossible without data showing exactly where to lay the foundation.
Many believe that analytics “depersonalizes” the social sphere. Do you agree?
— No, on the contrary. Analytics gives concrete form to social projects. It shows what works and why. When we see which stories resonate with people and which campaigns truly inspire, we learn to respect the audience rather than manipulate it. The data-driven approach does not kill emotion; it makes it meaningful.
What has changed in the culture of fundraising in recent years?
— A generation of donors has emerged that demands transparency and accountability. Donors want to understand how their contributions are measured, what results are achieved, and which success indicators are used. This forms a new culture of professionalism: the fundraiser is a strategist, analyst, and diplomat all at once.
Iuliia, you often speak about the international dimension of your work. What is specific to global projects?
— The main difficulty is the different “languages” of numbers and meanings. In the U.S., fundraising is built around individual initiative; in Canada, around institutional responsibility; in Asia, around collective values. Therefore, analytics must take into account cultural contexts and local market specifics. The task is not only to collect accurate data but also to interpret it correctly, considering how people in different cultures perceive information and make decisions.
How do you see the future of philanthropy in ten years?
— We are moving toward a model of intelligent philanthropy, where decisions are made at the intersection of technology, communications, and empathy. Big data, artificial intelligence, neuromarketing, ESG — all of this will become part of a unified ecosystem of conscious investments in the public good. in this system, humans will remain at the center, not as objects of aid, but as partners in development. This is the true transformation of philanthropy.
