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Amy Ross
Senior Adviser
In an increasingly interconnected sector, the most resilient UK charities are those that understand the networks around them: who they know, who they could know, and how these relationships can drive their mission forward. Network mapping offers a practical way to make these connections visible and actionable.
While the idea of network mapping has existed for some time, more organisations are now treating it as a core part of fundraising strategy, partnership development and organisational planning. This blog explores how to use network mapping effectively and why it should be part of your year-round planning.
Network mapping helps charities understand and use the relationships around them by showing how trustees, employees, donors, partners, funders and other stakeholders are connected. Rather than relying on informal knowledge or separate contact lists, it provides a shared picture of influence, opportunity and gaps, often surfacing new charity fundraising ideas rooted in existing relationships.
For example, mapping trustee and senior leadership networks might reveal an existing relationship with a corporate funder or local authority that could be developed through a warm introduction. When used effectively, network mapping supports more intentional, strategic fundraising and partnership development.
Before diving into network tools or relationship diagrams, it is essential to anchor your networking activity to your organisational priorities. Directors and senior leaders should first define what the charity aims to achieve. Common strategic drivers might include:
Attracting and retaining more volunteers
Building alliances within your sector
Deepening place-based partnerships
Being clear about what matters most will help filter potential opportunities, focus resources and prevent wasted effort.
Network mapping works best when it is done strategically and is used as an ongoing practice rather than a one-off exercise. Regular mapping throughout the year ensures that new contacts, introductions and opportunities are captured while they are still fresh.
Many organisations begin with a simple map involving trustees, directors and senior managers. It can be particularly valuable in:
Capturing the networks of any new directors, helping them see existing networks and where they can add value
Spotting gaps in corporate, philanthropic or sector relationships
Succession planning ensuring relationships are not lost when individuals leave
In practice, network mapping can be done using simple spreadsheets or whiteboard diagrams, or with digital tools designed for visualising relationships such as Kumu or Miro. The right choice depends on what works best for your charity’s size and resources.
Not all relationships are equal, nor should they be treated as such. Once you have a network map, the next step is prioritisation.
A simple quadrant model, comparing the strength of a relationship with its potential value, can help identify:
Relationships that are strong and high value, which you should nurture
Promising contacts who may benefit from a warm introduction or invitation to an event
Lower-value relationships that may not warrant significant investments of time, financial, and people resources
Gaps where targeted recruitment or outreach could be beneficial
This approach is consistent with ensuring that limited resources are focused and targeted on the activities that will have the greatest impact.
Fundraising and partnership building need to be shared across the organisation, not carried solely by your fundraising team or CEO. When trustees understand the strategy, feel ownership of the case for support and have clarity on the request being made, your organisation becomes far more resilient and well-connected. Sharing responsibility also makes it normal for leaders to help stewarding relationships, which is vital for culture, sustainability and reputation.
For networking to convert into meaningful opportunities, trustees, directors, senior leaders and employees need clear, compelling materials to use in conversations. This might include:
A set of core messages that articulate why the charity’s work matters
An evidence-based narrative that aligns impact with strategic priorities
Short case studies that demonstrate impact
A clear, consistent organisational value proposition for partners and funders
These assets make conversations more confident and consistent, reducing reliance on individual fundraising colleagues.
For UK charities aiming to become more resilient — whether by growing income, deepening partnerships or increasing their influence across the sector — network mapping provides the tools and visibility needed to make informed impactful connections. When embedded into the rhythm of organisational practice, supported by strategy, leadership buy-in and strong materials, it becomes far more than a diagram: it becomes a strategic engine for growth.
By keeping your network maps updated, prioritising intelligently and empowering leaders to play their part charities can unlock relationships that drive long-term impact and resilience. Tools such as CAF’s Charity Resilience Calculator can support this work by helping charities reflect on their wider organisational resilience, identify strengths and gaps, and understand where network-led action can make the greatest difference.
Building strong networks takes more than good intentions, it requires clear strategy, confident leadership and the right support. CAF works with charities to build their resilience so they can do more of their life-changing work.
Whether your charity needs help with an individual project or are planning organisation-wide change, our expert Advisory team are here to provide as much or as little support as you need.
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