We have mapped all of the people and organisations who have a stake in our island game.

Our Isle of Wight Cricket Board’s stakeholder map identifies the full range of individuals, groups, and organisations that influence, deliver, support, or benefit from cricket on the Island.

This mapping shows that IWCB’s impact depends on maintaining strong, reciprocal relationships across a highly varied network—from grassroots participants to strategic bodies. It highlights the importance of engaging partners beyond cricket to meet shared goals around health, inclusion, community cohesion, and facility sustainability. The breadth of stakeholders also underlines IWCB’s role as a connector—bringing together sport, education, public services, and community partners to grow the game and maximise its social impact.

Stakeholders are organised into three broad categories:

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Explore the interactive map by clicking here.

Download a pdf of the map here

IWCB Stakeholders Lucidspark.pdf

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Primary Stakeholders

Those directly served by, reliant on, or actively delivering IWCB’s core mission.

Includes players and participants across all formats and ages (e.g. All Stars, Dynamos, women & girls, disability cricket, Walking Cricket, Over-50s, CAG squads, league and social cricketers).
All 19 affiliated clubs and 3 non-affiliated clubs, along with leagues and indoor cricket providers.
Coaches, umpires, scorers, grounds staff, and general club volunteers.
Schools and colleges (primary, secondary, SEND, independent, and Isle of Wight College).
IWCB’s board, directors, and employed staff.

Supporters

Those who assist delivery and participation through funding, partnerships, insight, and specialist services.

Community organisations, charities, and national cricket bodies such as Chance to Shine, Lord’s Taverners, and ECB.
Inclusion and safeguarding organisations (e.g. Isle of Wight Safeguarding Children Partnership, Police, Public Health).
Facility providers including Newclose Ground, Ventnor, and school facilities.
Multi Academy Trusts, recreation and leisure providers, and partner sports bodies.
Commercial sponsors, local businesses, and ferry companies.

Enablers

Those that influence the wider environment in which cricket operates.

Isle of Wight Council departments (Children & Families, Public Health, Planning, Sports Development).
Hampshire Cricket Board, neighbouring leagues, and regulatory bodies.
Professional service providers (legal, accounting, tech support).
Transport operators, health & wellbeing boards, and other strategic forums.

Stakeholder Influence vs. Dependency Analysis

The following influence–dependency analysis builds on IWCB’s stakeholder map to show which relationships are most critical to delivering the strategy.

By positioning stakeholders according to their ability to shape IWCB’s operating environment (influence) and the extent to which the Board relies on them to achieve its mission (dependency), it highlights where partnership effort, support, and capacity-building will have the greatest strategic impact.

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Quadrant A stakeholders should be at the centre of IWCB’s partnership plan—relationships here directly determine the success or failure of the strategy.
Quadrant C stakeholders (e.g. grassroots volunteers) need investment in recruitment, retention, and training to reduce operational risk.
Strong Quadrant B engagement can unlock resources, credibility, and advocacy—particularly with facility and funding partners.
Low-focus Quadrant D stakeholders should still be tracked to spot emerging opportunities. </aside>

Quadrant A – High Influence / High Dependency

Mission-critical, partnership-intensive relationships – must be actively managed, with regular engagement.

ECB – sets policy, funding, compliance standards; IWCB relies on it for resources and national alignment.
Isle of Wight Council – key to facility planning, public health links, and access to place-based funding.
Newclose Ground – essential first-class venue and hub for rep cricket and events.
Hampshire Cricket Board – delivers regional pathway, cross-Solent coordination, and talent development.
Affiliated Clubs & Club Volunteers – deliver the majority of cricket activity; IWCB reliant on their sustainability.
School Sector (Primary, Secondary, SEND, Colleges, Multi Academy Trusts) – essential for junior pipeline, especially W&G and disability cricket.

Quadrant B – High Influence / Low Dependency

Stakeholders that shape the environment but are not heavily relied on for day-to-day delivery – need to maintain strategic relationships.

National Partners – Chance to Shine, Lord’s Taverners, MCC Foundation.
Facility Providers – Ventnor, schools, leisure providers.
Safeguarding & Regulatory Bodies – Isle of Wight Safeguarding Children Partnership, regulators, safeguarding boards.
Transport Providers (Ferry Companies, Public Transport) – influence access and cost for off-island play.
Local Health & Wellbeing Boards – potential partners in funding and programme integration.

https://lucid.app/lucidspark/1e4d0700-0dcc-4342-90f1-70aed803b3cd/edit?viewport_loc=-1664%2C-282%2C3722%2C1680%2C0_0&invitationId=inv_f7cb06fb-b569-44ed-bcdf-d5a40dc6fb6b