Anderson said this had led to "tensions and disputes, largely relating to operational matters," which he addressed when individually meeting with the letter writers along with Gillespie, Raj, CW patron Michael Sewell, Michael O'Leary (Marist) and Scott Oliver (Marton/United) on February 7.
"The author decided that preoccupation with [just] those matters in this review would not best serve the long-term interests of CW."
Anderson stated the letters were likely written after frustration that a review had not been undertaken in the year since the end of the 2017-18 season.
The August 26 AGM saw an all-new board elected under Gillespie, replacing Stu Gill, which then voted for the independent review in December.
Tellingly, Anderson's report states because Raj is employed in his role as a contractor rather than fulltime employment, a position he took up 10 years ago, his power and authority was "minimal to non-existent," yet he was expected to do everything.
"The GM is expected to function in an over-stretched and 'hand-to-mouth' operating environment.
"In short, the current situation is unsustainable and poses a major risk to CW, and also, to the well-being of the GM – no matter who is fulfilling the role.
"Whenever there are confusing lines of responsibility and accountability, coupled with a lack of transparency, discontent amongst stakeholders is inevitable."
Anderson's report stated the Raj-Gillespie business relationship dated back years and arose as a fund-raiser to support cricket in Whanganui, while trying to be proactive by bringing in overseas players when local participation numbers are falling "ought to be applauded".
Anderson presumed the Wanganui rep team was chosen by independent selectors and concerns about a conflict of interest from Raj would "seem to be misplaced".
The CW board appointed United's Tom Lance to choose the representative team after contentious English coach Charlie Hartley left in January.
"The delegations of responsibility to the office of General Manager are weak, leading to a disempowered managerial situation," said Anderson.
He recommended the creation of a fulltime employment General Manager position, with De Wet helping with the specific job description for applicants.
The biggest change Anderson recommends is that the model of the CW board be changed, replacing members appointed or loyal to specific clubs with delegates chosen by "an independent board appointments panel".
The restriction on association members only would be lifted, moving to a "skills-based" Board of Directors, where the members have experience in planning, law, finance, marketing, health and safety.
"Knowledge of cricket is desirable, but not essential, and a high level of board room 'EQ' would be expected.
"The current CW Managing Board reflects a stakeholder 'representation model', whereby the majority of its members are appointed by, and represent, various stakeholders entities to which their primary allegiance lies – which may not necessarily align with the aspirations of CW," said Anderson.
"Under the current arrangements, there is too much scope for confused lines of responsibility and accountability, along with mixed loyalty to CW, one the one hand, and the interests of subsidiary entities on the other."
This would mean changing the CW constitution, and Anderson said if the board should follow the model used by the Marlborough Cricket Association, which has just undertaken a similar review and begun to make changes.
Rather than do it themselves, assistance should be requested from CD Cricket and NZ Cricket.
"The current board needs to step up to the challenge, commencing with a refreshed strategic plan and followed by a programme of governance and organisational reform," Anderson concluded.
Gillespie is currently overseas, so board member and treasurer Simon Atiken spoke to the Whanganui Chronicle and said skill-based governance going forward "makes sense".
"Many of the other issues that are borne out about structure and inability for it to function in today's environment."
If CW didn't change, they risked losing their independence, but setting up an independent board could have considerable costs.
"It's going to be the challenging aspect – make the rubber meet the road.
"There's a successful model to work off [with Marlborough]."
The Whanganui Chronicle also spoke with Raj and while he did not wish to comment on the record about the letters, Atiken said he had issues in the past with the general manager, but since coming onto the board, now realised how much work Raj was actually doing without assistance.
"It's easy to look back and there's been conflict, but we all need to take a break."
De Wet said it was ultimately up to CW if they implemented the changes, rather than Central Districts trying to enforce it.
"They're a sovereign entity. Our concern is that cricket in Whanganui is being serviced and the public is getting access to a quality product.
"It's pretty important to get to the bottom of the unrest."
The Marlborough changes were the most recent case history that could be used, De Wet said.
"The constitution itself took some time and dealing with stakeholders required a fair bit of too-ing and fro-ing.
"But looking at it, it went from a representative board to a governance board, so it most aligns with CD Cricket and indeed NZ Cricket, which is why Robert probably recommended it."
