Book reviews

Gary Johnson was sacked as Latvia coach after a draw with San Marino. Daunis Auers explains what he was doing there in the first place 

Gerijs Dzonsons (or Gary Johnson as the English spelling would have it) bounced into Latvian football at the tail end of yet another doomed campaign for the national side, a respectable but ultimately unsuccessful attempt to qualify for Euro 2000. Johnson offered a colourful contrast to the grey, dour Soviet negativity of Revaz Dzodzashvilli, his Georgian predecessor, with his bubbly, upbeat, chirpy cockney (I could go on, but I think you know what I’m driving at) demeanour that had never been seen in Latvian football, or, come to that, anywhere in Latvia.

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The play-offs have now completed 15 turbulent seasons of drama and, some would say, injustice. Csaba Abrahall, however, is a devotee. He looks back on the ups and downs of their history 

You may not know the name Martin Lange, but the chances are he will have given you reason to shed tears of joy or despair at some point since the late Eighties. For Lange was the man behind the introduction of the Football League play-offs, the end-of-season extra­va­ganza that has just completed a 15th successful season.

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Ipswich, everyone's favourites to go down at the start of the season, look like ending it with the fair play title, manager of the year, golden boot and a place in Europe. Csaba Abrahall and Gavin Barber asked chairman David Sheepshanks where it had all gone right

Despite the success of this season, clubs like Ipswich cannot guarantee a perennial Premiership place. How difficult is it to plan for the future bearing in mind the financial gap between the Premiership and the Football League?
It’s not difficult to plan for the future but it’s more difficult to implement it. Five or six years ago, we sat down and I said: “Can we get back into the Premiership next seas­on?” Everyone’s heads went down. “Can we get back into the Premiership the year after?” You know, “Who’s he?” “What about five years?” And they be­gan to say yes, they thought we could. I said “Why?” and the first thing was youth, because by then the development of players from the youth team could have come to fruition and all the other component parts to it. Out of that was born a long-term plan. It wasn’t just the youth, it was the com­mercial management, the community, the press relations, the way in which we looked after our customers, our sense of ambition – being able to be more up front about what our aims and objectives were, not to live with this old-fashioned idea that there’s no crisis at Ip­s­wich unless the wine runs out in the boardroom, which I felt wore really thin with the supporters – and I’m a supporter. The reason I came on the board in 1987 is because I wrote to [then chairman] Patrick Cobbold. I was a sea­son ticket holder and said that I thought the PR of the board and the way in which the club was being run was terrible. I felt the whole situation was just drifting. This was after 17 great years of First Div­ision football and European glory. I’ve always felt we’ve got to wear our ambition a bit more on our sleeves. It doesn’t mean we have to let go of the traditional values and high standards and friendliness as a football club, but we’ve got to really mean business. So that resulted in a plan being born, the five-year plan that everyone knows about. It wasn’t difficult to make the plan, it was much more difficult to implement it, because every year we were having to shoot ourselves in the foot by selling players. We had to make un­popular decisions. Although I’m a fan, I’m also responsible to the sup­porters, the shareholders and everybody else, as are my fellow directors, to look after the health of the club and to try and make the decisions that are in the best interests, short and long-term. So much of football is about short-term glory which leads so often to boom and bust. We’re not about that. That’s not down to me, this is a phenomenal team effort by everybody who’s worked for this football club. I certainly haven’t worked for the last six years to see this disappear in a puff of smoke. We’ve worked to get into this position so we can go on to make it even bigger and even better.

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QPR aren't just coming to terms with the cost of relegation – there are stories behind the scenes too. Anthony Hobbs reveals all

The last time Queens Park Rangers were rel­egated, from the Premiership five years ago, things were very simple. We had a rich chairman with no real interest in football, who was completely unwilling to spend his own money, but content to realise the capital of our most liquid assets (ie sell our best players). In the five years leading up to our latest 40-point season, things have been bit a little less clear cut. This season in particular, it’s felt a little like being on a boat that hasn’t been properly tied up. We’ve just been gradually drifting away and nobody quite knows what to do about it.

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Karl D Pridmore explains how the board at Nottingham Forest tried to change a football club into a public company in 1997

In April the financial future of Nottingham Forest was decided in the High Court, to almost complete indifference in the national press. It’s a complicated tale, but one with important implications for other clubs and, for Forest, a more or less happy ending.

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