When Malcolm McLaren ran for mayor

The late Sex Pistols manager's foray into politics.

The former Sex Pistols manager and "godfather of punk", Malcolm McClaren, has died at the age of 64. Among the early tributes that have poured in, perhaps the most succinct comes from the critic Jon Savage, who described McLaren as "one of the rare individuals who had a huge impact on the cultural and social life of this nation."

McLaren's career, which ranged across music, fashion and art was never dull, but for now, we're casting our minds back to 1999, when he put himself forward as a candidate for mayor of London. He didn't last the course, but he did launch a manifesto in the pages of the New Statesman.As you can see below, it is typically provocative - and includes McLaren's now-infamous call to legalise brothels outside the Houses of Parliament. You can read the rest of his "vision for London" here.

Points to ponder: the McLaren Manifesto

1. Housing: The government has failed the homeless. The mayor should create a London homeless lottery system. Tickets will be sold by the homeless like the Big Issue. Computer hard- and software would allow the administration of the lottery to be run from street-corner kiosks. All money raised through ticket sales would go directly into housing, which would be designed and built by the homeless themselves. This would result in some great new buildings, with eclectic styles and taste - a real addition to our capital, rather than the faceless government housing schemes that have destroyed so much of the city. No existing council or government-owned housing would be allowed to remain empty. There would also be pressure to use the space over shops - many London high streets are empty above shop level. Multiple use would lead to safer streets and livelier ones.

2. Education: Revive the Ilea, which provided adult education at affordable prices - £1 per year for those on subsidies or in full-time education. These courses serve social as well as educational ends. Students can study anything from belly dancing to the bassoon. Currently the courses are underfunded and too expensive, which means they are undersubscribed and many have had to shut down.

3. Transport: Bring back electric transport - more environmentally friendly. trams running the two main axes through London (N-S and E-W) should be free during off peak hours. More should be made of the Thames by introducing water/river buses, which would be operated by London Transport. We should turn to alternative means of transport, such as rickshaws, bicycles and horses. Reduce the number of cars coming into London by imposing a direct tax. We should give people incentives to buy electric cars by allowing them to park anywhere. Traffic control (wardens, fines, clamping and so on) should directly fund public transport.

4. London sports week: London's boroughs should have their own football teams and compete annually.

5. Lobby for decriminalising (some) drugs: Use Amsterdam as a model to reduce organised crime in the capital. This would have an added benefit: police would not waste time chasing pot-smokers.

6. No fees for museums or art galleries: Londoners should not pay entrance fees for museums or galleries, but should be able to drift through public buildings as alternative routes through town. All non-UK residents entering Britain would pay an entrance tax (collected at airports) to be directed into national collections.

7. Flag for London: Create the first ever multi-ethnic flag for the 21st century to reflect the true population of London.

8. Reclaim public places: Parks, squares, churches and the Thames should be open night and day. We should introduce bars in public libraries; drink a glass of Guinness while reading Dickens.

9. London carnival: To be held by different groups from across London, the carnival would take over Oxford Street. We would also establish a Don't Buy Anything Day, and a No Car Day will allow kids to play in the streets.

10. Chains/cappuccino culture: Restructure rates in order to tax business according to scale. Chains such as Pret A Manger, for instance, now pay the same rates as a local florist. If we don't save small businesses, London will lose its soul and become like Singapore or Hong Kong - a shrine to capitalism.

11. Legalise brothels opposite the Houses of Parliament: This will help get rid of sleaze scandals in the government and allow us to focus on the real bullshit that the elite produces.

12. Hologram of Dixon of Dock Green: Introduce information stations, the BBC's famous old-fashioned neighbourly copper - "virtual reality" information covering street directions, train and bus information and suchlike.

13. Popular protest: London has a proud history of freedom of expression - anarchists, revolutionaries and dissidents have written their pamphlets here. Street protest is every Londoner's right and should never be stomped upon.

14. Licensing: Certain areas to be designated 24-hour zones with no licensing restrictions so that we encourage chance encounters.

15. Website democracy: New technology could encourage a more responsive democracy, with local voters using the web to voice their opinion on anything from whose statue should be put up or taken down, to one-way streets.

16. Artisans in Oxford Street: With more e-commerce, old-fashioned department stores should be more diversified, welcoming artisans. Shoemakers could set up their workshops in John Lewis, table-makers in Selfridges. Subsidise artisans and allow Londoners into the process of production.

Daniel Trilling is the Editor of New Humanist magazine. He was formerly an Assistant Editor at the New Statesman.

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So much for "the table never lies" – data unravels football's biggest lie of all

London side Brentford FC are using data to rethink the usual football club model.

It’s a miserable day for practice, the rain spitting down on the manicured training pitches of Brentford Football Club. Inside a tiny office marked Director of Football, Rasmus Ankersen is waiting for his phone to ring. The winter transfer window closes in 11 hours and there are deals to finalise.

Ankersen, a 33-year-old Dane with a trim beard and hair pulled into a small ponytail, seems relaxed. Perhaps he knows that the £12m transfer of the striker Scott Hogan to Aston Villa is as good as done. Or maybe his comfort comes from Brentford’s performance this season. The small west London club sits safely in the top half of the second tier of English football – at least according to management’s own version of the league table, which is based on “deserved” rather than actual results. Officially, on 31 January, when we meet, the team is 15th of 24.

“There’s a concept in football that the table never lies,” says Ankersen, whose own playing career was ended by a knee injury in his teens. “Well, that’s the biggest lie in football. Your league position is not the best metric to evaluate success.”

Brentford are an outlier in English football. Since the professional gambler Matthew Benham bought a majority share in 2012, they have relied on the scientific application of statistics – the “moneyball” technique pioneered in baseball – when assessing performance.

The early results were positive. In 2014, Brentford were promoted from League One to the Championship and the next season finished fifth. That same year, Benham’s other team, FC Midtjylland, which is run on similar principles, won the Danish Superliga for the first time.

Yet in 2016 Brentford slipped to ninth. Despite the disappointing season so far, Ankersen insists the strategy is the right one for “a small club with a small budget”.

Underpinning Brentford’s approach is the understanding that luck often plays a big part in football. “It is a low-scoring sport, so random events can have a big impact,” Ankersen says. “The ball can take a deflection, the referee can make a mistake. The best team wins less often than in other sports.”

In a match, or even over a season, a team can score fewer or more than its performance merits. A famous example is Newcastle in 2012, says Ankersen, who besides his football job is an entrepreneur and author. In his recent book, Hunger in Paradise, he notes that after Newcastle finished fifth in the Premier League, their manager, Alan Pardew, was rewarded with an eight-year extension of his contract.

If the club’s owners had looked more closely at the data, they would have realised the team was not nearly as good as it seemed. Newcastle’s goal difference – goals scored minus goals conceded – was only +5, compared to +25 and +19 for the teams immediately above and below them. Statistically, a club with Newcastle’s goal difference should have earned ten points fewer than it did.

Moreover, its shot differential (how many shots on goal a team makes compared to its opponents) was negative and the sixth worst in the league. That its players converted such a high percentage of their shots into goals was remarkable – and unsustainable.

The next season, Newcastle finished 16th in the Premier League. The team was not worse: its performance had regressed to the mean. “Success can turn luck into genius,” Ankersen says. “You have to treat success with the same degree of scepticism as failure.”

Brentford’s key performance metric is “expected goals” for and against the team, based on the quality and quantity of chances created during a match. This may give a result that differs from the actual score, and is used to build the alternative league table that the management says is a more reliable predictor of results.

Besides data, Brentford are rethinking the usual football club model in other ways. Most league clubs run academies to identify local players aged nine to 16. But Ankersen says that this system favours the richer clubs, which can pick off the best players coached by smaller teams.

Last summer, Brentford shut their academy. Instead, they now operate a “B team” for players aged 17 to 20. They aim to recruit footballers “hungry for a second chance” after being rejected by other clubs, and EU players who see the Championship as a stepping stone to the Premier League.

It’s a fascinating experiment, and whether Brentford will achieve their goal of reaching the Premier League in the near future is uncertain. But on the day we met, Ankersen’s conviction that his team’s fortunes would turn was not misplaced. That evening, Brentford beat Aston Villa 3-0, and moved up to 13th place in the table. Closer to the mean.

Xan Rice is Features Editor at the New Statesman.

This article first appeared in the 16 February 2017 issue of the New Statesman, The New Times