Theatre Review: Release

Icon Theatre's political play about ex-offenders is fringe theatre at its best.

Icon Theatre’s Release is political fringe theatre inside and out: winner of the Fringe First Award at Edinburgh last year, the play at the time found itself in the context of the riots which had spread across the country. Now in the tent venue of the Arcola Theatre in Dalston, it revisits the ongoing issues surrounding the criminal justice system in the UK.

Release follows the lives of three ex-offenders from the day they are released from prison. The production, devised entirely by the company,  is based on two years of extensive research and interviews with ex-offenders, probation officers, criminologists and hostel managers. And each situation is unique, exposing the complexities of criminal psychology and the randomness of reform.

The sense of entrapment, of pent-up frustration, is dominant even as the audience enters the tent. The three actors are each confined to a panel of the stage where they perform push-ups, jog on the spot, mime the rolling of cigarettes; the constricting routine of cell life, all to the sound of the tinny tannoy of Big Brother speak and metal upon metal. When the inmates are released, they are still trapped in their own minds, confused about who they are and their place in the world.

Becky leaves prison a bag of nerves. She trusts nobody, least of all herself, and yet has the extraordinary determination to find employment and turn her life around. That she has clearly changed since her conviction makes a positive case for the rehabilitative power of prison; that she is rejected from 63 jobs because of her record makes us question the point. Though much of her mental state is like that of a child, for Becky, the concept of starting afresh is a farce.

Kyle is a cheeky Scotsman who has a slightly more positive approach: prison has not rid him of his cockiness, nor his communication skills. He shouts and swears profusely, but he is laid-back rather than angry, telling touching stories of his childhood and enthusing about his favourite films. He befriends Minoj, who lives in the same hostel, and though the two men couldn’t be more different, their rapport is touching. Though Kyle struggles to find work and adjust to the real world, his face comes alive when they are together.

Perhaps because of his reserve, Hitesh’s character seems slightly less well developed than the other two. With a black leather jacket and a cigarette behind his ear, he epitomises the East London geezer: passive-aggressive, detached and seemingly uncaring. The relationship with his middle-class probation officer is humorous, cruel, yet also seems slightly unrealistic.

It is easy to take for granted the acting skills of a top theatre company. But when actors embody characters as superbly as this, you can’t help but notice. Verity Hewlett uses her entire body to accommodate the role of Becky: stooping and shifting her eyes from side to side, taking short, shallow breaths and fidgeting constantly. Hewlett is also present in Hitesh’s story, as his middle-class probation officer, a role that is equally brilliantly observed, and hilarious in its parody.

Shane Shambhu flits between two very different roles with just as much ease. While Hitesh is a moody Cockney, Minoj, an important part of Kyle’s life after his release, is a PhD student from Bangalore whose accessories are his spectacles, Tupperware and mug of tea. Shambhu’s Indian accent could not be more authentic, nor could his penchant for malapropisms, the present participle, and the traditional Indian head wiggle.

And Jason Harvey, who plays rough and tough Kyle, is just as apt as the sensitive florist who works with Becky.

Release has a didactic element, too: on the broken doors at the back of the stage – presumably symbolising the never-ceasing barriers that the characters come up against – is projected, at one point, the shocking statistic that in 2011, 27% of male ex-offenders found employment – and only 13% of their female counterparts. Though Icon could well have exploited this practice further, the figure in its isolation stays with you and leaves far more of an impact than it would were it drowned in endless statistics.

Every few scenes are interspersed with an ensemble episode of the three characters, presumably back in prison, venting their frustration through the mimes of smoking, boxing, exercise.  They talk over each other in buzz words and phrases, accompanied by the thud of bass and getting louder and louder until the scene reaches its climax. This feels strained and awkward, rather like a school play that is trying too hard to be edgy. But it is the play’s only real flaw, and the power of the individual stories overshadows it so well that it hardly matters.

Bringing Release to London is only a good thing, because the more people who watch it, the better. It will compel audiences to more effectively understand the ex-criminals who are so ostracised from society, and to begin a dialogue about the justice of crime and punishment.

Release, Photo: Icon Theatre
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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