Handel, who new research suggests has invested in the slave trade. Photo: YouTube screengrab
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In Search of the Black Mozart: A revealing look at Handel's investment in the slave trade

The programme slowed palpably to accept the age-old information that people who create beauty aren’t always good and frequently don’t even come close.

In Search of the Black Mozart
BBC Radio 4

Two programmes talked about Handel in shockingly opposing ways. On 30 May The Tokens and the Foundlings (8pm), about the Foundling Hospital (the Holborn home for deserted infants, 1741 to 1953), assured us that Handel had been a very generous governor, donating an original score of Messiah to the Hospital choir and committedly conducting benefit concerts. In fact, had it not been for a successful second performance of Messiah in the Hospital chapel, the composer – known for unsentimentally ditching work that hadn’t immediately ignited public and critical enthusiasm – may well have shelved the cherished oratorio indefinitely.

But In Search of the Black Mozart (26 May, 11.30am), about 18th-century black composers and performers, turned up something far less palatable: that Handel invested not just once in the slave trade, but repeatedly. A music librarian at the University of Texas made the discovery: “It was quite by chance that I came across Handel’s name in the ­investors of the Royal Africa Company – the main slave traders in the 1710s.” Then to a list of investors in the national archives at Kew; four of the stock transfer ledgers had been signed by Handel. In fact, a third of the board of the Royal Academy of Music had invested. Encouraged by Handel? He was master of the orchestra at the time.

It was stressed that no music historian had ever looked into this. For the presenter, the double bassist Chi-chi Nwanoku, it all came as such a shock that she had to go over it several times. We’re talking about the Handel, right? George Frideric? Not some rotten cousin. Was he aware of the implications, the conditions on the plantations? But how widespread was such knowledge, bearing in mind that the anti-slavery movement at that time was still only nascent?

The programme slowed palpably to accept the age-old information – of a kind we are particularly reluctant to let penetrate our ivory domes – that people who create beauty aren’t always good and frequently don’t even come close. The fierceness with which we long for our great artists to be separate, isolated by a kind of sanity not available to the rest of us! Yet here Handel is, signing misery on the dotted line. And then (very possibly, I calculate, given the dates) sitting down to write The Water Music.

Antonia Quirke is an author and journalist. She is a presenter on The Film Programme and Pick of the Week (Radio 4) and Film 2015 and The One Show (BBC 1). She writes a column on radio for the New Statesman.

This article first appeared in the 04 June 2015 issue of the New Statesman, The myths of Magna Carta

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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