🔗 Share this article

Sir Keir Starmer traveled to north Wales this past Thursday to announce the development of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. However, the prime minister did not devote extensive time in Wales to promoting solutions for the UK's power requirements. Instead, he used the time attempting to put an end to the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has now become more generally. Firstly, he desires his government to be doing, and to be perceived as performing, important things. Conversely, he is incapable to achieve this due to the manner he – and, to an extent, the nation more generally – now practices political and governmental affairs.

The Prime Minister cannot transform the culture of politics on his own, but he is able to do something about his personal involvement in it. The plain fact is that he could run the centre of government far better than he currently does. If he did this, he might find that the country was in less dismay about his government than it is, and that he was getting his messages across more effectively.

Personnel Problems in No 10

A number of the issues in Downing Street are about personnel. The interpersonal relations of any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or by halves.

• He hesitated about assigning the key job of top civil servant to Chris Wormald.
• He appointed a former official his chief of staff, then substituted her with a political strategist.
• He brought a Treasury figure in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Structural Challenges at the Core of Government

Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the citizens. Prime ministers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who are often party activists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, however, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 2024 study on overhauling the centre of government. His failure to grip these issues in the summer or afterward suggests he did not. The frequently dismal experience of the Labour administration suggests recommendations like restructuring the functions of the Cabinet Office and No 10, and separating the positions of top official and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He is the casualty of past failures as well as the author of present ones. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this failure is Sir Keir himself.