🔗 Share this article

Prime Minister Starmer visited Wales' northern region this past Thursday to announce the construction of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate much time in Wales to promoting solutions for the UK's energy needs. Rather, he used the time attempting to put an end to the briefing controversy within Labour's leadership, informing reporters that No 10 had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has evolved into more generally. Firstly, he desires his administration to be performing, and to be perceived as performing, important things. On the other hand, he is incapable to achieve this due to the manner he – and, partly, the nation more generally – now practices political and governmental affairs.

The Prime Minister cannot change the political culture single-handedly, but he is able to do something about his own role in it. The simple truth is that he could manage the centre of government far better than he does. Should he achieve this, he could discover that the nation was in less dismay about his government than it is, and that he was communicating his points more effectively.

Personnel Problems in No 10

A number of the problems in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to up his game, not do things slowly or incompletely.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He appointed a former official his top aide, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Heart of Government

All premiers spend too much time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to MPs and hearing the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir compounds by doing it poorly. But premiers cannot express surprise when their politically appointed staff, who tend to be party activists or ambitious in politics, overstep boundaries or become the story, as Mr McSweeney now has.

The biggest issues, however, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s spring 2024 report on reforming the centre of government. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal experience of Labour’s time in office suggests IfG proposals like restructuring the roles of the Cabinet Office and Downing Street, and dividing the jobs of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of prime ministers far outdistances the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings along with the architect of present ones. Yet individuals who expected Sir Keir would take control of the core and prioritize governmental structures have been let down. Sadly, the primary casualty from this shortcoming is Sir Keir personally.