🔗 Share this article

Prime Minister Starmer visited Wales' northern region this past Thursday to declare the development of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. Yet, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's power requirements. Instead, he used the time attempting to draw a line under the briefing controversy within Labour's leadership, informing journalists that Downing Street had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day served as a microcosm of what his premiership has evolved into overall. On the one hand, he wants his administration to be doing, and to be perceived as performing, significant actions. Conversely, he is incapable to achieve this because of the manner he – and, partly, the nation as a whole – now practices political and governmental affairs.

Sir Keir 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 run the government's core far better than he does. Should he achieve this, he could discover that the country was in less dismay about his administration than it is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

Some of the problems in Number 10 are about individuals. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or incompletely.

• He dithered about assigning the crucial role of cabinet secretary to a senior official.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

Every prime minister devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and hearing the public. Premiers also spend too much time doing media, which Sir Keir compounds by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who tend to be party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The most significant problems, though, are systemic. It would be beneficial to think that Sir Keir reviewed the a think tank's spring 2024 study on reforming the government's central operations. His inability to address these matters in the summer or since suggests he did not. The frequently dismal performance of Labour’s time in office indicates IfG proposals like reorganizing the functions of the central government office and No 10, and dividing the jobs of top official and civil service head, are currently critical.

The dominant political role of PMs far outdistances the assistance provided to them. As a result, everything currently suffers, and much is done badly 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. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.