🔗 Share this article

Prime Minister Starmer visited north Wales on Thursday to declare the development of a fresh nuclear energy facility. This is a major policy announcement with both local and national implications. Yet, the PM did not dedicate much time in Wales to advocating 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 journalists that No 10 had not briefed against the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. On the one hand, he desires his administration to be doing, and to be seen to be doing, important things. On the other hand, he is incapable to achieve this due to the manner he – and, to an extent, the country as a whole – now practices political and governmental affairs.

The Prime Minister is unable to transform the political culture on his own, but he can take action about his personal involvement in it. The simple truth is that he could manage the government's core far better than he does. Should he achieve this, he might find that the nation was in less dismay about his government than it is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

A number 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. Yet it appears clear that Sir Keir fails to make good personnel choices, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He made Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of Government

All premiers spend too much time abroad and on international matters, where Sir Keir should delegate more, and insufficient time conversing with parliamentarians 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 political appointees, who are often party activists or ambitious in politics, cross lines or become the story, as Mr McSweeney now has.

The most significant problems, though, are structural. It would be beneficial to believe that Sir Keir reviewed the a think tank's spring 2024 study on overhauling the centre of government. His failure to grip these issues in the summer or since suggests he did not. The often abject performance of Labour’s time in office indicates IfG proposals like restructuring the roles of the central government office and No 10, and dividing the jobs of top official and head of the civil service, are now urgent.

The political pre-eminence of PMs far outdistances the support available to them. As a result, everything currently suffers, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He is the victim of past failures along with the architect of present ones. Yet individuals who expected Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.