🔗 Share this article

Prime Minister Starmer traveled to north Wales this past Thursday to reveal the construction of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not devote extensive time in Wales to advocating solutions for the UK's power requirements. Instead, he used the time trying to put an end to the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has evolved into more generally. Firstly, he wants his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is unable to accomplish this because of the way he – and, to an extent, the country as a whole – now conducts political and governmental affairs.

The Prime Minister is unable to transform the political culture single-handedly, but he can do something about his personal involvement 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 country was in less dismay about his administration than it is, and that he was communicating his points more successfully.

Personnel Problems in No 10

Some of the issues in Downing Street are about individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make good personnel choices, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, avoid slow progress or by halves.

• He dithered about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges 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 insufficient time conversing with parliamentarians and hearing the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who are often party activists or politically ambitious, cross lines or become the focus, as Mr McSweeney has recently.

The biggest issues, however, are structural. It would be good to think that Sir Keir reviewed the a think tank's spring 2024 study on overhauling the centre of government. His inability to grip these issues in the summer or since suggests he did not. The often abject performance of the Labour administration suggests IfG proposals like restructuring the roles of the central government office and Downing Street, and dividing the jobs of top official and civil service head, are currently critical.

The political pre-eminence of PMs far outdistances the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He stands as the casualty of previous shortcomings along with the author of current mistakes. But those who hoped Sir Keir might get a grip on the centre and take the machinery of government seriously have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.