🔗 Share this article

Sir Keir Starmer visited north Wales this past Thursday to declare the building of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not devote much time in Wales to promoting answers for the UK's power requirements. Rather, he used the time trying to put an end to the briefing controversy within Labour's leadership, informing reporters that No 10 had not briefed against the health secretary's goals in recent days.

As such, Sir Keir’s day served as a microcosm of what his prime ministership has evolved into overall. On the one hand, he desires his government to be doing, and to be perceived as performing, important things. Conversely, he is incapable to achieve this because of the manner he – and, to an extent, the country as a whole – now practices politics and government.

The Prime Minister cannot transform the culture of politics single-handedly, but he can take action about his own role in it. The simple truth is that he could run the centre of government far better than he currently 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 getting his messages across more effectively.

Personnel Problems in Downing Street

Some of the issues in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. But he needs to up his game, not do things slowly or by halves.

• He dithered about giving the key job of top civil servant to a senior official.
• He made Sue Gray his top aide, then substituted her with a political strategist.
• He brought Darren Jones in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of Government

All premiers devote excessive time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to parliamentarians and listening to the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff now has.

The biggest issues, though, are systemic. It would be good to believe that Sir Keir reviewed the a think tank's spring 2024 report on reforming the centre of government. His inability to address these matters last July 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 Downing Street, and separating the jobs of cabinet secretary and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the support available to them. As a result, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He is the casualty of previous shortcomings as well as the architect of current mistakes. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir himself.