🔗 Share this article

Sir Keir Starmer traveled to Wales' northern region on Thursday to reveal the building of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not dedicate much time in Wales to promoting solutions for the UK's power requirements. Instead, he spent it attempting to draw a line under the Labour leadership briefing row, informing reporters that No 10 had not briefed against the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into more generally. On the one hand, he wants his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is unable to achieve this because of the way he – and, to an extent, the country as a whole – now practices politics and government.

Sir Keir cannot transform the political culture single-handedly, but he is able to do something about his personal involvement in it. The simple truth is that he could run the centre of government much more effectively than he does. If he did this, he might find that the nation was in less dismay about his government than it currently is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

A number of the problems in Downing Street relate to personnel. The personal dynamics 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. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or by halves.

• He hesitated about assigning the crucial role of cabinet secretary to a senior official.
• He made a former official his top aide, then substituted her with Morgan McSweeney.
• He recruited Darren Jones in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Structural Challenges at the Core of the Administration

All premiers spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and hearing the public. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their political appointees, who tend to be party activists or politically ambitious, overstep boundaries or become the focus, as Mr McSweeney has recently.

The biggest issues, though, are structural. It would be beneficial to think that Sir Keir read the Institute for Government’s March 2024 study on overhauling the government's central operations. His failure to grip these issues in the summer or since implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like reorganizing the functions of the central government office and No 10, and separating the jobs of cabinet secretary and civil service head, are now urgent.

The political pre-eminence of PMs far outdistances the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He stands as the victim of past failures along with the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.