🔗 Share this article

Sir Keir Starmer visited Wales' northern region on Thursday to declare the construction 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 Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day served as a microcosm of what his premiership has now become more generally. On the one hand, he desires his administration to be doing, and to be perceived as performing, significant actions. Conversely, he is unable to accomplish this because of the manner he – and, to an extent, the country as a whole – now conducts politics and government.

The Prime Minister cannot change the culture of politics on his own, but he is able to do something about his own role in it. The simple truth is that he could manage the government's core far better than he currently 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 successfully.

Personnel Problems in No 10

A number of the problems in Number 10 relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or incompletely.

• He dithered about assigning the crucial role of top civil servant to a senior official.
• He made a former official his top aide, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Structural Challenges at the Core of Government

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the citizens. 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 loyalists or politically ambitious, overstep boundaries or become the focus, as Mr McSweeney has recently.

The biggest issues, however, are structural. It would be beneficial to think that Sir Keir reviewed the a think tank's March 2024 report on reforming the government's central operations. His failure to grip these issues in the summer or afterward implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like restructuring the functions of the central government office and Downing Street, and dividing the positions of cabinet secretary and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the support available to them. Consequently, all aspects suffer, 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 current mistakes. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir personally.