Prime Minister Starmer traveled to north Wales this past Thursday to announce the building of a fresh nuclear energy facility. This is a major policy announcement with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to advocating answers for the UK's power requirements. Rather, he spent it trying to draw a line under the Labour leadership briefing row, telling journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.
As such, Sir Keir’s day served as a small-scale example of what his premiership has now become overall. Firstly, he wants his administration to be doing, and to be seen to be doing, important things. On the other hand, he is unable to achieve this because of the way he – and, to an extent, the nation 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 own role in it. The simple truth is that he could run the centre of government much more effectively than he currently does. If he did this, he could discover that the country 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 issues in Number 10 relate to personnel. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or incompletely.
- He dithered about giving the crucial role of top civil servant to a senior official.
- He appointed a former official his chief of staff, then substituted her with Morgan McSweeney.
- He recruited Darren Jones in from the finance ministry as his chief secretary.
- His media advisors have chopped and changed.
- Advisors on politics and policy have come and gone.
- The situation is chaotic.
Systemic Issues at the Core of Government
Every prime minister spend too much time abroad and on international matters, where Sir Keir should delegate more, and insufficient time conversing with parliamentarians and hearing the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries or become the focus, as the chief of staff has recently.
The biggest issues, though, are systemic. It would be good to believe that Sir Keir read the a think tank's March 2024 report on overhauling the centre of government. His inability to grip these issues last July or since implies he did not. The often abject experience of Labour’s time in office suggests IfG proposals like restructuring the functions of the Cabinet Office and No 10, and separating the positions of cabinet secretary and head of the civil service, are currently critical.
The dominant political role of prime ministers far outdistances the assistance provided 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 victim of previous shortcomings 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 disappointed. Unfortunately, the primary casualty from this failure is Sir Keir personally.
