Sir Keir Starmer traveled to Wales' northern region this past Thursday to announce the construction of a new nuclear power station. This represents a significant policy event with both local and national implications. However, the PM did not dedicate much time in Wales to promoting solutions for the UK's power requirements. Rather, he used the time trying to draw a line under the briefing controversy within Labour's leadership, informing reporters that Downing Street had not briefed against the health secretary's goals earlier this week.
Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has now become overall. Firstly, he desires his government to be doing, and to be seen to be doing, important things. Conversely, he is incapable to achieve this due to the manner he – and, partly, the country as a whole – now practices politics and government.
The Prime Minister is unable to transform the culture of politics single-handedly, but he can do something 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 might find that the country was in less despair about his administration than it currently is, and that he was communicating his points more effectively.
Staffing Issues in No 10
A number of the problems in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or incompletely.
- He hesitated about giving the key job of cabinet secretary to Chris Wormald.
- He made a former official his top aide, then substituted her with a political strategist.
- He recruited Darren Jones in from the Treasury as his chief secretary.
- His media advisors have been frequently replaced.
- Advisors on politics and policy have come and gone.
- It is a mess.
Systemic Issues at the Heart of Government
Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to MPs and listening to the public. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party activists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.
The most significant problems, though, are structural. It would be good to think that Sir Keir read the a think tank's spring 2024 study on reforming the centre of government. His failure to address these matters in the summer or afterward suggests he did not. The often abject experience of Labour’s time in office indicates IfG proposals like reorganizing the roles of the central government office and Downing Street, and dividing the jobs of cabinet secretary and civil service head, are currently critical.
The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or neglected.
This is not Sir Keir’s sole responsibility. He is the victim of past failures as well as the architect of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this failure is Sir Keir personally.
