Number 10 Downing Street Is Not Capable of the Task

Prime Minister Starmer visited Wales' northern region on Thursday to announce the building of a new nuclear power station. This represents a significant policy event with both local and national implications. Yet, the PM did not devote much time in Wales to promoting solutions for the UK's power requirements. Rather, he used the time attempting to draw a line under the Labour leadership briefing row, informing reporters that Downing Street had not undermined the health secretary's goals earlier this week.

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 desires his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is unable to achieve this due to the manner he – and, to an extent, the country as a whole – now practices political and governmental affairs.

Sir Keir is unable to transform the political culture on his own, but he is able to do something about his own role in it. The plain fact is that he could manage the centre of government far better than he does. Should he achieve 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 effectively.

Personnel Problems in No 10

A number of the issues in Number 10 are about individuals. The interpersonal relations of any No 10 regime are hard to know well from outside. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about assigning the key job of cabinet secretary to Chris Wormald.
• He appointed a former official his chief of staff, then replaced her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Core of Government

Every prime minister spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and listening to the citizens. Premiers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who are often party activists or politically ambitious, cross lines or become the story, as Mr McSweeney now has.

The most significant problems, however, are systemic. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s spring 2024 study on reforming the government's central operations. His inability to address these matters last July or since implies he did not. The frequently dismal experience of Labour’s time in office suggests IfG proposals like restructuring the functions of the central government office and Downing Street, and dividing the positions of top official and head of the civil service, are currently critical.

The dominant political role of prime ministers far outdistances the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings as well as the architect of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir himself.