Number 10 Downing St Is Not Capable of the Task

Prime Minister Starmer traveled to north Wales this past Thursday to declare the construction of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to promoting solutions for the UK's power requirements. Rather, he spent it attempting to draw a line under the Labour leadership briefing row, telling journalists that Downing Street had not briefed against the health secretary's goals in recent days.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has now become more generally. Firstly, he desires his government to be performing, and to be perceived as performing, significant actions. On the other hand, he is unable to achieve this because of the manner he – and, to an extent, the country as a whole – now practices political and governmental affairs.

The Prime Minister cannot transform the culture of politics on his own, but he can 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 country was in less despair about his administration than it currently is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

Some of the issues in Downing Street are about personnel. The personal dynamics of any No 10 regime are hard to know well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his top aide, then substituted her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his deputy.
• His media advisors have chopped and changed.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Core of the Administration

All premiers devote excessive time abroad and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the public. Premiers also spend too much time doing media, which Sir Keir worsens 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 story, as Mr McSweeney has recently.

The most significant problems, though, are structural. It would be good to think that Sir Keir read the Institute for Government’s March 2024 study on overhauling the centre of government. His inability to grip these issues in the summer or since implies he did not. The often abject experience of Labour’s time in office indicates recommendations like restructuring the roles of the central government office and Downing Street, and separating the positions of top official and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s fault alone. He stands as the casualty of past failures along with the architect of present ones. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.