Number 10 Downing St Fails to Be Up to the Job

Prime Minister Starmer traveled to north Wales this past Thursday to declare the construction of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. However, the prime minister did not dedicate extensive time in Wales to advocating answers for the UK's energy needs. Instead, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. Firstly, he wants his government to be doing, and to be perceived as performing, important things. Conversely, he is unable to achieve this due to the way he – and, partly, the nation more generally – now conducts political and governmental affairs.

The Prime Minister is unable to change the political culture single-handedly, 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 currently does. Should he achieve this, he could discover that the nation was in less dismay about his government than it currently is, and that he was communicating his points more effectively.

Staffing Issues in No 10

A number of the issues in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. 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. However, he must to up his game, avoid slow progress or by halves.

• He hesitated about giving the crucial role of cabinet secretary to Chris Wormald.
• He appointed a former official his top aide, then substituted her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Systemic Issues at the Core of Government

All premiers devote excessive time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party activists or politically ambitious, overstep boundaries or become the story, as the chief of staff has recently.

The most significant problems, though, are systemic. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s spring 2024 report on overhauling the government's central operations. His failure to grip these issues last July or afterward implies he did not. The often abject experience of the Labour administration suggests recommendations like restructuring the roles of the central government office and No 10, and separating the jobs of cabinet secretary and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the support available to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He stands as the casualty of previous shortcomings as well as the architect of current mistakes. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir personally.