Number 10 Downing Street Fails to Be Capable of the Task

Prime Minister Starmer visited Wales' northern region this past Thursday to declare the development of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. However, the prime minister did not devote much time in Wales to promoting solutions for the UK's energy needs. Instead, he spent it attempting to draw a line under the Labour leadership briefing row, telling reporters that Downing Street had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become more generally. On the one hand, he wants his administration to be performing, and to be perceived as performing, important things. On the other hand, he is incapable to accomplish this because of the way he – and, to an extent, the country more generally – now practices politics and government.

The Prime Minister cannot change the political culture on his own, but he can take action about his personal involvement in it. The plain fact is that he could manage the government's core much more effectively than he currently does. If he did this, he might find that the country was in less dismay about his administration than it currently is, and that he was communicating his points more successfully.

Personnel Problems in No 10

A number of the problems in Number 10 are about individuals. The interpersonal relations of every Downing Street operation are hard to know accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to improve his performance, avoid slow progress or by halves.

• He hesitated about assigning the key job of top civil servant to Chris Wormald.
• He appointed Sue Gray his top aide, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers devote excessive time overseas and on foreign affairs, where Sir Keir should delegate more, and too little conversing with MPs and listening to the public. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their political appointees, who are often party activists or politically ambitious, overstep boundaries or become the story, as Mr McSweeney has recently.

The biggest issues, however, are structural. It would be beneficial to think that Sir Keir read the a think tank's March 2024 report on reforming the government's central operations. His failure to address these matters last July or since suggests he did not. The often abject experience of Labour’s time in office suggests recommendations like restructuring the functions of the Cabinet Office and No 10, and dividing 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, all aspects suffer, and many tasks are poorly executed or neglected.

This is not Sir Keir’s sole responsibility. He is the casualty of previous shortcomings as well as the architect of present ones. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.