10 Downing Street Is Not Capable of the Task

Sir Keir Starmer traveled to Wales' northern region this past Thursday to reveal the building of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. Yet, the PM did not devote extensive time in Wales to promoting solutions for the UK's energy needs. Rather, he spent it trying to draw a line under the briefing controversy within Labour's leadership, telling journalists 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 prime ministership has evolved into more generally. Firstly, he wants his administration to be performing, and to be perceived as performing, important things. On the other hand, he is unable to achieve this because of the way he – and, partly, the nation more generally – now conducts political and governmental affairs.

Sir Keir cannot change the culture of politics 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 does. If he did this, he might find that the country was in less despair about his administration than it is, and that he was communicating his points more effectively.

Personnel Problems in Downing Street

A number of the issues in Number 10 relate to personnel. The personal dynamics of every Downing Street operation are hard to know accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, not do things slowly or by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He appointed a former official his chief of staff, then substituted her with a political strategist.
• He brought Darren Jones in from the Treasury 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 Heart of Government

Every prime minister devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time talking to parliamentarians and hearing the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, cross lines or become the story, as Mr McSweeney now has.

The biggest issues, though, are systemic. It would be beneficial to believe that Sir Keir reviewed the a think tank's spring 2024 report on overhauling the centre of government. His inability to grip these issues last July or afterward implies he did not. The frequently dismal performance of Labour’s time in office indicates IfG proposals like restructuring the roles of the central government office and No 10, and separating the jobs of top official and head of the civil service, are now urgent.

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

This isn't Sir Keir’s sole responsibility. He stands as the casualty of past failures as well as the author of current mistakes. But those who hoped Sir Keir would take control of the centre and take the machinery of government seriously have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.