10 Downing Street Is Not Up to the Job

Prime Minister Starmer traveled to north Wales on Thursday to announce the development of a fresh nuclear energy facility. This is a major policy announcement with both local and national implications. 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 attempting to put an end to the briefing controversy within Labour's leadership, informing journalists that No 10 had not undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has evolved into overall. On the one hand, he desires his administration to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this because of the manner he – and, to an extent, the nation as a whole – now conducts political and governmental affairs.

The Prime Minister cannot change the political culture on his own, but he can do something about his own role in it. The plain fact is that he could manage the government's core far better than he 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 effectively.

Staffing Issues in No 10

Some of the problems in Number 10 are about personnel. The personal dynamics of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or incompletely.

• He dithered about assigning the crucial role of cabinet secretary to a senior official.
• He appointed Sue Gray his top aide, then replaced her with a political strategist.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers spend too much time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the public. Prime ministers also allocate too much time doing media, 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 ambitious in politics, cross lines or become the story, as Mr McSweeney now has.

The most significant problems, however, are structural. It would be good to think that Sir Keir reviewed the Institute for Government’s March 2024 report on overhauling the government's central operations. His inability to grip these issues in the summer or since implies he did not. The often abject performance of the Labour administration suggests recommendations like reorganizing the roles of the central government office and No 10, and dividing the jobs of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of PMs greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He is the victim of previous shortcomings along with the architect of present ones. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.