10 Downing St Is Not Capable of the Task

Sir Keir Starmer traveled to Wales' northern region this past Thursday to declare the development of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate much time in Wales to advocating solutions for the UK's energy needs. Instead, he spent it attempting to draw a line under the Labour leadership briefing row, informing journalists that Downing Street had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day served as a microcosm of what his premiership has now become overall. Firstly, he wants his government to be doing, and to be perceived as performing, significant actions. Conversely, he is incapable to achieve this because of the way he – and, to an extent, the nation as a whole – now practices political and governmental affairs.

The Prime Minister is unable to transform the political culture single-handedly, but he is able to take action about his own role in it. The plain fact is that he could run the centre of government 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 effectively.

Personnel Problems in No 10

A number of the issues in Downing Street are about individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make good personnel choices, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. 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 replaced her with a political strategist.
• He brought a Treasury figure in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

Every prime minister devote excessive time abroad and on international matters, where Sir Keir should delegate more, and too little conversing with MPs and hearing the citizens. Premiers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their political appointees, who are often party loyalists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney has recently.

The most significant problems, however, are structural. It would be good to think that Sir Keir reviewed the Institute for Government’s spring 2024 report on overhauling the centre of government. His failure to grip these issues last July or since suggests he did not. The frequently dismal performance of the Labour administration indicates recommendations like reorganizing the roles of the central government office and Downing Street, and dividing the positions of cabinet secretary and civil service head, are now urgent.

The political pre-eminence of prime ministers greatly exceeds the support available to them. Consequently, everything currently suffers, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He is 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. Sadly, the biggest loser from this failure is Sir Keir personally.