Number 10 Downing St Fails to Be Fit for Purpose

Sir Keir Starmer traveled to Wales' northern region on Thursday to reveal the construction of a new nuclear power station. This is a significant policy event with both local and national implications. However, the prime minister did not dedicate extensive time in Wales to promoting answers for the UK's energy needs. Rather, he used the time trying to draw a line under the Labour leadership briefing row, informing journalists that Downing Street had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has now become overall. Firstly, he desires his administration to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this due to the manner he – and, partly, 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 personal involvement in it. The simple truth is that he could run 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 is, and that he was getting his messages across more successfully.

Staffing Issues in No 10

Some of the issues in Number 10 relate to personnel. The personal dynamics of any No 10 regime are hard to know well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, avoid slow progress or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his top aide, then substituted her with Morgan McSweeney.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

All premiers devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the public. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders 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 focus, as Mr McSweeney has recently.

The most significant problems, though, are systemic. It would be good to think that Sir Keir read the Institute for Government’s spring 2024 study on overhauling the centre of government. His inability to grip these issues last July or since suggests he did not. The frequently dismal performance of the Labour administration suggests recommendations like restructuring the roles of the Cabinet Office and No 10, and separating the jobs of top official and head of the civil service, are now urgent.

The political pre-eminence of prime ministers far outdistances the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This is not Sir Keir’s fault alone. He is the victim of previous shortcomings as well as the author of present ones. But those who hoped Sir Keir might get a grip on the centre and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this failure is Sir Keir personally.