Number 10 Downing St Is Not Fit for Purpose

Prime Minister Starmer visited north Wales this past Thursday to announce the construction of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. Yet, the PM did not dedicate much time in Wales to promoting answers for the UK's power requirements. Instead, he used the time attempting to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day served as a small-scale example of what his prime ministership has now become overall. On the one hand, he desires his government to be doing, and to be seen to be doing, important things. Conversely, he is incapable to accomplish this because of the way he – and, partly, the nation as a whole – now practices political and governmental affairs.

The Prime Minister is unable to change the political culture single-handedly, but he can take action about his personal involvement in it. The plain fact is that he could manage the government's core far better than he currently does. If he did this, he could discover that the country was in less dismay about his government than it currently is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

Some of the issues in Downing Street are about individuals. The personal dynamics of any No 10 regime are hard to know well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about assigning the key job of cabinet secretary to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Heart of the Administration

Every prime minister spend too much time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and listening to the public. 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 politically appointed staff, who are often party loyalists or politically ambitious, cross lines or become the focus, as the chief of staff has recently.

The biggest issues, though, are systemic. It would be good to believe 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 afterward implies he did not. The frequently dismal experience of the Labour administration indicates recommendations like reorganizing the functions of the central government office and No 10, and separating the positions of cabinet secretary 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 much is done badly or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been let down. Sadly, the primary casualty from this shortcoming is Sir Keir himself.