10 Downing Street Is Not Up to the Job

Prime Minister Starmer visited Wales' northern region on Thursday to reveal the development of a new nuclear power station. This is a significant policy event with both local and national implications. Yet, the PM did not devote extensive time in Wales to advocating solutions for the UK's energy needs. Rather, he spent it 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 acted as a microcosm of what his premiership has now become overall. On the one hand, he wants his government to be performing, and to be perceived as performing, significant actions. On the other hand, he is unable to achieve this due to the way he – and, partly, the nation more generally – now practices politics and government.

Sir Keir is unable to change the political culture single-handedly, but he can take action about his personal involvement in it. The simple truth is that he could manage the centre of government far better than he currently does. If he did this, he might find that the nation was in less dismay about his government than it is, and that he was getting his messages across more effectively.

Personnel Problems in No 10

A number of the issues in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir fails to make good personnel choices, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to up his game, not do things slowly or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made Sue Gray his top aide, then replaced her with a political strategist.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have come and gone.
• It is a mess.

Structural Challenges at the Core of the Administration

Every prime minister devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and hearing the citizens. Premiers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their political appointees, who tend to be party loyalists or ambitious in politics, cross lines or become the focus, as the chief of staff has recently.

The most significant problems, though, are structural. It would be beneficial to believe that Sir Keir read the a think tank's March 2024 report on reforming the centre of government. His failure to grip these issues in the summer or afterward suggests he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the functions of the Cabinet Office and No 10, and dividing the jobs of top official and head of the civil service, are now urgent.

The political pre-eminence of PMs far outdistances the assistance provided to them. As a result, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s fault alone. He is the casualty of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this shortcoming is Sir Keir himself.