Number 10 Downing St Is Not Capable of the Task

Prime Minister Starmer visited north Wales on Thursday to declare the construction of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate extensive time in Wales to promoting answers for the UK's energy needs. Rather, he spent it trying to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into overall. Firstly, he wants his administration to be performing, and to be perceived as performing, important things. On the other hand, he is incapable to accomplish this because of the manner he – and, to an extent, the country as a whole – now conducts politics and government.

The Prime Minister is unable to transform the political culture on his own, but he is able to take action about his own role in it. The simple truth is that he could manage the centre of government far better than he does. Should he achieve this, he could discover that the country was in less dismay about his administration than it currently is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

A number of the issues in Number 10 are about individuals. The personal dynamics of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, not do things slowly or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He appointed Sue Gray his chief of staff, then substituted her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of Government

Every prime minister 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 spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their political appointees, who tend to be party activists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, though, are structural. It would be good to believe that Sir Keir reviewed the a think tank's spring 2024 study on overhauling the government's central operations. His failure to address these matters in the summer or since implies he did not. The frequently dismal experience of Labour’s time in office indicates IfG proposals like restructuring the roles of the Cabinet Office and No 10, and dividing the jobs of cabinet secretary and civil service head, are currently critical.

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

This isn't Sir Keir’s fault alone. He is the casualty of past failures as well as the architect of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.