Number 10 Downing Street Fails to Be Fit for Purpose

Sir Keir Starmer traveled to north Wales on Thursday to declare the building 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 devote much time in Wales to advocating answers for the UK's power requirements. Rather, he used the time trying to put an end to the briefing controversy within Labour's leadership, informing reporters that No 10 had not briefed against the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a microcosm of what his premiership has now become overall. Firstly, he desires his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this because of the manner he – and, partly, the nation as a whole – now conducts political and governmental affairs.

The Prime Minister is unable to change 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. If he did this, he could discover that the nation was in less despair about his administration 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 are about individuals. The personal dynamics of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or by halves.

• He hesitated about giving the crucial role of top civil servant to a senior official.
• He made Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought a Treasury figure in from the finance ministry 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 overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and listening to the citizens. Premiers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot express surprise when their political appointees, who tend to be party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The most significant problems, however, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s March 2024 report on overhauling the government's central operations. His failure to grip these issues last July or since implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like reorganizing the roles of the central government office and Downing Street, and dividing the jobs of top official and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the support available to them. As a result, everything currently suffers, and much is done badly or neglected.

This isn't Sir Keir’s fault alone. He stands as the victim of previous shortcomings along with the architect of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir himself.