Number 10 Downing St 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 represents a significant policy event with both local and national implications. However, the PM did not dedicate much time in Wales to advocating solutions for the UK's power requirements. Rather, he used the time trying to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals earlier this week.
Therefore, Sir Keir’s day served as a microcosm of what his prime ministership has evolved into overall. On the one hand, he wants his government to be performing, and to be perceived as performing, important things. Conversely, he is unable to accomplish this because of the way he – and, to an extent, the country more generally – now practices politics and government.
Sir Keir is unable to transform the political culture single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the centre of government far better than he does. Should he achieve this, he might find that the country was in less despair about his government than it is, and that he was communicating his points more effectively.
Staffing Issues in Downing Street
A number of the problems in Downing Street relate to personnel. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs 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 top aide, then replaced her with a political strategist.
- He recruited 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.
- It is a mess.
Structural Challenges at the Heart of the Administration
All premiers spend too much time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to MPs and hearing the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party activists or politically ambitious, cross lines or become the story, as Mr McSweeney has recently.
The most significant problems, however, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 2024 report on overhauling the government's central operations. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal experience of the Labour administration suggests IfG proposals like reorganizing the roles of the central government office and Downing Street, and separating the positions of top official and head of the civil service, 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 is not Sir Keir’s sole responsibility. He is the casualty of past failures as well as the author of current mistakes. 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 himself.