🔗 Share this article 10 Downing Street Is Not Capable of the Task Prime Minister Starmer traveled to north Wales this past Thursday to declare the development of a new nuclear power station. This is a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate much time in Wales to advocating solutions for the UK's power requirements. Rather, he spent it attempting to draw a line under the Labour leadership briefing row, telling journalists that Downing Street had not undermined the health secretary's goals earlier this week. Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has now become more generally. Firstly, he desires 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, to an extent, the country more generally – now practices political and governmental affairs. Sir Keir is unable to transform the culture of politics on his own, but he is able to do something about his own role 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 currently is, and that he was getting his messages across more effectively. Personnel Problems in No 10 Some of the problems in Downing Street 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 does not make good personnel choices, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or by halves. He dithered about giving the crucial role of top civil servant to a senior official. He made Sue Gray his top aide, then substituted her with a political strategist. He brought Darren Jones in from the finance ministry as his chief secretary. His communications chiefs have been frequently replaced. Political and policy advisers have entered and exited. It is a mess. Structural Challenges at the Heart of Government Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and hearing the public. Prime ministers also spend too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot express surprise when their politically appointed staff, who are often party activists or ambitious in politics, overstep boundaries or become the story, as Mr McSweeney now has. The most significant problems, however, are structural. It would be good to think 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 afterward implies he did not. The often abject experience of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and Downing Street, and dividing the positions 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. Consequently, all aspects suffer, and much is done badly or ignored. This isn't Sir Keir’s sole responsibility. He is the victim of previous shortcomings along with the architect of current mistakes. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this failure is Sir Keir personally.