🔗 Share this article 10 Downing Street Is Not Fit for Purpose Sir Keir Starmer visited Wales' northern region this past Thursday to declare the construction of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. However, the prime minister did not dedicate much time in Wales to advocating solutions for the UK's energy needs. Instead, he spent it attempting to draw a line under the Labour leadership briefing row, telling reporters that Downing Street had not undermined the health secretary's goals earlier this week. As such, Sir Keir’s day served as a microcosm of what his prime ministership has evolved into more generally. On the one hand, he desires his administration to be doing, and to be seen to be doing, important things. On the other hand, he is incapable to achieve this because of the manner he – and, partly, the country as a whole – now conducts politics and government. Sir Keir cannot change the political culture on his own, but he is able to take action about his own role in it. The plain fact is that he could manage the centre of government much more effectively than he currently does. If he did this, he might find that the nation was in less dismay about his administration than it currently is, and that he was communicating his points more effectively. Personnel Problems in Downing Street Some of the problems in Downing Street relate to individuals. 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 stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or by halves. He hesitated about giving the crucial role of top civil servant to a senior official. He made a former official his top aide, then replaced her with a political strategist. He brought Darren Jones in from the Treasury as his deputy. His communications chiefs have chopped and changed. Political and policy advisers 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 international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the public. Premiers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who tend to be party loyalists or ambitious in politics, cross lines or become the story, as Mr McSweeney now has. The most significant problems, however, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s March 2024 study on overhauling the centre of government. His failure to grip these issues last July or afterward suggests he did not. The frequently dismal performance of the Labour administration suggests recommendations like restructuring the functions of the central government office and Downing Street, and dividing the jobs of cabinet secretary and head of the civil service, are currently critical. 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 victim of previous shortcomings as well as the architect of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been let down. Sadly, the primary casualty from this shortcoming is Sir Keir himself.