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Sir Keir Starmer traveled to Wales' northern region this past Thursday to declare the construction of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. Yet, the PM did not devote extensive time in Wales to promoting solutions for the UK's energy needs. Instead, he used the time attempting to put an end to the briefing controversy within Labour's leadership, informing journalists that No 10 had not briefed against the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a microcosm of what his premiership has now become more generally. On the one hand, he wants his government to be doing, and to be seen to be doing, important things. On the other hand, he is unable to accomplish this due to the manner he – and, to an extent, the country more generally – now conducts politics and government.

The Prime Minister is unable to transform the culture of politics on his own, but he can do something about his personal involvement 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 nation was in less dismay about his government than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

Some of the issues in Downing Street relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He appointed Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He recruited Darren Jones 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.

Structural Challenges at the Core of the Administration

All premiers devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and listening to the citizens. Premiers also spend too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who are often party activists or politically ambitious, overstep boundaries or become the story, as the chief of staff now has.

The biggest issues, however, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s spring 2024 study on reforming the centre of government. His failure to address these matters in the summer or afterward implies he did not. The frequently dismal experience of the Labour administration suggests recommendations like reorganizing the functions of the central government office and Downing Street, and separating the positions of top official and civil service head, are currently critical.

The political pre-eminence of PMs greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or ignored.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings as well as the architect of present ones. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this failure is Sir Keir himself.