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Sir Keir Starmer traveled to Wales' northern region this past Thursday to declare the construction of a new nuclear power station. This is a significant policy event with implications at local and countrywide levels. However, the prime minister did not dedicate extensive time in Wales to promoting solutions for the UK's energy needs. Rather, he spent it attempting to draw a line under the briefing controversy within Labour's leadership, telling reporters that No 10 had not undermined the health secretary's goals in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into overall. Firstly, he desires his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to accomplish this due to the way he – and, partly, the country more generally – now practices politics and government.

The Prime Minister cannot change the culture of politics on his own, but he can take action about his personal involvement in it. The simple truth is that he could manage the centre of government far better than he currently does. Should he achieve this, he could discover that the nation was in less despair about his administration than it currently is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

A number of the issues in Downing Street relate to personnel. The interpersonal relations of every Downing Street operation are hard to know accurately from the exterior. But it seems obvious that Sir Keir fails to make good personnel choices, or stick with 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 dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his top aide, then replaced her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of Government

All premiers devote excessive time overseas and on international matters, where Sir Keir should delegate more, and too little conversing with MPs and hearing the public. Premiers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their political appointees, who are often 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 good to think that Sir Keir read the a think tank's March 2024 report on reforming the centre of government. His inability to address these matters last July or afterward implies he did not. The frequently dismal experience of the Labour administration suggests IfG proposals like reorganizing the functions of the central government office and No 10, and dividing the positions of top official and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This is not Sir Keir’s sole responsibility. He stands as the victim of previous shortcomings as well as the architect of current mistakes. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been let down. Sadly, the primary casualty from this shortcoming is Sir Keir personally.