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Sir Keir Starmer traveled to Wales' northern region this past Thursday to declare the development of a new nuclear power station. This represents a major policy announcement with both local and national implications. However, the PM did not devote much time in Wales to promoting answers for the UK's power requirements. Instead, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling journalists that Downing Street had not briefed against the health secretary's goals in recent days.

As such, Sir Keir’s day served as a small-scale example of what his prime ministership has now become more generally. Firstly, he desires his government to be performing, and to be perceived as performing, important things. On the other hand, he is unable to accomplish this because of the manner he – and, partly, the country as a whole – now practices political and governmental affairs.

The Prime Minister is unable to transform the culture of politics single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the government's core much more effectively than he 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 getting his messages across more successfully.

Personnel Problems in Downing Street

A number of the issues in Downing Street are about individuals. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or incompletely.

• He dithered about giving the key job of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with a political strategist.
• He brought a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

Every prime minister spend too much time abroad and on international matters, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and listening to the public. Premiers also allocate too much time doing media, which Sir Keir compounds by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who are often party activists or politically ambitious, overstep boundaries or become the story, as the chief of staff now has.

The biggest issues, though, are structural. It would be good to believe that Sir Keir reviewed the Institute for Government’s spring 2024 report on overhauling the centre of government. His inability to grip these issues last July or afterward suggests he did not. The frequently dismal experience of the Labour administration indicates IfG proposals like reorganizing the functions of the Cabinet Office and No 10, and separating the positions of top official and head of the civil service, are now urgent.

The political pre-eminence of PMs greatly exceeds the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s fault alone. He is the victim of past failures along with the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.