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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 significant policy event with both local and national implications. However, the PM did not dedicate much time in Wales to advocating answers for the UK's energy needs. Rather, he used the time trying to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into more generally. Firstly, he wants his government to be performing, and to be perceived as performing, significant actions. On the other hand, he is unable to achieve this because of the manner he – and, to an extent, the country more generally – now practices political and governmental affairs.

The Prime Minister cannot transform the culture of politics on his own, but he can take action about his own role in it. The simple truth is that he could run the government's core far better than he does. Should he achieve this, he might find that the nation was in less despair 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 Number 10 are about individuals. The interpersonal relations 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 maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or incompletely.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed 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 chopped and changed.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

Every prime minister spend too much time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to MPs and listening to the public. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their political appointees, who are often party activists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The most significant problems, however, are structural. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s spring 2024 report on reforming the government's central operations. His inability to address these matters last July or afterward suggests he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like reorganizing the roles of the Cabinet Office and Downing Street, and separating the positions of top official and head of the civil service, are currently critical.

The political pre-eminence of PMs far outdistances the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or neglected.

This is not Sir Keir’s fault alone. He is the casualty of previous shortcomings as well as the author of current mistakes. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.