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Sir Keir Starmer traveled to Wales' northern region this past Thursday to declare the building of a new nuclear power station. This represents a significant policy event with both local and national implications. However, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's power requirements. Rather, he used the time attempting to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has now become more generally. Firstly, he wants his government to be performing, and to be seen to be doing, important things. On the other hand, he is unable to achieve this due to the manner he – and, partly, the nation as a whole – now conducts political and governmental affairs.

Sir Keir cannot transform the political culture on his own, but he can do something about his own role in it. The plain fact 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 despair about his government than it is, and that he was getting his messages across more effectively.

Staffing Issues in Downing Street

Some 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 fails to make good personnel choices, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or by halves.

• He dithered about assigning the crucial role of top civil servant 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 media advisors have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Heart of Government

Every prime minister devote excessive time overseas and on foreign affairs, where Sir Keir should delegate more, and too little talking to MPs and listening to the public. Premiers also spend 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 ambitious in politics, overstep boundaries or become the focus, as the chief of staff now has.

The most significant problems, however, are systemic. It would be beneficial to think that Sir Keir read the Institute for Government’s March 2024 report on reforming the government's central operations. His inability to grip these issues last July or afterward implies he did not. The often abject experience of the Labour administration suggests IfG proposals like restructuring the functions of the central government office and No 10, and dividing the positions of top official and head of the civil service, are currently critical.

The dominant political role of prime ministers far outdistances the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. 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 core and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.