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Sir Keir Starmer visited Wales' northern region this past Thursday to reveal the building of a new nuclear power station. This represents 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 power requirements. Instead, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling reporters that No 10 had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. On the one hand, he desires his administration to be performing, and to be perceived as performing, important things. On the other hand, he is unable to achieve this because of the manner he – and, to an extent, the country as a whole – now practices political and governmental affairs.

Sir Keir cannot transform the culture of politics single-handedly, but he is able to take action about his own role in it. The simple truth is that he could manage the centre of government much more effectively than he does. Should he achieve this, he might find that the country was in less despair about his government than it is, and that he was communicating his points more effectively.

Personnel Problems in Downing Street

Some of the problems in Downing Street relate to individuals. The personal dynamics of any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about assigning the crucial role of top civil servant to a senior official.
• He appointed Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of Government

Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and too little talking to parliamentarians and listening to the citizens. Prime ministers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party activists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir reviewed the a think tank's spring 2024 report on reforming the government's central operations. His failure to grip these issues in the summer or afterward implies he did not. The frequently dismal performance of Labour’s time in office suggests IfG proposals like restructuring the roles of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and head of the civil service, are now urgent.

The dominant political role of PMs greatly exceeds 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 victim of past failures as well as the architect of present ones. 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 personally.