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Sir Keir Starmer traveled to north Wales this past Thursday to declare the development of a fresh nuclear energy facility. This is a significant policy event with both local and national implications. Yet, the prime minister did not devote much time in Wales to promoting solutions for the UK's power requirements. Instead, he used the time attempting 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 ambitions earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. On the one hand, he wants his administration to be doing, and to be perceived as performing, important things. On the other hand, he is incapable to achieve this due to the way he – and, partly, the country more generally – now conducts politics and government.

The Prime Minister cannot transform the political culture on his own, but he can do something about his own role in it. The simple truth is that he could run the centre of government far better than he does. If he did this, he could discover that the nation was in less dismay about his administration than it currently is, and that he was communicating his points more effectively.

Staffing Issues in No 10

Some of the problems in Downing Street relate to personnel. The interpersonal relations of every Downing Street operation are hard to know well from outside. But it seems obvious that Sir Keir fails to make sound staffing decisions, 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 incompletely.

• He dithered about giving the crucial role of top civil servant to Chris Wormald.
• He made a former official his top aide, then replaced her with a political strategist.
• He brought a Treasury figure in from the Treasury as his chief secretary.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and hearing the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the focus, as the chief of staff now has.

The biggest issues, though, are structural. It would be good to think that Sir Keir reviewed the a think tank's March 2024 study on reforming the centre of government. His inability to address these matters in the summer or since implies he did not. The often abject performance of Labour’s time in office suggests recommendations like reorganizing the roles of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of prime ministers 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 sole responsibility. He is the casualty of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this failure is Sir Keir himself.