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Sir Keir Starmer visited north Wales this past Thursday to declare the building of a new nuclear power station. This is 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 spent it attempting to put an end to the briefing controversy within Labour's leadership, informing journalists that Downing Street had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into more generally. Firstly, he wants his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to achieve this because of the manner he – and, partly, the nation as a whole – now practices political and governmental affairs.

The Prime Minister is unable to transform the political culture single-handedly, but he can take action about his personal involvement in it. The simple truth is that he could manage the centre of government much more effectively than he currently does. Should he achieve this, he might find that the nation was in less despair about his administration than it is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

Some of the issues in Number 10 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 sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or by halves.

• He hesitated about assigning the key job of top civil servant to Chris Wormald.
• He made a former official his top aide, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury as his deputy.
• His media advisors have chopped and changed.
• Political and policy advisers have entered and exited.
• It is a mess.

Systemic Issues at the Core 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. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party loyalists or ambitious in politics, overstep boundaries or become the story, as the chief of staff has recently.

The most significant problems, though, are structural. It would be good to think that Sir Keir reviewed the Institute for Government’s March 2024 study on reforming the government's central operations. His inability to grip these issues last July or since implies he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like reorganizing 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 PMs far outdistances the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He stands as the casualty of past failures as well as the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been let down. Sadly, the biggest loser from this failure is Sir Keir himself.