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Sir Keir Starmer traveled to Wales' northern region this past Thursday to reveal the building of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate much time in Wales to promoting answers for the UK's power requirements. Instead, he spent it attempting to put an end to the briefing controversy within Labour's leadership, informing journalists that No 10 had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has evolved into overall. Firstly, he desires his government to be doing, and to be perceived as performing, significant actions. On the other hand, he is unable to achieve this because of the way he – and, partly, the country as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the political culture single-handedly, but he can do something about his personal involvement in it. The simple truth is that he could manage the centre of government much more effectively than he does. If he did this, he might find that the country was in less despair about his administration than it is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

A number of the issues in Downing Street are about personnel. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make good personnel choices, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, not do things slowly or by halves.

• He hesitated about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his top aide, then replaced her with a political strategist.
• He recruited Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Structural Challenges at the Heart of Government

All premiers devote excessive time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with 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. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The biggest issues, however, are systemic. It would be beneficial to think that Sir Keir read the a think tank's spring 2024 study on overhauling the centre of government. His inability to grip these issues last July or afterward suggests he did not. The frequently dismal experience of the Labour administration suggests recommendations like restructuring the roles of the central government office and No 10, and dividing the positions of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of PMs far outdistances the support available to them. Consequently, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings as well as the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the centre and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.