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Sir Keir Starmer traveled to north Wales on Thursday to declare the construction of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. However, the prime minister did not devote extensive time in Wales to advocating solutions for the UK's energy needs. Instead, he used the time attempting to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into overall. On the one hand, he wants his government to be doing, and to be seen to be doing, significant actions. Conversely, he is incapable to accomplish this due to the manner he – and, to an extent, the nation as a whole – now conducts politics and government.

The Prime Minister is unable to change the political culture on his own, but he can take action about his own role in it. The plain fact is that he could run the centre of government far better than he does. Should he achieve this, he could discover that the country was in less despair about his administration than it is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

Some of the issues in Number 10 relate to personnel. The personal dynamics of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or by halves.

• He dithered about giving the key job of top civil servant to a senior official.
• He appointed Sue Gray his chief of staff, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the Treasury as his deputy.
• His media advisors have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

Every prime minister spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. But premiers cannot express surprise when their political appointees, who tend to be party activists or politically ambitious, overstep boundaries or become the focus, as the chief of staff now has.

The biggest issues, though, are systemic. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s March 2024 study on reforming the centre of government. His failure to address these matters last July or since suggests he did not. The frequently dismal experience of the Labour administration suggests recommendations like reorganizing the functions of the Cabinet Office and No 10, and separating the positions of top official and head of the civil service, are now urgent.

The political pre-eminence of prime ministers greatly exceeds the support available to them. As a result, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s sole responsibility. He is the victim of past failures as well as the architect of present ones. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.