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Sir Keir Starmer traveled to north Wales this past Thursday to declare the construction of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to advocating solutions for the UK's energy needs. Rather, he used the time trying to draw a line under the Labour leadership briefing row, telling reporters that Downing Street 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 premiership has evolved into more generally. On the one hand, he desires his administration to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to achieve this because of the manner he – and, to an extent, the country more generally – now practices political and governmental affairs.

The Prime Minister is unable to change the political culture on his own, but he is able to take action about his personal involvement in it. The plain fact is that he could manage the centre of government far better than he does. If he did this, he might find that the country was in less dismay about his government than it is, and that he was communicating his points more successfully.

Personnel Problems in No 10

A number of the issues in Number 10 are about personnel. The interpersonal relations of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or by halves.

• He dithered about giving the key job of cabinet secretary to a senior official.
• He made a former official his top aide, then replaced her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of Government

Every prime minister devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians 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 activists or politically ambitious, overstep boundaries or become the focus, as Mr McSweeney has recently.

The biggest issues, however, are systemic. It would be beneficial to believe that Sir Keir reviewed the a think tank's March 2024 report on reforming the centre of government. His inability to grip these issues in the summer or afterward suggests he did not. The often abject experience of the Labour administration suggests IfG proposals like reorganizing the functions of the central government office and Downing Street, and dividing the jobs of cabinet secretary and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He stands as the victim of previous shortcomings along with the architect of current mistakes. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.