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Sir Keir Starmer traveled to north Wales this past Thursday to reveal 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 dedicate much time in Wales to advocating answers for the UK's power requirements. Instead, he spent it trying to put an end to the Labour leadership briefing row, telling journalists that No 10 had not undermined 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 evolved into more generally. On the one hand, he desires his administration to be performing, and to be seen to be doing, important things. Conversely, he is incapable to accomplish this because of the way he – and, to an extent, the country as a whole – now conducts political and governmental affairs.

Sir Keir cannot transform the political culture on his own, but he is able to take action about his own role in it. The plain fact is that he could manage the government's core far better than he currently does. Should he achieve this, he could discover that the nation was in less dismay about his government than it currently is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

Some of the issues in Downing Street relate to personnel. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or by halves.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his chief of staff, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of Government

Every prime minister devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and hearing the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who tend to be party activists or politically ambitious, overstep boundaries or become the focus, as Mr McSweeney now has.

The biggest issues, though, are structural. It would be good to think that Sir Keir read the Institute for Government’s spring 2024 report on reforming the centre of government. His failure to address these matters last July or since suggests he did not. The frequently dismal performance of Labour’s time in office suggests IfG proposals like restructuring the functions of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and head of the civil service, are currently critical.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty 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 primary casualty from this failure is Sir Keir himself.