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Sir Keir Starmer traveled to Wales' northern region on Thursday to announce the building of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate much time in Wales to advocating answers for the UK's power requirements. Rather, he spent it trying to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. Firstly, he wants his government to be doing, and to be seen to be doing, important things. Conversely, he is incapable to achieve this due to the way he – and, partly, the nation more generally – now practices political and governmental affairs.

Sir Keir cannot transform the culture of politics single-handedly, but he is able to do something about his own role in it. The simple truth is that he could run the centre of government far better than he currently does. Should he achieve this, he could discover that the nation was in less despair about his government than it is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

A number of the problems in Number 10 relate to personnel. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. 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. But he needs to improve his performance, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His media advisors have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to MPs and hearing the public. Premiers also spend too much time doing media, which Sir Keir compounds by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who are often party activists or politically ambitious, cross lines or become the focus, as the chief of staff now has.

The biggest issues, however, are structural. It would be good to think that Sir Keir read the Institute for Government’s March 2024 study on reforming the centre of government. His failure to grip these issues last July or since suggests he did not. The frequently dismal performance of the Labour administration indicates recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the jobs of top official and civil service head, are now urgent.

The political pre-eminence of PMs greatly exceeds the support available to them. As a result, all aspects suffer, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He stands as the victim of past failures as well as the author of present ones. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been disappointed. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.