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Sir Keir Starmer traveled to Wales' northern region on Thursday to declare the development of a new nuclear power station. This represents a significant policy event with both local and national implications. Yet, the prime minister did not devote much time in Wales to advocating answers for the UK's energy needs. Instead, he spent it attempting to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not briefed against the health secretary's goals earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has evolved into overall. On the one hand, he wants his administration to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to accomplish this because of the manner he – and, to an extent, the country more generally – now practices politics and government.

Sir Keir is unable to transform the political culture single-handedly, but he can do something about his own role in it. The plain fact is that he could run the centre of government far better than he does. If he did this, he might find that the nation was in less dismay about his administration 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 are about individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to 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 top civil servant to a senior official.
• He made Sue Gray his chief of staff, then substituted her with a political strategist.
• He brought Darren Jones in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers devote excessive time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and hearing the citizens. Premiers also allocate too much time doing media, which Sir Keir compounds by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party activists or ambitious in politics, cross lines or become the focus, as the chief of staff now has.

The most significant problems, though, are structural. It would be good to think that Sir Keir read the Institute for Government’s March 2024 report on reforming the centre of government. His inability to grip these issues last July or afterward suggests he did not. The frequently dismal experience of Labour’s time in office suggests IfG proposals like reorganizing the roles of the central government office and No 10, and dividing the positions of cabinet secretary and civil service head, are now urgent.

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

This is not Sir Keir’s sole responsibility. He stands as the victim of previous shortcomings along with the author of current mistakes. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir himself.