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Sir Keir Starmer visited north Wales this past Thursday to reveal the development of a new nuclear power station. This is a major policy announcement with both local and national implications. However, the prime minister did not dedicate much time in Wales to promoting solutions for the UK's power requirements. Instead, he used the time trying to draw a line under the Labour leadership briefing row, informing reporters that Downing Street had not briefed against the health secretary's goals earlier this week.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into more generally. Firstly, he wants his government to be performing, and to be seen to be doing, important things. Conversely, he is unable to accomplish this due to the way he – and, to an extent, the country as a whole – now conducts political and governmental affairs.

The Prime Minister cannot change the culture of politics on his own, but he can do something about his own role in it. The plain fact is that he could run the government's core far better than he currently does. If he did 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 effectively.

Staffing Issues in No 10

A number of the issues in Number 10 relate to personnel. The personal dynamics of any No 10 regime are hard to know accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or incompletely.

• He dithered about giving the key job of top civil servant to a senior official.
• He made Sue Gray his chief of staff, then replaced her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his chief secretary.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of Government

All premiers spend too much time abroad and on foreign affairs, where Sir Keir should delegate more, and too little talking to parliamentarians and listening to the citizens. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their political appointees, 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, however, are systemic. It would be beneficial to think that Sir Keir read the a think tank's March 2024 report on overhauling the centre of government. His failure to grip these issues last July or afterward implies he did not. The often abject experience of the Labour administration indicates recommendations like reorganizing the functions of the central government office and No 10, and dividing the jobs of top official and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the assistance provided to them. As a result, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s sole responsibility. He is the victim of previous shortcomings along with the author of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this failure is Sir Keir himself.