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Sir Keir Starmer traveled to north Wales on Thursday to announce the development of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not dedicate much time in Wales to advocating solutions for the UK's energy needs. Instead, he spent it trying to draw a line under the Labour leadership briefing row, telling reporters that Downing Street 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 premiership has evolved into more generally. On the one hand, he wants his government to be performing, and to be perceived as performing, important things. On the other hand, he is unable to accomplish this because of the way he – and, to an extent, the country more generally – now practices politics and government.

The Prime Minister cannot transform the culture of politics on his own, but he can take action about his personal involvement in it. The plain fact is that he could run the centre of government much more effectively than he does. If he did this, he could discover that the country was in less dismay about his administration than it currently is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

A number of the issues in Downing Street are about personnel. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to improve his performance, avoid slow progress or incompletely.

• He dithered about giving the key job of top civil servant to Chris Wormald.
• 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 chief secretary.
• His media advisors have been frequently replaced.
• 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 overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the public. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who are often party activists or politically ambitious, cross lines or become the focus, as Mr McSweeney has recently.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s March 2024 study on overhauling the centre of government. His inability to grip these issues last July or since suggests he did not. The often abject experience of the Labour administration indicates recommendations like restructuring the functions of the central government office and No 10, and separating the positions of top official and head of the civil service, are currently critical.

The dominant political role of PMs far outdistances the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the victim of previous shortcomings along with the architect of current mistakes. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir personally.