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Sir Keir Starmer visited Wales' northern region this past Thursday to declare the development of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote extensive time in Wales to promoting solutions for the UK's power requirements. Rather, he spent it trying to put an end to the Labour leadership briefing row, informing journalists that No 10 had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day served as a microcosm of what his premiership has now become more generally. Firstly, he desires his government to be doing, and to be perceived as performing, important things. Conversely, he is unable to achieve this because of the way he – and, to an extent, the nation more generally – now conducts political and governmental affairs.

The Prime Minister is unable to transform the culture of politics single-handedly, but he can do something about his personal involvement in it. The simple truth is that he could run the government's core much more effectively than he does. If he did this, he might find that the country was in less despair about his government than it currently is, and that he was getting his messages across more successfully.

Staffing Issues in No 10

A number of the issues in Number 10 relate to personnel. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, avoid slow progress or by halves.

• 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 a political strategist.
• He brought Darren Jones in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Structural Challenges at the Heart of Government

Every prime minister devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and listening to the public. Premiers also allocate too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their political appointees, who are often party activists or politically ambitious, overstep boundaries or become the focus, as the chief of staff has recently.

The biggest issues, however, are systemic. It would be good to think that Sir Keir reviewed the Institute for Government’s March 2024 study on overhauling the government's central operations. His failure to grip these issues in the summer or afterward suggests he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like reorganizing the functions of the Cabinet Office and Downing Street, and dividing the jobs of top official and head of the civil service, are now urgent.

The dominant political role of prime ministers greatly exceeds the support available to them. Consequently, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s fault alone. He is the victim of past failures along with the architect of present ones. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.