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Sir Keir Starmer visited Wales' northern region on Thursday to announce the construction 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 devote much time in Wales to promoting answers for the UK's energy needs. Rather, he used the time trying to put an end to the Labour leadership briefing row, informing reporters that No 10 had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day served as a microcosm of what his premiership has now become overall. Firstly, he desires his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this because of the way he – and, to an extent, the nation more generally – now practices political and governmental affairs.

Sir Keir cannot change the culture of politics single-handedly, but he can do something about his personal involvement in it. The simple truth is that he could manage the centre of government much more effectively than he does. If he did this, he might find that the nation was in less despair about his administration than it is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

A number of the problems in Downing Street are about individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, not do things slowly or by halves.

• He hesitated about assigning the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his chief of staff, then substituted her with Morgan McSweeney.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of Government

Every prime minister spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the public. Prime ministers also allocate too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot express surprise when their political appointees, who are often party activists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The most significant problems, however, are systemic. It would be good to believe that Sir Keir read the a think tank's March 2024 study on reforming the government's central operations. His inability to grip these issues in the summer or afterward implies he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and No 10, and dividing the jobs of cabinet secretary and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the support available to them. As a result, everything currently suffers, and much is done badly or ignored.

This is not Sir Keir’s fault alone. He stands as the casualty of previous shortcomings as well as the author of current mistakes. 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 failure is Sir Keir personally.