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Sir Keir Starmer traveled to north Wales this past Thursday to reveal the development of a new nuclear power station. This is a significant policy event with implications at local and countrywide levels. However, the prime minister did not dedicate much time in Wales to advocating solutions for the UK's energy needs. Rather, he used the time 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.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become more generally. Firstly, he wants his administration to be performing, and to be perceived as performing, important things. Conversely, he is incapable to accomplish this due to the manner he – and, partly, the country more generally – now practices political and governmental affairs.

The Prime Minister cannot change the political culture single-handedly, but he is able to take action about his own role in it. The simple truth is that he could manage the centre of government far better than he currently does. Should he achieve this, he might find that the nation was in less despair about his administration 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 any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or incompletely.

• He dithered 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 recruited a Treasury figure in from the Treasury as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Core of Government

Every prime minister devote excessive time overseas and on international matters, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and listening to the citizens. Premiers also allocate too much time engaging with the press, which Sir Keir compounds by doing it poorly. Yet leaders cannot express surprise 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 biggest issues, however, are systemic. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s spring 2024 report on reforming the government's central operations. His inability to grip these issues in the summer or since implies he did not. The frequently dismal experience of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and Downing Street, and separating the jobs of top official and civil service head, are currently critical.

The political pre-eminence of prime ministers greatly exceeds 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 stands as the casualty of previous shortcomings along with the architect of current mistakes. But those who hoped Sir Keir might get a grip on the centre and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir personally.