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Sir Keir Starmer traveled to north Wales this past Thursday to announce the development of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. However, the prime minister did not devote much time in Wales to advocating answers for the UK's power requirements. Rather, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling reporters that Downing Street had not briefed against the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has evolved into overall. Firstly, he wants his administration to be performing, and to be seen to be doing, important things. On the other hand, he is incapable to achieve this due to the way he – and, partly, the nation as a whole – now practices politics and government.

The Prime Minister cannot change the political culture on his own, but he can do something about his own role in it. The simple truth is that he could run 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 government than it 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 interpersonal relations of any No 10 regime are hard to know well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or by halves.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed 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 entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of Government

All premiers devote excessive time abroad and on international matters, where Sir Keir should delegate more, and insufficient time conversing with MPs and hearing the public. Premiers also spend too much time doing media, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who are often party activists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney now has.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir read the a think tank's spring 2024 study on reforming the centre of government. His failure to address these matters last July or since implies he did not. The often abject experience of Labour’s time in office indicates IfG proposals like restructuring the roles of the central government office and No 10, and dividing the jobs of cabinet secretary and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He is the casualty of past failures as well as the architect of present ones. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.