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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 significant policy event with both local and national implications. Yet, the prime minister did not devote extensive time in Wales to advocating solutions for the UK's energy needs. Instead, he used the time trying to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into overall. On the one hand, he desires his government to be performing, and to be seen to be doing, significant actions. Conversely, he is unable to accomplish this due to the manner he – and, partly, the nation more generally – now practices politics and government.

Sir Keir cannot change the political culture single-handedly, but he is able to do something about his personal involvement in it. The simple truth is that he could manage the government's core 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 is, and that he was getting his messages across more effectively.

Staffing Issues in Downing Street

Some of the problems in Downing Street relate to personnel. The interpersonal relations of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or by halves.

• He dithered about giving the crucial role of top civil servant to Chris Wormald.
• He appointed 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 media advisors have chopped and changed.
• Political and policy advisers have entered and exited.
• It is a mess.

Structural Challenges at the Heart of Government

All premiers spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the citizens. Prime ministers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who are often party activists or ambitious in politics, cross lines or become the focus, as the chief of staff now has.

The most significant problems, though, are systemic. It would be good to think that Sir Keir reviewed the a think tank's March 2024 report on reforming the centre of government. His failure to grip these issues in the summer or since suggests he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like restructuring the functions of the central government office and No 10, and dividing the positions of cabinet secretary and civil service head, are now urgent.

The political pre-eminence of PMs greatly exceeds the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He stands as the victim of past failures as well as the author of present ones. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been let down. Unfortunately, the biggest loser from this failure is Sir Keir himself.