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Sir Keir Starmer visited north Wales this past Thursday to reveal the construction of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. However, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's energy needs. Rather, he used the time trying to put an end to the Labour leadership briefing row, telling reporters that Downing Street had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. On the one hand, he wants his administration to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this because of the manner he – and, to an extent, the nation as a whole – now practices politics and government.

Sir Keir is unable to transform the political culture on his own, but he can take action about his personal involvement in it. The simple truth is that he could manage the government's core much more effectively than he currently does. Should he achieve this, he could discover that the nation was in less despair about his administration than it is, and that he was getting his messages across more successfully.

Staffing Issues in Downing Street

A number of the problems in Number 10 are about individuals. 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. Perhaps he is not really interested. However, he must to up his game, not do things slowly or incompletely.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made a former official his chief of staff, then substituted her with a political strategist.
• He recruited Darren Jones in from the Treasury as his deputy.
• His media advisors have chopped and changed.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues 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 too little conversing with MPs and listening to the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party activists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney has recently.

The biggest issues, though, are structural. It would be beneficial to think that Sir Keir read the Institute for Government’s spring 2024 report on overhauling the centre of government. His failure to grip these issues last July or since implies he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like reorganizing 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 PMs greatly exceeds the assistance provided to them. Consequently, all aspects suffer, and much is done badly or ignored.

This is not Sir Keir’s fault alone. He stands as the casualty of past failures along with the author of current mistakes. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.