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Sir Keir Starmer visited north Wales this past Thursday to declare the building of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. However, the prime minister did not devote extensive time in Wales to advocating solutions for the UK's energy needs. Instead, 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 ambitions earlier this week.

As such, Sir Keir’s day served as a microcosm of what his premiership has now become more generally. On the one hand, he wants his government to be performing, and to be perceived as performing, significant actions. On the other hand, he is unable to achieve this due to the manner he – and, to an extent, the nation as a whole – now conducts political and governmental affairs.

Sir Keir cannot change the political culture single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the centre of government much more effectively 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 effectively.

Personnel Problems in Downing Street

Some of the problems in Number 10 relate to personnel. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to up his game, avoid slow progress or by halves.

• He dithered about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed a former official his top aide, then substituted her with a political strategist.
• He recruited Darren Jones in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of Government

Every prime minister devote excessive time abroad and on international matters, where Sir Keir should delegate more, and too little talking to MPs and listening to the public. Prime ministers also allocate too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney has recently.

The biggest issues, though, are structural. It would be good to believe that Sir Keir read the Institute for Government’s spring 2024 study on reforming the government's central operations. His failure to grip these issues last July or afterward implies he did not. The often abject performance of Labour’s time in office indicates IfG proposals like reorganizing the roles of the central government office and No 10, and dividing the positions of top official and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s fault alone. He is the casualty of previous shortcomings along with the architect of current mistakes. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir himself.