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Sir Keir Starmer traveled to north Wales on Thursday to reveal the construction of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. Yet, the prime minister did not dedicate extensive time in Wales to promoting solutions for the UK's power requirements. Rather, he spent it attempting to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has now become overall. Firstly, he wants his administration to be doing, and to be perceived as performing, important things. On the other hand, he is incapable to accomplish this because of the way he – and, to an extent, the nation more generally – now conducts politics and government.

The Prime Minister is unable to change the culture of politics single-handedly, but he can do something about his own role in it. The simple truth is that he could manage the centre of government much more effectively than he does. Should he achieve this, he could discover that the nation was in less dismay about his administration than it currently is, and that he was communicating his points more successfully.

Staffing Issues in Downing Street

Some of the issues in Number 10 are about individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He made Sue Gray his chief of staff, then substituted her with a political strategist.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

All premiers devote excessive time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and hearing the public. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who are often party loyalists or politically ambitious, overstep boundaries or become the focus, as the chief of staff now has.

The most significant problems, though, are systemic. It would be beneficial to think that Sir Keir read the Institute for Government’s March 2024 study on overhauling the centre of government. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal experience of Labour’s time in office suggests recommendations like restructuring the roles of the Cabinet Office and No 10, and dividing the jobs of top official and head of the civil service, are now urgent.

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 is the victim of past failures as well as the author of current mistakes. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir himself.