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Sir Keir Starmer traveled to north Wales this past Thursday to declare the construction of a new nuclear power station. This is a significant policy event with both local and national implications. However, the PM did not dedicate extensive time in Wales to promoting answers for the UK's power requirements. Rather, he used the time attempting to put an end to the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day served as a microcosm of what his prime ministership has now become overall. On the one hand, he wants his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is unable to accomplish this due to the manner he – and, to an extent, the country as a whole – now conducts political and governmental affairs.

Sir Keir cannot transform the culture of politics 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 does. If he did this, he might find that the nation was in less despair about his government than it currently is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

A number of the issues in Number 10 relate to personnel. The interpersonal relations of every Downing Street operation are hard to know accurately from the exterior. Yet it appears clear that Sir Keir fails to make good personnel choices, or stick with 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 appointed Sue Gray his top aide, then replaced 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 come and gone.
• It is a mess.

Systemic Issues at the Core of the Administration

All premiers devote excessive time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party activists or politically ambitious, overstep boundaries or become the focus, as the chief of staff has recently.

The most significant problems, though, are systemic. It would be beneficial to think that Sir Keir reviewed the a think tank's spring 2024 study on overhauling the government's central operations. His failure to address these matters in the summer or since suggests he did not. The often abject performance of Labour’s time in office indicates recommendations like reorganizing the roles of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are now urgent.

The dominant political role of prime ministers far outdistances the assistance provided to them. Consequently, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings along with the architect of present ones. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.