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Sir Keir Starmer traveled to north Wales this past Thursday to declare the development of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. However, the PM did not devote much time in Wales to advocating answers for the UK's energy needs. Instead, he spent it trying to draw a line under the briefing controversy within Labour's leadership, telling reporters that Downing Street had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his premiership has evolved into more generally. On the one hand, he desires his administration to be performing, and to be perceived as performing, significant actions. On the other hand, he is incapable to achieve this due to the manner he – and, to an extent, the country more generally – now practices political and governmental affairs.

The Prime Minister is unable to change the culture of politics single-handedly, but he can take action about his personal involvement in it. The simple truth 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 communicating his points more effectively.

Personnel Problems in No 10

A number of the issues in Number 10 are about personnel. The interpersonal relations of any No 10 regime are hard to know accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to up his game, avoid slow progress or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his top aide, then substituted her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of Government

Every prime minister spend too much time overseas and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and listening to the public. Prime ministers also spend too much time doing media, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff now has.

The biggest issues, though, are structural. It would be good to believe that Sir Keir read the a think tank's March 2024 report on reforming the centre of government. His inability to grip these issues in the summer or afterward implies he did not. The often abject performance of Labour’s time in office indicates IfG proposals like restructuring the roles of the central government office and No 10, and separating the positions of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of PMs far outdistances the assistance provided to them. Consequently, all aspects suffer, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He is the victim of past failures along with the author of current mistakes. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.