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Sir Keir Starmer visited Wales' northern region this past Thursday to announce the building of a new nuclear power station. This represents a significant policy event with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to advocating solutions for the UK's energy needs. Rather, he used the time trying to draw a line under the Labour leadership briefing row, telling reporters that Downing Street had not briefed against the health secretary's goals earlier this week.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into more generally. Firstly, 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 due to the way he – and, partly, the nation as a whole – now practices politics and government.

Sir Keir cannot change the political culture on his own, but he is able to do something about his personal involvement 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 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 No 10

Some of the issues in Downing Street are about individuals. The interpersonal relations of any No 10 regime are hard to know well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or by halves.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He appointed a former official his top aide, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers devote excessive time abroad and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party loyalists or ambitious in politics, overstep boundaries or become the story, as Mr McSweeney now has.

The biggest issues, though, are systemic. It would be beneficial to believe that Sir Keir reviewed the a think tank's spring 2024 report on reforming the centre of government. His inability to address these matters last July or afterward implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and No 10, and separating the jobs of cabinet secretary and head of the civil service, are currently critical.

The dominant political role of PMs far outdistances the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He stands as the victim of past failures along with the author of present ones. But those who hoped 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.