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Sir Keir Starmer traveled to Wales' northern region this past Thursday to announce the building of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not dedicate extensive time in Wales to promoting answers for the UK's energy needs. Instead, he used the time trying to put an end to the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become more generally. 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 incapable to accomplish this because of the manner he – and, partly, the country as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the culture of politics single-handedly, but he can take action about his personal involvement in it. The plain fact is that he could manage the government's core far better than he does. Should he achieve this, he might find that the nation was in less dismay about his government than it currently is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

A number of the issues in Downing Street are about personnel. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make good personnel choices, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or incompletely.

• He hesitated about assigning the key job of top civil servant to a senior official.
• He made Sue Gray his chief of staff, 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 entered and exited.
• It is a mess.

Systemic Issues at the Heart of the Administration

All premiers devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and hearing the public. Prime ministers also allocate too much time doing media, which Sir Keir compounds by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries or become the story, as Mr McSweeney has recently.

The most significant problems, though, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s spring 2024 report on reforming the centre of government. His failure to address these matters last July or afterward implies he did not. The frequently dismal performance of Labour’s time in office suggests IfG proposals like restructuring the functions of the Cabinet Office and No 10, and separating the jobs of cabinet secretary and civil service head, are now urgent.

The dominant political role of PMs far outdistances the support available to them. Consequently, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He is the victim of past failures along with the architect of current mistakes. Yet individuals who expected Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.