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Sir Keir Starmer visited north Wales this past Thursday to announce the development of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. Yet, the prime minister did not devote much time in Wales to promoting solutions for the UK's energy needs. Rather, he used the time 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 ambitions in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into more generally. On the one hand, he wants his government to be doing, and to be seen to be doing, important things. Conversely, he is incapable to achieve this due to the manner he – and, partly, the nation as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the political culture on his own, but he can do something about his own role in it. The simple truth is that he could run the centre of government far better than he currently does. Should he achieve this, he might find that the country was in less despair about his government than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

Some of the issues in Number 10 relate to personnel. The personal dynamics of any No 10 regime are hard to know well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or by halves.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his top aide, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Heart of Government

Every prime minister spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the public. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their political appointees, who tend to be party loyalists or politically ambitious, overstep boundaries or become the story, as Mr McSweeney has recently.

The biggest issues, however, are structural. It would be beneficial to believe that Sir Keir reviewed the a think tank's March 2024 study on overhauling the centre of government. His failure to grip these issues in the summer or since suggests he did not. The often abject experience of Labour’s time in office indicates recommendations like reorganizing the roles of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and head of the civil service, are currently critical.

The dominant political role of prime ministers far outdistances the support available to them. As a result, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s sole responsibility. He stands as the casualty of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir himself.