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Sir Keir Starmer traveled to Wales' northern region this past Thursday to declare the construction of a fresh nuclear energy facility. This is a significant policy event with both local and national implications. Yet, the PM did not devote extensive time in Wales to advocating solutions for the UK's energy needs. Instead, he used the time attempting to put an end to the briefing controversy within Labour's leadership, telling reporters that Downing Street had not undermined the health secretary's goals in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into 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 incapable to accomplish this due to the way he – and, to an extent, the country as a whole – now conducts politics and government.

Sir Keir is unable to transform the political culture single-handedly, but he can take action about his personal involvement in it. The simple truth is that he could manage the government's core far better than he does. If he did this, he might find that the country was in less dismay about his government than it is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

Some of the problems in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are hard to know well from outside. 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 improve his performance, avoid slow progress or incompletely.

• He hesitated about assigning the key job of cabinet secretary to a senior official.
• He appointed a former official his chief of staff, then substituted her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his chief secretary.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of Government

All premiers devote excessive time overseas and on international matters, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the public. Premiers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party loyalists or politically ambitious, overstep boundaries or become the story, as the chief of staff 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 overhauling the centre of government. His failure to grip these issues last July or since implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the functions of the central government office and Downing Street, and separating the positions of top official 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 much is done badly or neglected.

This isn't Sir Keir’s fault alone. He is the victim of previous shortcomings along with the author of current mistakes. But those who hoped Sir Keir might get a grip on the centre and take the machinery of government seriously have been let down. Sadly, the primary casualty from this failure is Sir Keir himself.