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Prime Minister Starmer traveled to north Wales on Thursday to declare the construction 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 extensive time in Wales to promoting solutions for the UK's power requirements. Rather, he spent it trying to put an end to the briefing controversy within Labour's leadership, informing journalists that No 10 had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. Firstly, he wants his government to be performing, and to be seen to be doing, important things. On the other hand, he is unable to accomplish this because of the manner he – and, to an extent, the country more generally – now conducts political and governmental affairs.

The Prime Minister cannot transform the political culture single-handedly, but he is able to do something about his personal involvement in it. The plain fact is that he could run the centre of government much more effectively than he does. If he did this, he could discover that the country was in less despair about his administration than it is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

Some of the issues in Downing Street relate to individuals. The personal dynamics of any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to up his game, not do things slowly or incompletely.

• He hesitated about giving the key job of cabinet secretary to Chris Wormald.
• He made a former official his chief of staff, then replaced her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have entered and exited.
• It is a mess.

Systemic Issues at the Core of the Administration

All premiers spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and hearing the public. Premiers also spend too much time doing media, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their political appointees, who are often party activists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney now has.

The biggest issues, though, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s March 2024 study on reforming the government's central operations. His inability to grip these issues last July or since suggests he did not. The often abject experience of Labour’s time in office suggests recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the jobs of top official and civil service head, are currently critical.

The political pre-eminence of PMs greatly exceeds the support available to them. Consequently, all aspects suffer, and much is done badly or ignored.

This is not Sir Keir’s fault alone. He stands as the victim of past failures as well as the author of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir himself.