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Prime Minister Starmer traveled to north Wales on Thursday to reveal the construction of a fresh nuclear energy facility. This is a major policy announcement with both local and national implications. Yet, the PM did not dedicate much time in Wales to promoting solutions for the UK's power requirements. Rather, he used the time trying to put an end to the Labour leadership briefing row, telling reporters that Downing Street had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. Firstly, he desires his administration to be doing, and to be perceived as performing, significant actions. Conversely, he is incapable to achieve this due to the manner he – and, to an extent, the country more generally – now practices political and governmental affairs.

The Prime Minister is unable to change the culture of politics single-handedly, but he can do something about his personal involvement in it. The plain fact is that he could manage the centre of government far better than he currently does. If he did this, he might find that the country was in less dismay about his administration than it is, and that he was communicating his points more successfully.

Personnel Problems in No 10

Some of the problems in Downing Street are about individuals. The personal dynamics of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his chief of staff, then substituted her with Morgan McSweeney.
• He brought a Treasury figure in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• It is a mess.

Structural Challenges at the Core of Government

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. But premiers cannot express surprise when their politically appointed staff, who are often party loyalists or politically ambitious, cross lines or become the story, as Mr McSweeney now has.

The most significant problems, however, are structural. It would be beneficial to believe that Sir Keir read the a think tank's spring 2024 report on overhauling the government's central operations. His inability to grip these issues last July or since implies he did not. The frequently dismal performance of the Labour administration indicates recommendations like reorganizing the functions of the Cabinet Office and No 10, and dividing the positions of top official and civil service head, are currently critical.

The political pre-eminence of prime ministers far outdistances the support available to them. As a result, everything currently suffers, and many tasks are poorly executed or neglected.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings along with the author of present ones. Yet individuals who expected Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir himself.