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Sir Keir Starmer traveled to Wales' northern region on Thursday to reveal the construction of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. However, the PM did not dedicate much time in Wales to advocating solutions for the UK's power requirements. Instead, he used the time attempting to put an end to the Labour leadership briefing row, telling reporters that No 10 had not briefed against the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. Firstly, he wants his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to achieve this due to the manner he – and, partly, the country as a whole – now conducts political and governmental affairs.

Sir Keir cannot transform the culture of politics 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 much more effectively 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 communicating his points more successfully.

Personnel Problems in Downing Street

A number of the issues in Number 10 relate to personnel. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or incompletely.

• He hesitated about assigning the key job of cabinet secretary to a senior official.
• He appointed a former official his top aide, then replaced her with a political strategist.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have chopped and changed.
• 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, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and hearing the public. Premiers also allocate too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who are often party loyalists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, though, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 2024 study on overhauling the centre of government. His failure to address these matters in the summer or since suggests he did not. The frequently dismal experience of the Labour administration suggests IfG proposals 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 now urgent.

The dominant political role of prime ministers far outdistances the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He stands as the victim of past failures as well as the author of present ones. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this failure is Sir Keir personally.