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Prime Minister Starmer traveled to Wales' northern region on Thursday to announce the development of a new nuclear power station. This represents a significant policy event with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to promoting solutions for the UK's energy needs. Rather, he used the time attempting to draw a line under the Labour leadership briefing row, telling journalists that Downing Street had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day served as a small-scale example of what his premiership has evolved into more generally. On the one hand, he wants his government to be performing, and to be perceived as performing, important things. Conversely, 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.

Sir Keir cannot change the political culture on his own, but he is able to take action about his personal involvement in it. The simple truth is that he could manage the government's core far better than he currently does. Should he achieve this, he could discover that the nation was in less dismay about his administration than it currently is, and that he was getting his messages across more effectively.

Staffing Issues in Downing Street

Some of the problems in Number 10 relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about assigning the key job of top civil servant to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his chief secretary.
• His communications chiefs have been frequently replaced.
• 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 abroad and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and listening to the citizens. Prime ministers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their politically appointed staff, who tend to be party activists or ambitious in politics, cross lines or become the focus, as Mr McSweeney has recently.

The most significant problems, however, are systemic. It would be beneficial to think that Sir Keir read the a think tank's spring 2024 study on overhauling the centre of government. His failure to grip these issues last July or afterward implies he did not. The often abject performance of Labour’s time in office indicates IfG proposals like reorganizing the functions of the Cabinet Office and No 10, and separating the jobs of cabinet secretary and civil service head, are now urgent.

The dominant political role of prime ministers far outdistances the assistance provided to them. Consequently, all aspects suffer, and much is done badly or neglected.

This is not Sir Keir’s sole responsibility. He is the casualty of past failures along with the author of present ones. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Sadly, the primary casualty from this shortcoming is Sir Keir personally.