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Sir Keir Starmer visited Wales' northern region on Thursday to reveal the development of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. However, the prime minister did not devote much time in Wales to promoting answers for the UK's power requirements. Rather, he used the time attempting to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has now become overall. Firstly, he wants his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this due to the way he – and, partly, the nation as a whole – now practices political and governmental affairs.

Sir Keir is unable to change the culture of politics single-handedly, but he is able to take action about his personal involvement in it. The plain fact is that he could manage the government's core far better than he currently does. If he did this, he might find that the nation was in less despair about his government than it currently is, and that he was communicating his points more effectively.

Staffing Issues in No 10

Some of the issues in Number 10 are about personnel. The personal dynamics of every Downing Street operation are hard to know accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or incompletely.

• He hesitated about giving the key job of top civil servant to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with Morgan McSweeney.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Core of the Administration

Every prime minister spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the citizens. Prime ministers 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 loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, however, are structural. It would be good to think that Sir Keir reviewed the Institute for Government’s spring 2024 study on reforming the centre of government. His inability to address these matters last July or afterward implies he did not. The often abject performance of the Labour administration indicates recommendations like reorganizing the roles of the central government office and No 10, and separating the jobs of top official and civil service head, are currently critical.

The political pre-eminence of PMs far outdistances the assistance provided to them. Consequently, everything currently suffers, and much is done badly 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. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this failure is Sir Keir himself.