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Prime Minister Starmer traveled to Wales' northern region on Thursday to declare the building of a new nuclear power station. This represents a major policy announcement with both local and national implications. However, the prime minister did not dedicate much time in Wales to advocating solutions for the UK's power requirements. Rather, he used the time attempting to put an end to the briefing controversy within Labour's leadership, telling journalists that No 10 had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has now become overall. On the one hand, he desires his administration to be doing, and to be seen to be doing, significant actions. 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 politics and government.

Sir Keir cannot transform the culture of politics single-handedly, 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. If he did this, he might find that the nation was in less despair about his government than it is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

A number of the problems in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or incompletely.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury 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 Government

All premiers spend too much time overseas and on international matters, where Sir Keir should delegate more, and insufficient time conversing with parliamentarians and listening to the citizens. Premiers also spend too much time doing media, which Sir Keir compounds by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney has recently.

The biggest issues, however, are systemic. It would be beneficial to think that Sir Keir reviewed the a think tank's spring 2024 study on overhauling the centre of government. His inability to grip these issues in the summer or since suggests he did not. The frequently dismal performance of Labour’s time in office indicates IfG proposals like restructuring the roles of the Cabinet Office and No 10, and dividing the positions of cabinet secretary and civil service head, are currently critical.

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

This isn't Sir Keir’s fault alone. He stands as the victim of past failures as well as the author of present ones. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.