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Prime Minister Starmer visited Wales' northern region this past Thursday to declare the building of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to advocating solutions for the UK's power requirements. Rather, he used the time trying to put an end to the briefing controversy within Labour's leadership, telling reporters that No 10 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 prime ministership has evolved into overall. On the one hand, he wants his administration to be performing, and to be perceived as performing, significant actions. On the other hand, he is incapable to accomplish this because of the manner he – and, to an extent, the nation more generally – now conducts politics and government.

The Prime Minister is unable to transform the culture of politics on his own, but he is able to do something about his personal involvement in it. The simple truth is that he could manage the centre of government far better than he does. If he did this, he could discover that the nation was in less despair about his government than it is, and that he was communicating his points more effectively.

Staffing Issues in No 10

Some of the issues in Number 10 relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make good personnel choices, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, not do things slowly or by halves.

• He dithered about giving the crucial role of cabinet secretary to Chris Wormald.
• He made a former official his chief of staff, then replaced her with a political strategist.
• He brought Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have chopped and changed.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of Government

All premiers devote excessive time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the public. Premiers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their political appointees, who tend to be party loyalists or politically ambitious, cross lines or become the story, as Mr McSweeney has recently.

The biggest issues, however, are structural. It would be good to believe that Sir Keir reviewed the a think tank's March 2024 report on reforming the centre of government. His failure to grip these issues last July or afterward implies he did not. The frequently dismal performance of the Labour administration suggests recommendations like restructuring the functions of the central government office and No 10, and separating the positions of top official and civil service head, are currently critical.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and much is done badly or neglected.

This isn't Sir Keir’s sole responsibility. He is the victim of past failures as well as the author of current mistakes. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.