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Sir Keir Starmer visited Wales' northern region on Thursday to reveal the construction of a fresh nuclear energy facility. This represents a significant policy event 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 trying to put an end to the briefing controversy within Labour's leadership, informing journalists that Downing Street had not undermined the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day served as a small-scale example of what his prime ministership has evolved into overall. On the one hand, he desires his government 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 way he – and, to an extent, the country more generally – now conducts political and governmental affairs.

The Prime Minister is unable to transform the political culture on his own, but he can do something about his own role in it. The simple truth is that he could manage the centre of government much more effectively than he currently does. Should he achieve this, he might find that the country was in less despair about his government than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

A number of the issues in Downing Street are about individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make good personnel choices, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or incompletely.

• He dithered about assigning the key job of cabinet secretary to a senior official.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited 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.
• It is a mess.

Structural Challenges at the Heart of Government

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and listening to the public. Prime ministers also spend too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who are often party loyalists or politically ambitious, overstep boundaries or become the focus, as Mr McSweeney has recently.

The biggest issues, however, are systemic. It would be beneficial to believe that Sir Keir read the a think tank's March 2024 study on overhauling the centre of government. His inability to grip these issues in the summer or since implies he did not. The often abject performance of the Labour administration suggests recommendations like restructuring the functions of the Cabinet Office and Downing Street, and separating the jobs of top official and civil service head, are now urgent.

The dominant political role of prime ministers greatly exceeds the assistance provided to them. As a result, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s sole responsibility. He stands as the victim of past failures as well as the architect of present ones. Yet individuals who expected Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this failure is Sir Keir personally.