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Sir Keir Starmer traveled to north Wales on Thursday to announce the construction of a new nuclear power station. This is a significant policy event with both local and national implications. Yet, the prime minister did not dedicate extensive time in Wales to promoting solutions for the UK's energy needs. Instead, 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.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into more generally. Firstly, 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 practices political and governmental affairs.

The Prime Minister cannot change the political culture 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 government's core far better than he does. If he did this, he could discover that the country was in less despair about his government than it currently is, and that he was communicating his points more effectively.

Personnel Problems in Downing Street

A number of the problems in Downing Street relate to individuals. The interpersonal relations of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make good personnel choices, 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 dithered about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed a former official his top aide, then substituted her with a political strategist.
• He brought Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Heart of Government

All premiers devote excessive time overseas and on international matters, where Sir Keir should delegate more, and insufficient time conversing with MPs and hearing the public. Premiers also allocate too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their political appointees, who tend to be party activists or politically ambitious, cross lines or become the focus, as Mr McSweeney has recently.

The biggest issues, though, are systemic. It would be beneficial to think that Sir Keir read the a think tank's March 2024 report on overhauling the centre of government. His inability to address these matters in the summer or afterward implies he did not. The often abject performance of the Labour administration suggests IfG proposals like reorganizing the roles of the Cabinet Office and Downing Street, and dividing the positions of top official and civil service head, are currently critical.

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

This isn't Sir Keir’s fault alone. He is the victim of past failures along with the architect of present ones. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.