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Prime Minister Starmer visited north Wales on Thursday to announce the construction of a new nuclear power station. This is a major policy announcement with both local and national implications. However, the prime minister did not devote extensive time in Wales to advocating answers for the UK's power requirements. Rather, he spent it trying to draw a line under the Labour leadership briefing row, informing journalists that Downing Street had not briefed against the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a microcosm of what his prime ministership has evolved into overall. On the one hand, he wants his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is unable to achieve this due to the manner he – and, to an extent, the nation more generally – now conducts political and governmental affairs.

The Prime Minister is unable to change the culture of politics on his own, but he can do something about his personal involvement in it. The plain fact is that he could manage the government's core much more effectively than he currently does. If he did this, he might find that the nation was in less dismay about his administration than it currently is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

A number of the problems in Number 10 are about personnel. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with a political strategist.
• He brought a Treasury figure in from the Treasury as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of Government

All premiers spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and hearing the citizens. Prime ministers also allocate too much time doing media, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their political appointees, who tend to be party activists or ambitious in politics, cross lines or become the focus, as the chief of staff now has.

The biggest issues, though, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 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 experience of Labour’s time in office indicates recommendations like reorganizing the roles of the central government office and No 10, and separating the jobs of cabinet secretary and head of the civil service, are now urgent.

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 neglected.

This isn't Sir Keir’s fault alone. He is the casualty of previous shortcomings as well as the author of present ones. Yet individuals who expected Sir Keir would take control of the core and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.