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Sir Keir Starmer visited north Wales on Thursday to reveal the development of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to advocating answers for the UK's power requirements. Instead, he used the time attempting to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into more generally. On the one hand, he desires his government to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to achieve this because of the way he – and, partly, the nation as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the political culture single-handedly, but he can take action about his own role in it. The simple truth is that he could run the centre of government far better than he does. Should he achieve this, he could discover that the country was in less dismay 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 personnel. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, avoid slow progress or incompletely.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made a former official his chief of staff, then substituted her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of Government

Every prime minister spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to parliamentarians and hearing the public. Premiers also spend too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their political appointees, who are often party activists or politically ambitious, cross lines 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 Institute for Government’s spring 2024 study on overhauling the centre of government. His inability to grip these issues in the summer or since implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like reorganizing the functions of the Cabinet Office and Downing Street, and separating the jobs of top official and head of the civil service, are now urgent.

The political pre-eminence of prime ministers far outdistances the support available to them. Consequently, everything currently suffers, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He stands as the victim of past failures along with the architect of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.