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Sir Keir Starmer traveled to north Wales on Thursday to declare the construction of a new nuclear power station. This is a significant policy event with both local and national implications. However, the PM did not devote much time in Wales to promoting answers for the UK's power requirements. Instead, he used the time attempting 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 in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become more generally. On the one hand, he desires his administration to be doing, and to be perceived as performing, important things. Conversely, he is incapable to accomplish this because of the way he – and, partly, the nation as a whole – now practices political and governmental affairs.

The Prime Minister cannot transform the culture of politics single-handedly, but he is able to take action about his own role in it. The plain fact is that he could run the centre of government far better than he does. Should he achieve this, he could discover that the nation was in less dismay about his government than it currently is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

A number of the problems in Number 10 relate to individuals. The interpersonal relations of any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or incompletely.

• He dithered about assigning the key job of top civil servant to Chris Wormald.
• He appointed a former official his chief of staff, then substituted her with Morgan McSweeney.
• He brought a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Systemic Issues at the Heart of the Administration

All premiers spend too much time abroad and on international matters, where Sir Keir should delegate more, and too little talking to MPs and listening to the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot express surprise when their politically appointed staff, who tend to be party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff now has.

The most significant problems, however, are structural. It would be beneficial to think that Sir Keir read the a think tank's March 2024 report on reforming the government's central operations. His failure to grip these issues last July or since implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like restructuring the functions of the Cabinet Office and No 10, and dividing the positions of top official and civil service head, are currently critical.

The political pre-eminence of PMs far outdistances the support available to them. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He stands as the victim of past failures as well as the author of present ones. Yet individuals who expected 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 shortcoming is Sir Keir himself.