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Prime Minister Starmer visited Wales' northern region on Thursday to declare the development of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. However, the prime minister did not devote much time in Wales to advocating solutions for the UK's power requirements. Instead, he spent it attempting to put an end to the briefing controversy within Labour's leadership, informing reporters that No 10 had not briefed against the health secretary's goals in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into more generally. Firstly, he wants his government to be performing, and to be seen to be doing, important things. Conversely, he is incapable to achieve this due to the manner he – and, to an extent, the nation more generally – now conducts politics and government.

The Prime Minister is unable to change the culture of politics on his own, but he is able to take action about his personal involvement in it. The plain fact is that he could manage the government's core much more effectively than he does. Should he achieve this, he could discover that the country was in less dismay about his administration than it is, and that he was getting his messages across more effectively.

Staffing Issues in Downing Street

Some of the issues in Downing Street relate to personnel. The personal dynamics 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 stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his top aide, then substituted her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his chief secretary.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• It is a mess.

Systemic Issues at the Heart of the Administration

Every prime minister devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little talking to parliamentarians and hearing the citizens. Premiers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party activists or politically ambitious, overstep boundaries or become the story, as Mr McSweeney now has.

The biggest issues, though, are structural. It would be good to think that Sir Keir reviewed the a think tank's spring 2024 report on reforming the centre of government. His inability 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 restructuring the functions of the Cabinet Office and No 10, and separating the positions 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 many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He is the casualty of previous shortcomings as well as the author of present ones. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Unfortunately, the primary casualty from this failure is Sir Keir personally.