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Prime Minister Starmer traveled to Wales' northern region on Thursday to reveal the construction of a new nuclear power station. This represents a major policy announcement with both local and national implications. However, the prime minister did not devote much time in Wales to advocating solutions for the UK's energy needs. Rather, he used the time 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.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. Firstly, he desires his administration to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to accomplish this because of the way he – and, partly, the country more generally – now conducts political and governmental affairs.

The Prime Minister is unable to change the culture of politics single-handedly, but he is able to take action about his personal involvement in it. The simple truth is that he could manage the government's core much more effectively than he does. If he did this, he could discover that the nation was in less despair about his government than it currently is, and that he was getting his messages across more successfully.

Staffing Issues in Downing Street

A number of the issues in Downing Street are about individuals. The personal dynamics of any No 10 regime are hard to know accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, avoid slow progress or by halves.

• He dithered about assigning the key job of cabinet secretary to a senior official.
• He appointed Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Heart of the Administration

Every prime minister devote excessive time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and hearing the public. Premiers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, 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 good to believe that Sir Keir read the Institute for Government’s March 2024 report on overhauling the centre of government. His failure to grip these issues last July or since suggests he did not. The often abject experience of Labour’s time in office indicates IfG proposals like restructuring the functions of the central government office and Downing Street, and dividing the positions of cabinet secretary and head of the civil service, are currently critical.

The political pre-eminence of PMs 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 sole responsibility. He is the victim of past failures as well as the author of current mistakes. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.