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Sir Keir Starmer visited north Wales on Thursday to reveal the development of a new nuclear power station. This represents a major policy announcement with both local and national implications. However, the PM did not devote extensive time in Wales to promoting 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 undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has now become overall. On the one hand, he desires his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is unable to accomplish this because of the way he – and, to an extent, the nation more generally – now practices politics and government.

Sir Keir cannot transform the political culture single-handedly, but he can do something about his own role in it. The plain fact is that he could manage the centre of government much more effectively than he currently 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.

Staffing Issues in Downing Street

A number of the issues in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his chief of staff, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers spend too much time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the citizens. Premiers 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 loyalists or politically ambitious, cross lines or become the story, as Mr McSweeney has recently.

The biggest issues, however, are systemic. It would be good to think that Sir Keir read the a think tank's March 2024 report on reforming the government's central operations. His failure to address these matters last July or since suggests he did not. The frequently dismal performance of the Labour administration suggests IfG proposals like restructuring the roles of the Cabinet Office and Downing Street, and separating the positions of top official 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 neglected.

This is not Sir Keir’s fault alone. He is the victim of previous shortcomings along with the architect of present ones. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.