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Sir Keir Starmer visited north Wales on Thursday to reveal the construction of a new nuclear power station. This is a major policy announcement with both local and national implications. Yet, the PM did not dedicate much time in Wales to advocating answers for the UK's power requirements. Rather, he used the time attempting to draw a line under the briefing controversy within Labour's leadership, telling reporters that No 10 had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a microcosm of what his premiership has now become overall. Firstly, he wants his administration to be performing, and to be perceived as performing, significant actions. Conversely, he is incapable to accomplish this because of the way he – and, partly, the nation more generally – now practices political and governmental affairs.

Sir Keir cannot change the culture of politics single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the centre of government far better than he does. Should he achieve this, he might find that the country was in less despair about his government than it currently is, and that he was communicating his points more effectively.

Personnel Problems in No 10

Some of the problems in Downing Street relate to individuals. The interpersonal relations of any No 10 regime are hard to know well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to up his game, not do things slowly or by halves.

• He dithered about assigning the crucial role of cabinet secretary to a senior official.
• He appointed a former official his top aide, then replaced her with a political strategist.
• 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.

Structural Challenges at the Heart of the Administration

Every prime minister spend too much time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to MPs and listening to the citizens. Prime ministers 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 loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, however, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s March 2024 study on overhauling the government's central operations. His failure to grip these issues in the summer or afterward suggests he did not. The frequently dismal experience of the Labour administration suggests IfG proposals like reorganizing the roles of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are now urgent.

The dominant political role of prime ministers greatly exceeds the support available to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the victim 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.