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Sir Keir Starmer visited Wales' northern region this past Thursday to reveal the development of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not dedicate extensive time in Wales to promoting answers for the UK's power requirements. Rather, he used the time attempting to put an end to the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary’s ambitions in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into overall. Firstly, he wants his government to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to achieve this because of the way he – and, partly, the nation more generally – now practices politics and government.

The Prime Minister cannot change the political culture 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 far better than he does. Should he achieve this, he might find that the country was in less dismay about his government than it is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

A number of the problems in Downing Street are about personnel. 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. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made 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 chief secretary.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Core of Government

All premiers devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and too little talking to MPs and hearing the citizens. Premiers also allocate too much time engaging with the press, which Sir Keir compounds by doing it poorly. But premiers cannot claim to be surprised when their political appointees, who tend to be party activists or politically ambitious, overstep boundaries or become the story, as Mr McSweeney now has.

The biggest issues, however, are systemic. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s March 2024 report on reforming the centre of government. His failure to grip these issues last July or afterward implies he did not. The frequently dismal experience of the Labour administration indicates IfG proposals like reorganizing the functions of the central government office and No 10, and separating the jobs of cabinet secretary and head of the civil service, are currently critical.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s sole responsibility. He stands as the casualty of previous shortcomings along with the architect of present ones. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.