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Prime Minister Starmer visited north Wales on Thursday to declare the construction of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to advocating answers for the UK's energy needs. Instead, he used the time trying to put an end to the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals in recent days.

As such, Sir Keir’s day served as a microcosm of what his prime ministership has evolved into overall. On the one hand, he wants his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this because of the way he – and, to an extent, the nation more generally – now practices politics and government.

Sir Keir cannot change the culture of politics single-handedly, but he is able to do something about his personal involvement in it. The plain fact is that he could manage the centre of government far better than he currently does. If he did this, he might find that the nation was in less dismay about his administration than it is, and that he was communicating his points more effectively.

Personnel Problems in No 10

Some of the problems in Number 10 relate to personnel. The personal dynamics of any No 10 regime are hard to know well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, avoid slow progress or by halves.

• He hesitated about assigning the key job of cabinet secretary to a senior official.
• He appointed a former official his chief of staff, then replaced her with a political strategist.
• He brought a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Systemic Issues at the Core of the Administration

All premiers spend too much time overseas and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and listening to the citizens. Prime ministers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party loyalists or politically ambitious, overstep boundaries or become the focus, as the chief of staff now has.

The most significant problems, however, are systemic. It would be beneficial to believe 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 often abject performance of Labour’s time in office suggests recommendations like reorganizing the functions of the central government office and No 10, and separating the positions of top official and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the support available to them. Consequently, 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 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 let down. Unfortunately, the primary casualty from this failure is Sir Keir himself.