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Sir Keir Starmer traveled to Wales' northern region on 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 advocating solutions for the UK's energy needs. Rather, he used the time attempting to draw a line under the briefing controversy within Labour's leadership, informing reporters that Downing Street had not undermined the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become overall. On the one hand, he desires his administration to be doing, and to be perceived as performing, significant actions. On the other hand, he is unable to achieve this due to the manner he – and, to an extent, the nation more generally – now practices political and governmental affairs.

The Prime Minister cannot transform the culture of politics single-handedly, but he is able to take action about his own role in it. The simple truth is that he could run the centre of government much more effectively than he currently does. Should he achieve this, he could discover that the country was in less despair about his administration than it currently is, and that he was getting his messages across more effectively.

Staffing Issues in Downing Street

Some of the issues in Number 10 are about individuals. The interpersonal relations of any No 10 regime are hard to know accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or incompletely.

• He dithered about giving the crucial role of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his chief of staff, then substituted her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

Every prime minister spend too much time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the public. Prime ministers 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, overstep boundaries or become the focus, as Mr McSweeney now has.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir reviewed the a think tank's spring 2024 study on overhauling the government's central operations. His failure to grip these issues in the summer or since implies he did not. The frequently dismal performance of the Labour administration indicates IfG proposals like restructuring the roles of the Cabinet Office and No 10, and separating the positions of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of PMs greatly exceeds the support available to them. As a result, everything currently suffers, and much is done badly or neglected.

This isn't Sir Keir’s sole responsibility. He is the victim of past failures along with the architect of present ones. But those who hoped Sir Keir would take control of the centre and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.