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Prime Minister Starmer traveled to north Wales on Thursday to reveal the building of a new nuclear power station. This is a significant policy event with both local and national implications. However, the PM did not devote much time in Wales to promoting answers for the UK's power requirements. Rather, he used the time attempting to put an end to the briefing controversy within Labour's leadership, informing journalists 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 now become more generally. Firstly, he wants his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to accomplish this due to the way he – and, to an extent, the nation more generally – now conducts politics and government.

The Prime Minister cannot change the culture of politics 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 does. If he did this, he could discover that the nation was in less dismay about his government than it currently is, and that he was communicating his points more effectively.

Personnel Problems in No 10

Some of the issues in Downing Street relate to individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or incompletely.

• He hesitated about assigning the crucial role of top civil servant to a senior official.
• He appointed a former official his chief of staff, then replaced her with a political strategist.
• He recruited Darren Jones in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges at the Heart of the Administration

All premiers devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with parliamentarians and listening to the citizens. Premiers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party activists or politically ambitious, cross lines or become the story, as Mr McSweeney now has.

The most significant problems, however, are structural. It would be beneficial to believe that Sir Keir read the a think tank's spring 2024 report on overhauling the centre of government. His failure to grip these issues last July or since suggests he did not. The often abject experience of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the jobs of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of PMs far outdistances the assistance provided to them. As a result, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings as well as the architect of current mistakes. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.