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Prime Minister Starmer visited Wales' northern region this past Thursday to declare the development of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. However, the PM did not dedicate extensive time in Wales to advocating solutions for the UK's power requirements. Instead, he used the time trying to put an end to the briefing controversy within Labour's leadership, telling reporters that Downing Street had not briefed against 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 overall. Firstly, he wants his government to be doing, and to be seen to be doing, important things. On the other hand, he is unable to achieve this because of the way he – and, partly, the nation as a whole – now practices political and governmental affairs.

The Prime Minister is unable to transform the culture of politics single-handedly, but he can take action about his own role in it. The plain fact is that he could run the centre of government much more effectively than he does. If he did this, he might find that the nation was in less despair about his government than it currently is, and that he was communicating his points more successfully.

Staffing Issues in No 10

Some of the issues in Downing Street are about individuals. The interpersonal relations of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir fails to make good personnel choices, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, avoid slow progress or by halves.

• He hesitated about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with a political strategist.
• He recruited Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Structural Challenges at the Heart of the Administration

All premiers spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and listening to the citizens. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who tend to be party loyalists or politically ambitious, cross lines or become the focus, as the chief of staff now has.

The biggest issues, though, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s March 2024 study on reforming the centre of government. His failure to address these matters in the summer or since implies he did not. The frequently dismal experience of the Labour administration indicates IfG proposals like restructuring the functions of the Cabinet Office and Downing Street, and separating the positions of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of PMs greatly exceeds the support available to them. Consequently, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings along with the author of current mistakes. But those who hoped Sir Keir might get a grip on the core and take the machinery of government seriously have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.