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Prime Minister Starmer traveled to Wales' northern region on Thursday to reveal the building of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to advocating solutions for the UK's power requirements. Rather, he spent it attempting to put an end to the briefing controversy within Labour's leadership, telling journalists that Downing Street had not briefed against the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day served as a microcosm of what his prime ministership has now become overall. On the one hand, he desires his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is unable to achieve this because of the manner he – and, to an extent, the country more generally – now conducts political and governmental affairs.

Sir Keir cannot change the political culture on his own, but he can do something about his personal involvement in it. The simple truth is that he could run the centre of government far better than he does. If he did this, he might find 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 problems in Downing Street relate to 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. But he needs to up his game, not do things slowly or incompletely.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made a former official his top aide, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• It is a mess.

Structural Challenges at the Heart of the Administration

All premiers devote excessive time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time talking to parliamentarians and hearing the public. Premiers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. But premiers cannot express surprise when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The biggest issues, though, are structural. It would be good to believe that Sir Keir reviewed the Institute for Government’s spring 2024 study on reforming the centre of government. His inability to grip these issues last July or since implies he did not. The often abject performance of Labour’s time in office indicates recommendations like restructuring the functions of the Cabinet Office and No 10, and separating the positions of cabinet secretary and head of the civil service, are currently critical.

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 sole responsibility. He stands as the victim of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir himself.