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Prime Minister Starmer traveled to north Wales on Thursday to reveal the development of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. Yet, the prime minister did not dedicate much time in Wales to promoting solutions for the UK's energy needs. Instead, he used the time trying to put an end to the Labour leadership briefing row, 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 small-scale example of what his premiership has now become overall. Firstly, he desires his administration to be performing, and to be perceived as performing, important things. Conversely, he is incapable to achieve this because of the way he – and, to an extent, the nation as a whole – now conducts politics and government.

The Prime Minister is unable to transform the culture of politics on his own, but he is able to take action about his own role in it. The plain fact is that he could run the government's core much more effectively than he does. If he did this, he might find that the country was in less despair about his administration than it currently is, and that he was communicating his points more effectively.

Personnel Problems in Downing Street

A number of the problems in Downing Street are about personnel. The interpersonal relations 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 maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or incompletely.

• He hesitated about giving the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his top aide, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His media advisors have chopped and changed.
• Political and policy advisers have come and gone.
• It is a mess.

Structural Challenges at the Heart of the Administration

All premiers devote excessive time overseas and on foreign affairs, where Sir Keir should delegate more, and too little talking to MPs and hearing the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or politically ambitious, cross lines or become the focus, as the chief of staff has recently.

The most significant problems, however, are structural. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 2024 study on overhauling the centre of government. His failure to grip these issues in the summer or afterward suggests he did not. The frequently dismal experience of the Labour administration indicates recommendations like reorganizing the roles of the central government office and Downing Street, and separating the positions of cabinet secretary and civil service head, are currently critical.

The dominant political role of prime ministers greatly exceeds the support available to them. As a result, all aspects suffer, and much is done badly or neglected.

This is not Sir Keir’s sole responsibility. He stands as the victim of past failures along with the architect of present ones. Yet individuals who expected Sir Keir might get a grip on the centre and take the machinery of government seriously have been let down. Sadly, the biggest loser from this shortcoming is Sir Keir himself.