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Prime Minister Starmer visited north Wales this past Thursday to declare the building of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote extensive time in Wales to advocating solutions for the UK's energy needs. Rather, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling journalists that No 10 had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. On the one hand, he wants his administration to be performing, and to be perceived as performing, significant actions. Conversely, he is incapable to achieve this due to the way he – and, partly, the country as a whole – now conducts political and governmental affairs.

The Prime Minister cannot change the culture of politics on his own, but he is able to take action about his personal involvement 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 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.

Staffing Issues in No 10

A number of the issues in Downing Street are about personnel. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or by halves.

• He dithered about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his top aide, then replaced her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his chief secretary.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of Government

All premiers spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to parliamentarians and listening to the public. Premiers also allocate too much time doing media, which Sir Keir compounds 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, overstep boundaries or become the story, as the chief of staff has recently.

The biggest issues, however, are structural. It would be beneficial to believe that Sir Keir read the Institute for Government’s March 2024 study on reforming the government's central operations. His failure to grip these issues in the summer or since suggests he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like restructuring the functions of the central government office and No 10, and dividing the positions of top official and civil service head, are now urgent.

The dominant political role of prime ministers far outdistances the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He stands as the casualty of previous shortcomings as well as the architect of current mistakes. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir himself.