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Prime Minister Starmer visited Wales' northern region this past Thursday to announce the building of a new nuclear power station. This represents a major policy announcement with both local and national implications. Yet, the prime minister did not devote much time in Wales to promoting solutions for the UK's energy needs. Instead, he spent it trying to draw a line under the briefing controversy within Labour's leadership, informing reporters that No 10 had not undermined the health secretary’s ambitions 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 perceived as performing, significant actions. Conversely, he is unable to accomplish this due to the way he – and, to an extent, the country as a whole – now practices politics and government.

The Prime Minister cannot transform the culture of politics on his own, but he can take action about his own role in it. The simple truth is that he could manage the government's core far better than he does. If he did this, he could discover that the country was in less despair about his government than it is, and that he was getting his messages across more successfully.

Staffing Issues in No 10

Some of the problems in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make good personnel choices, 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 by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his chief of staff, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Heart of the Administration

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and too little conversing with MPs and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party loyalists or ambitious in politics, overstep boundaries or become the focus, as the chief of staff has recently.

The biggest issues, though, are systemic. It would be good to believe that Sir Keir reviewed the a think tank's March 2024 study on reforming the centre of government. His failure to address these matters last July or since implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and Downing Street, and separating the jobs of cabinet secretary and head of the civil service, are currently critical.

The dominant political role of PMs far outdistances the support available to them. As a result, 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 prioritize governmental structures have been disappointed. Sadly, the biggest loser from this failure is Sir Keir himself.