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Prime Minister Starmer visited Wales' northern region this past Thursday to announce the construction of a new nuclear power station. This is a significant policy event with both local and national implications. Yet, the PM did not dedicate much time in Wales to promoting solutions for the UK's power requirements. Instead, he spent it trying to put an end to the briefing controversy within Labour's leadership, telling journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day served as a microcosm of what his prime ministership has evolved into overall. On the one hand, he desires his government to be doing, and to be seen to be doing, important things. Conversely, he is unable to achieve this due to the way he – and, to an extent, the nation more generally – now practices politics and government.

The Prime Minister cannot transform the political culture on his own, but he can do something 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 might find that the nation was in less dismay about his administration than it is, and that he was getting his messages across more successfully.

Staffing Issues in No 10

Some of the problems in Number 10 relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or stick with 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 assigning the crucial role of top civil servant to a senior official.
• He made Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Structural Challenges at the Core of the Administration

All premiers spend too much time overseas and on international matters, where Sir Keir should delegate more, and too little conversing with MPs and hearing the citizens. Premiers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney has recently.

The most significant problems, however, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s March 2024 study on reforming the government's central operations. His failure to address these matters last July or afterward implies he did not. The often abject performance of Labour’s time in office indicates IfG proposals like restructuring the roles of the Cabinet Office and No 10, and separating the positions of top official and civil service head, are now urgent.

The political pre-eminence of PMs greatly exceeds the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s fault alone. He stands as the victim 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. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.