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Prime Minister Starmer traveled to Wales' northern region on Thursday to announce the development of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's energy needs. Instead, he used the time trying to put an end to the briefing controversy within Labour's leadership, telling reporters that No 10 had not briefed against the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has evolved into more generally. On the one hand, he wants his administration 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, partly, the country more generally – now conducts political and governmental affairs.

The Prime Minister cannot change the culture of politics single-handedly, but he can take action about his personal involvement in it. The simple truth is that he could run the centre of government much more effectively than he does. Should he achieve this, he could discover that the country was in less despair about his government than it currently is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

Some of the problems in Downing Street relate to personnel. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the finance ministry as his chief secretary.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of the Administration

All premiers devote excessive time abroad and on international matters, where Sir Keir should delegate more, and too little conversing with parliamentarians and hearing the public. Prime ministers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their politically appointed staff, who tend to be party loyalists or ambitious in politics, cross lines or become the focus, as the chief of staff now has.

The most significant problems, though, are structural. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s spring 2024 study on overhauling the government's central operations. His inability to grip these issues in the summer or afterward suggests he did not. The often abject experience of Labour’s time in office suggests IfG proposals like restructuring the functions of the Cabinet Office and Downing Street, and dividing the jobs of cabinet secretary and civil service head, are now urgent.

The political pre-eminence of prime ministers far outdistances the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s fault alone. He stands as the casualty 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 let down. Sadly, the primary casualty from this failure is Sir Keir himself.