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Prime Minister Starmer visited Wales' northern region on Thursday to declare the development of a new nuclear power station. This represents a major policy announcement with both local and national implications. However, the prime minister did not dedicate much time in Wales to advocating answers for the UK's energy needs. Instead, he spent it attempting to draw a line under the briefing controversy within Labour's leadership, informing journalists that No 10 had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. On the one hand, he wants his government to be doing, and to be seen to be doing, significant actions. Conversely, he is incapable to achieve this because of the manner he – and, to an extent, the nation as a whole – now conducts politics and government.

Sir Keir is unable to transform the culture of politics on his own, but he can take action about his own role in it. The plain fact 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 government than it is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

Some of the issues in Downing Street are about personnel. The personal dynamics of every Downing Street operation are hard to know accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or by halves.

• He hesitated about giving the key job of cabinet secretary to a senior official.
• He made Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Systemic Issues at the Heart of the Administration

All premiers spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and hearing the citizens. Premiers also spend too much time doing media, 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 politically ambitious, cross lines or become the focus, as the chief of staff now has.

The most significant problems, however, are structural. It would be good to think that Sir Keir read the Institute for Government’s March 2024 study on reforming the centre of government. His inability to address these matters in the summer or since suggests he did not. The often abject performance of Labour’s time in office indicates IfG proposals like restructuring the functions of the Cabinet Office and Downing Street, and dividing the positions of top official and head of the civil service, are now urgent.

The dominant political role of PMs far outdistances the support available to them. Consequently, all aspects suffer, and much is done badly or ignored.

This isn't Sir Keir’s sole responsibility. He is the victim of previous shortcomings along with the author of present ones. But those who hoped Sir Keir might get a grip on the core and take the machinery of government seriously have been disappointed. Unfortunately, the primary casualty from this failure is Sir Keir personally.