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Prime Minister Starmer visited Wales' northern region this past Thursday to declare the construction of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. Yet, the prime minister did not dedicate extensive time in Wales to advocating answers for the UK's energy needs. Instead, he spent it attempting to put an end to the briefing controversy within Labour's leadership, informing reporters that Downing Street had not undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day served as a microcosm of what his prime ministership has now become overall. Firstly, he desires his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this due to the manner he – and, to an extent, the nation more generally – now conducts political and governmental affairs.

The Prime Minister is unable to change the political culture single-handedly, but he is able to do something about his own role in it. The simple truth is that he could manage the government's core far better than he currently does. If he did this, he might find that the nation was in less dismay about his government than it currently is, and that he was communicating his points more successfully.

Staffing Issues in No 10

A number of the problems in Number 10 are about personnel. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make good personnel choices, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He appointed Sue Gray his top aide, then substituted her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and listening to the public. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their political appointees, who tend to be party activists or ambitious in politics, cross lines or become the focus, as the chief of staff has recently.

The biggest issues, 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 failure to address these matters last July or afterward implies he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like restructuring the roles of the central government office and No 10, and dividing the positions of cabinet secretary and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the support available to them. As a result, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings along with the architect of present ones. But those who hoped Sir Keir would take control of the centre and take the machinery of government seriously have been let down. Sadly, the primary casualty from this failure is Sir Keir himself.