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Prime Minister Starmer visited north Wales this past Thursday to announce the building of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not dedicate extensive time in Wales to promoting solutions for the UK's power requirements. Instead, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling journalists that Downing Street had not briefed against 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. Firstly, he wants his government to be performing, and to be seen to be doing, important things. Conversely, he is incapable to achieve this because of the manner he – and, to an extent, the nation as a whole – now practices political and governmental affairs.

The Prime Minister is unable to transform the political culture single-handedly, but he can take action about his own role in it. The plain fact is that he could run the centre of government much more effectively than he does. If he did this, he might find that the nation was in less dismay about his administration than it currently is, and that he was communicating his points more successfully.

Personnel Problems in No 10

Some of the issues in Number 10 are about individuals. The interpersonal relations of any No 10 regime 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. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or incompletely.

• He dithered about giving the key job of top civil servant to a senior official.
• He appointed a former official his chief of staff, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Heart of the Administration

Every prime minister devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to parliamentarians and listening to 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 are often party loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, though, are structural. It would be good to believe that Sir Keir reviewed the a think tank's March 2024 report on overhauling 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 recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the jobs of cabinet secretary and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the support available to them. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He is the victim of past failures along with the architect of present ones. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this failure is Sir Keir himself.