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Prime Minister Starmer traveled to north Wales on Thursday to announce the development of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. However, the PM did not devote extensive time in Wales to promoting solutions for the UK's power requirements. Rather, he used the time attempting to put an end to the Labour leadership briefing row, informing journalists that Downing Street had not undermined the health secretary's goals in recent days.

As such, 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 administration to be doing, and to be seen to be doing, important things. Conversely, he is unable to achieve this because of the manner he – and, to an extent, the country more generally – now conducts political and governmental affairs.

Sir Keir cannot transform the political culture single-handedly, but he is able to take action about his personal involvement in it. The simple truth is that he could run the government's core far better than he does. If he did this, he might find that the country was in less despair about his administration than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

A number of the issues in Number 10 relate to individuals. The personal dynamics of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or by halves.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He brought Darren Jones in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

All premiers devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the public. Premiers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their political appointees, who are often party loyalists or politically ambitious, cross lines or become the story, as the chief of staff has recently.

The most significant problems, however, are structural. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s spring 2024 study on overhauling the centre of government. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations 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 dominant political role of PMs greatly exceeds the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He stands as the victim of past failures as well as the architect of present ones. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir personally.