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Prime Minister Starmer traveled to Wales' northern region this past Thursday to reveal the construction of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to promoting answers for the UK's energy needs. Rather, he spent it attempting to draw a line under the briefing controversy within Labour's leadership, informing journalists 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 premiership has evolved into overall. On the one hand, he desires his administration to be performing, and to be seen to be doing, important things. On the other hand, he is incapable to accomplish this because of the way he – and, to an extent, the nation as a whole – now conducts politics and government.

The Prime Minister cannot change the culture of politics on his own, but he is able to do something about his own role in it. The plain fact is that he could manage the government's core much more effectively than he currently does. If he did this, he could discover that the nation was in less despair about his administration than it currently is, and that he was communicating his points more successfully.

Staffing Issues in No 10

Some of the problems in Number 10 are about individuals. The personal dynamics of any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to improve his performance, avoid slow progress or by halves.

• He dithered about assigning the key job of cabinet secretary to Chris Wormald.
• He appointed a former official his chief of staff, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Heart of Government

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with parliamentarians and hearing the citizens. Premiers also allocate too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their political appointees, who tend to be party activists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, though, are systemic. It would be good to think that Sir Keir read the a think tank's spring 2024 study on reforming the centre of government. His inability to address these matters last July or afterward suggests he did not. The often abject experience of Labour’s time in office suggests IfG proposals like reorganizing the functions of the Cabinet Office and No 10, and dividing the positions of top official and head of the civil service, are currently critical.

The dominant political role of PMs far outdistances the assistance provided to them. As a result, everything currently suffers, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He stands as the casualty of past failures as well as 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. Sadly, the biggest loser from this shortcoming is Sir Keir personally.