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Prime Minister Starmer visited Wales' northern region this past Thursday to declare the construction of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not dedicate much time in Wales to promoting solutions for the UK's energy needs. Instead, he used the time attempting to put an end to the briefing controversy within Labour's leadership, telling reporters that No 10 had not briefed against the health secretary's goals in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into more generally. On the one hand, he wants his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is unable to accomplish this because of the manner he – and, to an extent, the country as a whole – now conducts politics and government.

Sir Keir is unable to transform the culture of politics on his own, but he is able to take action about his own role in it. The simple truth is that he could manage the government's core far better than he does. Should he achieve this, he might find that the nation was in less despair about his government than it currently is, and that he was communicating his points more effectively.

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 well from outside. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or by halves.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his chief of staff, then substituted her with a political strategist.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Systemic Issues at the Heart of the Administration

Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and too little conversing with parliamentarians and listening to the citizens. Prime ministers also allocate 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 activists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney now has.

The biggest issues, however, are structural. It would be beneficial to think that Sir Keir read the a think tank's March 2024 study on overhauling the government's central operations. His failure to grip these issues in the summer or since implies he did not. The frequently dismal performance of the Labour administration suggests recommendations like restructuring the functions of the central government office and Downing Street, and separating the jobs of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of PMs greatly exceeds the support available to them. As a result, all aspects suffer, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He is the victim of past failures along with the architect of current mistakes. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir himself.