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Prime Minister Starmer traveled to Wales' northern region on Thursday to announce the building of a fresh nuclear energy facility. This is a major policy announcement with both local and national implications. Yet, the PM did not devote extensive time in Wales to advocating answers for the UK's energy needs. Rather, he used the time attempting to draw a line under the briefing controversy within Labour's leadership, telling journalists that No 10 had not briefed against the health secretary's goals in recent days.

Therefore, Sir Keir’s day served as a small-scale example of what his prime ministership has now become more generally. Firstly, 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 way he – and, to an extent, the nation more generally – now practices politics and government.

Sir Keir cannot change the culture of politics single-handedly, but he can do something 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 nation was in less dismay about his administration than it currently is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

Some of the problems in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are hard to know accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to up his game, avoid slow progress or by halves.

• He hesitated about assigning the key job 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 chopped and changed.
• Political and policy advisers have entered and exited.
• It is a mess.

Structural Challenges at the Heart of Government

All premiers devote excessive time overseas and on international matters, where Sir Keir should delegate more, and insufficient time conversing with MPs and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, 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 systemic. It would be good to think that Sir Keir read the Institute for Government’s March 2024 report on overhauling the centre of government. His failure to grip these issues in the summer or afterward suggests he did not. The often abject experience of Labour’s time in office suggests IfG proposals like restructuring the functions of the Cabinet Office and Downing Street, and dividing the positions of top official and head of the civil service, are now urgent.

The dominant political role of prime ministers greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He is the casualty of previous shortcomings along with the author of present ones. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Sadly, the primary casualty from this failure is Sir Keir himself.