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Prime Minister Starmer visited Wales' northern region this past Thursday to declare the development of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. Yet, the PM did not dedicate much time in Wales to advocating answers for the UK's energy needs. Instead, he used the time trying to draw a line under the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary's goals in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into overall. Firstly, he desires his government to be doing, and to be perceived as performing, significant actions. Conversely, he is incapable to accomplish this because of the manner he – and, to an extent, the nation as a whole – now practices political and governmental affairs.

Sir Keir is unable to change the political culture single-handedly, but he is able to do something about his personal involvement 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 dismay about his government than it currently is, and that he was getting his messages across more effectively.

Personnel Problems in No 10

A number of the problems in Downing Street relate to individuals. The personal dynamics of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir fails to make good personnel choices, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to up his game, not do things slowly or incompletely.

• He dithered about giving the crucial role of top civil servant to Chris Wormald.
• He made a former official his chief of staff, then replaced her with a political strategist.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges at the Heart of Government

Every prime minister spend too much time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and hearing the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who tend to be party loyalists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, however, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s March 2024 study on reforming the government's central operations. His failure to address these matters in the summer or afterward implies he did not. The often abject experience of Labour’s time in office suggests recommendations like restructuring the functions of the Cabinet Office and No 10, and dividing the jobs of top official and civil service head, are currently critical.

The dominant political role of PMs far outdistances the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s fault alone. He stands as the victim of previous shortcomings as well as the architect of present ones. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir personally.