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Prime Minister Starmer traveled to north Wales on Thursday to reveal the development of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. However, the prime minister did not devote much time in Wales to promoting answers for the UK's power requirements. Instead, he used the time attempting to put an end to the briefing controversy within Labour's leadership, informing 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 microcosm of what his premiership has now become overall. On the one hand, he wants his government to be performing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this because of the manner he – and, to an extent, the nation more generally – now practices politics and government.

The Prime Minister cannot change the culture of politics on his own, but he can do something about his own role in it. The plain fact is that he could manage the centre of government much more effectively than he currently does. If he did this, he might find that the country was in less dismay about his administration than it is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

Some of the issues in Downing Street relate to personnel. The interpersonal relations of every Downing Street operation are hard to know accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to up his game, not do things slowly or by halves.

• He dithered about assigning the crucial role of top civil servant to a senior official.
• He made a former official his top aide, then substituted her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Core of Government

Every prime minister spend too much time overseas and on international matters, where Sir Keir should delegate more, and too little conversing with parliamentarians and listening to the citizens. Premiers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who are often party activists or ambitious in politics, overstep boundaries or become the story, as the chief of staff now has.

The most significant problems, however, are systemic. It would be beneficial to think that Sir Keir read the a think tank's March 2024 study on reforming the government's central operations. His inability to address these matters in the summer or since suggests he did not. The often abject performance of the Labour administration indicates IfG proposals like restructuring the functions of the Cabinet Office and No 10, and separating the positions of top official and civil service head, are currently critical.

The political pre-eminence of PMs far outdistances the assistance provided to them. Consequently, all aspects suffer, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He stands as the casualty of previous shortcomings along with the author of current mistakes. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this failure is Sir Keir himself.