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Prime Minister Starmer visited north Wales this past Thursday to declare the construction of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. Yet, the PM did not devote much time in Wales to advocating answers for the UK's energy needs. Rather, he used the time trying to draw a line under the briefing controversy within Labour's leadership, telling journalists that Downing Street had not briefed against the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a microcosm of what his prime ministership has now become overall. On the one hand, he wants his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to achieve this because of the way he – and, partly, the country more generally – now practices political and governmental affairs.

Sir Keir is unable to change the culture of politics single-handedly, but he can take action about his personal involvement in it. The plain fact is that he could manage the centre of government much more effectively than he currently does. Should he achieve this, he might find 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 are about personnel. The personal dynamics of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or by halves.

• He hesitated about assigning the key job of top civil servant to a senior official.
• He appointed Sue Gray his chief of staff, then substituted her with Morgan McSweeney.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Heart of Government

All premiers devote excessive time overseas and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the public. Premiers also allocate too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their political appointees, who are often party activists or politically ambitious, overstep boundaries or become the story, as Mr McSweeney has recently.

The biggest issues, though, are systemic. It would be good to believe that Sir Keir read the Institute for Government’s March 2024 study on reforming the centre of government. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal experience of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and No 10, and dividing the jobs of cabinet secretary and civil service head, are currently critical.

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 is not Sir Keir’s fault alone. He is the casualty of previous shortcomings along with the architect of current mistakes. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir himself.