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Prime Minister Starmer visited north Wales this past Thursday to declare the construction of a new nuclear power station. This represents a major policy announcement with both local and national implications. However, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's energy needs. Instead, he spent it trying to put an end to the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions in recent days.

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

The Prime Minister is unable to transform the culture of politics on his own, but he is able to do something about his own role in it. The simple truth is that he could manage the government's core much more effectively than he does. Should he achieve this, he might find that the country was in less dismay about his government than it is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

A number of the problems in Number 10 are about individuals. The personal dynamics of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. But he needs to up his game, avoid slow progress or incompletely.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed a former official his top aide, then substituted her with Morgan McSweeney.
• 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.
• The situation is chaotic.

Structural Challenges at the Heart of the Administration

All premiers spend too much time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and listening to the public. Premiers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. Yet leaders cannot express surprise when their political appointees, who are often party activists or politically ambitious, cross lines or become the focus, as Mr McSweeney has recently.

The biggest issues, though, are systemic. It would be good to think that Sir Keir reviewed the Institute for Government’s March 2024 study on overhauling the centre of government. His failure to grip these issues in the summer or afterward implies he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like reorganizing the roles of the central government office and Downing Street, and separating the positions of top official and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the assistance provided to them. As a result, everything currently suffers, and many tasks are poorly executed or neglected.

This is not Sir Keir’s fault alone. He is the casualty of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.