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Prime Minister Starmer traveled to Wales' northern region on Thursday to announce the construction of a new nuclear power station. This is a major policy announcement with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to promoting solutions for the UK's energy needs. Instead, he spent it attempting to put an end to the briefing controversy within Labour's leadership, telling journalists that Downing Street had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into overall. Firstly, he wants his government to be performing, and to be seen to be doing, important things. On the other hand, he is incapable to accomplish this because of the way he – and, partly, the country more generally – now conducts politics and government.

Sir Keir is unable to change the political culture single-handedly, but he can do something about his personal involvement in it. The plain fact is that he could run the centre of government much more effectively than he currently does. Should he achieve this, he might find that the nation was in less despair about his administration than it currently is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

A number of the issues in Downing Street are about personnel. The personal dynamics of any No 10 regime are hard to know accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or incompletely.

• He dithered about giving the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Core of Government

All premiers devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to parliamentarians and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their political appointees, who tend to be party activists or ambitious in politics, overstep boundaries or become the focus, as Mr McSweeney has recently.

The most significant problems, however, are structural. It would be beneficial to think that Sir Keir read the Institute for Government’s March 2024 report on reforming the government's central operations. His inability to address these matters last July or afterward implies he did not. The often abject experience of Labour’s time in office suggests recommendations like reorganizing the functions of the central government office and Downing Street, and separating the positions of cabinet secretary and head of the civil service, are currently critical.

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

This is not Sir Keir’s fault alone. He is the victim of past failures along with the author of present ones. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.