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Prime Minister Starmer visited north Wales this past Thursday to reveal the construction of a new nuclear power station. This is a major policy announcement with both local and national implications. However, the PM did not dedicate much time in Wales to promoting solutions for the UK's energy needs. Rather, he spent it attempting 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.

Therefore, Sir Keir’s day served as a microcosm of what his prime ministership has now become overall. On the one hand, he desires his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this because of the manner he – and, partly, the nation as a whole – now conducts politics and government.

The Prime Minister is unable to change 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 centre of government far better than he does. Should he achieve this, he might find that the country was in less dismay about his administration than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

A number of the issues in Number 10 relate to personnel. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or by halves.

• He hesitated about giving the key job of top civil servant to Chris Wormald.
• He made a former official his chief of staff, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of Government

Every prime minister spend too much time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and listening to the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who tend to be party activists or ambitious in politics, cross lines or become the story, as Mr McSweeney has recently.

The most significant problems, though, are systemic. It would be beneficial 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 since implies he did not. The often abject performance of the Labour administration indicates IfG proposals like restructuring the roles of the Cabinet Office and No 10, and dividing the positions of top official and civil service head, are currently critical.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. As a result, all aspects suffer, and much is done badly or ignored.

This is not Sir Keir’s fault alone. He is the casualty of previous shortcomings as well as the architect of current mistakes. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.