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Prime Minister Starmer traveled to Wales' northern region this past Thursday to announce the development of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. Yet, the PM did not devote extensive time in Wales to promoting solutions for the UK's power requirements. Rather, he used the time trying to draw a line under the Labour leadership briefing row, telling journalists that No 10 had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a microcosm of what his premiership has now become overall. Firstly, he wants his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to accomplish this because of the manner he – and, to an extent, the nation more generally – now conducts political and governmental affairs.

The Prime Minister is unable to transform the culture of politics single-handedly, but he is able to take action about his personal involvement in it. The plain fact is that he could manage the government's core far better than he does. If he did this, he might find that the country was in less despair about his government than it currently is, and that he was communicating his points more successfully.

Personnel Problems in Downing Street

A number of the issues in Downing Street are about personnel. The personal dynamics of every Downing Street operation are hard to know accurately from the exterior. 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 improve his performance, avoid slow progress or by halves.

• He dithered about assigning the crucial role of cabinet secretary 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 Treasury as his deputy.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Core of Government

Every prime minister devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little talking to MPs and listening to the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party activists or ambitious in politics, overstep boundaries or become the story, as the chief of staff now has.

The most significant problems, though, are structural. It would be beneficial to think that Sir Keir read the Institute for Government’s spring 2024 study on reforming the centre of government. His failure to grip these issues last July or since suggests he did not. The often abject experience of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and No 10, and separating the jobs of cabinet secretary and head of the civil service, are now urgent.

The dominant political role of prime ministers greatly exceeds the assistance provided to them. As a result, all aspects suffer, and much is done badly or neglected.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings along with the author of current mistakes. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.