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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 prime minister did not dedicate much time in Wales to advocating answers for the UK's power requirements. Rather, he spent it trying to draw a line under the briefing controversy within Labour's leadership, telling reporters that Downing Street had not undermined the health secretary's goals in recent days.

As such, Sir Keir’s day acted as a microcosm of what his premiership has now become more generally. Firstly, he desires his administration to be performing, and to be seen to be doing, significant actions. Conversely, he is incapable to accomplish this due to the way he – and, partly, the country more generally – now conducts political and governmental affairs.

Sir Keir is unable to transform the culture of politics single-handedly, but he is able to do something about his personal involvement in it. The simple truth 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 administration than it is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

A number of the problems in Number 10 are about individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, avoid slow progress or incompletely.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his top aide, then substituted her with Morgan McSweeney.
• He brought Darren Jones in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Heart of the Administration

All premiers devote excessive time abroad and on international matters, where Sir Keir should delegate more, and insufficient time talking to MPs and hearing the citizens. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their political appointees, who tend to be party loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney has recently.

The most significant problems, however, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s spring 2024 study on overhauling the centre of government. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal performance of Labour’s time in office suggests IfG proposals like reorganizing the functions of the central government office and Downing Street, and dividing the positions of cabinet secretary and head of the civil service, are currently critical.

The dominant political role of prime ministers far outdistances the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings along with the architect of current mistakes. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.