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Prime Minister Starmer traveled to Wales' northern region this past Thursday to declare the building of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not dedicate much time in Wales to advocating answers for the UK's power requirements. Instead, he spent it attempting to put an end to the briefing controversy within Labour's leadership, informing reporters that No 10 had not briefed against the health secretary’s ambitions in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has evolved into overall. Firstly, he wants his government to be doing, and to be perceived as performing, important things. Conversely, he is unable to accomplish this because of the manner he – and, to an extent, the nation as a whole – now conducts political and governmental affairs.

Sir Keir cannot transform the culture of politics single-handedly, but he can take action about his own role in it. The simple truth is that he could manage the centre of government far better than he currently does. If he did this, he might find that the country was in less despair about his administration than it is, and that he was communicating his points more successfully.

Personnel Problems in No 10

Some of the issues in Number 10 relate to personnel. The personal dynamics of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make good personnel choices, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, not do things slowly or incompletely.

• He hesitated about giving the key job of cabinet secretary to a senior official.
• He made a former official his chief of staff, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have chopped and changed.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues at the Core of Government

Every prime minister spend too much time overseas and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the public. Prime ministers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s spring 2024 report on reforming the government's central operations. His failure to grip these issues in the summer or since implies he did not. The frequently dismal experience of the Labour administration suggests recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s fault alone. He is the victim of previous shortcomings along with the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the centre and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.