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Prime Minister Starmer traveled to north Wales this past Thursday to declare the development of a new nuclear power station. This represents a major policy announcement with implications at local and countrywide levels. Yet, the prime minister did not devote much time in Wales to promoting solutions for the UK's power requirements. Instead, he used the time attempting to put an end to the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day served as a microcosm of what his premiership has now become more generally. On the one hand, he wants his government to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to achieve this because of the manner he – and, partly, the country as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the political culture single-handedly, but he is able to take action about his personal involvement in it. The plain fact is that he could run the centre of government far better than he does. If he did this, he might find that the country was in less dismay about his government than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

A number of the issues in Downing Street are about individuals. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of Government

All premiers devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the public. Premiers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries or become the story, as the chief of staff has recently.

The biggest issues, though, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s March 2024 report on overhauling the centre of government. His failure to address these matters last July or since suggests he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like restructuring the roles of the central government office and Downing Street, and dividing the jobs of top official and civil service head, are now urgent.

The political pre-eminence of PMs far outdistances the support available to them. As a result, everything currently suffers, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the victim of past failures as well as the author of present ones. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been let down. Sadly, the primary casualty from this failure is Sir Keir personally.