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Prime Minister Starmer traveled to north Wales this past Thursday to reveal the construction of a new nuclear power station. This is a significant policy event with implications at local and countrywide levels. However, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's energy needs. Instead, he spent it attempting to put an end to the Labour leadership briefing row, telling reporters that Downing Street had not briefed against the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has evolved into more generally. On the one hand, he wants his government to be performing, and to be perceived as performing, important things. On the other hand, he is unable to accomplish this due to the way he – and, to an extent, the country as a whole – now conducts political and governmental affairs.

The Prime Minister is unable to transform the political culture single-handedly, but he can take action about his own role in it. The simple truth is that he could manage the government's core far better than he currently does. If he did this, he could discover that the nation was in less despair about his government than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

Some of the issues in Downing Street relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make good personnel choices, or stick with them. Perhaps he is too busy. 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 Chris Wormald.
• He appointed Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have entered and exited.
• It is a mess.

Systemic Issues at the Heart of Government

All premiers devote excessive time abroad and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and hearing the citizens. Premiers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. Yet leaders cannot express surprise when their political appointees, who are often party activists or ambitious in politics, cross lines or become the story, as the chief of staff now has.

The most significant problems, though, are systemic. It would be good to think that Sir Keir reviewed the a think tank's March 2024 report on reforming the government's central operations. His inability to grip these issues last July or afterward implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of prime ministers far outdistances the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or neglected.

This is not Sir Keir’s sole responsibility. He stands as the casualty of previous shortcomings as well as the architect of present ones. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this shortcoming is Sir Keir personally.