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Prime Minister Starmer visited north Wales on Thursday to reveal the construction of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. However, the PM did not dedicate extensive time in Wales to advocating answers for the UK's power requirements. Rather, he spent it trying to put an end to the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day served as a small-scale example of what his premiership has now become more generally. Firstly, he desires his administration to be doing, and to be perceived as performing, important things. Conversely, he is unable to accomplish this because of the way he – and, to an extent, the nation more generally – now conducts political and governmental affairs.

Sir Keir is unable to transform the culture of politics on his own, but he can take action about his personal involvement in it. The plain fact is that he could run the centre of government much more effectively than he currently does. If he did this, he might find that the country was in less dismay about his administration than it is, and that he was communicating his points more successfully.

Staffing Issues in No 10

A number of the problems in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to improve his performance, avoid slow progress or incompletely.

• He hesitated about giving the key job of cabinet secretary to a senior official.
• He appointed Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought a Treasury figure in from the Treasury as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have entered and exited.
• It is a mess.

Systemic Issues at the Heart of Government

All premiers devote excessive time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the public. Premiers also spend too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their political appointees, who are often party activists or ambitious in politics, cross lines or become the focus, as Mr McSweeney now has.

The biggest issues, though, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 2024 report on reforming the centre of government. His failure to grip these issues in the summer or since suggests he did not. The frequently dismal performance of the Labour administration indicates recommendations like restructuring the functions of the Cabinet Office and No 10, and separating the positions of cabinet secretary and head of the civil service, are currently critical.

The dominant political role of PMs far outdistances the assistance provided to them. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This is not Sir Keir’s fault alone. He is the casualty of past failures along with the architect of current mistakes. Yet individuals who expected Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir personally.