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Prime Minister Starmer traveled to Wales' northern region this past Thursday to announce the development of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. However, the PM did not dedicate extensive time in Wales to advocating answers for the UK's energy needs. Rather, he spent it attempting to put an end to the Labour leadership briefing row, telling journalists that Downing Street had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day served as a small-scale example of what his prime ministership has evolved into more generally. On the one hand, he wants his administration to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this because of the manner he – and, partly, the country more generally – now conducts politics and government.

The Prime Minister cannot change the culture of politics single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the centre of government far better than he currently does. If he did this, he could discover that the nation was in less dismay about his government than it is, and that he was getting his messages across more effectively.

Personnel Problems in Downing Street

Some of the issues in Downing Street relate to individuals. The interpersonal relations of every Downing Street operation are hard to know well from outside. But it seems obvious 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, not do things slowly or incompletely.

• He hesitated about giving the key job of cabinet secretary to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced 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.
• It is a mess.

Systemic Issues at the Core of Government

Every prime minister devote excessive time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to MPs and hearing the public. 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 activists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, however, are structural. It would be beneficial to believe that Sir Keir reviewed the Institute for Government’s March 2024 report on overhauling the centre of government. His inability to address these matters in the summer or since implies he did not. The often abject experience of Labour’s time in office indicates recommendations like restructuring the functions of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are now urgent.

The dominant political role of prime ministers far outdistances the assistance provided 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 stands as the casualty of past failures as well as the author of present ones. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this failure is Sir Keir himself.