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Prime Minister Starmer traveled to north Wales this past Thursday to declare the building of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. However, the prime minister did not dedicate extensive time in Wales to promoting solutions for the UK's energy needs. Rather, he spent it attempting to draw a line under the briefing controversy within Labour's leadership, informing journalists that Downing Street had not briefed against the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a microcosm of what his premiership has now become more generally. On the one hand, he desires his administration to be doing, and to be perceived as performing, significant actions. On the other hand, he is incapable to achieve this due to the way he – and, to an extent, the country as a whole – now conducts political and governmental affairs.

Sir Keir is unable to transform the culture of politics on his own, but he is able to do something about his personal involvement 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 could discover that the country was in less dismay about his administration than it is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

Some of the problems in Number 10 are about individuals. The personal dynamics of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or by halves.

• He hesitated about giving the key job of top civil servant to a senior official.
• He appointed a former official his chief of staff, then replaced her with a political strategist.
• He recruited a Treasury figure in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of Government

Every prime minister spend too much time abroad and on foreign affairs, where Sir Keir should delegate more, and too little conversing with parliamentarians and hearing the public. Premiers also allocate too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who are often party activists or ambitious in politics, cross lines or become the story, as Mr McSweeney now has.

The biggest issues, however, are structural. It would be good to think that Sir Keir read the a think tank's spring 2024 study on reforming the centre of government. His failure to address these matters last July or since suggests he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like reorganizing the functions of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the support available to them. Consequently, all aspects suffer, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He is the casualty of previous shortcomings along with the author of current mistakes. But those who hoped 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 himself.