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Prime Minister Starmer traveled to Wales' northern region this past Thursday to declare the construction of a new nuclear power station. This represents a significant policy event with both local and national implications. Yet, the prime minister did not dedicate extensive time in Wales to advocating answers for the UK's power requirements. Instead, he spent it trying to put an end to the Labour leadership briefing row, telling reporters that Downing Street had not briefed against the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become overall. Firstly, he wants his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to accomplish this because of the manner he – and, to an extent, the country as a whole – now practices politics and government.

The Prime Minister cannot transform the political culture single-handedly, but he is able to take action about his own role in it. The plain fact is that he could manage the centre of government much more effectively than he currently does. If he did this, he might find that the nation was in less dismay about his government than it is, and that he was communicating his points more effectively.

Staffing Issues in No 10

A number of the problems in Downing Street are about individuals. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to up his game, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his top aide, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury as his deputy.
• His media advisors have chopped and changed.
• Advisors on politics and policy have entered and exited.
• It is a mess.

Systemic Issues at the Core of the Administration

All premiers devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to MPs and listening to the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot express surprise when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the story, as Mr McSweeney now has.

The most significant problems, though, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s March 2024 study on reforming the centre of government. His inability to grip these issues in the summer or since suggests he did not. The often abject experience of Labour’s time in office suggests recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the positions of top official and head of the civil service, are currently critical.

The political pre-eminence of prime ministers far outdistances the assistance provided to them. As a result, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s fault alone. He is the casualty of past failures along with the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the centre and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this failure is Sir Keir personally.