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Prime Minister Starmer traveled to Wales' northern region this past Thursday to announce the construction of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. Yet, the prime minister did not dedicate extensive time in Wales to advocating solutions for the UK's energy needs. Rather, he spent it attempting to put an end to the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. Firstly, he desires his administration to be performing, and to be seen to be doing, important things. On the other hand, he is unable to achieve this due to the way he – and, partly, the country more generally – now practices political and governmental affairs.

The Prime Minister is unable to change the political culture single-handedly, but he is able to do something about his personal involvement in it. The plain fact is that he could manage the government's core far better than he does. Should he achieve this, he might find that the country was in less dismay about his administration than it currently is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

Some of the problems in Number 10 relate to personnel. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of Government

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and hearing the public. Premiers also spend too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party activists or politically ambitious, cross lines or become the story, as Mr McSweeney now has.

The biggest issues, however, are structural. It would be beneficial to think that Sir Keir read the Institute for Government’s March 2024 report on overhauling the centre of government. His failure to grip these issues in the summer or afterward implies he did not. The often abject performance of Labour’s time in office suggests recommendations like restructuring the functions of the Cabinet Office and No 10, and dividing the jobs of top official and civil service head, are currently critical.

The dominant political role of prime ministers greatly exceeds the support available to them. Consequently, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s sole responsibility. He is the casualty of previous shortcomings as well as the architect of present ones. Yet individuals who expected Sir Keir would take control of the centre and take the machinery of government seriously have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.