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Prime Minister Starmer traveled to Wales' northern region this past Thursday to announce the development of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. Yet, the prime minister did not devote much time in Wales to advocating solutions for the UK's power requirements. Instead, he used the time trying to draw a line under the Labour leadership briefing row, informing journalists that Downing Street had not undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. On the one hand, he desires his administration to be performing, and to be seen to be doing, important things. On the other hand, he is incapable to achieve this due to the manner he – and, to an extent, the nation as a whole – now practices political and governmental affairs.

Sir Keir cannot change the political culture on his own, but he can do something about his own role in it. The plain fact is that he could manage the centre of government far better than he 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 getting his messages across more effectively.

Staffing Issues in Downing Street

Some of the issues in Downing Street are about 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. However, he must to up his game, not do things slowly or by halves.

• He dithered about assigning the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His communications chiefs have chopped and changed.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Structural Challenges at the Heart of the Administration

Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and too little conversing with MPs and hearing the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. Yet leaders cannot express surprise when their politically appointed staff, who tend to be party activists or politically ambitious, cross lines or become the story, as Mr McSweeney has recently.

The most significant problems, however, are structural. It would be beneficial to think that Sir Keir read the a think tank's March 2024 report on reforming the government's central operations. His failure to grip these issues in the summer or afterward suggests he did not. The frequently dismal performance of the Labour administration suggests recommendations like reorganizing the functions of the Cabinet Office and No 10, and separating the positions of top official and head of the civil service, are now urgent.

The political pre-eminence of prime ministers greatly exceeds the support available to them. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the casualty of past failures along with the architect of present ones. But those who hoped 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 himself.