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Prime Minister Starmer traveled to Wales' northern region this past Thursday to declare the construction of a fresh nuclear energy facility. This is a major policy announcement with implications at local and countrywide levels. However, the PM did not devote extensive time in Wales to promoting solutions for the UK's energy needs. Rather, he spent it trying to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not briefed against the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his premiership has evolved into overall. On the one hand, he desires his government to be doing, and to be perceived as performing, significant actions. Conversely, he is incapable to achieve this due to the manner he – and, to an extent, the country more generally – now practices political and governmental affairs.

Sir Keir is unable to transform the political culture single-handedly, but he can take action about his personal involvement in it. The plain fact is that he could run the centre of government far better than he currently does. Should he achieve this, he could discover that the country was in less dismay about his government than it is, and that he was communicating his points more successfully.

Staffing Issues in No 10

A number of the problems in Downing Street are about individuals. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make good personnel choices, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, not do things slowly or incompletely.

• He dithered about giving the crucial role of top civil servant to a senior official.
• He appointed Sue Gray his chief of staff, then substituted her with a political strategist.
• He recruited Darren Jones in from the finance ministry 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 overseas and on international matters, where Sir Keir should delegate more, and too little talking to parliamentarians and hearing the public. Premiers also spend too much time doing media, which Sir Keir compounds by doing it poorly. Yet leaders 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 most significant problems, though, are systemic. It would be beneficial to think that Sir Keir reviewed the Institute for Government’s spring 2024 study on reforming the government's central operations. His failure to address these matters in the summer or since implies he did not. The often abject performance of Labour’s time in office suggests recommendations like reorganizing the roles of the central government office and Downing Street, and dividing the jobs of cabinet secretary and head of the civil service, are currently critical.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. As a result, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s sole responsibility. He stands as the casualty of past failures along with the author of present ones. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this failure is Sir Keir personally.