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Prime Minister Starmer traveled to north Wales this past Thursday to reveal the development of a fresh nuclear energy facility. This is a significant policy event with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to advocating answers for the UK's power requirements. Instead, he used the time trying to put an end to the Labour leadership briefing row, informing reporters that No 10 had not briefed against the health secretary's goals in recent days.

As such, Sir Keir’s day served as a microcosm of what his premiership has now become more generally. 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, partly, the nation as a whole – now conducts political and governmental affairs.

The Prime Minister cannot transform the political culture on his own, but he can take action about his own role in it. The simple truth is that he could run the centre of government far better than he 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 effectively.

Staffing Issues in No 10

Some of the issues in Downing Street relate to 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 sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or by halves.

• He dithered about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Structural Challenges at the Heart of Government

Every prime minister spend too much time overseas and on international matters, where Sir Keir should delegate more, and insufficient time talking to parliamentarians and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who tend to be party loyalists 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 believe that Sir Keir read the Institute for Government’s March 2024 report on reforming the centre of government. His inability to grip these issues in the summer or afterward suggests he did not. The often abject performance of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and Downing Street, and separating the jobs of top official and head of the civil service, are now urgent.

The political pre-eminence of PMs greatly exceeds the assistance provided to them. Consequently, all aspects suffer, and much is done badly or ignored.

This is not Sir Keir’s fault alone. He stands as the victim of previous shortcomings as well as the author of current mistakes. But those who hoped Sir Keir would take control of the centre and take the machinery of government seriously have been disappointed. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.