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Prime Minister Starmer traveled to north Wales this past Thursday to declare the development 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 devote extensive time in Wales to promoting solutions for the UK's energy needs. Rather, he spent it attempting to draw a line under the briefing controversy within Labour's leadership, telling journalists that No 10 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 evolved into overall. On the one hand, he desires his administration to be doing, and to be perceived as performing, significant actions. Conversely, he is unable to accomplish this because of the way he – and, partly, the country more generally – now practices politics and government.

Sir Keir is unable to change the political culture single-handedly, but he is able to take action about his personal involvement in it. The simple truth is that he could manage the government's core far better than he does. If he did this, he could discover that the nation was in less despair about his administration than it is, and that he was communicating his points more effectively.

Staffing Issues in Downing Street

Some of the issues in Number 10 relate to individuals. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to 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, avoid slow progress or by halves.

• He hesitated about giving the crucial role of top civil servant to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with a political strategist.
• He recruited a Treasury figure in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues at the Core of Government

All premiers spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and hearing the citizens. Premiers also spend too much time doing media, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party activists or ambitious in politics, overstep boundaries 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 a think tank's spring 2024 report on reforming the centre of government. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal performance of the Labour administration suggests IfG proposals like restructuring the roles of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the casualty of previous shortcomings as well as the author of present ones. But those who hoped Sir Keir might get a grip on the centre and take the machinery of government seriously have been disappointed. Sadly, the primary casualty from this failure is Sir Keir personally.