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Prime Minister Starmer visited Wales' northern region on Thursday to reveal the construction of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. However, the PM did not dedicate much time in Wales to advocating solutions for the UK's energy needs. Instead, he used the time trying to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not briefed against the health secretary's goals earlier this week.

As such, Sir Keir’s day served as a small-scale example of what his prime ministership has now become overall. On the one hand, he desires his government to be performing, and to be seen to be doing, significant actions. Conversely, he is incapable to achieve this due to the manner he – and, to an extent, the country more generally – now conducts politics and government.

The Prime Minister cannot transform the culture of politics on his own, but he is able to do something about his personal involvement in it. The simple truth is that he could run the government's core far better than he does. If he did this, he could discover that the country was in less despair about his government than it is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

A number of the issues in Downing Street relate to personnel. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, not do things slowly or by halves.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his chief of staff, then substituted her with a political strategist.
• He brought a Treasury figure in from the Treasury as his deputy.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Core of the Administration

All premiers spend too much time abroad and on international matters, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with MPs and listening to the citizens. Premiers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot claim to be surprised when their political appointees, who are often party activists or politically ambitious, overstep boundaries or become the focus, as the chief of staff has recently.

The biggest issues, however, are systemic. It would be beneficial to think that Sir Keir read the a think tank's March 2024 study on reforming the government's central operations. His inability to address these matters last July or since implies he did not. The frequently dismal performance of Labour’s time in office indicates IfG proposals like restructuring the functions of the Cabinet Office and No 10, and separating the jobs of top official and head of the civil service, are now urgent.

The dominant political role of PMs far outdistances the assistance provided to them. As a result, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s fault alone. He is the casualty of past failures as well as the architect of present ones. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this failure is Sir Keir himself.