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Prime Minister Starmer traveled to north Wales on Thursday to declare the development of a fresh nuclear energy facility. This is a significant policy event with both local and national implications. However, the PM did not devote extensive time in Wales to promoting solutions for the UK's power requirements. Instead, he spent it attempting to put an end to the briefing controversy within Labour's leadership, telling 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 prime ministership has evolved into more generally. Firstly, he desires his administration to be performing, and to be perceived as performing, significant actions. Conversely, he is unable to achieve this because of the manner he – and, to an extent, the country more generally – now conducts politics and government.

The Prime Minister is unable to transform the culture of politics on his own, but he can take action about his personal involvement in it. The simple truth is that he could manage the government's core far better than he currently does. If he did this, he could discover that the country was in less dismay about his administration than it is, and that he was communicating his points more effectively.

Personnel Problems in Downing Street

A number of the problems in Number 10 relate to individuals. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or stick with them. Maybe he is overly occupied. Perhaps he is not really interested. But he needs to improve his performance, not do things slowly or by halves.

• He dithered about giving the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his chief of staff, then substituted her with a political strategist.
• He brought Darren Jones in from the Treasury as his deputy.
• 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 Government

Every prime minister spend too much time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and hearing the citizens. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by doing it poorly. But premiers cannot claim to be surprised when their political appointees, who are often party activists or ambitious in politics, overstep boundaries or become the story, as Mr McSweeney has recently.

The most significant problems, however, are systemic. It would be beneficial to believe that Sir Keir read the a think tank's spring 2024 study on reforming the centre of government. His failure to grip these issues in the summer or since suggests he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like restructuring the functions of the central government office and Downing Street, and dividing the positions of top official and head of the civil service, are currently critical.

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

This isn't Sir Keir’s fault alone. He is the victim of previous shortcomings along with the author of present ones. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.