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Prime Minister Starmer traveled to north Wales on Thursday to declare the development of a new nuclear power station. This represents a significant policy event with implications at local and countrywide levels. Yet, the PM did not devote much time in Wales to advocating answers for the UK's energy needs. Instead, he spent it attempting to put an end to the Labour leadership briefing row, informing journalists that Downing Street had not undermined 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 evolved into overall. On the one hand, he desires his government to be doing, and to be seen to be doing, important things. Conversely, he is unable to accomplish this due to the manner he – and, partly, the nation as a whole – now conducts political and governmental affairs.

Sir Keir is unable to transform the culture of politics single-handedly, but he can take action about his personal involvement in it. The simple truth is that he could run the government's core much more effectively than he does. If he did this, he might find that the country was in less dismay about his government than it currently is, and that he was communicating his points more successfully.

Personnel Problems in No 10

Some of the problems in Downing Street are about individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir does not make good personnel choices, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or incompletely.

• He dithered about giving the key job of cabinet secretary to Chris Wormald.
• He appointed a former official his chief of staff, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Systemic Issues 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 too little talking to parliamentarians and hearing the public. Premiers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who tend to be party activists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The biggest issues, though, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s March 2024 report on overhauling the centre of government. His inability to address these matters in the summer or since implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and civil service head, are currently critical.

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

This isn't Sir Keir’s sole responsibility. 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 core and take the machinery of government seriously have been disappointed. Sadly, the primary casualty from this failure is Sir Keir himself.