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Prime Minister Starmer traveled to Wales' northern region on Thursday to reveal the development of a fresh nuclear energy facility. This represents a significant policy event with implications at local and countrywide levels. However, the PM did not devote extensive time in Wales to promoting 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 ambitions earlier this week.

As such, Sir Keir’s day acted as a microcosm of what his premiership has now become overall. Firstly, he wants his government to be performing, and to be perceived as performing, significant actions. Conversely, he is unable to accomplish this due to the way he – and, partly, the nation as a whole – now practices politics and government.

The Prime Minister is unable to change the culture of politics single-handedly, but he is able to do something about his personal involvement in it. The plain fact is that he could run the centre of government much more effectively than he currently 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 Downing Street

Some of the problems in Downing Street relate to individuals. The interpersonal relations of any No 10 regime are hard to know well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or by halves.

• He hesitated about giving the key job of top civil servant to a senior official.
• He appointed Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have entered and exited.
• It is a mess.

Structural Challenges at the Core of the Administration

Every prime minister devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the public. Premiers also spend too much time engaging with the press, which Sir Keir worsens by doing it poorly. Yet leaders cannot express surprise when their politically appointed staff, who tend to be party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff now has.

The most significant problems, however, are systemic. It would be beneficial to believe that Sir Keir read the Institute for Government’s spring 2024 report on reforming the government's central operations. His inability to address these matters in the summer or afterward suggests he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the functions of the central government office and No 10, and separating the jobs of cabinet secretary and head of the civil service, are currently critical.

The political pre-eminence 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 fault alone. He stands as the casualty of past failures as well as the architect of current mistakes. But those who hoped Sir Keir would take control of the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this failure is Sir Keir himself.