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Prime Minister Starmer visited north Wales on Thursday to reveal the construction of a new nuclear power station. This is a major policy announcement with both local and national implications. Yet, the PM did not dedicate extensive time in Wales to promoting answers for the UK's energy needs. Instead, he used the time attempting to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into overall. On the one hand, he wants his administration to be performing, and to be perceived as performing, important things. Conversely, he is unable to accomplish this due to the way he – and, partly, the nation more generally – now conducts politics and government.

The Prime Minister cannot transform the culture of politics on his own, but he can take action about his own role in it. The plain fact is that he could run the centre of government far better than he currently does. Should he achieve this, he could discover that the nation was in less dismay about his administration than it is, and that he was communicating his points more successfully.

Staffing Issues in No 10

Some of the issues in Downing Street relate to personnel. The interpersonal relations of every Downing Street operation are hard to know 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. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or by halves.

• He dithered about giving the key job of cabinet secretary to a senior official.
• He made Sue Gray his chief of staff, then replaced her with a political strategist.
• He brought a Treasury figure in from the finance ministry as his deputy.
• His media advisors have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Structural Challenges at the Heart of the Administration

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time talking to MPs and listening to the citizens. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. But premiers cannot express surprise when their politically appointed staff, who are often party loyalists or ambitious in politics, cross lines or become the story, as Mr McSweeney has recently.

The biggest issues, though, are systemic. It would be beneficial to believe that Sir Keir reviewed the a think tank's March 2024 study on reforming the government's central operations. His inability to address these matters in the summer or afterward implies he did not. The frequently dismal performance of the Labour administration indicates IfG proposals like restructuring the functions of the central government 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 support available to them. As a result, everything currently suffers, and many tasks are poorly executed or neglected.

This isn't Sir Keir’s fault alone. He is the casualty of previous shortcomings as well as the author of current mistakes. But those who hoped Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Sadly, the primary casualty from this failure is Sir Keir personally.