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Prime Minister Starmer visited Wales' northern region on Thursday to declare the development of a new nuclear power station. This is a major policy announcement with implications at local and countrywide levels. However, the PM did not dedicate much time in Wales to advocating answers for the UK's energy needs. Rather, he used the time attempting to draw a line under the Labour leadership briefing row, informing journalists that No 10 had not undermined the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day served as a microcosm of what his premiership has now become more generally. On the one hand, he wants his administration to be doing, and to be perceived as performing, important things. Conversely, he is unable to achieve this due to the way he – and, to an extent, the country more generally – now conducts political and governmental affairs.

The Prime Minister is unable to change the political culture single-handedly, but he can do something about his own role in it. The plain fact is that he could run the government's core much more effectively than he currently does. If he did this, he might find that the nation was in less despair about his administration than it is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

Some of the issues in Number 10 relate to personnel. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, avoid slow progress or incompletely.

• He hesitated about assigning the crucial role of top civil servant to Chris Wormald.
• He made Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have entered and exited.
• The situation is chaotic.

Structural Challenges at the Heart of the Administration

Every prime minister spend too much time overseas and on international matters, where Sir Keir should delegate more, and insufficient time conversing with MPs and hearing the public. 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 tend to be party activists or politically ambitious, overstep boundaries or become the story, as the chief of staff has recently.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir reviewed the Institute for Government’s March 2024 report on overhauling the government's central operations. His inability to grip these issues last July or since implies he did not. The often abject experience of Labour’s time in office suggests IfG proposals like restructuring the functions of the central government office and Downing Street, and dividing the jobs of cabinet secretary and civil service head, are now urgent.

The dominant political role of PMs greatly exceeds the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He is the victim of previous shortcomings as well as the author of current mistakes. But those who hoped 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.