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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 major policy announcement with both local and national implications. Yet, the PM did not dedicate much time in Wales to promoting solutions for the UK's power requirements. Rather, he used the time attempting to draw a line under the Labour leadership briefing row, telling journalists that No 10 had not briefed against the health secretary's goals earlier this week.

Therefore, 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 administration to be doing, and to be seen to be doing, important things. Conversely, he is unable to achieve this because of the manner he – and, to an extent, the country as a whole – now practices political and governmental affairs.

Sir Keir is unable to change the culture of politics single-handedly, but he can take action about his personal involvement in it. The simple truth is that he could manage the government's core much more effectively than he does. If he did this, he could discover that the nation was in less dismay about his government than it is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

A number of the issues in Downing Street relate to personnel. The personal dynamics of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Maybe he is overly occupied. Perhaps he is not really interested. However, he must to up his game, avoid slow progress or incompletely.

• He hesitated about giving the crucial role of cabinet secretary to Chris Wormald.
• He appointed a former official his top aide, then replaced her with a political strategist.
• He brought Darren Jones in from the finance ministry as his deputy.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Structural Challenges at the Core of the Administration

Every prime minister devote excessive time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time conversing with parliamentarians and hearing the public. Prime ministers also spend too much time doing media, which Sir Keir worsens by doing it poorly. Yet leaders cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries or become the focus, as the chief of staff has recently.

The biggest issues, though, are structural. It would be good to think that Sir Keir read the a think tank's spring 2024 report on overhauling the government's central operations. His failure to address these matters last July or afterward suggests he did not. The frequently dismal performance of the Labour administration indicates recommendations like reorganizing the roles of the Cabinet Office and No 10, 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. Consequently, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He is the casualty of past failures as well as the author of present ones. Yet individuals who expected Sir Keir would take control of the core and take the machinery of government seriously have been disappointed. Sadly, the primary casualty from this shortcoming is Sir Keir himself.