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Prime Minister Starmer traveled to Wales' northern region on Thursday to announce the development of a new nuclear power station. This is a significant policy event with both local and national implications. Yet, the PM did not dedicate much time in Wales to advocating answers for the UK's energy needs. Rather, he spent it attempting to put an end to the briefing controversy within Labour's leadership, telling reporters that No 10 had not briefed against the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day served as a microcosm of what his premiership has now become overall. On the one hand, he desires his government to be doing, and to be perceived as performing, important things. On the other hand, he is incapable 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 cannot change the culture of politics on his own, but he can take action about his personal involvement in it. The plain fact is that he could manage 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 government than it currently is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

Some of the issues in Number 10 are about individuals. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to up his game, avoid slow progress or by halves.

• He dithered about giving the crucial role 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 chief secretary.
• His media advisors have chopped and changed.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and too little conversing with parliamentarians and listening to the citizens. Premiers also spend too much time doing media, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or politically ambitious, overstep boundaries or become the focus, as Mr McSweeney has recently.

The most significant problems, however, are systemic. It would be good to think that Sir Keir read the a think tank's March 2024 report on overhauling the centre of government. His failure to address these matters in the summer or since implies he did not. The often abject experience of the Labour administration indicates recommendations like reorganizing the roles of the Cabinet Office and No 10, and dividing the positions of cabinet secretary and civil service head, are now urgent.

The political pre-eminence of PMs greatly exceeds the support available to them. Consequently, all aspects suffer, and much is done badly or neglected.

This isn't Sir Keir’s sole responsibility. He is the casualty of past failures along with the architect of present ones. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.