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Prime Minister Starmer visited Wales' northern region on Thursday to declare the development of a new nuclear power station. This represents a significant policy event with both local and national implications. Yet, the prime minister did not devote extensive time in Wales to promoting solutions for the UK's power requirements. Rather, he spent it trying to draw a line under the Labour leadership briefing row, telling journalists that Downing Street had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into overall. Firstly, he wants his government to be performing, and to be perceived as performing, important things. On the other hand, he is incapable to achieve this due to the manner he – and, to an extent, the country as a whole – now practices politics and government.

Sir Keir cannot change the culture of politics single-handedly, but he is able to do something about his own role in it. The simple truth is that he could run the government's core far better than he currently does. Should he achieve 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.

Staffing Issues in No 10

Some of the problems in Number 10 relate to individuals. The interpersonal relations of any No 10 regime are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or by halves.

• He hesitated about assigning the crucial role of cabinet secretary to a senior official.
• He appointed Sue Gray his chief of staff, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Political and policy advisers have entered and exited.
• It is a mess.

Structural Challenges at the Heart of Government

Every prime minister spend too much time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to parliamentarians and hearing the citizens. Premiers also spend too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot claim to be surprised when their political appointees, who tend to be party loyalists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, however, are structural. It would be good to think that Sir Keir reviewed the Institute for Government’s March 2024 report on reforming the government's central operations. His inability to address these matters last July or since suggests he did not. The frequently dismal experience of Labour’s time in office suggests IfG proposals like restructuring the functions of the Cabinet Office and Downing Street, and dividing the jobs of top official and head of the civil service, are currently critical.

The dominant political role of prime ministers greatly exceeds the assistance provided to them. As a result, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s sole responsibility. He is the casualty of previous shortcomings along with the architect of present ones. But those who hoped Sir Keir would take control of the core and take the machinery of government seriously have been let down. Unfortunately, the primary casualty from this shortcoming is Sir Keir himself.