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Prime Minister Starmer visited north Wales on Thursday to declare the development of a fresh nuclear energy facility. This is a major policy announcement with implications at local and countrywide levels. However, the prime minister did not dedicate much time in Wales to advocating answers for the UK's power requirements. Instead, he used the time trying to put an end to the Labour leadership briefing row, telling journalists that Downing Street had not undermined the health secretary’s ambitions in recent days.

Therefore, Sir Keir’s day acted as a microcosm of what his prime ministership has evolved into more generally. Firstly, he desires his government to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this because of the way he – and, partly, the nation as a whole – now practices politics and government.

The Prime Minister is unable to transform the political culture single-handedly, but he can take action about his personal involvement in it. The plain fact is that he could manage the government's core far better than he currently does. If he did this, he could discover that the country was in less despair about his government than it is, and that he was getting his messages across more effectively.

Staffing Issues in No 10

Some of the issues in Number 10 are about individuals. The personal dynamics of any No 10 regime 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. Perhaps he is too busy. Perhaps he is not really interested. However, he must to improve his performance, not do things slowly or by halves.

• He hesitated about assigning the key job of cabinet secretary to Chris Wormald.
• He appointed Sue Gray his top aide, then substituted her with Morgan McSweeney.
• He brought Darren Jones in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Political and policy advisers have come and gone.
• It is a mess.

Systemic Issues at the Core of Government

All premiers devote excessive time abroad and on international matters, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the public. Prime ministers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the focus, as the chief of staff has recently.

The biggest issues, however, are structural. It would be beneficial to believe that Sir Keir reviewed the a think tank's March 2024 study on reforming the centre of government. His failure to address these matters in the summer or since suggests he did not. The often abject performance of the Labour administration indicates recommendations like restructuring the functions of the Cabinet Office and No 10, and separating the positions of top official and head of the civil service, are now urgent.

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 stands as the casualty of past failures as well as the author of current mistakes. Yet individuals who expected Sir Keir would take control of the core and take the machinery of government seriously have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.