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Sir Keir Starmer traveled to north Wales on Thursday to declare the development of a new nuclear power station. This represents a significant policy event with both local and national implications. However, the PM did not dedicate much time in Wales to advocating solutions for the UK's power requirements. Rather, he spent it trying to draw a line under the briefing controversy within Labour's leadership, informing 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 premiership has evolved into overall. Firstly, he desires his administration 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, partly, the country as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the culture of politics 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 does. Should he achieve this, he could discover that the country was in less despair about his government than it currently is, and that he was communicating his points more effectively.

Staffing Issues in No 10

Some of the issues in Downing Street are about personnel. The personal dynamics of every Downing Street operation are hard to know well from outside. Yet it appears clear that Sir Keir does not make good personnel choices, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or by halves.

• He hesitated about giving the key job of cabinet secretary to Chris Wormald.
• He appointed a former official his chief of staff, then replaced her with Morgan McSweeney.
• He recruited a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have been frequently replaced.
• 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 abroad and on foreign affairs, where Sir Keir should delegate more, and too little talking to MPs and hearing the public. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by doing it poorly. Yet leaders cannot claim to be surprised when their political appointees, who tend to be party activists or ambitious in politics, overstep boundaries or become the story, as the chief of staff now has.

The most significant problems, however, are structural. It would be good to believe that Sir Keir read the a think tank's spring 2024 study on reforming the government's central operations. His inability to address these matters last July or since implies he did not. The frequently dismal performance of Labour’s time in office suggests recommendations like restructuring the roles of the central government office and No 10, and separating the positions of top official and head of the civil service, are currently critical.

The dominant political role of prime ministers far outdistances the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or ignored.

This is not Sir Keir’s sole responsibility. He stands as the casualty of past failures along with the author of present ones. Yet individuals who expected Sir Keir would take control of the core and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir himself.