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Sir Keir Starmer visited north Wales this past Thursday to announce the development of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. However, the prime minister did not dedicate extensive time in Wales to advocating answers for the UK's energy needs. Rather, he used the time trying to draw a line under the Labour leadership briefing row, telling journalists that Downing Street had not undermined 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 wants his administration to be performing, and to be seen to be doing, important things. Conversely, he is unable to achieve this because of the manner he – and, partly, the nation as a whole – now practices politics and government.

The Prime Minister is unable to transform the culture of politics single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the centre of government much more effectively than he currently does. If he did this, he could discover that the nation was in less dismay about his administration than it currently is, and that he was getting his messages across more effectively.

Personnel Problems in No 10

Some of the problems in Downing Street are about individuals. The interpersonal relations of every Downing Street operation are difficult to discern well from outside. But it seems obvious that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, avoid slow progress or by halves.

• He hesitated about giving the key job of top civil servant to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the Treasury as his chief secretary.
• His media advisors have been frequently replaced.
• Political and policy advisers have come and gone.
• The situation is chaotic.

Structural Challenges at the Core of Government

Every prime minister spend too much time abroad and on international matters, where Sir Keir should delegate more, and too little conversing with MPs and listening to 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 are often party activists or ambitious in politics, cross lines or become the story, as Mr McSweeney has recently.

The biggest issues, however, are structural. It would be good to think that Sir Keir read the a think tank's spring 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 performance of the Labour administration suggests recommendations like restructuring the functions of the Cabinet Office and No 10, and dividing the jobs of top official and head of the civil service, are now urgent.

The dominant political role of prime ministers far outdistances the support available 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 author of present ones. But those who hoped Sir Keir would take control of the core and prioritize governmental structures have been disappointed. Unfortunately, the primary casualty from this shortcoming is Sir Keir personally.