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Sir Keir Starmer traveled to north Wales on Thursday to reveal the development of a fresh nuclear energy facility. This represents a major policy announcement with both local and national implications. However, the PM did not devote extensive time in Wales to promoting answers for the UK's power requirements. Rather, he spent it trying to draw a line under the Labour leadership briefing row, informing reporters that No 10 had not undermined the health secretary's goals earlier this week.

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

The Prime Minister is unable to transform the political culture on his own, but he can take action about his own role in it. The simple truth is that he could run the centre of government far better than he currently does. If he did this, he might find that the country was in less dismay about his administration than it is, and that he was getting his messages across more successfully.

Personnel Problems in Downing Street

Some of the problems in Number 10 relate to individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. Yet it appears clear that Sir Keir fails to make good personnel choices, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to up his game, not do things slowly or by halves.

• He dithered about assigning the key job of top civil servant to a senior official.
• He made Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He brought Darren Jones 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

All premiers devote excessive time overseas and on international matters, where Sir Keir should delegate more, and too little conversing with parliamentarians and listening to the public. Prime ministers also spend too much time engaging with the press, which Sir Keir compounds by performing inadequately. Yet leaders cannot claim to be surprised when their politically appointed staff, who tend to be party activists or politically ambitious, overstep boundaries or become the story, as the chief of staff now has.

The most significant problems, though, are systemic. It would be good to believe that Sir Keir reviewed the a think tank's spring 2024 report on overhauling the centre of government. His failure to grip these issues last July or since implies he did not. The often abject performance of Labour’s time in office indicates recommendations like reorganizing the functions of the Cabinet Office and Downing Street, and separating the positions of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s fault alone. He is the casualty of past failures along with the author of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.