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Sir Keir Starmer visited north Wales on Thursday to announce the building of a fresh nuclear energy facility. This represents a significant policy event with both local and national implications. Yet, the prime minister did not dedicate much time in Wales to advocating answers for the UK's power requirements. Instead, he used the time attempting to put an end to the Labour leadership briefing row, telling journalists that No 10 had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day acted as a microcosm of what his prime ministership has now become more generally. On the one hand, he wants his government to be performing, and to be perceived as performing, important things. Conversely, he is unable to achieve this because of the way he – and, to an extent, the country as a whole – now practices political and governmental affairs.

The Prime Minister cannot change the political culture single-handedly, but he can do something about his own role in it. The simple truth is that he could run the government's core much more effectively 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 getting his messages across more successfully.

Personnel Problems in No 10

Some of the issues in Number 10 are about individuals. The interpersonal relations of any No 10 regime are difficult to discern well from outside. Yet it appears clear that Sir Keir does not make sound staffing decisions, or stick with them. Perhaps he is too busy. Perhaps he is not really interested. But he needs to improve his performance, not do things slowly or incompletely.

• He dithered about giving the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his chief of staff, then replaced her with a political strategist.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His media advisors have chopped and changed.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Structural Challenges at the Heart of Government

All premiers devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the citizens. Prime ministers also allocate too much time doing media, which Sir Keir compounds by performing inadequately. But premiers cannot express surprise when their political appointees, who are often party loyalists or ambitious in politics, cross lines or become the story, as the chief of staff has recently.

The biggest issues, however, are structural. It would be beneficial to think that Sir Keir read the a think tank's March 2024 report on reforming the centre of government. His failure to address these matters last July or since implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like reorganizing the roles of the central government office and Downing Street, and separating the jobs of cabinet secretary and head of the civil service, are now urgent.

The political pre-eminence of PMs greatly exceeds the support available to them. As a result, all aspects suffer, and many tasks are poorly executed or ignored.

This isn't Sir Keir’s sole responsibility. He is the victim of past failures as well as the author of current mistakes. Yet individuals who expected Sir Keir would take control of the core and prioritize governmental structures have been let down. Sadly, the biggest loser from this shortcoming is Sir Keir personally.