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Sir Keir Starmer visited north Wales on Thursday to declare the building of a fresh nuclear energy facility. This is a significant policy event with implications at local and countrywide levels. Yet, 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, informing reporters that Downing Street had not undermined the health secretary’s ambitions in recent days.

As such, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. Firstly, he wants his administration to be doing, and to be seen to be doing, significant actions. On the other hand, he is incapable to achieve this due to the way he – and, partly, the country more generally – 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 centre of government far better than he does. If he did this, he could discover that the country was in less dismay about his government than it currently is, and that he was getting his messages across more successfully.

Staffing Issues in No 10

A number of the issues in Downing Street are about personnel. The personal dynamics of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir does not make good personnel choices, or maintain them. Perhaps he is too busy. Possibly he lacks genuine interest. But he needs to improve his performance, avoid slow progress or by halves.

• He hesitated about assigning the crucial role of cabinet secretary to a senior official.
• He appointed a former official his top aide, then replaced her with a political strategist.
• He recruited Darren Jones in from the Treasury as his chief secretary.
• His communications chiefs have been frequently replaced.
• Advisors on politics and policy have come and gone.
• The situation is chaotic.

Systemic Issues at the Core of the Administration

All premiers spend too much time overseas and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with MPs and listening to the public. Premiers also allocate too much time doing media, which Sir Keir compounds by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or politically ambitious, cross lines or become the focus, as Mr McSweeney now has.

The most significant problems, however, are structural. It would be beneficial to think that Sir Keir read the a think tank's spring 2024 study on overhauling the government's central operations. His failure to address these matters in the summer or afterward implies he did not. The frequently dismal performance of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and No 10, and separating the jobs of cabinet secretary and civil service head, are currently critical.

The dominant political role of PMs greatly exceeds the support available to them. Consequently, everything currently suffers, 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 present ones. Yet individuals who expected Sir Keir would take control of the centre and prioritize governmental structures have been disappointed. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.