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Sir Keir Starmer traveled to north Wales this past Thursday to announce the construction of a fresh nuclear energy facility. This represents a major policy announcement with implications at local and countrywide levels. Yet, the PM did not dedicate much time in Wales to promoting answers for the UK's power requirements. Instead, he spent it trying to draw a line under the briefing controversy within Labour's leadership, informing journalists that No 10 had not undermined the health secretary's goals earlier this week.

As such, Sir Keir’s day served as a small-scale example of what his prime ministership has now become overall. Firstly, he wants his administration to be doing, and to be seen to be doing, important things. On the other hand, he is incapable to achieve this because of the way he – and, to an extent, the country more generally – now conducts political and governmental affairs.

The Prime Minister is unable to transform the political culture single-handedly, but he can take action about his personal involvement in it. The plain fact is that he could run the centre of government much more effectively than he does. If he did this, he could discover that the nation was in less despair about his government than it currently is, and that he was communicating his points more successfully.

Staffing Issues in Downing Street

A number of the problems in Number 10 are about personnel. The interpersonal relations of any No 10 regime are hard to know accurately from the exterior. Yet it appears clear that Sir Keir fails to make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to up his game, not do things slowly or incompletely.

• He dithered about giving the crucial role of cabinet secretary to a senior official.
• He made a former official his chief of staff, then substituted her with Morgan McSweeney.
• He recruited a Treasury figure in from the finance ministry as his chief secretary.
• His communications chiefs have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of the Administration

Every prime minister spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and insufficient time talking to MPs and hearing the citizens. Prime ministers also spend too much time doing media, which Sir Keir worsens 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 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 Institute for Government’s spring 2024 report on overhauling the government's central operations. His failure to grip these issues last July or afterward implies he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like reorganizing the roles of the Cabinet Office and No 10, and separating the positions of cabinet secretary and civil service head, are now urgent.

The dominant political role of prime ministers 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 stands as the casualty of previous shortcomings as well as the architect of current mistakes. Yet individuals who expected Sir Keir might get a grip on the centre and prioritize governmental structures have been disappointed. Sadly, the biggest loser from this failure is Sir Keir personally.