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Sir Keir Starmer visited north Wales this past Thursday to declare the construction of a fresh nuclear energy facility. This is a major policy announcement with implications at local and countrywide levels. However, the prime minister did not dedicate extensive time in Wales to promoting solutions for the UK's energy needs. Instead, he used the time trying to draw a line under the Labour leadership briefing row, telling reporters that Downing Street had not briefed against the health secretary’s ambitions earlier this week.

Therefore, Sir Keir’s day served as a small-scale example of what his premiership has now become overall. Firstly, he desires his administration to be doing, and to be seen to be doing, significant actions. On the other hand, he is unable to accomplish this due to the way he – and, partly, the country more generally – now conducts politics and government.

Sir Keir cannot transform the political culture single-handedly, but he is able to do something about his personal involvement in it. The simple truth is that he could manage the government's core far better than he currently does. Should he achieve this, he could discover that the nation was in less despair about his government than it is, and that he was communicating his points more effectively.

Personnel Problems in No 10

A number of the issues in Number 10 relate to individuals. The interpersonal relations of any No 10 regime are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make sound staffing decisions, or stick with them. Perhaps he is too busy. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or by halves.

• He dithered about assigning the crucial role of cabinet secretary to a senior official.
• He made Sue Gray his top aide, then replaced her with a political strategist.
• He brought Darren Jones in from the finance ministry as his deputy.
• 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 Government

All premiers spend too much time abroad and on foreign affairs, areas where Sir Keir ought to assign more tasks, and too little conversing with parliamentarians and hearing the public. Premiers also allocate too much time engaging with the press, which Sir Keir compounds by doing it poorly. But premiers cannot claim to be surprised when their politically appointed staff, who tend to be party loyalists or politically ambitious, overstep boundaries or become the story, as the chief of staff now has.

The biggest issues, though, are structural. It would be beneficial to think that Sir Keir reviewed 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 experience of Labour’s time in office suggests recommendations like restructuring the roles of the Cabinet Office and No 10, and separating the positions of top official and civil service head, are currently critical.

The political pre-eminence of PMs greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and much is done badly or neglected.

This isn't Sir Keir’s fault alone. He is the victim of previous shortcomings along with the architect of current mistakes. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Unfortunately, the biggest loser from this shortcoming is Sir Keir personally.