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Sir Keir Starmer traveled to north Wales on Thursday to declare the construction of a new nuclear power station. This represents a major policy announcement with both local and national implications. Yet, the PM did not dedicate extensive time in Wales to advocating answers for the UK's power requirements. Rather, he spent it attempting to put an end to the briefing controversy within Labour's leadership, informing journalists that No 10 had not undermined the health secretary’s ambitions earlier this week.

As such, Sir Keir’s day acted as a small-scale example of what his premiership has now become overall. On the one hand, he desires his government to be doing, and to be seen to be doing, important things. On the other hand, he is unable to achieve this because of the manner he – and, partly, the nation more generally – now conducts politics and government.

The Prime Minister cannot transform the political culture on his own, but he is able to take action about his personal involvement in it. The simple truth is that he could manage the centre of government far better than he currently does. If he did this, he could discover that the nation was in less dismay about his administration than it is, and that he was communicating his points more successfully.

Staffing Issues in Downing Street

A number of the issues in Number 10 are about individuals. The interpersonal relations of every Downing Street operation are difficult to discern accurately from the exterior. But it seems obvious that Sir Keir fails to make good personnel choices, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, not do things slowly or by halves.

• He hesitated about assigning the crucial role of cabinet secretary to Chris Wormald.
• He appointed 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 communications chiefs have chopped and changed.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Structural Challenges at the Core of the Administration

All premiers devote excessive time overseas and on international matters, areas where Sir Keir ought to assign more tasks, and too little talking to parliamentarians and listening to the citizens. Premiers also spend too much time doing media, which Sir Keir compounds by performing inadequately. Yet leaders cannot express surprise when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries or become the focus, as the chief of staff has recently.

The most significant problems, though, are structural. 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 inability to grip these issues in the summer or afterward suggests he did not. The frequently dismal experience of Labour’s time in office indicates recommendations like restructuring the roles of the Cabinet Office and No 10, and separating the positions of top official and head of the civil service, are currently critical.

The political pre-eminence of prime ministers far outdistances 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 sole responsibility. He stands as the victim of previous shortcomings along with the architect of present ones. But those who hoped Sir Keir would take control of the centre and take the machinery of government seriously have been let down. Sadly, the biggest loser from this failure is Sir Keir personally.