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Sir Keir Starmer traveled to Wales' northern region on Thursday to reveal the development of a new nuclear power station. This is a major policy announcement with both local and national implications. However, the PM did not devote much time in Wales to advocating solutions for the UK's power requirements. Instead, he used the time trying to draw a line under the Labour leadership briefing row, telling reporters that No 10 had not undermined the health secretary's goals earlier this week.

Therefore, Sir Keir’s day acted as a small-scale example of what his prime ministership has now become more generally. On the one hand, he desires his government to be doing, and to be seen to be doing, important things. Conversely, he is unable to achieve this due to the manner he – and, partly, the country more generally – now conducts politics and government.

The Prime Minister cannot change the political culture on his own, but he can do something about his own role in it. The simple truth is that he could run the government's core far better than he does. If he did this, he might find that the country was in less dismay about his administration than it is, and that he was getting his messages across more successfully.

Personnel Problems in No 10

Some of the problems in Number 10 relate to personnel. The interpersonal relations of any No 10 regime are hard to know accurately from the exterior. Yet it appears clear that Sir Keir does not make sound staffing decisions, or maintain them. Maybe he is overly occupied. Possibly he lacks genuine interest. But he needs to improve his performance, not do things slowly or by halves.

• He hesitated about giving the key job of cabinet secretary to a senior official.
• He appointed Sue Gray his top aide, then replaced her with Morgan McSweeney.
• He brought a Treasury figure in from the Treasury as his deputy.
• His communications chiefs have chopped and changed.
• Advisors on politics and policy have come and gone.
• It is a mess.

Structural Challenges at the Core of Government

Every prime minister spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and insufficient time conversing with MPs and listening to the citizens. Premiers also allocate too much time engaging with the press, which Sir Keir worsens by performing inadequately. But premiers cannot claim to be surprised when their politically appointed staff, who are often party loyalists or ambitious in politics, overstep boundaries 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 March 2024 report on overhauling the centre of government. His failure to address these matters in the summer or afterward implies he did not. The frequently dismal experience of the Labour administration suggests recommendations like restructuring the functions of the Cabinet Office and Downing Street, and separating the jobs of cabinet secretary and civil service head, are currently critical.

The political pre-eminence of prime ministers greatly exceeds the assistance provided to them. Consequently, everything currently suffers, and many tasks are poorly executed or neglected.

This is not Sir Keir’s fault alone. He is the victim of previous shortcomings along with the author of present ones. But those who hoped Sir Keir might get a grip on the centre and prioritize governmental structures have been let down. Sadly, the biggest loser from this shortcoming is Sir Keir personally.