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Sir Keir Starmer visited north Wales this past Thursday to reveal the development of a fresh nuclear energy facility. This is a significant policy event with both local and national implications. Yet, the PM did not devote much time in Wales to advocating answers for the UK's energy needs. Instead, he used the time attempting to put an end to the Labour leadership briefing row, informing reporters that No 10 had not undermined the health secretary's goals in recent days.

Therefore, Sir Keir’s day acted as a small-scale example of what his premiership has evolved into more generally. Firstly, he wants his administration to be doing, and to be seen to be doing, important things. Conversely, he is incapable to accomplish this due to the way he – and, partly, the nation as a whole – now conducts political and governmental affairs.

Sir Keir cannot transform the political culture single-handedly, but he can take action about his own role in it. The plain fact is that he could manage the government's core far better than he currently does. If he did 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 successfully.

Personnel Problems in Downing Street

A number of the problems in Downing Street relate to individuals. The personal dynamics of every Downing Street operation are difficult to discern well from outside. Yet it appears clear that Sir Keir fails to make good personnel choices, or stick with them. Maybe he is overly occupied. Possibly he lacks genuine interest. However, he must to improve his performance, avoid slow progress or incompletely.

• He dithered about giving the crucial role of cabinet secretary to Chris Wormald.
• He made Sue Gray his top aide, then replaced her with a political strategist.
• He brought Darren Jones in from the Treasury as his deputy.
• His media advisors have been frequently replaced.
• Political and policy advisers have entered and exited.
• The situation is chaotic.

Systemic Issues at the Heart of the Administration

All premiers spend too much time overseas and on foreign affairs, where Sir Keir should delegate more, and too little talking to MPs and listening to the public. Prime ministers also spend too much time doing media, which Sir Keir worsens by performing inadequately. Yet leaders cannot express surprise when their political appointees, who tend to be party loyalists or politically ambitious, overstep boundaries or become the focus, as the chief of staff has recently.

The most significant problems, however, are structural. It would be good to think that Sir Keir read the a think tank's March 2024 study on reforming the centre of government. His inability to address these matters in the summer or afterward suggests he did not. The often abject performance of Labour’s time in office suggests recommendations like restructuring the functions of the Cabinet Office and Downing Street, and dividing the positions of cabinet secretary and civil service head, are currently critical.

The dominant political role of prime ministers far outdistances the assistance provided to them. Consequently, everything currently suffers, and much is done badly or ignored.

This isn't Sir Keir’s sole responsibility. He stands as the victim of past failures along with the architect of current mistakes. Yet individuals who expected Sir Keir might get a grip on the core and take the machinery of government seriously have been disappointed. Sadly, the biggest loser from this shortcoming is Sir Keir personally.