Deputy Prime Minister Pakorn Nilprapap inaugurated the program "Talk with Anutin's Cabinet," stating that it is time to seriously develop the bureaucratic system by overhauling procedures and integrating information. Success will be measured by making it easier for citizens to access government services, reducing paperwork, and ensuring faster and more transparent processes.
5 Sep 2026 GMT+7 Deputy Prime Minister Pakorn Nilprapap revealed through the program "Talk with Anutin's Cabinet" which aired its first episode today at 09:05 on the National Broadcasting Services of Thailand (NBT) station. He explained the reason for choosing the term "bureaucratic efficiency development" instead of "bureaucratic reform," saying that the latter has long been used and associated with failure. The key challenge now is to take concrete steps to improve work processes. Past attempts at reform have often ended with forming committees, working groups, studies, and policy drafts, but have failed to produce tangible changes in how government operates.
Pakorn added that currently the country faces challenges including global trade volatility, international pressures, shifts in world order, climate problems like floods, landslides, extreme heat, and wildfires, along with an aging society and declining birth rates. Meanwhile, neighboring countries are restructuring and reforming government management to boost competitiveness.
Another critical factor is the country's budget structure, with about 73% allocated to current expenditures and roughly 20% to investment. If current spending burdens can be reduced and government efficiency improved, the investment budget could rise from about 20% to 30%, providing more funds for development and future challenges.
The Deputy Prime Minister emphasized that improving bureaucracy should not begin by cutting the number of civil servants but by reviewing each agency's responsibilities, identifying necessary processes, and determining which tasks technology can assist. "I'm not saying we will reduce staff outright. This is about enhancing efficiency." He further explained that technology should replace certain tasks, not people—for example, using electronic document systems or digital correspondence instead of staff physically carrying files between agencies.
Drawing from his experience at the Office of the Council of State, which had about 170 processes, he noted that adopting technology and remote working during COVID-19 showed many steps once considered essential could be reduced or altered. This lesson should be applied to reviewing all government processes.
Regarding organizational structure, Pakorn believes that when new government missions arise, the response should not be to create new departments, divisions, or committees each time. Instead, teams should be formed by bringing personnel from various units together, reducing layers of management and increasing agility in problem-solving.
With approximately 3 million government personnel, he said human resource management should not be one-size-fits-all because professions like teachers, doctors, nurses, police, and others have different work nature, schedules, and responsibilities. Each profession's staffing should be assessed based on workload and the quality of outcomes experienced by citizens.
At the same time, digital government development must advance toward an "Open Government" where government data is machine-readable and interoperable. Agencies' databases should be interconnected, and citizens should be able to track service statuses at every step. This will speed up services, enhance transparency, and reduce opportunities for corruption.
For public services, the future should shift from isolated, single-agency handling to cross-agency and cross-ministry workflows. Citizens should not have to submit the same information multiple times or contact several agencies for the same matter but receive one-stop service where government agencies coordinate and share data internally.
Pakorn also proposed considering Fast Track services that legally charge additional fees for expedited processing, using the income to improve the system and reduce incentives for under-the-table payments. Moreover, laws should be revised so that main laws set principles while detailed provisions reside in subordinate legislation, allowing faster adaptation to changing circumstances.
"Success in bureaucratic development should be measured by what citizens experience, especially service times. I believe government processes should reduce by about 20-30% after system improvements and facilitative laws come into effect. Key indicators are easier access to services, less paperwork, fewer agency visits, ability to monitor progress, and receiving faster, more transparent services."
As the country reduces current expenditure burdens, increases investment budgets, boosts competitiveness, and builds a bureaucracy ready for global changes, this effort should not end with proposals or reports but must involve overhauling workflows, linking data, developing personnel, and measuring results from citizen services. Whether called "bureaucratic reform" or "bureaucratic efficiency development," the crucial point is to achieve real success.