The National Employment Agency (NEA) of Bulgaria plays a key role in shaping the country’s labour market amid significant economic and demographic shifts and regional disparities. Although Bulgaria has historically invested relatively little in Active Labour Market Policies (ALMPs) in international comparison, recent support from the EU Recovery and Resilience Facility provides critical momentum to advance and accelerate much needed reforms. In this context, the NEA has engaged in an ambitious reform agenda. Despite progress, several key challenges persist. Reform efforts should prioritise three strategic areas: i) enhancing NEA workforce development; ii) improving services for jobseekers; and iii) strengthening employer engagement. This requires continued efforts to streamline processes, increase operational efficiency, and modernise NEA service delivery, in line with practices in other EU and OECD Public Employment Services (PES). Robust monitoring and evaluation should be embedded across all reform strands and activities to continuously assess effectiveness and serve as a feedback loop for ongoing refinement and improvement.
This report assesses the current state of the operating model of the NEA and the support provided to its clients and sets out a range of recommendations for advancing reforms across the aforementioned areas, aimed at transforming the NEA into a more effective, inclusive, agile, and modern PES. Achieving sustainable change within the NEA requires a holistic transformation that goes beyond technical upgrades to include building public trust, strengthening partnerships, and redesigning effective and impactful employment services.
The key policy recommendations made in this report include:
Accelerate the digital transformation by adopting modern tools, while retaining a human-centric approach. Step up the ongoing digital transformation by automating administrative processes, upgrading IT tools and expanding digital services. Priorities include adopting modern tools in line with EU and OECD PES practices, expanding automation to ease administrative burdens for frontline staff and leveraging advanced data analytics to drive evidence‑based policymaking and timely responses to continuously evolving labour market needs.
Empower NEA’s workforce for better service delivery. A high-performing and agile workforce as well as effective internal processes are key for the successful implementation of broader organisational change. This requires aligning staff allocation and specialisation with organisational priorities and local labour market needs, investing in continuous training – including digital upskilling – and using clear performance metrics to drive accountability and results.
Personalise assistance for sustainable employment of every jobseeker. Enhance efforts to develop a personalised, data-driven, and results-oriented support system that reaches and engages all jobseekers, especially the more disadvantaged. This includes tailored support for individuals affected by structural shifts, such as the green transition, to help them secure sustainable employment. Access also needs to be improved, including through remote registration via user-friendly digital platforms. Key to better assistance will be a modern profiling system that captures not only employment history but also jobseeker interests, goals, and skills.
Deepen engagement with employers by sharpening approach, partnerships and services. The NEA is well placed to evolve into a strategic partner for employers. A segmented approach based on analyses of existing and future employers tailored to different employer types will enhance relevance and impact. A dedicated central unit should manage relationships with large employers, while specialised employer counsellors in local labour offices should be appointed where feasible. Staff engaging with employers must be trained and equipped with the right skills.
Establish a robust monitoring and evaluation framework. Invest in rigorously assessing the effectiveness, efficiency, and impact of ALMPs, and newly deployed digital tools and platforms. Such evidence should guide continuous improvement and resource allocation.
Build partnerships across all levels and fields. Actively engage with other ministries, public agencies, social partners, the private sector, municipalities, training providers and community organisations to co-develop solutions, align efforts, and exchange good practices to strengthen service delivery and improve outcomes.