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Subtask 1.4--Estimating Whether Needs Represent New Employment or Reclassification of Existing Positions. Using results of Task 1, we assessed and identified employment trends to determine if new employment classifications are needed or if existing positions should be reclassified. This involved determining if a completely new SOM classification is needed, determining if collapsing two old classifications into one new class was necessary, or if dividing the responsibilities of an existing class into two new classes would more accurately represent DOT needs and make the work more manageable. As part of this process, we relied on our literature review results, data collected during our SME interviews, and our analysis of SOM occupations. In addition, we assessed new technologies and agency demands on SOM staff. Our findings indicate that while the demand for SOM staff will continue to increase universally, there is no overarching, national need for SOM positions to be reclassified or combined. The use of SOM staff varies greatly across agencies, to meet individual organizational needs. Thus, classification decisions are most appropriately made within agencies. Task 2: Identify Principal Pools of Potential Workers to Meet Forecasted SOM Needs Our team worked to identify pools of potential workers who may be available to meet SOM workforce needs by assessing two essential components of the skills pipeline framework: Renewal Systems: This component represents opportunities to recruit new talent to the SOM field through the retraining of workers employed in related transportation occupations as well as the retraining of workers migrating from downsizing industries. Advancement Systems: This component of the skills pipeline is the educational system. It represents opportunities to attract new talent to the SOM field from post-secondary programs. Additionally, post-secondary education provided by community and technical colleges is included. Our assessment of renewal systems consists of two analytical components. First, we identified transportation and other related occupations that involve KSAs common to SOM occupations. We identified SOC codes related to the core groups of SOM occupations to generate an expanded list of SOCs from which future applicants can be drawn into the SOM domain. The expanded list of SOC codes contains occupations that are similar in nature to traditional SOM occupations in terms of KSAs. These professionals are suitable training candidates who may be able to be prepared for SOM positions in a cost-effective manner and within a relatively short time. Second, in our assessment of renewal systems, our team identified industry sectors that are shrinking (or are projected to shrink) in terms of employment. These industry sectors were identified so that future recruitment efforts at the local, regional, state, and federal levels can be informed and guided toward expanded potential applicant pools. By virtue of working in industry sectors that require professionals with similar KSAs and competencies that are also common to SOM occupations, these workers are ideal candidates for retraining and transitioning. As part of our advancement systems evaluation, we employed a "skill investigation" to identify KSAs associated with current/future SOM occupations. Awareness of occupational KSAs helped us to target workforce development efforts by focusing on issues such as skill obsolescence, skill 5