; (B) a discussion of why the Agency has or has not met those goals, including a description of specific barriers; and (C) a discussion of the addition or deletion of any specific performance measures; (2) details of the types of employees of the Agency, including by hiring authority and cadre; (3) an analysis of the current workforce of the Agency and possible gaps in the current staffing structure of the Agency needed to fulfill the mission of the Agency, including an assessment of— (A) the critical skills, critical and emerging, that will be needed in the workforce of the Agency to support the mission and responsibilities of, and effectively manage, the Agency during the 3-year period following the date of the submission of the plan, including target staffing numbers by cadre, region, and office; (B) the skills of the workforce of the Agency, including numbers of employees by cadre, region, and office on the date of submission of the plan; (C) projected trends in the workforce of the Agency based on expected losses due to retirement and other attrition, including any known data for the causes of attrition; and (D) the staffing levels of each category of employee of the Agency, including shortages in the workforce of the Agency and in the projected workforce of the Agency that should be addressed to ensure that the Agency has continued access to the critical skills and competencies described in subparagraph (A); (4) a plan of action with specific recommendations for developing and reshaping the workforce of the Agency to address the gaps in critical skills described in paragraph (3)(A), including— (A) specific recruitment and retention goals by cadre and mission critical occupations, including the analysis that the Agency uses to produce those numbers