file, meritorious mast records, records on
discrimination and sexual harassment com-
plaints, and retention files
Interviews to gain valuable information,
such as what is actually happening in a
command as well as what people perceive
is happening and how they feel about it
Observations (made without disturbing the
environment or injecting a bias) to
determine what people actually do or how
they behave and interact
Surveys to detect the command climate
Collection and Maintenance of
One of the primary functions of the annual
command assessment is collection of demographic
data on retention, advancement, and discipline.
Each command determines the most effective
method of data collection for its organization. All
commands take the following steps in the collec-
tion and maintenance of demographic data:
Classify all demographic data collection
and analysis by race/ethnic group, gender,
paygrade, rating, division, and depart-
Collect and analyze all reenlistment
and separation data (raw numbers and
percentages). Retention data include per-
sonnel who are eligible to reenlist as well
as those who are ineligible. Separation data
show types of separations by race/ethnic
Analyze advancement data on personnel
in zone for advancement. Data show those
personnel who are eligible for advance-
ment, are recommended for advancement,
were advanced, passed but were not
advanced, and failed.
Analyze military justice data, including the
number and proportion of persons put on
report, screened by the executive officer
(XO), dismissed, and assigned extra
military instruction (EMI). Also analyze
the number and proportion of persons
referred to commanding officers mast and
to courts-martial and the results of those
masts and courts-martial. Analyze types of
punishment for similar offenses between
race/ethnic groups and by gender for
disparities in severity of punishment.
Retain demographic data and the results
of the command assessment for at least 36
months and then destroy them.
Frequency of Assessment
Commands perform EO assessments annually.
However, commands may perform an assessment
more often if a particular incident requires a
Once commands identify specific issues, they
can address those problems systematically. The
CAT first defines and analyzes the problem and
then generates and evaluates courses of action.
Finally, it recommends to the commander the
most appropriate courses of action. The command
then develops plans of actions and milestones
(POA&Ms) to monitor its effectiveness.
Immediate superiors in command (ISICs)
inspect the CMEO program as a special interest
item during subordinate command inspections.
ISICs have a thorough knowledge of all aspects
of CMEO. ISICs must conduct
tions at least every 36 months.
CMEO is a Navywide program that requires
individual commands to use their own personnel
to assess their own equal opportunity (EO) status.
It also requires individual commands to take
corrective actions as often as needed to ensure
CMEO makes the chain of command respon-
sible for achieving and maintaining a positive EO
condition within the command. It also provides
that personnel receive promotions, training, duty
assignments, and other personnel actions based
only on their merit, ability, performance, and
The elements of CMEO are a CTT, a CAT,
action planning, and inspections.
Navy Equal Opportunity, OPNAVINST 5354.1C,
OP-151, Office of the Chief of Naval Opera-
tions, Washington, D.C., 1989.