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 Demographic Data 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- ment. 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 group. 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 officer’s 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 special  assessment. ACTION  PLANNING 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. INSPECTIONS 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. SUMMARY CMEO inspec- 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 equal opportunity. 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 potential. The elements of CMEO are a CTT, a CAT, action planning, and inspections. REFERENCES Navy Equal Opportunity, OPNAVINST 5354.1C, OP-151, Office of the Chief of Naval Opera- tions,  Washington,  D.C.,  1989. 3-4