Retired Adj. Gen. Martha Rainville led the Vermont National Guard from 1997 to 2006 and now lives in North Carolina, where VTDigger editor Anne Galloway reached her by phone last week.
In response to a seven-part series VTDigger published about members of Guard leadership who were involved in sexual misconduct and other abuses of power, Rainville talks about how she handled similar problems during her tenure as adjutant general.
The interview has been edited for length and clarity.
Anne Galloway: Were you surprised or shocked by the allegations of Guard misconduct?
Martha Rainville: I read the articles, but I haven’t been there so I really can’t comment on the accuracy on what did or didn’t happen.
But it’s difficult as a Guard member to even read of allegations of that [nature]. Once a Green Mountain Boy always a Green Mountain Boy. We’re all very proud of what our men and women are doing.
I think when you’re dealing with organization as large as the Vermont National Guard you always have potential for all of these things to happen. It’s hard work.
But if you follow what’s happening in the military and society as a whole, these issues shouldn’t shock any of us. The allegations are serious, and I think it is a good time to relook at policies and relook at how our systems are serving the organization and the people inside the organization.
While this is difficult for the Guard, I also think this is an opportunity to encourage the governor as commander in chief and the legislators who have a critical oversight role to engage with the Guard to understand and really own their civilian oversight.
AG: What did you make of the governor’s response in which he said VTDigger’s reporting is sufficient and no further investigation is needed? Should there be a government probe into the allegations?
MR: Without being there I would hesitate to speak specifically to that. I will say, generally, the role of investigative reporting, while difficult and uncomfortable for any of those being reported on, clearly if civilian oversight is the foundation of democracy, the role of the press and good investigative journalism is key to being able to have the information that we need for the Legislature, for the governor, for the leadership and for guard members to be able to see what’s happening and see if there are issues that maybe we thought were resolved but aren’t.
With the election of the adjutant general at the end of February, this is an ideal time for the Legislature and the governor to really embrace their responsibilities under the statutes.
I can’t imagine there is a legislator that doesn’t have a constituent in the Guard. I would encourage them to talk to their Guard members, hear what they’re saying, talk to leadership, find out how they function and really delve into their statutory responsibility.
It may be that the Legislature is where further hearings and further fact-finding could occur.
AG: Did you face similar problems when you were adjutant general? How did you respond to issues that came up?
MR: When you have an organization that is 3,400 to 4,000 people you’re going to get any number of disciplinary issues, any number of human problems — whether it’s men and women, whether it’s hostile work environment potential or whatever.
What we tried to do is what the Guard always needs to do — and that’s to work using the regulations, doing it the appropriate way — by the book, but with a sense of compassion that helps you to create an environment where the men and women in the Guard are treated fairly without regard to gender and where they can expect fair promotions, fair training opportunities and fair considerations for deployment.
You gain that by consciously expecting the leadership of the Guard to consistently reflect the values of the Guard. And those values are integrity, service before self and excellence in all things. You have to work for it every day, and it has to be a conscious decision that this is how we’re going to operate.
I always looked to my subordinate commanders to apply those values to the decisions at their level so they could resolve problems.
AG: As adjutant general, how did you address sexual harassment and sexual assault complaints? How should the Guard deal with sexual misconduct going forward?
MR: We had to deal with that issue very deliberately, respecting the individuals, respecting the processes and trying to resolve it the best we could.
I would hope that anyone who feels harassed, certainly anyone who is assaulted, would report it and would feel comfortable reporting it either through the chain [of command] or by talking with designated individuals in a unit.
If for any reason they don’t feel comfortable talking to those people, they still need to report it someone — go to the police department, or go up the chain, but don’t be silent. It hurts them and hurts others as well. I know there are a lot of good people in the Guard who want to help.
At the same time, I would encourage the commanders, as they do almost all the time, to take it seriously. Most commanders I’ve worked with genuinely care about their people.
AG: Did the Afterburner Club exist during your time?
MR: There was a fighter pilot bar – it was closed except certain times, and they had snacks as well as beer for after hours or specific events.
The operations director, squad commander and wing commander made sure it wasn’t abused. At same time, we would have events with the maintenance squadron to celebrate retirements or large deployments that were going well.
I had commanders who didn’t want their people driving under the influence. They wanted any celebration to be managed with designated drivers.
I don’t know what’s gone on there after I left.
AG: Were you surprised to learn that Jeff Rector, an officer who blew the whistle on leadership misconduct, had been retaliated against?
MR: I was surprised by the allegations that I read.
It’s very hard to ever picture Jeff acting in a manner that isn’t just completely by the book. He was always very respectful of those senior to him, and he has always had good moral character.
I was his squadron commander for several years when Jeff was enlisted and serving in the aircraft maintenance squadron for the Air National Guard before I became adjutant general.
I knew him from his work there and I signed off on his going on to recruiting. I watched him as he developed professionally and then was happy to hear he wanted to accept more responsibility and serve as a commissioned officer.
He is just so enthusiastic about the Guard, and he believes in the values of the Guard — as most of us do.
So it’s very hard for me to read the allegations against him because what I know of him is so opposite. I’m not sure of the facts of his case, but I did want to have an opportunity to say he is someone I’ve always respected.
AG: When you were adjutant general, how did you handle whistleblowers?
MR: We tried to set up an environment with the Army and Air National Guard leadership so that someone who might be labeled a whistleblower could be seen as someone who was trying to make the organization better.
We wanted to know: Is there an issue we need to know about? Is there something here that we’re not seeing that we missed and need to address?
What Jeff brought forward is very much in keeping with a Guard member who cares about the organization and puts the Guard ahead of any one individual. He stepped up and took risks because he felt it was the right thing to do. I think even though it can be difficult, senior people in an organization need to understand why the hard information is coming forward.
I would hope he would get another hearing. I’m not in a position to judge what’s appropriate, but I would hope that within the regulatory processes that exists there would be a way for him to have his case reviewed.
He served there a long time and extraordinarily well, and I would hope the Guard, as a whole, would be able to consider that.
AG: Can you comment on Steven Cray’s leadership?
MR: I can’t comment on any of the allegations, but I will say that it’s not easy being the adjutant general. You are the commander of the Guard. You have to — because of the sheer size of organization and frankly for effective leadership — you have delegate to commanders at the wing, commanders at the squadron level and you expect them to do a good job.
And so he has a very difficult job. He has to manage deployments, and he has to manage family support — in addition to Guard activities.
I would say that [Cray] has contributed a lot to the Guard, and I say that without knowing the rights or wrongs of what’s going on now.
AG: Is there anything else you would like to talk about?
MR: I think Guardsmen need to know that their hard work and dedication, which they don’t do for public recognition, is for a greater good. And they are amazing. The men and women in the Guard are incredible with how they just continue to live the values of the organization. That’s really who they are and that doesn’t change.
We have ups and downs, and we have challenges that need to be worked through and we have people who need to be taken care of, we have issues like that, but it can get done.
Every one of those Guard members has a job that is critical to the success of the unit and the unit will only be successful if they come together as a team and they can feel what they do matters and that they matter.
It’s important to remind them that they matter.
Read the story on VTDigger here: Q&A: Former leader calls for legislative oversight of Vermont National Guard.