This is a response to Mr. Minster's message claiming someoneassociated with the Board contacted Steve Berry in response to an earliermessage from Mr. Minster to the Board. While I don’t know whetheranyone from the Board did anything with Mr. Minster's original message (I didnot), the following should be noted. On Sunday, September 24, I was made aware of the fact thatSteve Berry had left the League's employ several weeks earlier. The informationdid not come from ODV. I was astounded that the departure of Mr. Minster's veryvaluable hire had left, and that weeks had passed without the Board beingnotified. Mr. Berry had one of the mostimportant roles in the organization and, per the organization chart, was adirect report to Mr. Minster. I forwarded this news to a few other Directors. Quite curiously, on the following day, Mr. Minster finally informed the Board about Mr. Berry’s departure. I attempted to contact Mr. Berry based on outside information, not onMr. Minster's message. Mr. Berry never answered any of my phone calls, nor did hereply to my phone messages. On Thursday,September 28, we all received Mr. Berry's message. The contents of his message adequately addressedthe issues I wanted to cover, so I have made no further attempts to contacthim. In my opinion, Mr. Minster's assertion that there was"a confidentiality issue that the board needs to address" is merely an attempt to deflect attention from the important issues. The real discussion should be about 1) his failure to keep the Board informed on keypersonnel issues, And 2) the uncharacteristically high employee turnover ofARRL staff since Mr. Minster’s arrival. At least 44 employees (update - now, at least 45) have left the League since Mr. Minster became CEO three years ago. Many are people he himself hired, and many were direct reports with management positions. Around four of his secretary/administrative assistants have left (Update - number five has left.) Every single one has departed. Something like eight other direct reports are gone. Responsible Board oversight demands that we understand the root cause of such unusualturnover. Is it our hiring practices,our management practices, the work environment or some combination of these? Although I probably had nothing to do with you all receiving theBerry message, (maybe multiple phone-answering-machine messages from me did give him the idea that some Board members were interested in his departure) I consider it fortuitous that a former employee with the respectMr. Berry had earned outside the League made the effort to speak up. Mr. Berry's comments give the Board solid evidence of what needs to be addressed. Dick, N6AA