Breyer's record
Hazelden story gave false impression
On Feb. 23, I awoke to read a Star Tribune critique of my performance as CEO of the Hazelden Foundation from 2002 to 2008. This was the second time the newspaper has written about me without making any attempt to talk to me. So I'm writing to set the record straight.
The article states that I "divided Hazelden" and achieved "mixed results." A review of the annual reports for that period show qualitative and financial results that are not "mixed" but are rather overwhelmingly positive. During my tenure, donors supported Hazelden at the highest levels in its history and more people were treated each year than at any time in the past (or since). In addition, salaries were increased for the dedicated and hardworking staff; patients stayed sober for longer periods due to innovative aftercare programs; patient aid grew, and Hazelden's national reputation rebounded. Clearly these things do not happen unless an organization is united in its efforts.
The story considers the closing of a residential program in New York a "high-profile failure." In fact, the New York residential facility was losing more than a million dollars a year and was serving very few patients. It was replaced with a successful outpatient program that better serves the community, and the New York Times praised the move to rental space for the new program.
The Star Tribune also accuses me of pulling out of Florida and repeats (for the second time) unfounded allegations of mismanagement. We did not pull out of Florida. Hazelden's interest in the Hanley Center was purchased by the partner organization. There was no mismanagement of the facility, and that allegation is baseless.
The story goes on to comment on the relocation of Hazelden's business functions to the Twin Cities, a project it calls my "baby." I know of no experienced nonprofit CEO who would make the decision to move large numbers of staff or close programs or functions without the consent of the Board of Trustees. In all actions attributed to me in the article, the board was in agreement with the actions I implemented.
Finally, the story states that I lacked personal experience with recovery and that this contributed to division at Hazelden. The truth is, my father died of alcoholism at age 54. If being a family member of an alcoholic, rather than someone in recovery, means you do not understand addiction and cannot succeed at Hazelden, then I guess there is no longer a place in the Hazelden Family Program for thousands of us who have lived with, loved and supported addicts in their recoveries, and for the generations of program alums, like me, who experienced transformation and healing at Hazelden.