As the Hazelden Betty Ford Foundation continues its mission to expand access to substance use disorder (SUD) treatment, the nonprofit is turning to innovative strategies and fundraising models. The organization is exploring strategic partnerships, creative dealmaking, and what it calls “entrepreneurial philanthropy,” which borrows concepts from private equity to advance its mission.
“It’s all about expanding access to care,” said Joseph Jaksha, vice president of Hazelden Betty Ford and publisher of Hazelden Publishing. “It’s going to take a lot of scaling to expand access, and we see growth as a mission mandate in a nonprofit, not just a nice idea.”
Jaksha made those comments during a recent webinar hosted by the American Health Law Association’s behavioral health task force and governance group. His insights shed light on how Hazelden Betty Ford is positioning itself for long-term impact.
A Nonprofit With National Reach
Formed in 2013 from the merger of the Hazelden Foundation and the Betty Ford Center, Hazelden Betty Ford has deep roots in addiction treatment. Today, the nonprofit is the nation’s largest SUD treatment provider, operating 17 locations nationwide. Its services span inpatient and outpatient treatment for both adolescents and adults, along with a graduate school, a publishing division, advocacy initiatives, and a dedicated research center.
This broad foundation gives the organization both credibility and resources to expand further, but leaders say careful strategy is key.
Guiding Principles For Growth
Jaksha explained that Hazelden Betty Ford pursues growth through three guiding principles: following the money, learning from competition, and creating win-win partnerships. These strategies are reflected in its collaborations with other health systems and its willingness to adopt innovative funding structures.
One major example is the Addiction Alliance of Georgia, a partnership announced in September with Emory Healthcare and the Georgia Department of Public Health. The initiative aims to bring SUD treatment and education to the state through a model that resembles a joint venture rather than a traditional partnership.
“That’s a whole new approach and way for us to expand, scale and grow geographically,” Jaksha said. “We aren’t putting a physical presence into Georgia with Hazelden Betty Ford. We’re collaborating with Emory to do that, along with bringing virtual care into that partnership.”
Virtual Care As A Cornerstone
Virtual care has become a central focus for Hazelden Betty Ford, especially in the wake of the COVID-19 pandemic. The organization quickly scaled up its virtual intensive outpatient programming (IOP) and has committed to expanding it across all 50 states.
“We’re aggressively expanding both in virtual care and helping other organizations deliver better care themselves, using the tools and capabilities that we’re developing within our own system,” Jaksha said.
Currently, the nonprofit’s virtual IOP is available in 10 states. Plans call for adding several more before the end of the year and expanding to as many as 15 new states in 2021. The vision is for nationwide availability, offering a lifeline for individuals who might otherwise face barriers to care due to location or access.
The organization is also sharing its expertise with other providers through Hazelden Professional Education Continuum Solutions (PECS), a training and consultation service designed to help the wider industry adopt effective virtual practices.
The Role Of Mergers And Acquisitions
While virtual initiatives have gained momentum, other growth strategies such as mergers and acquisitions (M&A) have slowed during the pandemic. Hazelden Betty Ford has long used M&A as a tool, though historically much of that growth was reactive. Struggling organizations sometimes approached Hazelden Betty Ford for help, and the deals often served as lifelines.
Looking ahead, Jaksha explained that the nonprofit is shifting toward a more proactive and strategic M&A pipeline. Deals will be evaluated for their alignment with long-term growth objectives, with a focus on filling service gaps and expanding geographic reach.
“The merger that created Hazelden Betty Ford itself was a strategic transaction designed to achieve national scale and scope,” Jaksha said. “Now we’re asking: what are the gaps we need to fill, and how can we do that through acquisition?”
A New Model Of Fundraising
In addition to partnerships and M&A, Hazelden Betty Ford is rethinking philanthropy. The organization has adopted what it calls entrepreneurial philanthropy, which applies private equity and venture capital concepts to fundraising.
Instead of traditional donation requests, this model involves pitching initiatives to donors in a way that mirrors investor presentations. Donor case statements resemble pitch decks, complete with value propositions and projections for sustainability.
“Help us bridge three to five years of startup funding in a new initiative, and we will show and we will demonstrate a breakeven, a positive ROI and a self-sustaining model in years three, four, five, six and beyond,” Jaksha said.
This approach has resonated with donors, who appreciate the transparency and clear outcomes. It positions philanthropists as partners in innovation rather than simply contributors.
Balancing Mission And Growth
Despite its entrepreneurial strategies, Hazelden Betty Ford emphasizes that growth is always tied to mission. The organization’s expansion efforts, whether through partnerships, virtual care, or philanthropy, are aimed at one goal: increasing access to effective SUD treatment.
Jaksha noted that the nonprofit’s approach reflects a recognition that access gaps remain significant nationwide. By combining strategic thinking with mission-driven action, Hazelden Betty Ford is working to meet those needs more effectively.
Looking To The Future
The foundation’s future plans include scaling virtual services nationwide, building stronger partnerships with health systems, pursuing strategic acquisitions, and continuing to refine its fundraising model.
While challenges such as the financial realities of the pandemic have slowed certain initiatives, leaders remain optimistic about the long-term path forward. Their strategy blends the agility of private-sector models with the compassion and mission-driven focus of nonprofit care.
Ultimately, Hazelden Betty Ford’s willingness to innovate could serve as a model for other behavioral health organizations navigating the complexities of modern healthcare. By reimagining partnerships, fundraising, and delivery models, the nonprofit is positioning itself to expand its reach and impact well into the future.
