Recently, one of the creators of the Inclusive Eating Disorder Certification Program questioned how I can speak so vehemently about collaboration when I am, in that person’s view, so divisive in the eating disorder community.

That question deserves an answer because it exposes one of the field’s most persistent evasions. Many people in the eating disorder community use the word collaboration when they mean agreement, access, approval, politeness, ideological alignment, or silence. They do not mean objective testing of claims nor public disagreement nor bringing clinicians, researchers, families, former patients, regulators, and grieving parents into the same room and forcing uncomfortable facts into view.

They mean … stop making people uncomfortable.

That is not collaboration. That is compliance. It is performative. And I reject that premise.

Collaboration does not require making peace with dysfunction. Nor does it require vacuous flattering of certification programs, credential vendors, professional organizations, treatment platforms, social media advocates, or ideological factions that have all failed to produce measurable accountability in a field where our loved ones continue to die. Collaboration does not require pretending that every certificate confers expertise, every advocate with a platform has wisdom, or every institution fluent in inclusion is clinically serious.

Serious collaboration begins with reality. And reality is divisive only to those protected by illusion.

The eating disorder field has a long history of confusing tone with integrity. Raise direct questions about mortality, treatment failure, private equity, unregulated coaching, credential inflation, ideological capture, weak standards, or professional self-protection, and parts of the field suddenly discover false civility. The same people who tolerate fragmentation, silence, opaque outcomes, and avoidable harm become deeply concerned about whether the person naming the problem is pleasant enough.

That is insufferable and should not be tolerated.

Our loved ones continue to die. The body count escalates. Families are being misled. Patients are cycling through levels of care without durable recovery. Parents are paying enormous sums of money for treatment they cannot evaluate. Clinicians are practicing inside reimbursement systems that often dictate care more aggressively than science does. Militant activists are attempting to bastardize the DSM-V to fit their short-sighted understanding of eating disorders. Treatment companies market hope while withholding the outcomes data that would allow the public to judge whether that hope is justified. Certificates multiply while families struggle to distinguish education from regulation, training from authority, and branding from protection.

If exposing those realities constitutes being divisive, then the division was already there. I did not create it. I just refuse to decorate it or surrender to it.

Without common goals and objectives, there can be no collaboration. Diametrically different goals are the death of collaboration.

Collaboration is not indiscriminate. People cannot collaborate through evasion. People cannot treat bad evidence as merely another perspective. A community is not required to accept a biased certificate as a substitute for licensure, medical competence, supervision, public discipline, or enforceable patient protection. A community should not become a chorus of reassurance while mortality remains the quietest fact in the room.

The accusation that I am divisive says more about the accuser’s definition of community than it says about my commitment to collaboration. For that matter, what is this community I am allegedly dividing?

The patients? The families? Serious clinicians? Researchers? I have stood with and helped each of those groups.

The certification sector? If so, let me be precise. Certification is not regulation. A certificate may mean someone merely completed a course. It does not mean a state has granted legal authority to treat vulnerable people. It does not mean a public disciplinary body exists. It does not mean families have meaningful protection if harm occurs. In a field where the public already struggles to distinguish therapist, dietitian, physician, coach, advocate, consultant, mentor, educator, and influencer, credential inflation is not harmless. It can become structural erosion sold as progress.

The question is not whether a certification program uses the language of inclusion. The question is whether it improves clinical seriousness, patient protection, measurable outcomes, and public accountability. The question is, will it decrease the crippling mortality rate haunting eating disorders. Those questions must be asked directly.

I do not oppose inclusion. To the contrary. Access to care is an incredibly important issue which must be addressed intelligently.  What I do oppose is using inclusion as a shield against scrutiny to perpetuate a close minded or radical political or social justice agenda. I will not gladly suffer anyone who attempts to use the illness that took my daughter’s life as a platform to spew forth their radical political or social justice views. That I will not forgive. Nor allow.

There is a difference between being divisive and drawing necessary lines. A field that cannot distinguish between those things is not mature enough to police itself.

That is exactly where collaboration is needed. But collaboration cannot begin with a conclusion dictated by activist commitments.

The accusation of divisiveness is efficient because it avoids the merits. It also does not answer whether the criticism is true. It does not address whether standards are weak, outcomes are hidden, research is underfunded, coaching is dangerous when it crosses into treatment, certificates confuse the public, or ideology has displaced scientific seriousness in parts of the field.

The eating disorder field does not need fewer divisions if the price of unity is silence. It needs better divisions. It needs a division between evidence and performative conduct. Between licensure and certificate marketing. Between peer support and unsupervised treatment. Between inclusion and ideological capture. Between compassion and institutional self-protection. Between families asking questions and professionals resenting those questions. Between people trying to save lives and people trying to preserve their place and social platform in the room.

A serious community does not fear those divisions. It clarifies them. It embraces them.

I am in this dysfunctional field because my daughter died. That is not a credential. It is not a claim to infallibility. It does not make every judgment correct. It does, however, make one thing impossible: I cannot pretend the stakes are lower than they are so that professionals, advocates, certification creators, treatment executives, or institutional insiders feel more comfortable. Once you are cast into a room no parent should enter and from which they cannot escape, you do not owe deference to people who think public accountability is a breach of etiquette.

So let the record be clear.

I strongly believe in collaboration. But I will not collaborate with cowardice. I will not collaborate with incompetence nor with people who use the language of harm to avoid hard questions. I will not collaborate with credentialing efforts that blur the line between education and public protection. I will not collaborate with those who mistake ideological fluency for clinical depth. I will not collaborate with institutions that protect reputation more aggressively than patients. I will not collaborate with people who believe the worst thing one can do in this field is to be disruptive.

The worst thing one can do in this field is normalize failure.

I will collaborate with anyone serious enough to put patients, families, evidence, mortality, and accountability above personal brand, institutional comfort, political fashion, professional status or profiteering. But I will not confuse collaboration with surrender. I will not soften the truth so the field can continue mistaking civility for progress. Perhaps the community should adopt similar beliefs.

If that makes me divisive, then so be it and I wear that label proudly. Because that type of division is necessary.  And long overdue.

$19.85 MILLION, KARMA AND THE HMS ACADIA

Karma is a Sanskrit word meaning “action.” Generally, we understand it to mean the consequences of one’s actions. The word “karma” is commonly used to indicate bad karma, and the word “merit” is often used to indicate good karma. The law of karma is best described as “cause and effect” because every action (or cause) has a corresponding consequence (or effect). If you plant good causes, you will reap good effects, and if you plant bad causes you will reap bad effects.

There have been many quotes about karma.  “Karma is a cruel mistress.” “For the keynote of the law of karma is equilibrium, and nature is always working to restore the equilibrium whenever through man’s acts it is disturbed.”

Karma comes at unexpected times and in unexpected ways.  Case in point, recent statements made by Christopher Hunter, the current CEO of Acadia Healthcare. In August, in response to a question about the recent damning Senate Committee report about Acadia, Mr. Hunter stated: “Yes. I would say we just haven’t seen any real impact from the Senate hearing in the report. … And so, it’s also not overly material from a financial standpoint to begin with.”

About six weeks after Mr. Hunter’s heartless statement, the Justice Department announced that Acadia agreed to pay $19.85 million to settle an investigation into Acadia.

The United States contended that between 2014 and 2017, Acadia knowingly submitted false claims for payment to Medicare, Medicaid and Tricare for inpatient behavioral health services that were not reasonable or medically necessary. In particular, the United States contended that Acadia admitted beneficiaries who were not eligible for inpatient treatment and failed to properly discharge beneficiaries when they no longer needed inpatient treatment and had improper and excessive lengths of stay.

The United States further alleged that Acadia knowingly failed to provide adequate staffing, training and/or supervision of staff, which resulted in assaults, elopements, suicides and other harm resulting from these staffing failures. In addition, Acadia allegedly failed to provide inpatient acute care in accord with federal and state regulations, including, but not limited to, by failing to provide active treatment, to develop and/or update individualized assessments and treatment plans, to provide adequate discharge planning and to provide required individual and group therapy.

Despite this punitive payment and financial hit, Mr. Hunter had this to say, “The allegation that Acadia systematically holds patients longer than medically necessary is false and goes directly against everything we do and stand for when it comes to patient care.”

It is curious that Mr. Hunter believes those claims to be false after Acadia agreed to pay almost $20 million to make those claims go away.

Of course, karma was just beginning for Mr. Hunter. Since Mr. Hunter focuses on the financial bottom line alone, we can assume he must be greatly concerned that Acadia’s stock hit a 52-week low of $42.56 on October 31, 2024. Acadia shares are down more than 44% since the beginning of the year. In fact, Acadia’s stock price has not been this low since November 2020.

Even still, karma was not through with Mr. Hunter. In September 2024, the Justice Department and Inspector General, through Robert DeConti, the inspector general’s chief counsel, stated that the $20 million settlement does not impede investigators from exploring allegations regarding more recent activities.

And so, on September 27, 2024, Acadia disclosed that it received a request for information from the U.S. Attorney’s Office for the Southern District of New York, a grand jury subpoena from the U.S. District Court for the Western District of Missouri, and that it expects similar requests from the U.S. Securities and Exchange Commission related to the Company’s patient admissions, as well as its length of stay and billing practices.

On October 18, 2024, the New York Times published an article titled “Veterans Dept. Investigating Acadia Healthcare for Insurance Fraud.” The article stated that the Veterans Affairs Department is investigating whether Acadia is defrauding government health insurance programs by holding patients longer than is medically necessary. The New York Times also stated that several former Acadia employees in Georgia and Missouri have also been interviewed by agents from the F.B.I. and the inspector general’s office of the Health and Human Services Department. 

In a separate press release, Acadia Healthcare said the company is cooperating fully with authorities in response to that on-going government investigation.

Naturally, Mr. Hunter a/k/a Captain Smith continued to steer the HMS Acadia toward the iceberg. In addressing these reports, he stated they are inconsistent with Acadia’s policies and do not reflect the medical complexities involved in behavioral healthcare. Dear Captain Smith… An organization is defined by its conduct, not by its CEO’s words.

Karma had one last present for Mr. Hunter. Acadia, its former CEO, its current and former Chief Financial Officers, and of course, Christopher Hunter were all named as defendants in a recent class action lawsuit filed in Tennessee. Acadia, Mr. Hunter and the other defendants were sued for allegedly violating securities laws following Acadia’s September 27, 2024 announcement about the federal grand jury subpoena.

Not coincidentally, Acadia’s stock price fell 16% alone on September 27, 2024, wiping out over $1 billion in market capitalization.

$1 billion in market capitalization.

It gets worse.  When Captain Smith was brought aboard the HMS Acadia on April Fool’s Day in 2022, the market capitalization of Acadia was $6.04 BILLION.  Market capitalization is regarded as the most accurate value of a publicly listed company.  What was Acadia’s market capitalization at the close of business Friday, November 2, 2024? $3.9 billion. So, after ramming into the side of the iceberg, Mr. Hunter/Captain Smith steered the HMS Acadia to a $2.14 BILLION dollar, 35% loss in the company/stock value.

As the HMS Acadia fills with water and starts to list, we are certainly justified in asking Mr. Hunter / Captain Smith, “Is it overly material now … that is, from a financial standpoint to begin with?”

Karma can be oh so cruel.

And as the HMS Titanic plunges toward the bottom of the icy ocean, shouldn’t families, patients and people suffering from any mental illness ask themselves, “why in the world would I subject myself to the HMS Acadia after it plowed into the iceberg and is sinking to the bottom of the North Atlantic?”

Get someone else to rearrange the deck chairs.