Five key actions for city behavioral health system leaders to prioritize immediately.
In October 2020, the Scattergood Foundation issued an op-ed detailing eight urgent priorities for the future commissioner of Philadelphia’s Department of Behavioral Health and Intellectual disAbility Services (DBHIDS). Nearly five years later, many of those challenges persist, exacerbated by a growing reluctance to invest in public health and adopt evidence-based strategies. In this challenging landscape, the need for effective and visionary leadership has become more critical than ever.
Recently, Philadelphia Mayor Cherelle L. Parker appointed Kehinde “Kenny” Solanke as the new commissioner of DBHIDS. Solanke will collaborate with Donna Bailey, the recently appointed CEO of Community Behavioral Health (CBH), to manage the city’s extensive .7 billion behavioral health system.
This leadership transition arrives at a pivotal time for Philadelphia. The city faces multiple concurrent crises, including the ongoing overdose epidemic, rising gun violence, a spike in youth suicides, homelessness, social isolation, and the long-term impacts of generational trauma. The pressure intensifies with impending Medicaid cuts and the growing closure of healthcare providers, necessitating a robust response from DBHIDS.
In light of these pressing challenges, it is vital that Solanke, alongside Bailey, prioritize several strategic actions. First, they should leverage data to inform equitable decision-making. With expected cuts to Medicaid, the existing provider network will be under increased strain. Utilizing data from CBH can help identify community strengths alongside prevalent risk factors, allowing for better-aligned programs to meet public needs. Disaggregating this data by race, ethnicity, and geography will ensure resources are allocated equitably, addressing the rising behavioral health needs in immigrant communities and under-resourced neighborhoods.
Second, rebuilding public trust through enhanced accountability and transparency is essential. An independent report from the city controller previously indicated a need for stronger oversight within DBHIDS. By expanding value-based purchasing and implementing pay-for-performance models, the new leadership can enhance accountability and public confidence.
Moreover, bridging agency silos is imperative. Solanke and Bailey must collaborate across city departments—such as Public Health, Human Services, and local law enforcement—to promote coordinated care, particularly for youth facing mental health challenges.
Another priority should be building a diverse, well-supported workforce capable of delivering high-quality treatment. Improving compensation for professionals in the CBH network is crucial, along with investing in training programs targeting historically marginalized communities. It is also essential that peer support specialists are recognized for their critical role in the recovery process.
Finally, an investment in community wellness, prevention, and recovery initiatives will enable DBHIDS to move beyond mere crisis management. Solanke and Bailey are encouraged to champion initiatives that focus on well-being across all demographic groups, especially vulnerable populations such as youth, immigrants, and the elderly. This includes expanding access to culturally relevant services and maximizing the use of digital tools for outreach.
The complexities of Philadelphia’s behavioral health challenges are profound, and the stakes for public well-being are high. However, with committed and equitable leadership, both DBHIDS and CBH can pursue a path toward healing, safety, and resilience for all Philadelphians. The Scattergood Foundation remains dedicated to collaborating with city agencies and stakeholders to realize this vision for a healthier community.
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