Reforming family courts and court services remains a continuing and pervasive challenge, as described in the White Paper developed by the Institute for the Advancement of the American Legal System's Honoring Families Initiative. This commentary explores challenges to reforming court services and concludes that significant funding is needed to achieve long-term, effective, and overarching change. The commentary also examines the proposition of community-court partnerships and suggests that (1) each community must tailor its program based on its needs and resources and (2) specific operational elements of a court services program, rather than its location, lead to effective service delivery. Key Points for the Family Court Community: Sufficient funding of family court services is critical to effective service delivery. Although insufficient funding may not eliminate services, it may change the fundamental nature of the dispute resolution process. Services should be tailored based on the needs and resources of the community. Upon reading the White Paper of the Institute for the Advancement of the American Legal System's Honoring Families Initiative on the court and separating and divorcing families (Kourlis, Taylor, Schepard, & Pruett, 2013), I was alternately depressed and gratified. I became disheartened as the authors identified a litany of concerns for parents and children who are users of family courts and family court service (FCS) agencies, for multidisciplinary professionals who work in the field, for the broader justice system and for society at large. These include: an increase in separation and divorce; an influx of cases; an increasing number of self-represented litigants; substantive law creating more discretion and contention; economic, behavioral, emotional, and educational risks to children asso- ciated with separation and divorce; the impact of continuing conflict between separated parents; and the financial costs to both parents and business productivity of separation and divorce. My spirits were then lifted as the White Paper identified several "problem-solving-promoting processes" designed to address the above concerns and that have achieved some level of success. It is particularly gratifying for me, as executive director of the Association of Family and Conciliation Courts (AFCC), that the development of these processes are generally traceable to agencies and colleagues who have been AFCC stalwarts and leaders over the last half-century. For instance, child custody mediation, which evolved from conciliation counseling (Folberg, 1974) and began in FCS agencies in California, Wisconsin, and Minnesota (Ricci, 2004), was first piloted in 1973 in the same Los Angeles Conciliation Court that founded AFCC 10 years earlier (Thoennes, Salem, & Pearson, 1995). Divorce education programs, which began in Kansas in the late 1970s and early 1980s, spread rapidly throughout North America in the 1980s and 1990s, with AFCC and its members serving as catalysts for program development, dissemination, and institutionalization (Salem, Sandler, & Wolchick, 2013). Early neutral evaluation for parenting disputes was developed by AFCC members at Hennepin County (Minneapolis, MN) FCS (Pearson et al., 2006), then introduced in Colorado at a training conducted by our Minnesota colleagues for the AFCC Colorado Chapter. Finally, an AFCC consulting team collaborated with AFCC members in the Connecticut Court Support Serviced Division to design, implement, and evaluate a differentiated case management system that helped spur