Diversity is a hallmark of behavioral health care systems. Many different people, with many different backgrounds and interests, are involved in many different activities through many different human organizations. Given this diversity, it is not surprising that multiple conflicting views emerge about how limited resources should be distributed, who should be served, and what services should be provided. Among this diversity, one common rallying point is the notion that when services are provided, better quality of life should result. During the past 10 years, public mental health services for children and youths in Hawaii experienced a major system restructuring. The five current goals of the Department of Health Child and Adolescent Mental Health Division (CAMHD) strategic plan are shared ownership, accountable business practices, system of care principles, evidence-based practices, and performance evaluation (Child and Adolescent Mental Health Division, 2003). Before the system reform, child and adolescent mental health services in Hawaii were generally delivered through a direct service model by small teams at regional guidance centers. At present, CAMHD orchestrates a public-private collaboration with eight regional public family guidance branches providing care coordination and administrative services and approximately 35 contracted private provider agencies delivering the majority of direct care. The comprehensive system of care framework, which was locally demonstrated through the federally funded Ohana project, is the statewide model for delivery of intensive mental health services, except on the island of Kauai, where an integrated schoolbased program is used. Elsewhere, educationally supportive, less intensive (e.g., day treatment), and outpatient services are arranged through the schoolbased behavioral health program of the Department of Education. For the Medicaid-eligible population, less intensive and outpatient services are provided through the state-contracted health plans. This latest reorganization was largely completed in 2002. A major evidence-based services initiative was implemented following the initial development of the system of care (Table 1; see Chorpita and Donkervoet, 2005). Approximately 5 years into the system of care reform, an evaluation identified marked increases in the number of youths accessing services, as well as the amount, types, and total cost of mental health services. In addition, qualitative analyses identified weaknesses in the provider array in the form of undesirable use of restrictive levels of care (e.g., serving youths with conduct disorders in hospital settings) and use of therapeutic approaches with uncertain efficacy. It was unclear whether this expanded investment was associated with better child and family functioning. To move forward, system leaders initiated quarterly quantitative child status assessments and explored large-scale dissemination of evidence-based services as an initiative Accepted January 5, 2006. Drs. Daleiden and Arensdorf, Ms. Brogan, and Ms. Donkervoet are with the Hawaii Department of Health Child and Adolescent Mental Health Division, Honolulu; and Dr. Chorpita is with the Department of Psychology, University of Hawaii at Manoa, Honolulu. This project was funded with state general funds through the Hawaii Department of Health Child and Adolescent Mental Health Division. The findings described in this column were produced through the collaborative efforts of countless youths, families, and professionals who contribute to the Hawaii system of care for child and adolescent mental health. Correspondence to Dr. Eric Daleiden, 3627 Kilauea Avenue, Room 101, Honolulu, HI 96816; e-mail: eldaleid@camhmis.health.state.hi.us. 0890-8567/06/4506-0749 2006 by the American Academy of Child and Adolescent Psychiatry. DOI: 10.1097/01.chi.0000215154.07142.63 E V I D E N C E B A S E D P R A C T I C E Assistant Editor: John D. Hamilton, M.D., M.Sc.