In this chapter I offer the background and framework of the monograph, highlighting the factors involved in building or developing communities and community organizations that are responsive to the needs of their local communities. Although state human services may emphasize accreditation, certification, licensure, and standardization, I underscore the idea of responsiveness. This is a key idea within the monograph. Who better knows about what a community needs or requires to be “good” than those who reside within it? Inherent in the good is its opposite—marginalization. Good communities and their organizations address marginalization systemically and perhaps systemically as people join together to ensure that community members have enough to live above what Nussbaum (Creating capabilities: The human development approach. Cambridge, MA, Belknap, 2013) offers as capabilities. Operating at individual, group, cultural, and institutional levels, capabilities enable people to overcome poverty and disenfranchisement to participate fully and hopefully equally in a given community or society. The idea of the “good” within human services involves reaching those who do not have enough or who do not enjoy the fruits of a society in offering them opportunities, support, and resources to bring about the lives they wish for themselves. Good processes and good ends result in tangible elevation of better living situations for all, but particularly for those who experience marginalization.