This brief paper reports on an evaluation of 10 community rehabilitation providers, six that successfully closed a facility-based program between 1989 and 1994, and four who are currently involved in a change process. Data collection consisted of participant observation, in-depth interviews, and document analysis. Findings indicated: (1) organizations were successful in closing a facility using either a gradual approach driven by individual consumers' job preferences or a rapid approach based on a specific closure date; (2) catalysts for change were primarily internal to the organization and in most cases multiple catalysts influenced the start of the change process; (3) leadership for the change process came from several different directions; (4) organizations which were successful in a change process had a strong culture that emphasized qualities like openness to risk taking, continuous evaluation and improvement of services, and clear and unwavering vision; and (5) organizations that are currently engaged in an organizational change process need to be careful to focus on a clear goal and not be distracted by the change process. Twelve recommendations are offered for organizations (e.g., invest in engaging and communicating with stakeholder groups) and five recommendations for external stakeholders (e.g., seek a place at the table during change planning). (DB)