A literature review demonstrated few nonprofit organizational change models. Most change models are applied to the profit-oriented business sector. This study addressed the knowledge gap by analyzing a major change initiative at a denominational nonprofit, the Alabama Baptist Children’s Homes and Family Ministries (ABCH). The purpose was to understand ABCH’s change process and whether a viable non-profit change model could be developed. The study’s conceptual framework is based on leading linear sequence change organizational theorists, such as Beckhard, Harris, Kouzes, and Posner. A case study methodology was used in this study. Seven in depth interviews with senior management employees were coupled with analysis of archived documents pertaining to the change initiative. The analysis included coding interviews and documents and matrix construction to identify common themes. The resultant reference change model highlighted the roles of leadership, stewardship, communication with employees and stakeholders, and relationships with board members and donors in ABCH’s successful initiative. The study contributes to positive social change by providing a specific model for organizational change that will allow vital nonprofit organizations to survive new challenges, more effectively reorganize, and provide improved or expanded services to the clients they support.