Introduction Changes happen in various facets in an organization depending on the prevailing circumstances. Marquis and Huston (2012) argue that as the costs of healthcare rise, the number of workforce declines, advancements in technology increase, and knowledge expands, healthcare institutions “must continually institute change to upgrade their structure, promote greater quality, and keep their workers” (p. 163). For appropriate changes to happen successfully, processes and practices of planning and management of these changes must be effective and efficient. Therefore, the objective of this essay is to examine the transformation of First Crystal Care Inc. (FCCI) from non-accrediting body into accrediting body owing to the incorporation of the Community Health Accreditation Program. Enhanced Status of First Crystal Care, Inc First Crystal Care Inc. (FCCI) enhanced its status from the non-accrediting body to the accrediting body when it adopted and established the Community Health Accreditation Program. The enhanced status is a significant change because it transformed FCCI from a mere body that follows the standards set by accrediting bodies to a body that contributes to these standards. The adoption and establishment of the program increased the scope of operations that undertakes. Specifically, FCCI has extra responsibilities, which include assessment of community-based organizations to determine if they comply with healthcare standards set by the Centers for Medicare and Medicaid Services and other accrediting organizations like the Accreditation Commission for Health Care (ACHC) and Healthcare Facilities Accreditation Program (HFAP). Hence, FCCI has the capacity to influence the adoption and implementation of healthcare standards by community-based organizations. The change, which is the adoption and implementation of the program, has significant impact on the roles and responsibilities of employees in FFCI. Being an administrator in FCCI, my roles and responsibilities increased considerably. Since the program is new, my additional role entails ensuring that its adoption and implementation occur successfully. Marquis and Huston (2012) assert that for change to take effect effectively, it requires the collaborative efforts of individuals involved. In this case, I often consult all stakeholders on how to adopt, plan, and implement the program. Change management another important role that I perform as an administrator. Grant, Colello, Riehle, and Dende (2010) hold that magnet model is effective in change management because it streamlines structures and promote professionalism, enhance transformational leadership, and nurture innovations. Moreover, effective change management lessens resistance, which usually occurs owing to the introduction the program. Coordination of activities between FCCI and the program is also an additional responsibility that I undertake as the administrator. Rationale for the Adoption of Community Health Program Since its inception, FCCI has complied with healthcare standards and has been providing superb healthcare services. With extensive experience in the provision of healthcare services, it has accumulated massive knowledge. Therefore, for FCCI to apply its experience and knowledge in the promotion of healthcare services among various community-based organizations, the creation of