The purpose of this study was to examine the effectiveness of communication between the Operations branch, the Student Services Section and High School Learning Centres within the Services Division of the ACT Department of Education. Data was collected from administrators and educators alike. The survey instrument was designed specifically to examine the perception of the effectiveness of organisational communication between the bureaucratic administrative group within the ACT Department Education Department and the personnel within the ACT High Schools Learning Centres responsible for service delivery to students in Learning Centres. The survey instrument addressed five factors. These factors included Horizontal and Vertical Communication, Personal Feedback, Media Quality and Barriers to Communication. The findings from the survey were organised into six major findings and four subsidiary findings and discussion on each finding followed. The findings of the study indicated that, effective co-ordination in a large organisation requires some centralized direction. The relationship that exists between the three organisational domains of the Act Department of Education responsible for the delivery of effective service to Learning Centre clients in ACT High Schools had been shown to be an impersonal mechanism of control designed by the Policy and Management domains in part, and a culturally diffuse but personal mechanism of control used by the Service domain personnel within the Learning Centres themselves. What has emerged from the study is evidence that would suggest that there is lack of an effective link between the more bureaucratic Policy and Management domains and the more open and less formal Service domain sector. The findings have implications for the bureaucrats involved in the change process which has been part of regionalisation. The findings of the study indicate that regionalisation does not appear to provide a panacea for the major difficulties associated with communication as revealed in this study.