The amalgamation of Broadland House C.E.G.G.S. and the Launceston Church Grammar School was announced, as a fait accompli, in April 1982. The merger was to be in two stages; the separate operation of both schools under the one Headmaster from June 1982 and the completely merged schools from the beginning of 1983. Both Broadland House and the Launceston Grammar claim to be the oldest continuing schools in Australia, having been founded in 1845 and 1846 respectively. The fact that many families had been involved with either or both schools for four or five generations led to period of bitter conflict and resistance to change, which was largely overcome by the end of the first year of operation. Diminishing enrolments at both schools had been brought about largely through the rural recession in Tasmania during the 1960's, together with the provision of better school facilities and roads in the rural areas of Tasmania. The Launceston Church Grammar had become co-educational in 1972, largely as a means of survival. Previous approaches to Broadland House, by the Grammar School, to consider amalgamation had been rejected. This study endeavours to determine the strategies which led to the almost total acceptance of the amalgamation between the Broadland House Church of England Girls Grammar School and the Launceston Church Grammar School, and to explain those strategies through reference to the literature on the management of change. This involved rationalising resources, setting up new academic courses, providing physical facilities, considering the traditions of both schools, the gaining of financial, support and of developing acceptance of the change within the school community and within the community at large. The study follows the period covering the eight months of preparation prior to the amalgamation together with its first 5 years of operation, during which time the School has grown considerably and enjoys wide confidence and support. As amalgamations are occurring more regularly across the nation, it is hoped that the lessons learned through this educational innovation will be of benefit to others.

This study arose out of an experience with an amalgamation of two high schools in the ACT in the early 1990s. The amalgamation process took two and a half years from the time the decision was made to close one of the schools until the new school was consolidated on one site. The change processes impacted on many areas of teachers' work and this, combined with the emotional aspects of being in a school which was closing, flagged teacher morale as an issue requiring attention. The study involved seeking responses to a questionnaire and interviewing teachers involved in the amalgamation. The interview data was then grouped by issue and the responses from teachers analysed and compared with related research literature. Research indicated that leadership style and effectiveness impacts most heavily on the morale of teachers undergoing major change such as school closure/amalgamation. This was substantiated by this study. The decision, by the principal, to close both schools and create a new school, retaining aspects of the culture of the original schools was clearly favoured over the alternative suggestion, by the ACT Government, of the swift closure method and the absorption of students into an existing school. The outward signs of a new school; name; logo; uniform; the involvement of the community, the degree of shared decision-making, the refurbishment of the buildings, the new curriculum and associated policies and the management of resources were found to contribute positively to teacher morale. A lack of consultation prior to announcing the closure decision, a failure to acknowledge the need of some teachers to grieve for the loss of their school and a lack of activities to mark the final days of the schools involved have been identified as having the greatest negative effect on teacher morale in this study. Maintenance and effective use of the buildings vacated by a closing school has also been raised as an issue affecting the morale of the teachers from that school. This study has implications for future school closures or amalgamations from the points of view of maintaining of the morale of teachers, and also that of students