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This case study of the merger of four hospitals in western Victoria reports on the views of participants affected by the merger – as staff or from the communities – about 2 years after the merger. Respondents reported that many of the sought-after benefits of the merger were being delivered. However, the merger process itself attracted criticism, and it is here that this merger can provide lessons for others. Although there was a long lead time of consultation prior to the formal decision to merge, there was very little time to plan the next steps of implementation – there were only days between the decision and the merger taking effect. Future mergers should manage that differently. There is also a lot of literature on mergers which might provide a check list to enhance the likelihood of success in future mergers. What is known about the topic? Studies on the effect of mergers have largely focused on economic parameters rather than on quality of care or stakeholder perceptions. What does this paper add? This article provides practical insights into the experiences of key people impacted by a health services amalgamation. What are the implications for practitioners? The lessons learnt discussed in the article may assist health services staff in their planning and approach for future amalgamation of health services in a regional/rural setting. [ABSTRACT FROM AUTHOR]