In 2008, the management teams, chief officers and board members, of two neighboring fire districts decided to merge their operations and eventually the districts into one organization. The Parker Fire Protection District (PFPD) and the South Metro Fire Rescue (SMFR) shared an extensive border and had provided automatic aid to each other for many years. SMFR and PFPD had different response risk profiles and employee cultures. The problem is the new organization, the South Metro Fire Rescue Authority (SMFRA) must merge two separate fire departments with distinctly different cultures and risk profiles into one seamless organization working together as a team. The purpose of this research is to identify management tools that could help SMFRA in this task of employee integration.The research question(s) were: (a) is there a standard or generally accepted process, for change management of this significance; (b) how have organizations in other industries merged separate distinct cultures; (c) what process is SMFRA using to guide the integration process; and (d) how does the process used by SMFRA compare to a standardized process? The descriptive research method was used for this research. A literature review was used to determine the presence of a standardized process, what processes are used in other industries, and what process SMFRA used to integrate the two organizations and cultures. A survey of key leaders involved in the merger activities was used to determine what process SMFRA used for comparison to a standard process. The results indicated SMFRA performed most of the steps identified in the standard process, and this success was validated through an employee survey.SMFRA was provided with the recommendations of: (a) develop a formal plan for the merger, (b) include a consultant in merger activities and (c) develop a formal communications plan for the merger and monitor its effectiveness.