Service Innovation Strategy communications strategy and tools


The Knowledge Management Strategy (KMS) was a government-wide initiative of the Government of the Northwest Territories – led by the Office of the Chief Information Officer (OCIO) – to increase and modernize the government’s use of technology to deliver more effective and accessible services to residents and to improve internal operations. Though the OCIO was tasked with leading on implementation of the strategy, they knew that to be successful, the strategy would require the input, involvement and engagement of senior decision-makers and managers across the GNWT. At that point, the strategy was articulated through a handful of highly-technical documents targeting primarily information technology, information systems and information management specialists and managers. The OCIO needed to communicate the vision and possibilities of the strategy to decision-makers and the general public in an accessible and engaging way. Tait was contracted to develop an engagement strategy and a suite of foundational communications tools, including a presentation, a factsheet and a promotional booklet.


Tait quickly identified that to gain their commitment and support, decision-makers would need to be able to relate to the strategy and see how it would help them achieve their mandate and serve their client base. It would need a meaningful name and key message. Tait worked closely with the OCIO to develop a visual identity for the strategy, as well as a new name (the Service Innovation Strategy), and tagline (“Connecting people, information and services”). From there, Tait developed a suite of attractive and informative products to promote the strategy, including a PowerPoint presentation, a factsheet and a 16-page promotional booklet.

The Service Innovation Strategy now has strong foundation upon which to build the momentum and commitment from political leaders and senior management required to move the strategy forward. The OCIO is using the internal engagement strategy to build buy-in at the departmental level and the SIS booklet has been very well received by ministers and senior management.

Tait was able to bring together its strategic, research, writing, photography and design expertise to provide good advice and then implement it. Tait wasn’t initially asked to rebrand the KMS, but in looking at the issue strategically, we saw that, to be successful, what the strategy really needed was a personality and a strong storyline focused on people and service. We were then able to take very complex information and produce a suite of attractive, informative and accessible products to convey that storyline effectively.