There is global acknowledgement of the need to improve services for those experiencing mental illness, with learning disabilities or those who abuse substances (WHO, 2010). Government policy in the UK also outlines the importance of using resources efficiently, improving access to services and driving up quality (Darzi, 2009). Organisational transformation of this nature can create uncertainty, not only for those working within the service but those accessing services and wider stakeholder. This paper proposes that effective communication is a crucial ingredient of successful change and a tool that can be used in to support transitional change and those that may be affected but it. The paper describes the underpinning communication theories used by an NHS Foundation Trust in the United Kingdom to develop an effective, inclusive communication strategy to support a service delivery innovation.