CASE STUDY – NATIONAL HEALTH PROVIDER LEADING SYSTEMIC CHANGE IN HEALTHCARE EQUITY THROUGH THE MULTICULTURAL INCLUSION PROGRAM (MIP)

“Our progress simply wouldn’t have been possible without Lilian’s leadership and the depth of work she delivered. Her contribution has been instrumental in bringing us to this point with our Multicultural Inclusion Program.”

— Executive Sponsor, National Health Provider

“I wanted to take a moment to express my gratitude for the guidance and coaching you’ve provided throughout the discovery phase of our Multicultural Inclusion Program. Your deep understanding of the subject matter, meticulous attention to detail and comprehensive documentation reflect your dedication and commitment to excellence, and your insights and recommendations have been pivotal in shaping our approach and ensuring that we understand how to address the needs of Australian communities with sensitivity and precision. You have been instrumental in navigating the complexities of this important initiative and ensured we delivered a high-quality final plan.  I am confident Lifeblood is now well-equipped to “harambee” and build on the groundwork you’ve laid. Thank you once again for your leadership.”

- Business Growth and Innovation Business Design Lead, National Health Provider

CASE STUDY

1.      The Opportunity

Australia is one of the most culturally and linguistically diverse nations globally—yet many multicultural communities continue to face systemic inequities in healthcare. These include cultural stigma, language barriers, institutional mistrust, and underrepresentation across health access points and workforces.

In response, a national health provider launched the Multicultural Inclusion Program (MIP)—a bold, strategic initiative designed to set a national benchmark for health equity. The MIP embeds cultural responsiveness and systemic inclusion across all levels of the organisation—from clinical services to workforce experience and alignment with government priorities.

MIP acknowledges that meaningful change must be systemic, sustained, and organisation-wide. It moves beyond fragmented efforts to embed equity and inclusion into the provider’s culture, operations, and long-term strategy.

 

2.      The Response

 As Program Lead, Lilian Musyawa Kikuvi was engaged to design and deliver an organisation-wide Action Plan and strategic roadmap for the MIP. This work was co-created with staff across business units, drawing on cross-functional expertise and lived experience to ensure the strategy addressed real-world barriers and long-term opportunities.

The program was grounded in six core principles:

  • Strategic alignment to enterprise and ESG strategy

  • Co-design and collaboration

  • Centring lived experience

  • Evidence-based practice

  • Systemic, measurable impact

A critical component of the MIP was a research partnership with a reputable university, co-led by the national health provider and Lilian, to integrate external insights into the organisational context. This collaboration ensured cultural integrity, academic rigour, and the elevation of community voice.

 

3.      Program Design & Delivery

The MIP followed a phased methodology combining systems thinking, inclusive facilitation, and evidence-based practice.

a.     Governance & Engagement

Lilian established three governance groups to drive accountability, inclusive representation, and cross-organisational ownership. She managed these groups to maintain strategic alignment, momentum, and role clarity throughout the program:

  • Steering Committee – Strategic oversight

  • Advisory Group – Subject matter expertise

  • Core Working Group – Day-to-day delivery and coordination

 

b.     Internal Consultation

Lilian facilitated five cross-functional workshops with over 60 staff. Insights—particularly from those with lived experience—directly informed the Action Plan and roadmap.

 

c.     External Research & University Collaboration

The consultation methodology was co-designed by the university, the national health provider, and Lilian. An evidence-informed rubric identified priority communities. The university conducted:

  • 50 in-depth interviews with individuals from multicultural communities

  • A literature review on barriers, motivators, and lived experiences

Lilian translated the findings into actionable insights, embedding them into the MIP Action Plan and roadmap to inform organisation-wide strategy.

 

d.     Document & Data Review

Lilian reviewed nearly 100 internal documents and datasets to surface key insights that shaped the Action Plan:

  • Identified gaps, duplication, and blind spots

  • Mapped and aligned existing initiatives

  • Recommended scalable actions based on best practice and research

  • Ensured alignment with enterprise DEI goals

 

e.     Action Plan & Implementation Roadmap

In collaboration with internal teams, Lilian developed the MIP Action Plan featuring 24 strategic commitments aligned to five core objectives. The accompanying roadmap adopts a four-phase approach grounded in Trevor Wilson’s Equity Continuum, guiding DEI maturity over a three-year rollout and beyond.

4.      Key Outcomes

Ø  Integrated Action Plan – An Action Plan and roadmap aligning inclusion across clinical operations, workforce, and community engagement

Ø  Inclusive Co-Design – Built with, not for, staff and multicultural communities—reflecting shared ownership and collaboration

Ø  Strategic Alignment – Embedded within enterprise strategy, DEI priorities, and ESG commitments

Ø  Evidence-Based & Measurable – Each commitment includes defined actions, success indicators, and ownership

Ø  Scalable Model – A replicable framework for embedding multicultural inclusion and health equity across the broader health sector

 

5.      Why It Matters

 The MIP reframes diversity from a compliance obligation into a strategic lever for trust, innovation, and impact. It charts a co-designed path to embed equity into systems, leadership, operations, and community engagement—positioning the national health provider as a leader in inclusive healthcare.

 

6.      Reflections & What’s Next

Reflections from staff and stakeholders highlighted key strengths:

  • Collective Ownership – Shared accountability across governance and delivery

  • Capacity Building – Strengthened co-design and equity capabilities

  • Strategic Influence – Shaped broader DEI efforts

  • From Vision to Action – With the Action Plan and roadmap complete, the MIP now enters bold implementation—supported by KPIs, governance, and cross-functional coordination

 

With the MIP framework now in place, this national health provider holds a powerful opportunity to lead in culturally responsive care and help reshape Australia’s health equity landscape. Designed to honour community voice and centre lived experience, the MIP lays the groundwork for transformational change and a bold path toward systemic equity.

 

Lilian Kikuvi