Learn more about the work of CMS Community Advisory Board member, Daljit Gill-Badesha.
Dr. Daljit Gill-Badesha is CEO of the Affiliation of Multicultural Societies and Service Agencies of BC (AMSSA), the provincial umbrella organization supporting and advocating for BC’s immigrant and settlement-serving agencies. She works closely with community organizations and government partners across the province, bringing a front-line understanding of how provincial policy decisions affect communities. With 30 years in the nonprofit and local government sectors, including decades in executive leadership, Daljit brings expertise in systems change, cross-sector collaboration, and equity-centred policy implementation. She chairs BC’s Provincial Child Care Council, advises BC’s inaugural Anti-Racism Data Committee, and represents the settlement sector at the UBC Centre for Migration Studies Executive Committee.
Can you tell us more about your professional journey and how your varied expertise shapes your approach to work in Canada’s settlement sector?
Looking back on my career, the common thread has always been people. My career began with working directly with youth and families as a counsellor and case manager. I had the privilege of supporting individuals through some of the most challenging periods of their lives. At times, people saw me as a government representative and didn’t trust my intentions. These frontline experiences taught me to meet people where they are at, and prioritize relationships by building trust, being present, listening deeply, and working collaboratively through an asset-based approach. As my career evolved, I moved into leadership roles across the nonprofit, government, education, and community sectors. Although my work now focuses more on strategy, partnerships and policy, I never lose sight of the people that the policies are intended to serve. My diverse background helps me bring a multidisciplinary, pragmatic, and community-centred perspective to advancing equity, inclusion and belonging for newcomers in Canada.
You have highlighted a focus on equity-centred design, truth, and decolonial practices. Where do you see organizations practically embodying these principles, and what areas do you think might need more work?
Anti-racism and decolonization begin with truth. We can’t change systems without understanding the histories and experiences that have shaped them. I see progress when organizations create space for people with lived experience to shape decisions, build authentic relationships with Indigenous communities and other equity-deserving groups, and embrace shared leadership rather than simply consulting communities. We need to move from intention to action. In my experience, this is the messy but important part of equity work, requiring us to examine who has a voice, who holds influence, and whether policies, programs, and partnerships truly foster belonging. This is where different truths and conflicts can emerge, but despite the challenges, it’s also where the richest learning and change happen. The richest learning happens when we are willing to reflect on ourselves first. Individuals and organizations must be willing to show up authentically, be ready to listen and learn by doing internal reflection first. It is important to build systems where everyone belongs and feels valued, included, and able to thrive.
You emphasize the role of empathy and mutual aims in fostering stakeholder collaboration. How can organizations use these to build meaningful partnerships and collaborative initiatives while staying mindful of power dynamics?
Relationships matter. Meaningful partnerships begin when organizations unite around a common purpose and recognize that no single organization has all the answers. We all need each other, and everyone has a role to play. Approaching collaboration from a place of empathy, for each other and the shared cause, helps partners navigate tensions and challenges. My doctoral research found that empathy is foundational to moving through the messy middle of change. Organizations must also identify and be conscious of power dynamics that exist within collaborative spaces, recognizing the challenges of sharing power for those accustomed to holding it. By creating meaningful space for a diversity of voices, especially those historically excluded, we create richer spaces with diverse perspectives. Shared leadership can result in more authentic, innovative, and impactful partnerships.
How can research organizations such as CMS best contribute to the capacity-building efforts of the settlement sector?
Research organizations like CMS are most valuable when they bridge evidence and practice. By combining research with lived experience and frontline knowledge, they can help the settlement sector anticipate emerging trends, strengthen decision-making and improve outcomes for newcomers. Effective research should be accessible, actionable, and developed with communities and service providers. I believe CMS has an opportunity to steward meaningful collaboration between academia and the sector through co-design, co-ownership and co-implementation. This work requires time, investment in relationships, and a safe-to-learn and even safe-to-fail mindset without rushing to meet institutional or colonial timelines. Decolonial principles remind us to value relationships and processes alongside outcomes. CMS is uniquely positioned to walk through these processes alongside the sector. Capacity building is reciprocal between CMS and the sector, and learning, power, and knowledge exist on both sides.
As an academic yourself, what advice do you have for students to bridge their scholarly work with practice in the sector?
My advice is to stay curious, stay connected, and think beyond the paper. As an applied researcher, I value scholarly insights but focus on translating them into action that improves the lives of the people and communities I serve. This has helped me find deeper meaning in my work as both a practitioner and a scholar. I encourage students to put theory into practice and learn directly from communities, practitioners, and people with lived experiences. Research is most powerful when it helps address real-world challenges. I also believe in setting ambitious goals, what Jim Collins calls “Big Hairy Audacious Goals”. Be bold about what you want to contribute, but do not stop at the idea. Pair your vision with action, meaningful relationships, and a willingness to keep learning. That is often where meaningful impact begins.
Looking ahead, what do you think will be the biggest opportunity for Canada’s immigrant settlement sector over the next decade?
The biggest opportunity is for the settlement sector to become a recognized systems leader. How Canada welcomes and integrates immigrants is critical to our social and economic health, and the sector’s contribution should be recognized accordingly. For years, we have helped newcomers navigate existing systems. Looking ahead, we can help shape those systems alongside governments, communities, Indigenous partners, employers and educators. In practice, this means moving beyond helping individuals find housing or employment to improving housing policy, workforce systems, and credential recognition. It also means helping design services that are inclusive from the outset. We should not only focus on how to support newcomers today, but also on how to create the conditions for future diverse generations to thrive. By bringing newcomers’ voices, experiences and expertise into decision-making, we can build systems that work better not only for newcomers, but for everyone.
