MESSAGE FROM BOARD CHAIR CRAIG TUTON
It has been an honour to step into the role of Chair of the Da Daghay Development Corporation Board of Directors this past year. I am grateful for the opportunity to serve the Shareholder and to build on the strong foundation laid by those who came before me.
“We will continue to build on this momentum, working with integrity and accountability to ensure that the benefits of development are shared by all.”
Craig Tuton, Board Chair
I want to begin by expressing deep respect and appreciation for Fred Koe, who served as Board Chair for ten years with vision, integrity, and a steady hand. His leadership helped shape DDDC into the strong, respected organization it is today. On behalf of the entire Board, I thank him for his decade of dedication and the example he set for us all.
I would also like to acknowledge Paul Gruner for his valuable contributions during his time on the Board. His insight, experience, and thoughtful approach helped advance several key initiatives that continue to benefit the corporation and its Shareholder.
Previous Chair, Fred Koe Former Board Member, Paul Gruner
This year, we also welcomed a new Director, Greg Charlie, whose energy and fresh perspectives are already strengthening our team and enriching Board discussions. His contributions are helping us continue to evolve as a governance body that reflects both experience and renewal.
Over the past year, the Board met six times to review progress, approve budgets, and make key decisions that guide DDDC’s direction and growth. Together, we have continued to strengthen our governance, reinforce accountability, and support management in pursuing opportunities that align with the Shareholder’s vision for prosperity.
I also want to recognize the leadership of Chief and Council, whose ongoing support and approval of DDDC’s recapitalization plan have made a lasting difference. Through their partnership, we have built a stronger financial foundation that is already creating tangible opportunities for growth, stability, and long-term prosperity for Ta’an Kwäch’än Council Citizens.
As we look ahead, I am optimistic about the future of Da Daghay Development Corporation. Our success is rooted in collaboration, trust, and a shared vision of a thriving future—one where economic development directly supports community well-being. The Board will continue to approach its work with integrity and accountability, ensuring that the benefits of our efforts are shared by all.
Thank you for your continued trust and support.
Craig Tuton Board Chair
Director, Greg Charlie
GOVERNANCE
BOARD OF DIRECTORS
The Board of Directors provides steady leadership and clear direction, ensuring DDDC remains well-governed, financially sound, and focused on creating lasting Shareholder prosperity.
Made up of experienced professionals and community leaders, the Board brings diverse skills, insight, and dedication to every decision they make.
Craig Tuton Chair
Kynan McIntyre Vice Chair
Bengie Clethero Director
Shawna Tizya Director
Greg Charlie Director
VISION, MISSION, VALUES
Vision:
“Our Vision is to be a strong and effective leader in Yukon’s economy, where TKC Citizens can access employment and other economic opportunities to help achieve their aspirations for a strong and vibrant future.”
Mission:
Our mission is to generate wealth and economic opportunities by:
Leveraging our business expertise and knowledge to ensure we are well-positioned to effectively capitalize on potential economic development opportunities; Making sound investments that generate both wealth for the Shareholder and employment opportunities for Citizens, and in a manner consistent with our values and those of the Ta’an Kwäch’än Council; and
Supporting Citizen owned businesses to ensure effective access to DDDC-generated economic opportunities.
Values:
As a Yukon First Nations Economic Development Corporation
We embrace excellence and innovation in striving to meet the needs, values and expectations of the shareholder and citizens. We seek to strike a measured balance between investing in opportunities that generate profit with those that generate economic opportunity for Citizens.
We commit to investing in opportunities that are consistent with the cultural, traditional and land stewardship values of the Ta’an Kwäch’än Council.
We conduct our governance with integrity, transparency, and accountability, and with open and honest dialogue with the shareholder, citizens, and partners.
We believe that safety of our board, management, employees, and contractors is paramount.
We embrace the professional development of our staff to ensure they can reach their full potential.
STRATEGIC PLAN
The Board of Directors is moving through year two of a five-year Strategic Plan (2024–2028) with focus and determination.
It is building the policies, governance systems, and foundations that allow strong leadership to grow and succeed. Through thoughtful planning and a shared commitment to excellence, the Board is positioning DDDC for steady growth, lasting value, and a bright Shareholder future.
The strategic objectives outlined below reflect this ongoing work and guide the organization’s priorities for the years ahead.
Expand Real Estate Portfolio
BOARD COMMITTEES
MESSAGE FROM CEO BEN ASQUITH
2024 was a year of growth, focus, and renewal for Da Daghay Development Corporation (DDDC). As we enter the next phase of our journey, we continue to build on a strong foundation shaped by the leadership of our Board of Directors and guided by the long-term vision of our Shareholder for prosperity and self-reliance.
Over the past eleven years, DDDC’s asset base has grown significantly, reflecting the strength of our investments and the confidence placed in us by the Board, the Shareholder, and our partners. This growth is measured not only in dollars or developments, but in the trust, stability, and discipline that have taken root across the organization. Our team continues to deliver professional, consistent work that strengthens every part of the corporation.
This year, our focus is on building the operations, systems, and capacity required to scale. We are moving from steady growth toward transformational growth by aligning our business divisions, improving internal processes, and investing in the people and structures that will allow DDDC to manage larger projects, attract new opportunities, and deliver long-term value for the Shareholder.
Our progress reflects the strength of collaboration between management, the Board, and our partners across the Yukon and beyond. Together, we are advancing housing and real estate projects, expanding our work in energy, and pursuing new business opportunities that will create meaningful economic outcomes for the Shareholder and the community. We remain guided by the vision set out in Together Today for Our Children Tomorrow, which calls on us to participate fully in every part of the Yukon economy for the benefit of future generations.
Looking ahead, our priorities are clear: to strengthen operations, enhance governance alignment, and position DDDC for its next decade of growth. This is an exciting time for the corporation, defined by integrity, ambition, and shared purpose.
On behalf of the DDDC team, I want to thank our Board of Directors for their guidance and commitment, and the Shareholder for their continued trust and support. Together, we are building something lasting, an economy that reflects who we are, what we value, and where we are going.
Respectfully,
Ben Asquith Chief Executive Officer
"The DDDC team is our greatest strength. Together with the Board and the Shareholder, we are turning vision into action and building a future grounded in collaboration, growth, and trust."
Ben Asquith CEO
TEAM DDDC
LEADERSHIP
Ben Asquith Chief Executive Officer
Tiffany Eckert-Maret Chief Operating Officer
PROPERTY MANAGEMENT
Laffra Chief Financial Officer
(Bottom Left to Right)
Property Management & Maintenance
Matt Murphy (Manager) Francis McGuire (Landscaping)
Virginia Guidolin Director, Property Managment
John
BUSINESS DEVELOPMENT
Blake Buckle Director, Business Development
ADMINISTRATION
Administrator
& Communications
Aberdeen Broeren Office
Dakota Eckert-Maret Marketing
Regil John Vergara Finance Officer
Desiree CoedBroeren Business Analyst
Ethan LaVallee Business Analyst
DDDC TEAM CHARTER
As a member of DDDC, I agree to:
Decide how I will participate with good, positive energy and be compassionate
Know my job and provide my best effort to accomplish it
Speak my mind directly
Speak in a way that conveys respect for everyone present
Listen carefully so everyone feels heard (no unnecessary interruptions or disruptions; leave silence to fill void)
Turn the sound off my phone and not use it until meetings are over (if I must, I will take it outside)
Put responsibility before blame (i.e., talk about myself and what I am doing)
Avoid raising personal grievances or making any form of personally directed attack or accusation
Speak up if someone is disrespecting these agreements
Feel honoured when someone gives me feedback
PROJECTS & INITIATIVES
CORPORATE
As mentioned, DDDC has a clear mandate to grow. To support that mandate, we are building strong corporate functions that form the foundation for steady, well-managed expansion.
The structure shown here reflects how DDDC is organizing itself across five core divisions: DDDC Corp, Real Estate, Investments, Property Management, and Energy. Each division has a clear focus and purpose, supported by solid systems in finance, governance, leadership, and business development.
This year, we made meaningful progress in building that foundation. We introduced a dedicated Human Resources lead to strengthen recruitment, training, and staff support. Our Finance team became more robust, improving reporting accuracy, forecasting, and long-term planning. We established stronger office management systems that keep day-to-day operations efficient and coordinated. Our communications and marketing capacity expanded, allowing us to engage the Shareholder and partners more effectively and to clearly share our progress and performance.
Each of these corporate functions is essential to delivering on the structure shown in this report. They allow DDDC to manage growth responsibly, move projects forward with confidence, and act quickly on new opportunities. We will continue to build these areas over time so that DDDC remains strong, capable, and ready to deliver measurable value for the Shareholder.
REAL ESTATE
DDC’s real estate portfolio continues to grow and mature, strengthening the corporation’s asset base and setting the stage for long-term development. Each project reflects a careful balance of financial sustainability, land stewardship, and community benefit, guided by DDDC’s commitment to people, profit, and the land.
This year, DDDC focused on four key real estate priorities that together represent a strong and diverse foundation for future growth. The first is C-30B, one of DDDC’s most important long-term opportunities.
Located in Whitehorse, C-30B contains a large, high-quality gravel resource that will support construction and infrastructure projects across the Yukon for years to come. Responsible gravel extraction will create local jobs and generate early revenue to reinvest in other initiatives.
Over time, the site also represents a major real estate development opportunity with potential for housing, commercial, and light-industrial uses that can generate ongoing income and opportunity for the Shareholder.
The second is Winter Crossing, DDDC’s seven-building, 105-unit housing project, which continues to make steady progress. Construction is advancing well, with three buildings expected to open between January and April 2026. Work on the remaining buildings is ongoing, and the full development is anticipated to be completed and occupied by late 2026 or soon after. Winter Crossing remains one of DDDC’s flagship projects, helping address housing needs in Whitehorse while strengthening the corporation’s asset base and creating long-term value for the Shareholder.
The third is land development, including the Kèjän and Rogers sites. These properties are being prepared for future mixed-use opportunities and are positioned to support DDDC’s continued expansion within Whitehorse.
Early planning work is underway to assess design concepts, infrastructure requirements, and partnership options that will guide their development and long-term value creation.
The fourth priority is planning for a new main administration building for the Shareholder. This project will strengthen community presence and provide a central home for future growth, service delivery, and governance. DDDC has begun early discussions with the Shareholder to explore feasibility, including site options, design concepts, and partnerships. This work will guide the creation of a facility that reflects both function and identity and serves as a lasting centre for the Shareholder’s government and community life.
DDDC is also continuing to expand its asset base through the acquisition and management of bare land, commercial properties, and residential units that generate stable income and long-term value.
Together, these projects form a strong and resilient portfolio that supports the Shareholder’s long-term prosperity. They reflect a clear story of growth, confidence, and purpose, with DDDC building thoughtfully, investing strategically, and creating opportunities that will benefit generations to come.
INVESTMENTS
DDDC’s partnerships reflect the strength of collaboration and the value of shared success. By working together with other Yukon First Nation development corporations, local businesses, and private partners, DDDC is growing its presence across key sectors of the northern economy.
Each partnership represents more than an investment. It is a commitment to building local capacity, creating employment, opening contract opportunities for Citizen-owned businesses, and keeping wealth and decision-making power in the north.
Together, these ventures generate steady income, strengthen economic independence, and help build a sustainable future for the Shareholder.
Below is a snapshot of DDDC’s current partnerships and investments, along with a QR code you can scan to learn more about each one and see project updates in real time.
Yukon First Nation Wildfire (YFNW)
Who we are: Eight Yukon First Nation organizations, including DDDC
What we do: Leads First Nation wildfire response, training, and land care across the territory, combining traditional fire knowledge with modern firefighting practices.
Why we matter: Creates employment, training, and safety benefits while protecting people and the land. Keeps wildfire capacity and expertise in First Nation hands.
Yukon First Nation Teleco (YFNT)
Who we are: Thirteen Yukon First Nation development corporations, including DDDC
What we do: Own and manage fibre optic network infrastructure across the Yukon in partnership with NorthwesTel.
Why we matter: Generates long-term revenue, and improves connectivity for northern and rural communities while keeping digital capacity and decision-making in First Nation hands.
Sixty North Unity
Who we are: Development corporations from Yukon, NWT, and Nunavut
What we do: A northern communications partnership working toward the First Nation acquisition of Northwestel from Bell Canada. Why we matter: Builds First Nation ownership in critical communications infrastructure, keeping value in the North and creating long-term investment returns.
Yukon First Nation Air Leasing (YFNALP)
Who we are: Eight Yukon First Nation development corporations including DDDC, with Alkan Air
What we do: Owns aircraft used for Yukon’s 24hour medevac and air-ambulance services through a long-term agreement with Alkan Air. Why we matter: Ensures reliable medical transport, keeps revenue and asset ownership within First Nations, and provides stable income for DDDC.
Yukon First Nation Energy (YFNELP)
Who we are: Yukon First Nation development corporations including DDDC
What we do: Advances clean and reliable energy projects, including the Yukon–BC Grid Connect initiative.
Why we matter: Builds energy sovereignty, reduces diesel dependence, and creates longterm value through First Nation participation in major energy infrastructure.
Hobah Joint Venture (Hobah JV)
Who we are: DDDC and Northern Vision Development
What we do: Owns and manages rental housing in Whitehorse, maintaining high occupancy and upgrading units for efficiency and comfort. Why we matter: Provides steady income, supports housing availability, and keeps part of Whitehorse’s rental market under First Nation ownership.
Yukon First Nation Investment LP (YFNILP)
Who we are: Yukon First Nation development corporations including DDDC
What we do: Pools capital to invest in large-scale projects that strengthen the northern economy and create shared prosperity.
Why we matter: Delivers steady financial returns, broadens investment reach, and builds long-term economic stability for the Shareholder.
West End Developments (Kèjän + Rogers)
Who we are: DDDC, Northern Vision Development, Ketza Construction, Kobayashi + Zedda Architects
What we do: Leads downtown redevelopment in Whitehorse through the Kèjän + Rogers project, adding new commercial and residential space. Why we matter: Combines financial return with visible community impact, creating local jobs, contract opportunities for Citizen businesses, and inclusive First Nation ownership.
PROPERTY MANAGEMENT
op dedicated to the care and stewardship of our community’s housing assets.
DDDC proudly owns and maintains five buildings at River Bend, with 70 units. Seven more buildings underway at our newest development, Winter Crossing, which will have 105 new homes. DDDC PM also has a contract to manage the 2 TKC-owned duplexes and 9 mobile trailer units at Lake Lebarge.
Through proactive maintenance, detailed record keeping, and responsive service, our team ensures our properties remain in excellent condition. This year, the team at DDDC handled 85 service calls. These types of calls range from helping elders with their garbage, clearing up clogged toilets to refrigerators being replaced. DDDC PM aims to deliver exceptional customer service and we accomplish this by paying attention to the little things. For example, when a tenant’s fridge breaks down, we have a portable cooler that had a freezer component, so their food doesn’t get ruined.
Learn more about how we are working to put the humanity back in housing
The DDDC PM team knows that our buildings are DDDC’s largest asset, so they focus on preventative care, cost efficiency, and the long-term sustainability of every home we manage. This year, for preventative care DDDC team completed fire alarm maintenance, gutter cleaning, main hallway carpet detailing, replaced door sweeps, fire smart assessment, and spring cleaning including assisting tenants in balcony cleaning. DDDC property management is finalizing the capital and maintenance plan to ensure this legacy remains in like-new condition. Additionally, this year we will look at re-painting the entrances and hallways to keep them as fresh preoccupancy state. Our maintenance plan for the next year will have us refreshing the decks, replacing some flooring in the original 3 buildings as units become available. At the heart of our work is a shared commitment to putting the humanity back in housing.
This year, the property management team introduced a new tenant portal called Buildium. Buildium (available in the App Store and on Google Play) which will allow tenants to engage with our staff at any hour of the day and file for maintenance requests but also can pay the rent online. The DDDC PM team is always looking at ways to improve their service to our clients. In the next year, we will engage in tenant surveys to make sure we are delivering the service to our clients that they think is beneficial.
opportunities for tenants to come together and feel a true sense of belonging for the community that is being created.
We recognize that our properties are more than structures — they are homes where people build their lives. Our team fosters safety, comfort, and community connection through daily operations such as snow and ice removal, lawn care, and preparing units for new tenants.
LOGO AND BRAINDING ARE A WORK IN PROGRESS
NEXT LEVEL PROPERTY MANAGEMENT
COMING SOON
Later in 2025, DDDC will mark an exciting new chapter with the formation of Next Level Property Management, a DDDC company designed to enhance our service capacity and meet future housing needs. With dedication, care, and integrity, our Property Management team continues to uphold DDDC’s commitment to quality, affordable housing for our clients.
ENERGY
Growing into the Energy Sector
Energy continues to be one of DDDC’s fastestgrowing areas. The corporation is building DDDC Energy, a dedicated division focused on developing and managing projects that strengthen Yukon’s economy, increase Indigenous ownership, and support long-term sustainability. This marks an important step forward as DDDC moves from being only a project partner to becoming an active participant in Yukon’s energy future.
Fuel
Through a strong and growing partnership with North60 Petro Ltd, DDDC Energy supplies fuel to customers across the Yukon, including the Whitehorse airport runway reconstruction project, and fuels Yukon Energy’s rented diesel generators. Together, DDDC and North60 provide reliable, locally managed energy services that reflect shared values of community, sustainability, and northern self-reliance.
In the coming year, this partnership will expand with the addition of a new Energy Coordinator based with North60. This position will help strengthen daily collaboration, find new business opportunities, and prepare DDDC Energy for continued growth and independence.
Thermal Energy
DDDC Energy is working with Yukon Energy Corporation and Generations Energy to explore future thermal generation projects in Whitehorse. This work focuses on creating reliable, local power solutions that meet community needs while increasing Indigenous involvement in Yukon’s energy system. The goal is to be a capable and trusted partner that helps build a cleaner and more resilient energy future for the territory.
Battery Storage
In parallel, DDDC Energy is advancing work with Yukon Energy Corporation on a potential battery energy storage project. This initiative would support grid stability and renewable integration while creating new technical and business opportunities for Indigenous participation in emerging energy technologies. The project represents another step toward building a diversified and forward-looking energy portfolio—one that combines traditional fuel services with innovative, sustainable power solutions for the north.
Solar Energy
DDDC Energy is leading solar work at Riverbend Affordable Housing in Whistle Bend, a Ta’an Kwäch’än Council development designed by Kobayashi + Zedda Architects. The project features a rooftop solar array that supplies renewable power directly to the site, lowering operating costs and showing how clean energy can make community housing more efficient and affordable. The 42-unit development serves as a model for integrating solar systems into future DDDC housing and real estate projects. In partnership with Yukon Energy Corporation and Generations Energy, DDDC is also exploring additional solar opportunities across its portfolio to support Yukon’s clean energy transition and strengthen Indigenous leadership in the sector
BUILDING TOMORROW, TODAY
Employees & TKC/Yukon First Nation Participation
Triple Bottom Line Construction (TBL) is a Yukon First Nation majorityowned construction company. The company continues to grow its skilled team across site operations, prefabrication, framing, and administrative support. Its workforce strategy is grounded in inclusion prioritizing opportunities for Yukon First Nation and other Indigenous tradespeople and apprentices to build meaningful careers in the construction sector.
Year End Highlights
Workforce development remains a core pillar for TBL. In partnership with local First Nations and apprenticeship programs, the company continues to cultivate Indigenous trades talent through year-round employment and capacity-building. In spring 2024, TBL hosted an open house at its Alaska Highway office to welcome potential partners, prospective team members, and local TKC/Yukon First Nation businesses interested in subcontracting opportunities.
In early 2025, Canada Mortgage and Housing Corporation (CMHC) and the Government of Yukon confirmed financing for DDDC’s Winter Crossing project, cementing TBL’s role as the key builder-partner. With its strategic investment in prefabrication capacity, TBL is on track to meet the 2026 target for Phase 1 completion. A major factor in the project’s accelerated timeline has been the creation of a dedicated prefabrication facility, enabling efficient production of walls and framing. TBL also serves as the trusted contractor for TKC’s C-9 project, advancing First Nations-led development in the Whistle Bend area.
Looking Ahead to 2025
In the coming year, TBL will move into the next phase of Winter Crossing interior fit-out, site works, testing, and commissioning—in preparation to welcome the first residents’ home in January 2026. Prefabrication volumes will continue to grow, supporting not only Winter Crossing but other projects in the development pipeline. TBL will further expand Indigenous workforce participation, strengthen local partnerships, and enhance its reputation as a Yukon-based leader in affordable, highperformance housing delivery.
HIGHLIGHTS 2025
SHAREHOLDER VALUE
Building trust and confidence with our Shareholder is an important goal in our strategic plan. One of the ways we’re working toward this is by creating more opportunities to connect, share information, and listen to feedback from the Shareholder (represented by TKC Chief and Council) and TKC citizens.
In July 2025, DDDC held its first Annual Information Meeting—a strong step toward better communication and transparency. We look forward to welcoming TKC Citizens to an upcoming open house. Details will be shared soon.
YOU SPOKE. WE LISTENED.
At our first Annual Information Meeting, you told us what matters most. You want your development corporation to:
CREATE JOBS FOR CITIZENS
GENERATE WEALTH FOR THE NATION
EXPAND ACCESS TO CONTRACTS FOR CITIZEN BUSINESSES
DDDC is guided by the shared commitment in Together Today for Our Children Tomorrow (Council for Yukon Indians, 1973), which calls on us to “participate in every part of the economic life of the Yukon.” This commitment continues to shape our work and our partnerships across the Territory.
FINANCIAL PERFORMANCE
In May 2025, the Board of Directors met with the Shareholder to present and seek approval for a bold recapitalization plan to secure a mandate for major growth. This plan strengthens DDDC’s ability to invest, expand, and create lasting prosperity for the Shareholder.
As shown in the 20 Year Growth Plan, this marks a turning point for DDDC. With new capital and a stronger investment strategy, the corporation is on track to reach $118 million in assets ahead of schedule and begin paying annual dividends to the Shareholder. DDDC’s investments are projected to earn an average return of 35 percent, showing strong financial performance and long-term stability.
Looking ahead, this plan positions DDDC to meet its goals, originally set for 2045, by 2035. The chart shows steady growth in assets, equity, and income, supported by strong partnerships, Shareholder confidence, and a shared commitment to long-term prosperity.
PercentageofTotal RevenuebyDivision
ForyearendedMarch31,2025
Revenue reached $4.1 million, an all-time high for the corporation. This growth was driven by the expansion of fuel contracts, continued growth of TBL, and strong income from partnerships. The chart on the right shows DDDC’s diverse revenue sources. Each stream contributes to a strong, sustainable foundation for growth, with continued expansion expected as the corporation advances its long-term plan.
Net income rose to $1.4 million, reflecting another record year of profitability supported by disciplined operations and steady growth across business lines.
Total assets increased by $19.4 million, reaching $46.9 million at year-end—an extraordinary gain that reflects progress at the Winter Crossing housing project and continued investment growth.
The project is expanding the corporation’s real estate portfolio and strengthening its long-term asset base, creating lasting value for the Shareholder.
Revenue reached $4.1 million this year, generating $1.4 million in profit
Assets grew by $19.4 million this year, bringing the total to $46.9 million
Equity grew by $1.8 million this year, bringing the total to $8.4 million 38
PEOPLE HIGHLIGHTS
IN THE COMMUNITY
Throughout the year, Da Daghay Development Corporation continued to strengthen its connection with Ta’an Kwäch’än Council citizens through open, transparent, and engaging community activities.
We hosted two open houses (summer and Christmas) to share updates, gather input, and hear directly from citizens about our projects and priorities. Our “Fun in the Sun” event at River Bend brought together families and community members for a day of connection, celebration, and shared pride in our growing neighbourhood.
Our team also participated in the Ta’an Kwäch’än Council General Assembly, ensuring citizens had opportunities to learn more about DDDC’s progress and future goals. In addition, we hosted our Annual Shareholder Meeting in May 2025, continuing our commitment to accountability and open communication with our Shareholder.
To stay connected year-round, we maintain an active social media presence across Facebook, Instagram, LinkedIn, and our corporate website, sharing updates, opportunities, and stories that reflect our ongoing growth and community spirit.
CONNECTING WITH OUR COMMUNITY
Staff Training and Wellness Initiatives
This year, our team continued to strengthen our workplace culture through meaningful professional development focused on mental wellness, lateral kindness, and community care. Staff participated in specialized training sessions such as Transforming Lateral Violence: Level 1 Foundations and We Are Better Together, which provided valuable insights into the roots of lateral violence, the psychology of workplace behaviors, and the importance of fostering compassion and connection.
In addition to staff training, DDDC has made important progress in developing formal policies and procedures to support a healthier and more consistent workplace environment. These policies are being created with a focus on accountability, clarity, and employee well-being, ensuring that the values of kindness, safety, and inclusion are embedded into our organizational framework.
By investing in both staff training and foundational policy development, DDDC is building a stronger workplace where our team is equipped with the tools, guidance, and support needed to thrive personally and professionally.
The Arctic Inspiration Prize is unique and about successful reconciliation as North and South, Indigenous and non-Indigenous individuals, and groups work together collaboratively and respectfully to inspire, enable, and celebrate achievements of the people of the North. Recognizing diverse teams with innovative projects in the fields of education; health and wellbeing; culture, arts and language; science and traditional knowledge; climate change; food security; and the economy.
Through its Charitable Trust, and with an endowment of approximately $50 million, the AIP is led and owned by the North and is entirely for the people of the North, from Yukon to Nunatsiavut. The seed money awarded annually means each Laureate team is able to get their projects off the ground and make their dreams, and those of their communities, come true. DDDC is a proud co-owner and we are the Regional Manager for the Yukon.
The first time ever winner of the million dollar prize for the 2024/2025 year was Bibia Nàtsät Ku: A Movement to Reclaim Yukon First Nations led Midwifery and Sexual and Reproductive Healthcare.
CORPORATE INFORMATION
Board of Directors
Craig Tuton
Kynan McIntyre
Bengie Clethero
Shawna Tizya
Greg Charlie
Management & Staff
Ben Asquith - Chief Executive Officer
Head Office
81E Wilson Drive
Whitehorse, YT
Y1A5R2
Phone: 867-667-6609
Email: info@dadaghay.com
Website: www.dadaghay.com
Tiffany Eckert-Maret - Chief Operating Officer
John Laffra, Chief Financial Officer
Regil John Vergara - Finance Officer
Aberdeen Broeren - Office Administrator
Dakota Eckert-Maret - Marketing & Communications Officer
Virginia Guidolin - Director, Property Management
Andy Calahizen - Lead Property Maintenance
Matt Murphy - Manager, Property Management
Austin Smith - Property Maintenance Technician
Blake Buckle - Director, Business Development
Desiree Coed-Broeren - Business Analyst
Ethan LaVallee - Business Analyst
Auditors
Paul Sangha Limited
Vancouver, BC
