ANNUAL REPORT
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ACCOUNTABILITY STATEMENT The Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA) is committed and works diligently with members, stakeholders, academics, policy makers, and other organizations to ensure that TALSAA remains accountable in meeting the commitments we’ve identified and made through our Strategic Plan. Our Annual Report for 2022-23 outlines our successes and accomplishments in achieving these commitments, as well as other initiatives we are working towards. We recognize that there is still much work to be done, and we remain dedicated to engaging with those around us and continuing the important work of supporting Alberta’s First Nation land managers and lands departments. The 2022-23 annual report is a comprehensive document that will outline the performance and activities of TALSAA, over the course of one year.
ANNUAL REPORT 2022
ANNUAL REPORT 2022
It includes TALSAA’s financials, operational updates, and other key information about the TALSAAs performance and progress. It will give members insight into the financial health of TALSAA and provide external stakeholders with a comprehensive picture of what TALSAA has been doing over the past year, how it is continuing to serve its members, and how it is achieving its goals. The annual report is an invaluable tool for TALSAA to help build trust, transparency, and accountability among our members and stakeholders. As an organization, TALSAA is committed to transparency and accountability. We take pride in our commitment to our members, stakeholders, and the public at large in providing information on our activities. The annual report will give our stakeholders insight into the progress and performance of TALSAA, allowing us to identify successes and areas for improvement. The annual report will be used as a core document to ensure that we stay on track with our strategic goals and meet the needs of our members across Alberta.
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ANNUAL REPORT 2022
ORGANIZATIONAL RESPONSIBILITY TALSAA stands firm in its commitment to transparency and honesty. We understand the importance of being open with our members and stakeholders about our operations, activities, successes, and failures. As such, we take great effort to report accurately on our organization’s activities and achievements in an annual report each year. Our 2023 Annual Report provides a comprehensive review of our operations and activities, as well as an overview of our goals and objectives for the upcoming year. We are accountable to those we serve and take our role seriously in providing an honest account of TALSAA’s progress. The Board of Directors is responsible for the preparation, accuracy, and integrity of information presented in the annual report. The Board will review and approve all financial statements and other reports before they are issued to members and stakeholders. This includes ensuring that TALSAA complies with applicable laws, regulations, and policies. The Executive Director is also responsible for overseeing the development of the annual report. The Executive Director will work with staff to ensure that accurate information is presented in a timely manner and that any required changes or updates are made prior to its release. TALSAA takes our commitment seriously to provide honest, transparent reporting on our activities and performance each year. We look forward to providing you with an informative annual report looking back at our year in 2022-23.
ANNUAL REPORT 2022
Our mission is to support First Nations communities in their journey to self-sufficiency through land management training and networking. We believe in growth through communication and collaboration, building capacity within lands departments, and meeting communities “where they are.” We are committed to promoting sustainable land practices and economies.
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ANNUAL REPORT 2022
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TABLE OF CONTENTS 7 ORGANIZATIONAL OVERVIEW 8
Land Acknowledgement
9
Message From the Executive Director and Chair, TALSAA
10
The National Aboriginal Lands Managers Association (NALMA)
11
Regional Lands Associations (RLA’s)
12-13 About Us 14
Objectives and Successes
15
List of Board of Directors
16
Staff
17
Our Members
18 OPERATIONAL OVERVIEW 19
Statistics Overview
20
Grow our Membership
21
Recruitment
22
Increase Positive Awareness of Our Work
23
Sustainably Expand Our Services
24
KEPA Summit
25
Objectives and Successes
26
Review & Evaluation Process
27
Membership Highlights: Woodland Cree First Nation Land Code Celebration
28
Celebrating Success
29 FINANCIAL OVERVIEW 30-31 Independent Auditor’s Report 32-40 Financial Statements 41
Looking Ahead to 2023-24
42
Report Summary
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ORGANIZATIONAL OVERVIEW The Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA) is a non-profit organization dedicated to responsible, accountable, and sustainable stewardship for land management in Alberta. We strive to create meaningful change that positively impacts First Nation land managers, their communities, and the environment across Alberta.
SECTION ONE
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ANNUAL REPORT 2022
LAND ACKNOWLEDGEMENT We, the Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA), acknowledge that we are in Treaty 6 territory, traditional land of the Cree, Saulteaux, Blackfoot Confederacy (Siksika, Kainai, Piikani) and Nakota Sioux Nations. We recognize our rich culture and heritage as well as our continuing connection to these lands and waters. We respect and acknowledge the inherent sovereignty of all Indigenous Peoples over their traditional territories and pay our deep respects to our ancestors, who have stewarded this land throughout generations. We also acknowledge the contributions of other Indigenous Nations in the area including the Inuit, the Métis Nation, Tsuu T’ina Nation, Stoney Nakoda First Nations (Chiniki, Bearspaw, and Wesley), as well as other Indigenous nations who have travelled through this traditional land. We recognize their historical and ongoing presence here and are grateful to be living and working on these lands together. We humbly recognize the sacrifices made by our First Nations communities in protecting this land for future generations and pledge to work together in a spirit of mutual respect and understanding. Together, we will continue to strive towards true reconciliation and justice for all people. Respectfully,
The Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA)
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MESSAGE FROM EXECUTIVE DIRECTOR & CHAIR It has been our privilege to lead TALSAA in its mission to support and empower Alberta First Nations in land management training for thriving First Nations communities.
LAND ACKNOWLEDGEMENT TALSAA’s 2022 Annual Report: A Year in Review It is with great pleasure that we present the TALSAA’s 2022 Annual Report: A Year in Review. It has been our privilege to lead TALSAA in its mission to support and empower Alberta First Nations in land management training for thriving First Nations communities. This past year was an incredible one for our organization, as we implemented a range of extensive supports for First Nations including extensive in person and virtual land management training sessions. In this report, we will look back at the key changes that have taken place throughout the year and the impact they have had on our organization. This includes an overview of our successes, an analysis of challenges faced, and a look ahead to what is in store for TALSAAs in the next 12 months. We hope that this report will serve as an inspirational guide for those interested in supporting our mission into the future. On behalf of the Board of Directors and staff members, we thank you for taking the time to read about what we were able to achieve together throughout this fiscal year of 2022-2023.
Crystal Janvier - Romaniuk
CloAnn Wells
Crystal Janvier - Romaniuk
CloAnn Wells
Executive Director, TALSAA
Chair, TALSAAA
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ANNUAL REPORT 2022
NALMA The National Aboriginal Lands Managers Association (NALMA) is a dynamic organization committed to providing efficient tools and resources to its members through the Regional Land Associations and Associate Members. We honour the members of each of the Associations for their hard work and dedication, which allows NALMA to undertake the many challenges that support and promote best practices in First Nation land management.
NALMA’s Mission National Organization of First Nation Lands Managers which will actively network towards the enhancement of professional development and technical expertise in the functions of Lands Management, and which will also incorporate First Nations values and beliefs in Lands Management always keeping in mind the grass-root practices when dealing with Lands Management.
National Aboriginal Lands Managers Association 1024 Mississauga Street Curve Lake, Ontario, K0L 1R0 Toll-Free: 1-877-234-9813 Phone: 705-657-7660 Fax: 705-657-7177 Email: info@nalma.ca Website: www.nalma.ca
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REGIONAL LANDS ASSOCIATIONS NALMA membership is made up of the Regional Lands Association and such other eligible persons or Associations as admitted by resolution of the Board. The Regional Lands Associations are independent regional or territorial associations established by Land Managers and recognized by NALMA. Directors for each RLA make up the Corporate body of NALMA. This model allows Regional perspectives to be discussed at a National level.
1. Atlantic Region Aboriginal Lands Association (ARALA) 2. British Columbia Aboriginal Land Managers (BCALM) 3. First Nation Lands Managers Association for Quebec and Labrador (FNLMAQL) 4. Ontario Aboriginal Lands Association (OALA)
5. Planning and Land Administrators of Nunavut (PLAN) 6. Saskatchewan Aboriginal Land Technicians (SALT) 7. Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA) 8. Manitoba USKE (USKE)
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ABOUT US Our History To assist First Nation Land Managers in addressing their broad ranging responsibilities with limited technical and financial resources, TALSAA was conceived by several interested and concerned First Nation Land Managers in Alberta with common objectives, issues, and challenges. TALSAA was initially founded by interested Alberta First Nation Land Managers representing Treaty 6, 7 and 8 that identified a need for the establishment of an organization to address common issues relevant to First Nation lands in Alberta’s First Nation Communities. TALSAA has replaced their predecessor, the Alberta Aboriginal Lands Association (AALA) that was established in 2000 to address similar issues. In the transition from AALA to TALSAA, the original nine (9) First Nation members have continued their networking and communications and have also continued their affiliation with the Board of Directors of the National Aboriginal Land Managers Association (NALMA).
Mission
Vision
Our mission is to support First Nations communities in their journey to selfsufficiency through land management training and networking. We believe in growth through communication and collaboration, building capacity within lands departments, and meeting communities “where they are.” We are committed to promoting sustainable land practices and economies.
Our vision is to provide First Nations communities with the tools they need to manage their lands and resources in a sustainable way. We believe in strong, healthy communities that are self-sufficient and connected to their land. We are committed to promoting traditional values and practices that sustain the land and the people.
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LAND MANAGEMENT TRAINING AND NETWORKING FOR THRIVING FIRST NATIONS COMMUNITIES.
OUR GUIDING LIGHT
Our Values
Our Commitment
Advance our mission through membership Growth.
At TALSAA, we are dedicated to working with First Nations communities to ensure the sustainability of their lands and resources.
Create and maintain Trust through open Communication. Build Capacity of lands departments. Commit to achieving our Goals. Meet Communities ‘where they are’.
We are committed to fostering a spirit of collaboration between our members, providing them with the necessary tools for successful land management, and advocating on their behalf. By connecting First Nations leaders, experts, and community members, we hope to create lasting relationships that will result in healthier, more vibrant communities. TALSAA provides knowledge and resources to empower First Nations communities. We believe that these efforts will lead to greater self-sufficiency and improved quality of life for all indigenous people.
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OBJECTIVES AND SUCCESSES OBJECTIVE 1
OBJECTIVE 2
OBJECTIVE 3
Increase membership and partnerships to ensure our training and networking opportunities reach more First Nations communities.
Connect First Nations communities with knowledgeable people and organizations to build capacity for land management.
Provide education and support for sustainable land practices and economies.
OBJECTIVE 4
OBJECTIVE 5
OBJECTIVE 6
Facilitate meaningful dialogues between leaders, experts, and community members on issues of land management.
Create a network of resources that will enable First Nations communities to develop their own land-related initiatives.
Develop and implement innovative strategies that focus on the needs of each community.
OBJECTIVE 7
OBJECTIVE 8
Empower First Nations communities to become self-sufficient in their land management journey.
Promote collaborative efforts between First Nations communities, governments, and industry stakeholders.
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BOARD OF DIRECTORS
CloAnn Wells Chair, TALSAA Blood Tribe
Elvis Thomas
Elizabeth Arcand
Vice-Chair, TALSAA Woodland Cree first Nation
Secretary, TALSAA Alexander First Nation
Benita Koochicum
Rose A. Okimaw
Noreen Plain Eagle
Treasurer, TALSAA Fort McKay First Nation
Director, TALSAA Driftpile Cree Nation
Director, TALSAA Piikani Nation
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STAFF “We are proud of our work and achievements, and we are always looking for ways to improve our services and create new partnerships.” The Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA) is made up of a dedicated team of professionals who are committed to protecting and enhancing the treaty rights and land interests of First Nations in Alberta. Our staff come from a wide range of backgrounds and bring with them a wealth of knowledge and experience. We work together to provide the best possible service to our members and to ensure that their rights are respected and upheld.
Crystal Janvier-Romaniuk Executive Director TALSAA
Crystal Janvier-Romaniuk’s home community is Cold Lake First Nations, and she has been working for TALSAA since October 2020.
Crystal Bourke Marketing & Communications Coordinator TALSAA
Tracy Fillion Administrative Assistant TALSAA
ANNUAL REPORT 2022
OUR MEMBERS Our members bring land management expertise and a deep knowledge of land-use strategies across Alberta, ranging from land use planning to land governance. They play an integral role in land management by ensuring that land-use strategies benefit the land, people, and environment.
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OPERATIONAL OVERVIEW TALSAA is committed to providing its members and other stakeholders with a clear picture of our performance and activities from the previous year. We have published statistics related to events we have organized, staff expansion, member recruitment, and funding opportunities for members & the organization to give an in-depth look at our progress.
SECTION TWO
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STATISTICS OVERVIEW The total number of events held by TALSAA in 2022 was 9, which is a significant increase from the previous year. The majority of these were educational and networking events for members to connect with each other and learn more about the organization’s activities. TALSAA also increased the number of staff members from one in 2021 to three in 2022 to better serve our members and meet organizational needs.
2021 2022 Staff Members
“We are proud to see the progress that TALSAA has made in 2022-23 and look forward to continuing our work in the years ahead. With dedicated staff, increasing membership numbers, and various funding opportunities we anticipate great things for the organization’s future.”
TRAINING Final Annual Numbers 2022-23 35
30
25
20
15
10
5
0 Online Drone Training
Drone Training & ISC Presentations
Provincial Gathering (In-person)
Provincial Gathering (Virtual)
Lateral Violence Training
Annual General Meeting & LABRC Presentations
Online Data Sovereignty Training - Part 1
Online Data Sovereignty Training - Part 2
Aug - Sept 2022
Sept 2022
Oct 2022
Oct 2022
Jan 2023
Mar 2023
Mar 2023
Mar 2023
Final Annual Numbers 2022
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GROW OUR MEMBERSHIP “Our goal in terms of growth is to see all 45 First Nations across Alberta become members of TALSAA and the continuous recruitment of Associate members in the coming years. We are excited for what lies ahead and look forward to continuing our work with each new member that joins us!”
Our goal is to grow our membership as much as possible in 2023 and over the next few years. Our end goal is to see all First Nations across Alberta become a member of the Treaty and Aboriginal Land Stewards Association of Alberta. We strive to provide our members with access to the resources and professional development opportunities that they need to excel in their roles as First Nation Land Managers. Additionally, we plan on expanding our network of First Nations across Alberta and connecting them with other organizations and professionals in the field of land management. We firmly believe that the more members we have, the stronger and more vibrant our organization will be. To achieve this goal, we are actively recruiting new members from First Nation communities across Alberta by attending networking events, conducting promotional campaigns on social media, and providing access to resources and training opportunities.
ANNUAL REPORT 2022
RECRUITMENT
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TREATY 6
TALSAA also actively recruits Associate Members across Alberta and beyond our province.
Treaty 6 has 17 First Nations within Central Alberta.
Associate members include Tribal Councils and partners who support TALSAA’s mission & vision.
TREATY 7 Treaty 7 has 5 First Nations within Southern Alberta.
7 of the 17 First Nations are members of TALSAA.
All 5 First Nations are members of TALSAA.
TREATY 8 Treaty 8 has 23 First Nations in Northern Alberta.
7 of the 23 First Nations are members of TALSAA.
Member Recruitment Our goal is to continue to grow our membership base in 2023. We anticipate welcoming 4 to 6 new members into the TALSAA family this year, helping us reach our strategic goal of onboarding 3-4 new members annually.
Events Each year, we host several events that are designed to connect Land Managers across Alberta’s First Nation communities and build relationships between providers, partners, and other stakeholders. In 2023-24, we anticipate hosting over 10 training opportunities, workshops, and webinars on various topics relevant to First Nation Land Management.
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INCREASE POSITIVE AWARENESS OF OUR WORK. TALSAA, in 2022, has made major strides in increasing positive awareness of the work that we do. We have achieved this by increasing presentation invitations from non-members and external partners, we engaged in more joint training initiatives with other RLA’s and external organizations and increased the size of our email list. In addition to these tangible achievements, we have had positive feedback from members on the quality of our services and programs. We hope to continue to build on this progress in the coming years by further promoting our work and engaging in more collaborations with other organizations. Other steps in increasing awareness of TALSAA, who we are and what we do have been taken by having a presence on social media platforms, the creation of TALSAA newsletters, regular updates from members and increased collaboration with local press and news outlets.
ANNUAL REPORT 2022
ANNUAL REPORT 2022
SUSTAINABLY EXPAND OUR SERVICES TALSAA, in 2022, has made a commitment to sustainably expand its services to meet the needs of the TALSAA membership. To do this, we are diligently working on increasing our number of services from one to three by the end of 2023-24 fiscal. This will allow us to reach more people with our mission and help assist our membership with additional resources and technical land management support. In addition to increasing our services, we have also committed to adding one or two more funding sources that will provide us with an additional $5,000 – $10,000 each year by the end of the 2023-24 fiscal. This extra funding will help ensure that we have the resources necessary to continue providing quality services. Over the past year, TALSAA has been working hard to expand our team to better serve our members. Since 2022, we have dedicated administrative and marketing and communication support. We anticipate our team size to grow by 25%-50% over the next couple of years. This growth will enable us to offer better services and expand on resources for our members.
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ANNUAL REPORT 2022
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KEPA SUMMIT 2022 The 7th Annual Miohpokoiiyiiksi Kainai Ecosystem Protection Association - KEPA Summit kicked off on September 14, 2022, at the Oldman River North Group Campground or Naapi’s Playground in Southern Alberta. The 2022’s theme was Water Conservation for the Future and focused on water protection, conservation and Siksikaitsitapi relations to water. We would highly recommend, when the opportunity presents itself to attend this summit, it was a great 3 days of sharing knowledge, best practices, being outside and connecting with people. We will continue to follow KEPA on their endeavours and will share any upcoming information as they release it.
Aohkii iihtaipatapiiyop “Water is Life”
This year’s summit was hosted by KEPA in partnership with the Blood Tribe Land Management department and the Blackfoot Confederacy Tribal Council. For more information, please visit the Kainai Ecosystem Protection Association (KEPA) website.
WWW.NAAPISGARDENKEPA.COM
ANNUAL REPORT 2022
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OBJECTIVES AND SUCCESSES 2023-24 promises to be an exciting year for TALSAA and pursuing our mission. With the goal of increasing membership, outreach activities, meeting attendance, presentation invitations, joint training initiatives, growing our email list size, receiving positive feedback from members as well as sustainably expanding services and funding sources – we are confident that this will be a successful year. To achieve our objectives for 2023-24, our team will focus on amplifying outreach efforts to bring more attention to the organization’s mission and increase awareness. We will continue to use digital marketing campaigns such as social media and email newsletters to reach new audiences and grow our current audiences across multiple platforms. TALSAA will be hosting multiple meetings throughout the year with topics that appeal to potential members and will provide valuable content to our existing membership. We look forward to joint training initiatives with other organizations and our Regional Lands Associations to further expand our reach and knowledge base. We look forward to continuing to develop these valued relationships and to collaborate to enhance this years’ experience and events. We will be exploring new sources of funding to add more services that benefit our members. We are actively seeking out grants and donations from corporate sponsors, individual donors, or other organizations to sustainably expand the reach of TALSAA.
OBJECTIVES
1
Increase Our Membership
2
Increase Our Outreach Activities
3
Increase Training Attendance
4
Increase Partner Invitations
5
Increase Joint Training Initiatives
6
Feedback Initiatives
7
Increase Our Services
8
Additional Funding Sources
9
Build Staff Capacity
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REVIEW & EVALUATION PROCESS As part of our annual review process, TALSAA will evaluate progress against all objectives every six months throughout 2023-24. This will enable us to identify areas where we need improvement or actions that must be taken to help ensure success by the end of the fiscal year. The review process will be conducted by our leadership and all members will have the opportunity to submit feedback. Members will also be invited to participate in surveys and interviews throughout the year, equipping TALSAA with valuable insights for future planning and improvements. This comprehensive evaluation process is essential in helping us ensure that we are on track towards achieving our goals for 2023-24. With this data, we can continue to build upon our successes and make informed decisions moving forward. To measure the success of these objectives, TALSAA will track membership growth, meeting attendance, presentation invitations, email list size, positive feedback from members as well as number of services offered, and total funding sources secured throughout 2023-24 amongst others. Furthermore, TALSAA will utilize financial metrics such as spending per service and total income to measure budgeting and sustainability of the organization. We are confident that our objectives for 202324 can be achieved with the help of a dedicated team working towards a shared mission.
ANNUAL REPORT 2022
TALSAA Training Feedback
That there are many complex situations that can arise and preparation is key. Tara Teines Environmentalist Analysis Fort McKay First Nation Attended Introductory Guide to Land Management Training
“I am very new to Consultation Department I work at, and everything I’ve learned gave me more confidence and knowledge in how to act as a Lands operational Manager in Lue of my bosses absence. I feel stronger now in my position of consultation.” Dana Goodswimmer Consultation and Land Use Coordinator Sturgeon Lake Cree Nation Attended Introductory Guide to Land Management Training
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MEMBERSHIP HIGHLIGHTS WOODLAND CREE FIRST NATION LAND CODE CELEBRATION June 17, 2023 | The Woodland Cree First Nation celebrated their new Land Code on June 17th, 2023.The event was marked by a special gathering of community members from the nation and guests. During this ceremony, each speaker spoke about the significance of the new land code during opening remarks and how it will help protect their land for future generations. After the opening ceremony, the community shared a meal in celebration of this important milestone in Woodland Cree First Nation’s history. It was a day full of excitement and joy for all who attended. There were also performances, as well as a round dance. The Land Code now serves as an important tool for the Woodland Cree First Nations to protect and manage their land sustainably and responsibly. It is an inspiring example of how First Nations Communities are taking the steps necessary to protect their land and ensure its sustainable use for generations to come. “The Land Code process was a great team effort from the Lands Committee, LABRC Staff, our Woodland Cree First Nation lawyer who is a member (Thanks
Thomas!) and Chief and Council for giving us the support throughout the Land Code process that took 4 years (actually 2 years due to Covid-19) in the making but all the time spent on the process was worth it for our Nation’s future! Developing the Land Code for our First Nation was a priority for us to become a Sovereign Nation, help develop and update the Woodland Cree First Nations by laws, but most important is for our future members of the Woodland Cree (Our youth and future elders!) Hiy Hiy!” - Lands Manager Elvis Thomas - Woodland Cree First Nation The celebration was an emotional one, full of hope and optimism for the future of the Woodland Cree Nation. The celebration was a true testament to the strength of the Woodland Cree First Nation community, as they embrace the future with a strengthened commitment to protecting and managing their land for future generations.
www.woodlandcree.net
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CELEBRATING SUCCESS Woodland Cree First Nation VOTES YES! They are the 104th Framework Agreement signatory to ratify their land code. A First in Alberta!
Driftpile Cree Nation’s brand new Travel Centre opened November 15, 2023. Driftpile Cree Nations will also be opening the Driftpile Enterprise Garage soon. They are also working on their Aquatic Habitat First Nation Terrestriel Cumulative effects project.
Alexander First Nation is working on updating their Land Use Plan and identified new housing sites.
Fort McKay First Nation VOTES YES! They are the 105th Framework Agreement signatory to ratify their land code. The second in Alberta!
Beaver Lake Cree Nation runs a highly successful Woodland bison program with their own genetic diversity from other herds.
The Blood Tribe – Kainai has been working on their Buffalo project, Grassland restoration project and Naapi’s Garden Project in collaboration with William Singer on traditional plants. They also developed and implemented new by-laws such as a livestock bylaw.
Bigstone Cree Nation has been working on their Land Use Plan and Infrastructure Master Plan. The developed community gardens and a new greenhouse.
On July 20,2022 Piikani Nation Lands Department and Piikani Consultation hosted an open house to promote and educate the preservation of Piikani lands and natural resources. They are working on their Phase II Land Use Planning and an Environmental Sustainability project. They were also the recipient of the G4 Climate Change Award.
Frog Lake First Nation is working on a water project and have a brand-new recycling facility.
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FINANCIAL INFORMATION The Treaty and Aboriginal Land Stewards Association of Alberta’s capital report provides an overview of the financial performance of the organization in the period April 2022 and ending March 2023. The report was prepared independently by auditor Doyle and company based on detailed review of the organization’s accounts and other financial documents.
SECTION THREE
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INDEPENDENT AUDITOR’S REPORT Opinion We have audited the financial statements of the Treaty & Aboriginal Land Stewards Association of Alberta (the“Association”), which comprise the statement of financial position as at March 31, 2023, and the statements of change in net assets, operations, and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of Treaty & Aboriginal Land Stewards Association of Alberta, as at March 31, 2023, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-forprofit organizations. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Association in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of these financial
statements in accordance with Canadian accounting standards for not-for-profit organizations, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing these financial statements, management is responsible for assessing the Association’s ability to continue as a going concern, disclosing, as applicable, matters related to a going concern and using the going concern basis of accounting unless management either intends to liquidate the Association or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Association’s financial reporting process. Emphasis of Matter - Comparative Information We draw attention to Note 2 in the financial statements which describes that the Association adopted Canadian accounting standards for not-for-profit organizations on April 1, 2022. These standards were applied prospectively by management to these financial statements and not to the opening balances. Our opinion is not modified in respect of this matter. Other Matter The financial statements of the Association for the period ended March 31, 2022 were prepared on a compilation basis. Auditor’s Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
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INDEPENDENT AUDITOR’S REPORT CONTINUED... misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
on the effectiveness of the Association’s internal control. •
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.
•
Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Association’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Association to cease to continue as a going concern.
•
Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: •
•
Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
Chartered Professional Accountants
July 28, 2023 11210 - 107 Avenue NW Edmonton, Alberta T5H 0Y1
ANNUAL REPORT 2022
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Statement of Financial Position As at March 31, 2023 2023 March 31
2022 March 31
2022 April 1 (Note 2)
$
$
$
Cash
209,474
5,218
5,218
Grants receivable (Note 4)
44,014
209,632
209,632
721
-
-
254,209
214,850
214,850
Accounts payable and accrued liabilities (Note 5)
51,848
3,080
3,080
Deferred contributions (Note 6)
197,042
206,543
206,543
248,890
209,623
209,623
5,319
5,227
5,227
254,209
214,850
214,850
ASSETS Current
Prepaid expenses
LIABILITIES Current
NET ASSETS Current Net Assets - Unrestricted surplus
Economic Dependance - Note 8
Approved by the Board:
Elvis Thomas August 2, 2023
Director
Elizabeth Arcand August 2, 2023
Director
ANNUAL REPORT 2022
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Statement of Changes in Net Assets For the Year Ended March 31, 2023 2023
2022
$
$
5,227
5,218
92
9
5,319
5,227
BALANCE, BEGINNING OF YEAR Excess of revenues over expenditures
BALANCE, END OF YEAR
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ANNUAL REPORT 2022
Statement of Operations For the Year Ended March 31, 2023 2023
2022
$
$
Grants - National Aboriginal Lands Managers Assoc (NALMA)
304,069
234,089
Contributions deferred from previous period
206,543
-
Contributions deferred to subsequent period
(197,042)
(206,543)
313,570
27,546
Advertising and promotions
769
1,659
Business licenses and permits
170
-
Dues and subscriptions
487
46
REVENUE
EXPENDITURES
248
83
Meetings
51,998
-
Office
16,237
-
Professional fees
21,332
2,874
Reimbursements
30,718
-
Supplies
24,076
1,071
Interest and bank charges
Telephone
2,990
590
Training
12,922
18,132
Travel
10,713
3,091
Wages and employee benefits
140,909
-
313,569
27,546
Excess of Revenue over Expenditures from Operations before Interest Income
1
-
Interest income
91
9
Excess of Revenue over Expenditures
92
9
ANNUAL REPORT 2022
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Statement of Cash Flows For the Year Ended March 31, 2023 2023
2022
$
$
460,186
24,457
Cash received from other income
9,501
-
Cash paid for salaries and benefits
(140,909)
-
Cash paid for materials and services
(124,613)
(24,457)
204,165
-
91
9
91
9
204,256
9
5,218
5,209
Cash, end of year
209,474
5,218
Cash consists of: Cash
209,474
5,218
Cash Flows from Operating Activities Cash received from grants
Cash Flows from Investing Activities Interest income received
Increase in Cash During the Year Cash, beginning of year
Notes to the Financial Statements March 31, 2023 Nature of Operations Treaty & Aboriginal Land Stewards Association of Alberta (“Association”), was incorporated on January 28, 2021 under the Societies Act of Alberta as a non-for-profit organization as a not-for-profit organization. The purpose of the Association is to unite Alberta Region First Nation land management professionals by: •
To promote and value the land management profession throughout Canada;
•
To raise the professional standards of First Nation lands management profession by providing training, professional capacity development, mentoring and technical expertise in the area of First Nation lands management;
•
To develop and maintain communication among First Nation land management professionals;
•
To build and promote the Treaty and the Association throughout Alberta First Nations and to encourage their membership in this Association;
ANNUAL REPORT 2022
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Notes to the Financial Statements March 31, 2023 •
•
To unite First Nation land management professionals by hosting meetings, training opportunities, conferences, and sharing current information about land resources; To assist and promote the development of fair and consistent procedures and processes for administering First Nations lands;
•
To participate in National and international Indigenous land management organizations;
•
To promote, encourage and recognize First Nations for the successful work they have done in the area of First Nation land management;
•
To develop tools, systems and best practices for First Nation land management which can be used by First Nations;
•
To provide technical advice and guidance to various levels of government in Canada regarding First Nation lands management;
•
To work towards incorporating First Nations values, culture and beliefs into lands management systems and processes:
•
To apply, obtain and administer financial support from government and private sources;
•
To promote the Association and the National Aboriginal Lands Managers Association throughout Canada;
•
To acquire rights, privileges, licenses, permits and concessions necessary or desirable;
The Association is tax exempt under section 149 of the Income Tax Act (Canada). 1. Significant Accounting Policies The financial statements of the Association (“financial statements”) have been prepared in accordance with Part III of the CPA Canada Handbook, Canadian Accounting Standards for Not-for-Profit Organizations (“Part III”). Significant accounting policies are described below: (a) Cash Cash consists of funds on deposit at a Canadian financial institution. (b) Revenue Recognition (i) Unrestricted Contributions Unrestricted operating grants and contributions are recognized as revenue in the period when receivable and collection is reasonably assured. (ii) Restricted Contributions Externally restricted contributions related to general operations, are recognized as revenue in the year the related expenses are incurred. Unamortized capital contributions are recognized as revenue in the periods in which the related amortization expense of the funded capital asset is recorded.
ANNUAL REPORT 2022
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Notes to the Financial Statements March 31, 2023 (c) Financial Instruments (i) Measurement of financial instruments The Association initially measures all of its financial assets and liabilities at fair value, except for certain non-arm’s length transactions. The Association subsequently measures all of its financial assets and liabilities at amortized cost, except in equity instruments that are quoted in an active market, which are measured at fair value. Changes in fair value are recognized in net income. Financial assets measured at amortized cost include cash and grants receivables. Financial liabilities measured at amortized cost include accounts payable and accrued liabilities. 1. Significant Accounting Policies The financial statements of the Association (“financial statements”) have been prepared in accordance with Part III of the CPA Canada Handbook, Canadian Accounting Standards for Not-for-Profit Organizations (“Part III”). Significant accounting policies are described below: (a) Cash Cash consists of funds on deposit at a Canadian financial institution. (b) Revenue Recognition (i) Unrestricted Contributions
Unrestricted operating grants and contributions are recognized as revenue in the period when receivable and collection is reasonably assured. (ii) Restricted Contributions Externally restricted contributions related to general operations, are recognized as revenue in the year the related expenses are incurred. Unamortized capital contributions are recognized as revenue in the periods in which the related amortization expense of the funded capital asset is recorded. (c) Financial Instruments (i) Measurement of financial instruments The Association initially measures all of its financial assets and liabilities at fair value, except for certain non-arm’s length transactions. The Association subsequently measures all of its financial assets and liabilities at amortized cost, except in equity instruments that are quoted in an active market, which are measured at fair value. Changes in fair value are recognized in net income. Financial assets measured at amortized cost include cash and grants receivables. Financial liabilities measured at amortized cost include accounts payable and accrued liabilities
ANNUAL REPORT 2022
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Notes to the Financial Statements March 31, 2023 (ii) Impairment Financial assets measured at cost or amortized cost are tested for impairment, at the end of each year, to determine whether there are indicators that the asset may be impaired. The amount of the write-down, if any, is recognized in operations. The previously recognized impairment loss may be reversed to the extent of the improvement, directly or by adjusting the allowance account. The reversal may be recorded provided it is no greater than the amount that had been previously reported as a reduction in the asset and it does not exceed the original cost. The amount of the reversal is recognized in operations. 2. Impact of the Change in the Basis of Accounting During the year, the Association adopted Canadian accounting standards for not-for-profit organizations (ASNPO). These financial statements are the first prepared in accordance with these standards. The first-time adoption of ASNPO had no impact on the
Association’s excess of revenues over expenditures, net assets, or revenues and expenditures for the year ended March 31, 2022, as previously reported in accordance with pre-changeover Canadian generally accepted accounting principles. 3. Measurement Uncertainty The preparation of financial statements in conformity with Canadian accounting standards for not-for-profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the year. Accounts receivable are stated after evaluation as to their collectability and an appropriate allowance for doubtful accounts is provided where considered necessary. These estimates and assumptions are reviewed periodically and, as adjustments become necessary, they are reported in the revenue or expenses in the period in which they become known. Actual results could differ from those estimates..
ANNUAL REPORT 2022
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Notes to the Financial Statements March 31, 2023 4. Grants Receivable 2023
2022
$
$
44,014
209,632
2023
2022
$
$
34,859
3,080
Vacation payable
3,937
-
Source deductions payable
13,052
-
51,848
3,080
National Aboriginal Lands Managers Association (NALMA)
5. Accounts Payable and Accrued Liabilities
Trade payables
6. Deferred Contributions 2023
2022
NALMA
Ending
Additions
Recognized in Income
Closing
$
$
$
$
206,543
304,069
(313,570)
197,042
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ANNUAL REPORT 2022
Notes to the Financial Statements March 31, 2023 7. Financial Instruments and Concentration of Risk The Association’s financial instruments consist of cash, investments, accounts receivable, and accounts payable. Unless otherwise noted, it is management’s opinion that the Association is not exposed to significant credit, market or foreign currency risks arising from these financial instruments. The fair value of these financial instruments approximates their carrying values, unless otherwise noted. Interest Rate Risk Interest rate risk is the risk that the value of a financial instrument might be adversely affected by a change in the interest rates. The Association is exposed to interest rate risk primarily on the interest rate on its bank accounts. Liquidity Risk Liquidity risk is the risk that the Association will encounter difficulty in meeting its obligations associated with financial liabilities. The Association is exposed to this risk mainly through its accounts payable and accrued liabilities. The Association mitigates its liquidity risk by monitoring its operating cash flow requirements to ensure it has sufficient funds to meet it obligations. 8. Economic Dependence The Association is economically dependant on the on-going support from National Aboriginal Lands Managers Assoc (NALMA) for continuing operations. 9. Comparative Figures Certain of the comparative figures have been reclassified to conform with current year’s financial statement presentation.
ANNUAL REPORT 2022
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2023-24 LOOKING AHEAD The coming year will bring several new challenges and opportunities for TALSAA. The organization is planning to increase its focus on expanding the reach of the programs they offer, as well as leveraging technology to create more efficient processes. TALSAA also plans to continue strengthening their relationship with governments and other funders to secure additional funding for their programs. In addition, TALSAA will be actively seeking corporate sponsorships and donations to support their operations. TALSAA organization is planning to expand its capacity-building efforts by providing more training opportunities for Aboriginal communities and organizations in Alberta. With these new initiatives, TALSAA hopes to continue creating meaningful change that positively impacts communities in the province. We are confident that TALSAA is well positioned to achieve its objectives this year and remain committed to fulfilling our mission of providing competent, fair, and transparent stewardship for land management for our membership communities in Alberta. TALSAA remains dedicated to upholding our commitment to provide responsible, accountable, and effective stewardship for First Nation land management in Alberta. With the current financial outlook, we are confident in our ability to continue fulfilling this mission for years to come. We would like to take this opportunity to thank our staff, members and other stakeholders for their ongoing support and commitment to TALSAA’s objectives. We look forward to continuing working together towards achieving a stronger voice in land management across Alberta.
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ANNUAL REPORT 2022
REPORT SUMMARY The financial report for the Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA) ended March 2023 demonstrates a positive outlook for the organization for upcoming years. To continue providing competent, fair, and transparent stewardship for land management, TALSAA is looking to increase its capacity-building efforts and strengthen relationships with funders. With this financial outlook, the organization is confident that it will be able to achieve its objectives in the coming year. TALSAA will be hosting a series of Economic Recovery Gatherings throughout 2023-24 to discuss and develop economic strategies, build capacity and collaboration, and create meaningful change for First Nation Land Managers and their communities across Alberta. Collective action and collaboration are essential for the continued success of TALSAA. We thank all our staff, volunteers, members, and other stakeholders for their hard work in making this mission a reality. Recruitment of new members is ongoing, and we are eager to welcome more members to join us in this effort. To learn more about becoming a member with TALSAA or attending one of our events, please visit our website at www.talsaa.ca. Training for First Nation Land Managers, both in person and online, is at the core of what we do at TALSAA. Our mission is to ensure that all Land Managers have access to the necessary skills and resources for a successful career in land stewardship. We look forward to continuing working together towards achieving a stronger voice in land management across Alberta.
ANNUAL REPORT 2022
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Treaty & Aboriginal Land Stewards Association of Alberta (TALSAA)
CONTACT US 21510 Chief Lapotac Boulevard Enoch, Alberta T7X 1B0 + 1 780 982 5574 talsaa.ed@nalma.ca www.talsaa.ca