TALSAA Annual Report 2025/2026
Rooted in Relationships. Growing Together.
A Year in Stewardship
Community in Action Gathering, learning, and building together across Alberta
02
CONTENTS
Land Acknowledgement
04
Our Commitments
05
Guided by Shared Values
06
From the Board Chair
07
From the Executive Director
08
Guided by Leadership
09
People Behind the Work
10
Rooted in Relationship
11
TALSAA Snapshot
12
Stewardship in Action
13
Community Voices
16
Building Capacity Beyond Training
17
Looking Ahead
18
Accountability & Sustainability
19
With Gratitude
31
03
ANNUAL REPORT 2025/2026
Inside This Year's Journey
Land Acknowledgement The work of TALSAA takes place across Treaty 6, 7, and 8 territories, the traditional lands of the Cree, Dene, Chipewyan, Saulteaux, Blackfoot Confederacy (Siksika, Kainai, and Piikani), Tsuut’ina, Stoney Nakoda, and Nakota Sioux Nations. We honour the many Indigenous Peoples who have lived on, travelled through, cared for, and maintained relationships with these lands since time immemorial. The lands and waters of Alberta continue to hold teachings, responsibilities, and stories that guide stewardship today. For generations, Indigenous Peoples have cared for these territories through knowledge systems rooted in observation, reciprocity, respect, and a deep understanding of the interconnectedness of all living things. As an organization founded by First Nation Land Managers, TALSAA recognizes that stewardship is not only a responsibility, but a relationship—one that connects people to the land, to community, and to future generations. We also acknowledge the contributions and ongoing presence of the Dunne-za (Beaver), Haudenosaunee (Iroquois), Inuit, Métis Nation, and other Indigenous Peoples who have travelled through, lived on, and contributed to these lands. Their histories, cultures, and connections continue to shape the communities we serve. As we move forward together, we remain committed to supporting Indigenous-led stewardship, strengthening relationships, and carrying this work forward with respect, accountability, and care for future generations.
04
Our Commitments Strong stewardship grows through knowledge, relationships, and shared responsibility to the land. Supporting stewardship. Strengthening capacity. Walking alongside communities. Stewardship begins with responsibility — responsibility to the land, to community, and to future generations. TALSAA was created by First Nation Land Managers who recognized the need for stronger connections, shared knowledge, and practical support in managing lands across Alberta. Today, that commitment continues through training, networking, advocacy, and relationship-building that strengthen land stewardship and support community-led priorities.
Our Purpose To support Alberta First Nations in strengthening land management through training, networking, capacity building, and community-led approaches that reflect local priorities and aspirations.
Looking Forward We envision First Nations leading land stewardship through cultural knowledge, strong governance, practical tools, and collaborative strength. We believe healthy lands support thriving communities, and that stewardship today helps protect opportunities for future generations. 05
Guided by Shared Values The work of stewardship is strengthened through the values we carry, the relationships we build, and the responsibilities we share.
Rooted in respect. Guided by responsibility. Strengthened through community. Respect We honour the diverse traditions, knowledge systems, and priorities of First Nations communities across Alberta. Service We are committed to supporting land managers and communities through practical resources, responsive support, and meaningful relationships. Capacity We strengthen knowledge, skills, and opportunities that support long-term stewardship and community leadership. Sustainability We promote stewardship practices that help protect lands, waters, and resources for future generations. Collaboration We believe stronger outcomes emerge through shared learning, partnership, and collective action. Integrity We remain accountable to our members, communities, and the responsibilities entrusted to us. 06
From the Board Chair Walking Together This past year has been one of growth, reflection, and renewed relationships for TALSAA. As Board Chair, I have had the opportunity to see the dedication of our staff, Board members, partners, and the many land managers who continue to strengthen stewardship across Alberta. Every conversation, every training opportunity, and every partnership reminds us that our greatest strength is the people we serve and the relationships we build together. This year reminded us that stewardship is rooted in relationship to land, to community, and to one another. As the Chair, I have been honoured to lead TALSAA and to uphold the values of integrity, honesty, and transparency. We have just begun work with the new staff in place to ensure that TALSAA is guiding our First Nations within Alberta to flourish with strength and to continue supporting capacity building. In reflection on the past year of TALSAA, the strength of the organization has been a journey of understanding our connection to our land. The groundwork continues into the next fiscal year with continued planning on events, training and collaboration for future land management/stewardship guidance.
I am very honoured to continue in this role and want to thank the Board, Staff and all the First Nations of Alberta for their support and encouragement. There is still much work ahead for our lands, and every day is a journey for our communities. Thank you, Clo Ann Wells Board of Directors - Chair Blood Tribe Land Management - Director
07
From the Executive Director Listening. Learning. Moving Forward. When I joined TALSAA, I spent time listening to Board members who have guided the organization, staff advancing vital work, and the Nations and land managers involved in daily stewardship. These conversations reinforced that TALSAA's strength lies not in policies or plans, but in its people, relationships, shared knowledge, and mutual support as we pursue common goals. Throughout this past year, we had the opportunity to strengthen those relationships, expand learning opportunities, and continue building a stronger foundation for the future. Every workshop, partnership, and conversation reinforced that Meaningful stewardship arises when communities have access to practical tools, trusted relationships, and opportunities to learn from one another. This year, TALSAA has grown by welcoming new team members, strengthening governance, and enhancing our systems to serve First Nations across Alberta better. Although much of this work is behind the scenes, it builds a more responsive organization. Looking ahead, I am excited for our continued collaboration. TALSAA will prioritize listening, thoughtful responses, and practical opportunities to strengthen Indigenous-led stewardship through training and partnerships. Thank you to our Board of Directors, staff, Member Nations, Elders, partners, facilitators, and land managers for your guidance and commitment. Your leadership enhances stewardship across Alberta, and I am grateful to walk this path with you. Maarsii, Ryan Carriere Executive Director Treaty and Aboriginal Land Stewards Association of Alberta (TALSAA) 08
Guided by Leadership Leadership begins with listening, learning, and a responsibility to serve community. TALSAA's Board of Directors provides guidance and oversight, helping ensure that the voices, priorities, and aspirations of First Nations communities remain at the centre of the organization's work. Drawing on diverse experiences in land management, governance, and community leadership, the Board strengthens TALSAA's ability to support Alberta First Nations.
BOARD OF DIRECTORS 2025–2026
CloAnn Wells Chair Blood Tribe Kainai Nation
Peter Quinney Vice-Chair Frog Lake First Nation
Noreen Plain Eagle Director Piikani Nation
Rose A. Okimaw Director Driftpile Cree Nation
Darryl Steinhauer Treasurer Whitefish First Nation #128
Elvis Thomas Secretary Woodland Cree First Nation
"Leadership is not about authority — it is about responsibility to community, to land, and to future generations."
09
The People Behind the Work Serving Alberta First Nations through stewardship, relationships, and community support. Every relationship built, gathering hosted, workshop delivered, and initiative supported begins with people. Across Alberta, the TALSAA team works alongside Nations, land managers, partners, and communities to support stewardship, strengthen capacity, and create opportunities for shared learning.
TALSAA TEAM 2026
Ryan Carriere Executive Director
Em Shibley Executive Assistant
Charlene McCue 2025 Interim Executive Director
Tracy L. Fillion Finance Officer
Kate Fletcher Communications Coordinator
"Every step forward begins with relationships, shared learning, and a commitment to community."
10
Rooted in Relationship Strengthening Stewardship Through the NALMA Partnership Meaningful stewardship begins with relationships. One of TALSAA's most significant partnerships is with the National Aboriginal Lands Managers Association (NALMA), a national First Nation-led organization dedicated to supporting land managers through professional development, technical expertise, networking, and capacity-building opportunities. As Alberta's Regional Lands Association, TALSAA works closely with NALMA to ensure First Nation land managers have access to the tools, training, and support needed to strengthen land stewardship within their communities. TALSAA & NALMA Together, TALSAA and NALMA support First Nation land managers through: • Professional development and certification opportunities • Technical support and resource development • Networking and knowledge-sharing • Land management training • Capacity-building initiatives • National and regional gatherings The partnership is rooted in a shared belief that strong land stewardship is built through knowledge, relationships, and community-led leadership.
"Strong stewardship grows when communities are connected through shared knowledge, collaboration, and a commitment to future generations." 11
2025 / 2026
TALSAA Snapshot
22
34 AGM Attendees
Member Nations Across Treaty 6, 7 & 8 + 1 Associate Member
93+ Participant Engagements
8
2
8
Virtual Training Opportunities for Member Nations
Board Meetings
GIS Training Opportunities for TALSAA Members
25 GIS Training Participants (Combined)
1
Species at Risk Workshop
NEW THIS YEAR
3
New Vice-Chair
New Team Members in 2026
Peter Quinney
Executive Director
Appointed to the role of
Executive Assistant
Vice-Chair of the Board
Communications Coordinator
"A year of growth, connection, and strengthened stewardship."
12
Stewardship in Action Training & Professional Development Highlights
Verbal Judo: Tactical Communication
GIS Advanced Training
June 17, 2025 | Virtual
June 23–25, 2025 | Edmonton, Alberta
Facilitated by Verbal Judo Canada
Facilitated by Ralph Roulette
Twelve participants attended this session
Ten participants deepened their GIS skills
focused
through
on
de-escalation,
communication,
and
conflict
professional resolution
techniques applicable to land management
advanced
mapping
techniques,
spatial analysis, and data management for community land stewardship.
contexts.
Activ8: Grant & Proposal Writing
GIS Introduction Training
August 19, 2025 | Virtual
September 9–11, 2025 | Edmonton, Alberta
Facilitated by Activ8 Corporate Resolutions
Facilitated by Ralph Roulette
Eleven participants built foundational grant-
Fifteen participants took part in hands-on
writing skills to support funding applications
introductory
for
foundational mapping and spatial data skills
community
land
stewardship projects.
management
and
GIS
training,
building
for land management and planning.
13
Stewardship in Action Training & Professional Development Highlights
GIS Introduction Training September 9–11, 2025 | Edmonton, Alberta Facilitated by Ralph Roulette
AGM & Species at Risk Workshop November 4–6, 2025 | Edmonton, Alberta Facilitated by TALSAA and Carmen CallihooPayne
Fifteen participants took part in this handson introductory GIS training. The workshop
Thirty-four
participants
provided foundational mapping and spatial
TALSAA's Annual General Meeting and
data skills that support land management,
Species at Risk Workshop. The event
planning, and stewardship activities within
provided
First Nation communities
knowledge-sharing,
opportunities
gathered
for
for
networking, governance
discussions, and learning about stewardship approaches
that
support
species
conservation and habitat protection.
Braiding Knowledge Systems (CIER)
Grant & Proposal Writing Level 2 January 28, 2026 | Virtual
December 9, 2025 | Virtual
Facilitated by Activ8 Corporate Resolutions
Facilitated by the Centre for Indigenous Environmental Resources
Eight participants attended this workshop,
Eight participants attended the workshop
which focused on strengthening grant-
focused on how they can protect Canada's
writing skills and increasing confidence in
ecosystems while honoring the values of
pursuing funding opportunities that support
relationship, partnership, co-development,
community
and
initiatives.
leadership
in
collaborative
priorities
and
stewardship
environmental efforts.
14
Stewardship in Action Training & Professional Development Highlights
Grant & Proposal Writing Level 3 February 4, 2026 | Virtual
Lateral Violence Training March 4, 2026 | Virtual Facilitated by Indigenous Perspectives Society
Facilitated by Activ8 Corporate Resolutions
Nine participants attended the workshop, Nine participants attended this workshop,
which
focused
on
recognizing
and
designed to provide practical tools for
responding to lateral violence like bullying
creating
community-focused
funding
and gossip. Through discussions, they
proposals,
covering
proposal
writing,
enhanced their understanding of respectful
storytelling,
budget
development,
communication
and
healthy
workplace
alignment with funder priorities. Participants
relationships
to
promote
positive,
enhanced their skills for better funding
collaborative environments.
and
applications and community stewardship initiatives.
GIS Training
Watershed Planning and Project Management
February 10–12, 2026 | Calgary, Alberta
March 10 - 12, 2026 | Calgary, Alberta
Ralph Roulette
Facilitated by the Centre for Indigenous Environmental Resources
Fourteen participants attended advanced GIS training designed to further strengthen technical
skills
and
management
activities.
foundational
knowledge,
support
land
Building
on
participants
explored practical applications for use within their
communities
and
Twenty-eight
participants
attended
this
workshop, designed to provide practical tools and shared knowledge that support informed decision-making at the community level.
stewardship
programs.
15
Community Voices Learning from one another. Throughout the year, land managers from across Alberta gathered to learn, ask questions, exchange experiences, and build relationships that continue long after a workshop ends. Every Nation brings its own knowledge, perspectives, and priorities. By sharing those experiences, we all become stronger stewards. These reflections come from members who continue to shape this work through their leadership, generosity, and willingness to share what they've learned.
TALSAA provides support for First Nation Communities through effective communication, capacity building and strategic planning for First Nation Lands Departments. TALSAA is an invaluable resource for all of Alberta's First Nations.
Every TALSAA training teaches me something new. I continue to learn and relearn valuable knowledge that opens my mind, strengthens my skills, and helps build capacity within our community.
FROG LAKE FIRST NATION WHITEFISH FIRST NATION #128
One of my favourite parts of being a TALSAA member is the opportunity to connect and network with other First Nation land managers from across Alberta. By sharing knowledge, experiences, and ideas, we support one another in strengthening land management practices and building capacity for the stewardship of our Nations' lands. WOODLAND CREE FIRST NATION
“Knowledge grows stronger when it is shared.” 16
Building Capacity Beyond Training Strengthening the organization to better support First Nations. Throughout the year, TALSAA continued strengthening the organization behind the scenes. From strategic planning and governance to communications, partnerships, and internal systems, these efforts have created a stronger foundation for supporting Member Nations across Alberta. Many of these initiatives happen quietly, but together they help ensure TALSAA remains responsive, sustainable, and ready to meet the evolving needs of the communities we serve.
STRATEGIC PLANNING A renewed strategic direction is helping guide TALSAA's priorities, strengthen decision-making, and keep our work responsive with the needs of Member Nations.
GOVERNANCE
COMMUNICATIONS
PARTNERSHIPS
ORGANIZATIONAL GROWTH
Strengthened governance and Board development are helping ensure TALSAA remains accountable, sustainable, and prepared for future growth.
A refreshed communications approach is helping members stay informed, connected, and engaged through storytelling and practical information.
Partnerships with Indigenous organizations and technical experts continue to expand opportunities for collaboration, shared learning, and technical support.
New staff, stronger systems, and improved internal processes have helped build a more responsive organization for Member Nations.
“Every step we take to strengthen TALSAA strengthens our ability to support the Nations we serve.” 17
Looking Ahead Growing together in the years ahead. The work of land stewardship continues to evolve, and so does TALSAA. As we look ahead, our commitment remains the same: listening to our members, strengthening relationships, and providing practical support that reflects the priorities of First Nations across Alberta. Every conversation helps shape the work ahead, and every step forward is taken together.
EXPAND LEARNING
CREATE PRACTICAL RESOURCES
Deliver practical workshops, webinars, and knowledgesharing opportunities that reflect the evolving needs of land managers.
Develop templates, guides, and tools that Nations can use immediately to support day-today stewardship work.
STRENGTHENING RELATIONSHIPS Continue building meaningful relationships with Member Nations through community visits, ongoing dialogue, and responsive support.
BUILD STRONG PARTNERSHIPS
GROW COMMUNITY CAPACITY
Expand collaboration with Indigenous organizations, technical experts, and partner agencies to strengthen shared learning and capacity.
Continue supporting First Nations with practical knowledge, trusted relationships, and resources that strengthen local capacity for land stewardship
“Every season brings new responsibilities. Together, we continue building stronger relationships, practical knowledge, and lasting stewardship.” 18
Treaty & Aboriginal Land Stewards Association of Alberta Financial Statements March 31, 2026
CONTENTS
Page
INDEPENDENT AUDITOR'S REPORT
1-2
Statement of Financial Position Statement of Changes in Net Assets
3 4
Statement of Operations Statement of Cash Flows Notes to the Financial Statements
5 6 7 - 11
INDEPENDENT AUDITOR'S REPORT To the Board of Directors of Treaty & Aboriginal Land Stewards Association of Alberta: 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, 2026, 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, 2026, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not-for-profit 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.
1.
INDEPENDENT AUDITOR'S REPORT CONTINUED 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 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. 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 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.
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.
June 1, 2026 11210 - 107 Avenue NW Edmonton, Alberta T5H 0Y1
Chartered Professional Accountants 2.
Treaty & Aboriginal Land Stewards Association of Alberta Statement of Financial Position As at March 31, 2026 2026 $
2025 $
310,890 17,460
1,082,772 5,239
328,350
1,088,011
36,141 290,865
17,364 330,225 733,573
327,006
1,081,162
1,344
6,849
1,344
6,849
328,350
1,088,011
ASSETS Current Cash Investments (Note 3)
LIABILITIES Current Accounts payable and accrued liabilities (Note 4) Repayment of NALMA Funding (Note 5) Deferred contributions (Note 6)
NET ASSETS Unrestricted surplus
Economic Dependence - Note 8 Approved by the Board:
Darryl Steinhauer (Jun 15, 2026 08:40:40 MDT)
Director
Peter Quinney (Jun 11, 2026 10:40:59 MDT)
The accompanying notes form part of the financial statements.
Director
3.
Treaty & Aboriginal Land Stewards Association of Alberta Statement of Changes in Net Assets For the Year Ended March 31, 2026
Balance, beginning of year Excess (deficit) of revenues over expenditures
Balance, end of year
2026 $
2025 $
6,849
6,467
(5,505)
382
1,344
6,849
The accompanying notes form part of the financial statements.
4.
Treaty & Aboriginal Land Stewards Association of Alberta Statement of Operations For the Year Ended March 31, 2026 2026 $
2025 $
530,450 733,573 (290,865) -
661,600 330,000 549,614 (431,284) (302,289)
973,158
807,641
140,202 52,181 27,851 2,023 607 264,098 28,541 17,726 24,703 8,468 8,060 3,677 123,666 278,083
53,932 20,876 2,357 454 50,579 19,136 17,740 9,149 16,417 6,833 16,933 52,564 210,446
979,886
477,416
Excess (Deficit) of Revenue over Expenditures from Operations before Other Items
(6,728)
330,225
Other Items Repayment of unexpended funding (Note 5) Miscellaneous revenue Interest income
1,000 223
(330,225) 382
1,223
(329,843)
(5,505)
382
Revenue National Aboriginal Lands Managers Association (NALMA): Project Funding Economic Recovery Project (ERP) Contributions deferred from previous period Contributions deferred to subsequent period: Project Funding Contributions deferred to subsequent period: ERP
Expenditures Accommodation and catering Computer equipment Dues and subscriptions Insurance Interest and bank charges Member resources Office Professional fees Rent Expense Supplies Telephone Training Travel Wages and contracted services
Excess (Deficit) of Revenue over Expenditures
The accompanying notes form part of the financial statements.
5.
Treaty & Aboriginal Land Stewards Association of Alberta Statement of Cash Flows For the Year Ended March 31, 2026 2026 $
2025 $
200,225 (278,083) (682,026)
1,274,705 (210,446) (282,724)
(759,884)
781,535
223 (12,221)
382 (2,795)
(11,998)
(2,413)
Increase (Decrease) in Cash During the Year
(771,882)
779,122
Cash, beginning of year
1,082,772
303,650
310,890
1,082,772
Cash provided by (used in) the following activities: Cash Flows from Operating Activities Cash received from grants Cash paid for salaries and benefits Cash paid for materials and services Cash Flows from Investing Activities Interest income received Increase in investment
Cash, end of year
The accompanying notes form part of the financial statements.
6.
Treaty & Aboriginal Land Stewards Association of Alberta Notes to the Financial Statements March 31, 2026
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 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;
•
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;
7.
Treaty & Aboriginal Land Stewards Association of Alberta Notes to the Financial Statements March 31, 2026
Nature of Operations - Continued •
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 Notfor-Profit Organizations ("Part III"). Significant accounting policies are described below: (a) Cash Cash consists of funds on deposit at a Canadian financial institution. (b) Investments Investments are recorded at cost. (c) Revenue Recognition Unrestricted operating grants and contributions are recognized as revenue in the period when receivable and collection is reasonably assured. Externally restricted contributions related to general operations, are recognized as revenue in the year the related expenses are incurred. Interest income is recognized in the period the interest has been earned. (d) 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, investments and grants receivables. Financial liabilities measured at amortized cost include accounts payable and accrued liabilities.
8.
Treaty & Aboriginal Land Stewards Association of Alberta Notes to the Financial Statements March 31, 2026
1.
Significant Accounting Policies - continued (d) Financial Instruments - continued (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.
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.
3.
Investments
Scotiabank - Guaranteed Investment Certificate (GIC) #1 Scotiabank - Guaranteed Investment Certificate (GIC) #2
2026 $
2025
5,453 12,007
5,239 -
17,460
5,239
$
Scotiabank - GIC #1 has an interest rate of 4.1% and a maturity date of April 6, 2026. Scotiabank - GIC #2 has an interest rate of 3.3% and a maturity date of March 25, 2028.
9.
Treaty & Aboriginal Land Stewards Association of Alberta Notes to the Financial Statements March 31, 2026
4.
Accounts Payable and Accrued Liabilities
Trade payables Payroll payable Source deductions payable
5.
2026 $
2025
30,469 2,700 2,972
15,976 575 813
36,141
17,364
$
Repayment of National Aboriginal Lands Managers Association (NALMA) Funding 2026 $
$
-
Repayment of unexpended NALMA funding
6.
2025
330,225
Deferred Contributions 2025
NALMA Project Funding Economic Recovery Project
2026
Ending
Additions
Closing
$
Recognized in Income $
$ 431,284 302,289
530,450 -
(670,869) (302,289)
290,865 -
733,573
530,450
(973,158)
290,865
$
10.
Treaty & Aboriginal Land Stewards Association of Alberta Notes to the Financial Statements March 31, 2026
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 through its bank and investment 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 its obligations.
8.
Economic Dependence The Association is economically dependent on the ongoing support from National Aboriginal Lands Managers Association (NALMA) for continuing operations.
9.
Comparative Figures Certain of the comparative figures have been reclassified to conform with current year's financial statement presentation.
11.
With Gratitude Every year, the work of land stewardship is strengthened through relationships, shared knowledge, and a commitment to supporting one another. This year's accomplishments were made possible because people came together to listen, learn, and contribute their time, experience, and leadership. To our Member Nations, Board of Directors, staff, Elders, Knowledge Keepers, partners, facilitators, funders, and the many land managers who serve their communities, thank you. Your guidance, dedication, and willingness to share your knowledge continue to strengthen stewardship across Alberta. Whether through training, collaboration, partnerships, or everyday conversations, every contribution helps build stronger communities and supports the important work of caring for the land for future generations. As we reflect on the past year, we are reminded that meaningful progress is built one relationship at a time. Every conversation, every shared experience, and every opportunity to learn together helps shape a stronger path forward. We look ahead with gratitude for all that has been accomplished and with optimism for what we will continue to achieve together. Thank you for walking alongside us.
ROOTED IN LAND GUIDED BY COMMUNITY
“Strengthened through relationships.” 31
TALSAA Annual Report 2025/2026
215-11501 Buffalo Run Blvd, Tsuut’ina, AB T3R 0E4 1-780-982-5574 ed@talsaa.ca www.talsaa.ca
Treaty and Aboriginal Land Stewards Association of Alberta