Protective Services

Safeguarding the citizens of the Municipal District.

Lesser Slave River's Protective Services department is a supplemental enforcement agency that works to provide public security and safety to municipal infrastructure, the people using this infrastructure, and to the properties served within. In addition, this department strives to keep the peace, promote public safety, and deliver quality service through education, inspection, enforcement, community relations, and emergency response.

All local matters from animal control to bylaw enforcement are dealt with through the MD's Protective Services department. If you have a non-critical issue, please contact Peace Officer Paul Mulholland at the numbers indicated on this page. Remember, if your matter is critical, DIAL 911.

Types of Protective Services Provided

The MD's Protective Services department is comprised of three primary sections: Bylaw Enforcement, Protective Services, and Animal Control. Together, they serve the communities of Lesser Slave River by providing:

  • Health and safety;
  • Animal control;
  • Enforcement of provincial statutes and municipal bylaws;
  • Emergency management;
  • Education and prevention;
  • Cooperative support with local RCMP and other government agencies.

Life, Work and Leisure in Lesser Slave River

On May 20, 2011, a firefighting helicopter crashed into the Lesser Slave Lake near Canyon Creek, taking the life of pilot Jean-Luc Debas died at the scene. A memorial park on the shore of Canyon Creek honours the bravery of Mr. Debas. Visit the Municipal History section to learn more about our region's rich heritage.
Legendary Lesser Slave River


Coronavirus (COVID-19): what you need to know.

You're legally required under public health order to self isolate for:

  • 14 days if you recently returned from international travel or are a close contact of someone with COVID-19
  • 10 days if they you have a COVID-19 symptom (cough, fever, shortness of breath, runny nose, or sore throat) that is not related to a pre-existing illness or health condition

Do not meet others, even friends or family. You can spread the virus even if you don’t have symptoms.


Important COVID-19 Resources for MD Residents

Get on the Grid

Be found when it matters most.

In an effort to enhance the Lesser Slave River Emergency Communications System and ensure accurate and rapid community response, everyone who lives and works within the Lesser Slave River boundaries is encouraged to provide the MD with a primary home phone number as well as at least one backup number such as a mobile or work phone number. This information will then be added to the municipal callout database, ensuring you’re contacted immediately and automatically in the event of a water line break, road closure or more critical emergency.

Take a few moments to complete the simple registration form below. Please note that the Get on the Grid program is entirely voluntary, and your contact information will never be disclosed to any third party other than emergency services personnel.

[powr-form-builder label="2222782"]

Life, Work and Leisure in Lesser Slave River

David Thompson, an explorer, arrived at the mouth of the Lesser Slave River on April 28th, 1799, and was the first white man to see the vast Lesser Slave Lake. Thompson established a townsite thereafter called Sawridge, coming from the sawtoothed appearance of the large sand ridges along the north shoreline of the Lake. Visit the Municipal History section to learn more about our region's rich heritage.
Legendary Lesser Slave River

Emergency Preparedness

Expect the best. Plan for the worst.

For generations to come, Lesser Slave River locals, neighbouring municipalities and the world at large will be talking about what happened to Northern Alberta in the spring of 2011. This major environmental disaster dealt a devastating blow to the Lesser Slave River region, but valuable lessons on how to prepare for, respond to and recover from a disaster were learned at every turn.

Every town, county and municipal district in Alberta has its unique threats and weak spots. Near misses and critical events sometimes occur, and our shared responsibility as managers of these communities is to prepare for these situations and mitigate their effects as effectively as possible. From front-line firefighters to office administrators, every municipal employee has a role and a responsibility during times of crisis.

72-Hour Emergency Kit

No one knows for sure when disaster will strike, but we can all be prepared. Create your own 72-hour emergency kit, and you will have the necessary items to help you and your family until emergency responders can reach you. Below are items you may want to include in your kit.

(3-day supply of non-perishables per person required)
  • Protein/granola bars
  • Trail mix/dried fruit
  • Crackers and cereals
  • Canned meat, fish and beans
  • Canned juice
  • Water (4L per person, include small bottles to carry with you)

  • Change of clothing (short- and long-sleeve shirts, pants, socks, undergarments)
  • Raincoat/emergency poncho/jacket
  • Spare shoes
  • Sleeping bags/blankets/emergency heat blankets per person
  • Plastic and cloth sheets

  • Hand-crank flashlight or battery-operated flashlights/lamps
  • Extra batteries
  • Flares
  • Candles
  • Lighter
  • Waterproof matches

  • Manual can opener
  • Dishes and utensils
  • Flares
  • Shovel
  • Radio (with spare batteries/hand operated crank)
  • Pen and paper
  • Axe/pocket knife
  • Rope
  • Duct tape
  • Whistle
  • Basic tools
  • Small stove with fuel (follow manufacturer’s directions for operation and storage)

  • First-aid kit
  • Toiletries (toilet paper, feminine hygiene, toothbrush)
  • Cleaning supplies (hand sanitizer, dish soap, etc.)
  • Medication (acetaminophen, ibuprofen, children’s medication, etc., and 3-day supply of prescription medication)
  • Pet food and supplies
  • Garbage bags
  • Toys/reading material

  • Legal documents (birth and marriage certificates, wills, passports, contracts)
  • Insurance policies
  • Cash in small bills
  • Credit card/s
  • Prepaid phone cards
  • Copy of your emergency plan and contact information

Keep ready-to-go kit items in a backpack, duffle bag or suitcase, in an accessible place, such as a front-hall closet. Make sure your kit is easy to carry, and everyone in the house knows where it is. Take it with you if you have to leave your house so you can be safe.

  • 4L of water per person
  • Food that you don't have to keep cold
  • Manual can opener
  • Plastic/paper plates, cups, knives, forks, spoons
  • Flashlight and extra batteries
  • Change of clothes
  • Card with emergency contact information and the number of someone to call who lives out of town
  • Pet food and supplies for at least three days
  • Small first-aid kit
  • Personal ID card
  • Personal hygiene items, soap, hand sanitizer

Store medicine you usually take near your ready-to-go kit.

Important Notes


  • Update your kits every six months (put a note in your calendar/planner) to make sure that food, water, and medication are not expired, clothing fits, personal documents and credit cards are up to date, and batteries are charged.



  • Small toys/games are important; they can provide some comfort and entertainment during a stressful time.



  • Some items and/or flavours might leak, melt, or break open. Dividing groups of items into individual Ziploc bags might help prevent this.


Municipal Emergency Preparedness Considerations

  • Train all staff and Council on emergency response procedures. Ensure your team is adequately prepared to deal with demanding situations, emotional stress and physical exhaustion.
  • Foster a culture of respect and ownership within your workplace. In a time of crisis, individual initiative and decisiveness are imperative.
  • Document everything; scribe from the moment of a potential risk. Use voice notes so that nothing is missed.
  • Take a five to ten minute break every two hours. During a prolonged disaster situation, clear heads will prevail.
  • Ensure that all staff have proper identification at all times.
  • Don't ever let a culture of complacency set in, and don't ever think it can't happen to you.

  • Have a communications strategy in place. If you don't, others will be established that you may have no control over.
  • Information in a crisis is generally unclear and ambiguous. Try to communicate simply, clearly and consistently. Have a direct chain of command for messaging.
  • Make sure you're getting the word out on all progress. People will be hyper-vigilant for even the smallest piece of information.
  • Identify and maintain regular contact with key agencies. Ensure you know how to contact key individuals and organizations after hours.

  • Have a strategy in place for providing essentials like food and shelter for emergency personnel and support crews who arrive on site.
  • Utilize external incident command and emergency response personnel. These people are highly trained and emotionally detached from the given situation. Augment these teams with local resources.
  • Maintain a current list of essential service providers such as merchants, gas stations, campgrounds, portable toilets, etc.
  • Plan for the rescue and relocation of abandoned pets and livestock.

  • Have a good information management system in place. Know who your residents and businesses are and how to contact them at a moment's notice.
  • Evacuate hospitals and long-term care facilities sooner versus later.
  • Put residents on a two-hour evacuation notice at the earliest possible opportunity. This gives them adequate time to collect personal effects and prepare themselves emotionally.
  • Contact the evacuation centers that assisted with the Lesser Slave River crisis (such as Westlock or Athabasca) and ask for input on how to properly manage a reception facility.

  • Beware of those looking to profit from disaster. Scrutinize all spending and purchase orders despite a state of local emergency.
  • Establish finance operations immediately to later augment disaster recovery reporting. Contract an accounting firm if necessary.

  • Maintain replicated servers off-site so data can be properly backed up and easily retrieved.
  • Have a robust geographic information (GIS) system in place. Knowing the lay of the land will prove essential.
  • Invest in radio communications equipment. Ensure staff know where radios are located and how to use them.
  • Test your back-ups. If it's not tested, it's not a back-up.

  • When resources are committed to one event, ensure that adequate reserves are brought in from other areas.
  • Know where and how to get alternate water if yours runs out.

  • Wherever practical, ensure residents play an active support role. Local knowledge will be invaluable to external emergency personnel.
  • Encourage residents to maintain emergency kits at home, and to have an emergency response plan in place.

  • FireSmart your landfill infrastructure.
  • Be prepared to operate waste management systems manually for several days in the event of a power outage.
  • Store excess fuel on-site just in case.

Life, Work and Leisure in Lesser Slave River

On May 15, 2011, large parts of Lesser Slave River were affected by wildfires in the area. Winds pushed the flames into the Town and surrounding communities, destroying many houses and businesses. The actions of the MD and its residents, and as their stoic resolution to rebuild from the ashes, are a living testament to the region’s “Rugged & Real” motto. Visit the Municipal History section to learn more about our region's rich heritage.
Legendary Lesser Slave River

Emergency Clearance

Lending a hand when needed.

Municipal management and employees often pitch in to help peace officers, firefighters and intermunicipal agencies respond to critical events. During these situations, MD staff may be called upon to perform duties that would normally require a uniform or some form of official identification. Because of this need to respond to unique situations at a moment's notice, all authorized employees are given a Lesser Slave River security card.

The security card is intended to reassure authorities and residents alike that the holder has been authorized by the MD to perform certain duties and should be allowed to carry these duties out. A current list of authorized employees is listed below.


Authorized MD Employee List

  • Brad Pearson, Councillor
  • Brian Rosche, Councillor
  • Sandra Melzer, Councillor
  • Becky Peiffer, Councillor
  • Darcie Acton, Councillor
  • Murray Kerik, Reeve
  • Robert Esau, Councillor

  • Allan Winarski, CAO/Director of Disaster Services
  • Angeline Blackmore, Safety Coordinator
  • Ann Holden, Planning & Development Officer
  • Debbie Conrad, Taxation/Payroll Administrator
  • Joly-Ann Walters, Administrative Assistant Operations
  • Joni Boucher, Accounts Payable Administrator
  • Lana Spencer, Executive Assistant
  • Nicole Archer, Human Resources Advisor
  • Shari Spencer, Administrative Assistant Operations
  • Sharon Woolston, Accounts Receivable Administrator
  • Trisha Green, Administrative Assistant Operations

  • Paul Mulholland, Peace Officer

  • Albert Cormier, Transportation Operator
  • Bjona Vatamaniuck, Transportation Operator
  • Cody Borris, Transportation Operator
  • Darla Pell, Labourer
  • David Lukan, Transportation Operator
  • Glen Miller, Transportation Operator
  • Grant Malone, Transportation Operator
  • Harold Brenneis, Transportation Operator
  • John Bois, Transportation Operator
  • Marvin Schneider, Transportation Foreman
  • Melvin Brown, Equipment Operator
  • Nasser Aboudib, Labourer
  • Richard Coulas, Transportation Operator
  • Wes Dick, Transportation Operator

  • Allen Jolliffe,Utility Lead Operator
  • Dayton Lindbergh, Utility Operator
  • Jeremy Dumaresque, Utility Lead Operator
  • Max Zigart, Utility Operator

  • Barry Kolensky, Director of Rural Special Projects
  • Russ Jassman, Director of Rural Services
  • Peggy Laing, Administrative Assistant, Rural Services

  • Darcy Garratt,Infrastructure Maintenance Worker
  • Ed Copeland, Infrastructure Maintenance Worker

  • Tim Cherot, Labourer

Life, Work and Leisure in Lesser Slave River

On July 6, 2011, Prince William and Catherine, the Duke and Duchess of Cambridge, visited the Lesser Slave River region to offer encouragement to residents and rebuilding efforts in the wake of the devastating wildfires that hit the region in May. Visit the Municipal History section to learn more about our region's rich heritage.
Legendary Lesser Slave River

MD of Lesser Slave River

Just a few hours due north of Edmonton, Lesser Slave River is a truly unique place to live, work and play. From breathtaking expanses of boreal forest and unspoiled natural wonders to a thriving economy and genuine work/life balance, opportunities abound. Here you'll discover a place of rugged beauty. A place of real people. A place you'll never want to leave.

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