Isabel Mosseler
Tribune
In a very short and terse statement delivered at the council meeting of February 4, 2025, West Nipissing’s Chief Administrative Officer, Jean Pierre “Jay” Barbeau, announced his retirement. “I just want to officially announce to the Council, staff, and the residents of West Nipissing, after 25 years as CAO, I’ll be retiring this year. My retirement date will be December 19th of this year. I had a great run,” he stated. With several months left on the clock, he added that he doesn’t plan to slow his pace. “I’m looking forward to continuing to work with this Mayor and this Council. It’s been a breath of fresh air this term, and (…) we still have a lot of initiatives. I want to kind of finish in a figurative sprint (…) and get as many of the projects done in the term plan before my departure, and I’d be happy to work with the Council in any way, shape, or form in the transition process,” he assured.
The announcement was followed up the next day by a formal statement from the municipality.
In 25 years, it is near impossible to avoid controversy and difficult decisions that irk people. The position lends itself to criticism from every quarter. Barbeau was in place during floods, fires, a pandemic, a situation where a municipal board sued the town over the transition to the OPP, a dysfunctional, divided and bitter council, and other controversies. He navigated through all these troubled waters, maybe not always with a graceful tack – he often had to trim the sails when financial difficulties arose. When it was suggested that he exercised the capabilities of a Machiavellian mind during his tenure, Barbeau took that as a compliment to his negotiating abilities, and revealed he had just finished reading The Prince. Hindsight may be 20/20, but foresight is the quality most required in a position of municipal management. Barbeau has been a coach, a mentor, an admonisher, a guide, an educator, conservative in managing risk, a familiar of lawyers, a chess player on the municipal board of governance. He is looking forward to retirement after a 40-year career, 25 of those years with West Nipissing.
“Right now I’m feeling pretty light actually. Almost a relief,” Barbeau tells the Tribune in an exclusive interview. He and his wife decided to sell their two properties, one of them on Deer Lake in West Nipissing, and purchase a new lakeside home in Sudbury where they will enjoy their retirement together. “So, I’ll be homeless in West Nipissing as of April. I’ll be staying (…) maybe in a hotel after a council meeting.” Barbeau has grandchildren from his previous marriage and another grandchild is expected shortly. He’s looking forward to spending more time with family.
Despite the relief, it’s a lot to leave behind. “It’s an interesting time of reflection and I really enjoy working with the people that I work with.” He expresses gratification at watching a younger generation step up in impressive ways, taking real pleasure in their successes. “It’s a big organization, and there’s some great people. I hate to say it runs itself, but because that’s overseen properly, you know what people are doing (…) It’s a fun time for me personally.” He admits that part of the current satisfaction come from observing the successful generational transition and his own lowered stress, even with “a list of 18-years long of projects” now on the table. Jay Barbeau is now aged 61, will be 62 when he hangs up his shingle and takes his leave of West Nipissing.
Barbeau was hired in September of 2000. West Nipissing was still going through the process of amalgamating 5 municipalities and 23.5 unincorporated townships, a vast area with many individual communities navigating a less than perfect union. When asked about the highlights in his career, he says it’s hard to pick one or two items. “As administrators, we’re kind of here 40, 50 hours a week, and so we don’t focus necessarily on [one of] them. This municipality is diverse, of course.” A lot of projects were tackled, but when pressed Barbeau responds that he felt strongly about many projects and when one project might come up with an intensity, and hopefully success, “then you move on to the next. You know, I’d have to say that with the support I had early on in my career managing that, my very inexperienced time, and a very stressful time for the community, is something that will probably remain” as a reference point. He is referring to the closure of the mill and the subsequent purchase and development of West Nipissing Power Generation. He expressed gratitude for “the volunteers in the community, who I’m still very close to (…) I was able to meet really good people along the line, helping me out and talking me off the ledge for the most part.”
And then there’s also the counterpart, the detractors – even more recently with continual attacks on social media talking about his “golden parachute”. There have been many closed sessions of council in recent weeks where discussion of HR issues has taken place, presumably discussing Barbeau’s retirement and replacement, leading some to speculate on a hypothetical “severance package”. Barbeau responds that there is no such thing as a severance package for people who retire, as severance is for people leaving not of their will or before their time. Additionally, he was not a participant in any of those closed sessions, he points out.
Barbeau stresses that he does not make a practice of pandering to speculation and innuendo on social media. A case in point was discussion on the transition of lands at the old mill site and statements made in reference to environmental concerns. Barbeau says he wasn’t in a hurry to jump in because the town was in possession of certificates of proof. However, he acknowledges that social commentary has affect when spurious claims begin to permeate the consciousness of the community. He adds that he has yet to meet any of the people who create “podcast controversy”, and it doesn’t seem to be high on his agenda, as he feels the negativity is unproductive.
Difficult decisions have to be made, and no-one enjoys hearing “no”. Barbeau acknowledges that a person in his position does have to develop tough skin over the years to not take things personally, and that goes for his staff as well. “You know, we are human, and yeah, you always have to be mindful. I always say to the staff here, (…) that’s a losing game because there are mistakes that are made. Just keep plugging and keep working (…) [Someone can experience] analysis paralysis and be afraid to move because of those negative repercussions. Then you have stagnation.” A successful corporation can’t function well from a defensive position, Barbeau insists, but adds that accountability still remains firmly on the table. “There’s a lot of scrutiny, good scrutiny, bad scrutiny, it still keeps you on your toes.” Still, he distinguishes between the perpetual naysayers whose goal is to undermine the objectives of a duly elected council, and legitimate criticisms and inquiries. “There’s 14,500 people, right”, says Barbeau, saying they are the people staff and council have to focus on.
Gary O’Connor was the mayor (2000) when Jay Barbeau was hired. In 2003, Joanne Savage won the mayoralty and remained until the last election, when Kathleen Thorne Rochon took the seat. Without rehashing any ups and downs over the years, Barbeau notes, “This council comes in, and they seem to be very open and engaging (…) They opted to set their priorities.” He mentions the mix of councillors with young families and older experienced councillors, a wide range of skill sets, and a thoughtful approach to creating a term plan in consultation. “I’m very satisfied,” he says of this council.