jar546
CBO
Customer service in the building department is often overlooked, yet it’s one of the most powerful tools we have for improving project outcomes, maintaining public trust, and protecting our long-term budgets. While there are many departments that take this seriously and strive to build strong relationships with contractors and property owners, there are still far too many that miss the mark. We are all working toward the same goal: safe, code-compliant structures and the successful completion of projects. Certificates of Completion and Certificates of Occupancy are milestones for everyone involved, not just pieces of paper.
Before I stepped into my current role, I owned a third-party agency and worked for another, which gave me a front row seat inside dozens of different building departments in two different states. I’ve served as the Building Official for at least a dozen jurisdictions. That experience gave me a unique perspective on how departments operate, how the local culture shapes the approach to enforcement, and how differently jurisdictions choose to govern. These differences have a major impact on how the public experiences the process. Some departments made a strong, lasting impression for the right reasons. Others, unfortunately, stood out for all the wrong reasons.
At its core, our job is to protect public health, safety, and welfare. That mission never changes. But how we deliver on that mission matters. Customer service does not mean giving contractors a pass. It does not mean ignoring code violations or cutting corners. What it does mean is delivering clear communication, fair treatment, and consistent expectations. It means being responsive, honest, and accessible. And yes, it means recognizing that in most cases, both the contractor and the building official are working for the same person: the property owner.
There’s a stigma among some in the industry who equate good customer service with pandering or weakness. That mindset is outdated. We don’t serve the contractor in the traditional sense, but we do serve the process, and the contractor is often a key part of that process. The contractor is frequently the applicant and the permit holder, and developing a working relationship based on professionalism and accountability benefits everyone, especially the property owner. Serving the contractor means setting expectations, enforcing minimum standards, and guiding them through the procedures in a way that keeps the project moving forward without compromising compliance.
Modern permitting systems have made it easier to build that accountability. When everything is online, the audit trail tells the story. I once had a property owner call me in frustration, convinced her contractor had submitted a permit over a month ago. Within minutes, I pulled up the system, saw that the contractor had only logged in 46 minutes earlier, and shared a screenshot with her. She didn’t have a building department problem. She had a contractor problem. Technology gave us the ability to show that.
This transparency protects the integrity of the department. It also changes the perception of the department from an obstacle to a partner. That matters when it comes time for funding. A department viewed as inefficient, unhelpful, or unprofessional is going to face resistance when asking for additional positions or trying to raise salaries. And let’s be honest. If you want to attract and retain talented, qualified staff with great communication and people skills, you’re going to have to pay for it. You get what you pay for. And if you’re underfunded, you’re going to fall behind. That shows up in permit backlogs, inspection delays, and frustrated applicants.
Customer service is not just about making people feel good. It’s about running a department that functions efficiently, responds quickly, and earns the respect of the community. A professional reputation isn’t built on fear or authority. It’s built on trust, fairness, and consistency. And when things do go wrong, as they sometimes will, owning the mistake and correcting it publicly speaks volumes.
Building departments are not perfect. We never will be. But we can’t afford to dismiss the importance of customer service or public perception. These directly impact our ability to grow, to get the staff we need, and to meet the expectations of our residents. The more we resist this, the harder it becomes to move forward. The public is watching. Elected officials are watching. And your ability to run a competent, respected department depends on more than code knowledge. It depends on leadership, accountability, and how well you treat people.
Here’s the bottom line: Customer service is not about being overly accommodating. It’s about showing up with professionalism, accountability, and respect for the people and communities we serve. That’s what earns trust. That’s what earns support. And that’s how building departments move forward.
Before I stepped into my current role, I owned a third-party agency and worked for another, which gave me a front row seat inside dozens of different building departments in two different states. I’ve served as the Building Official for at least a dozen jurisdictions. That experience gave me a unique perspective on how departments operate, how the local culture shapes the approach to enforcement, and how differently jurisdictions choose to govern. These differences have a major impact on how the public experiences the process. Some departments made a strong, lasting impression for the right reasons. Others, unfortunately, stood out for all the wrong reasons.
At its core, our job is to protect public health, safety, and welfare. That mission never changes. But how we deliver on that mission matters. Customer service does not mean giving contractors a pass. It does not mean ignoring code violations or cutting corners. What it does mean is delivering clear communication, fair treatment, and consistent expectations. It means being responsive, honest, and accessible. And yes, it means recognizing that in most cases, both the contractor and the building official are working for the same person: the property owner.
There’s a stigma among some in the industry who equate good customer service with pandering or weakness. That mindset is outdated. We don’t serve the contractor in the traditional sense, but we do serve the process, and the contractor is often a key part of that process. The contractor is frequently the applicant and the permit holder, and developing a working relationship based on professionalism and accountability benefits everyone, especially the property owner. Serving the contractor means setting expectations, enforcing minimum standards, and guiding them through the procedures in a way that keeps the project moving forward without compromising compliance.
Modern permitting systems have made it easier to build that accountability. When everything is online, the audit trail tells the story. I once had a property owner call me in frustration, convinced her contractor had submitted a permit over a month ago. Within minutes, I pulled up the system, saw that the contractor had only logged in 46 minutes earlier, and shared a screenshot with her. She didn’t have a building department problem. She had a contractor problem. Technology gave us the ability to show that.
This transparency protects the integrity of the department. It also changes the perception of the department from an obstacle to a partner. That matters when it comes time for funding. A department viewed as inefficient, unhelpful, or unprofessional is going to face resistance when asking for additional positions or trying to raise salaries. And let’s be honest. If you want to attract and retain talented, qualified staff with great communication and people skills, you’re going to have to pay for it. You get what you pay for. And if you’re underfunded, you’re going to fall behind. That shows up in permit backlogs, inspection delays, and frustrated applicants.
Customer service is not just about making people feel good. It’s about running a department that functions efficiently, responds quickly, and earns the respect of the community. A professional reputation isn’t built on fear or authority. It’s built on trust, fairness, and consistency. And when things do go wrong, as they sometimes will, owning the mistake and correcting it publicly speaks volumes.
Building departments are not perfect. We never will be. But we can’t afford to dismiss the importance of customer service or public perception. These directly impact our ability to grow, to get the staff we need, and to meet the expectations of our residents. The more we resist this, the harder it becomes to move forward. The public is watching. Elected officials are watching. And your ability to run a competent, respected department depends on more than code knowledge. It depends on leadership, accountability, and how well you treat people.
Here’s the bottom line: Customer service is not about being overly accommodating. It’s about showing up with professionalism, accountability, and respect for the people and communities we serve. That’s what earns trust. That’s what earns support. And that’s how building departments move forward.
