Some elected officials believe their job is to fix every complaint that crosses their desk. They hear from a friend, a neighbor, or a contractor who is unhappy with the Building Department, and they immediately step in without hearing both sides, without understanding the laws that govern the process, and without realizing that they are about to cross a line that should never be crossed.
This type of interference does not just create confusion. It erodes trust, invites liability, and drives out the very professionals who are there to protect the public. I have seen it happen, I have lived it, and unfortunately, I still hear about it from others who are fighting the same battles.
I rejected it, cited the exact code sections that were violated, and asked for a simple redesign to bring it into compliance. That is when the phone call came.
A township commissioner who happened to be the contractor’s friend and neighbor called to yell at me, demanding to know why I was “giving his friend a hard time.” When I explained the code issue, he asked, “Are you telling me he does not know what he is doing? He has been in business for 25 years.”
That is not the point. The code does not care how long someone has been in business. It is about safety, not friendship. My job was to enforce the minimum standard adopted by law, not to protect someone’s ego. But the commissioner did not want to hear it. He told me this could “affect the renewal of my contract.”
That is the reality for too many Building Officials in small municipalities. We are expected to follow the law until someone important complains. Then suddenly, enforcing the code becomes a problem.
I explained that I could not issue the permit until that was done. He said it was “too late” because the building was already down. When I asked why he even needed a permit, he said there was government money involved, and he needed to show proof of a permit to get paid.
I called PADEP to explain the situation. They confirmed it was a commercial structure and required notification. When I gave them the contractor’s name, the representative said, “He should know better. We just went through this with him last month.”
They gave me permission to issue the permit after the fact and said they would follow up with the contractor directly. I thought that was the end of it until two months later, when a township commissioner called my cell phone and screamed at me for 45 minutes for “turning in his friend.”
He never asked what happened. Never tried to understand the situation. Never realized I was protecting the township from state penalties. He only cared that his friend got in trouble. People like that should never hold elected office. They lack the judgment, professionalism, and respect for the law that public service demands.
In one recent example out of Connecticut, a new Building Official took over for a predecessor who had become complacent and ineffective. When the new official began to enforce the codes properly, the complaints started rolling in from contractors and property owners who had grown used to having no oversight. Instead of supporting the new official, the town’s leadership caved to the pressure from their friends. Within a short time, the Building Official was forced to resign. The message was clear to everyone watching: do your job too well, and you will not last. That single failure of leadership drove out the good people who were trying to restore order and integrity.
I also heard about another department where the same thing happened. A Building Official was forced out by a town manager under pressure from commissioners whose friends did not like being held accountable. Within two years, every ethical and competent staff member resigned. That is what happens when politics replaces integrity.
The commission I work under is composed of experienced, educated, and reasonable individuals who understand that leadership means asking questions, not making threats. They value professionalism and facts over emotion and favoritism. They know that public safety is not negotiable.
This is not flattery. It is respect. Working for people who understand their role and trust you to do yours changes everything. It allows a Building Official to focus on the job: protecting life, safety, and property through consistent application of the code.
When I return to Pennsylvania to visit family, I still hear stories about the same problems repeating themselves. The same small-town politics, the same ignorance of the law, and the same misplaced loyalty to friends instead of principles. It is a cycle that will not end until elected officials start understanding that their job is to lead responsibly, not to manage based on gossip or personal ties.
When you interfere for political reasons, you are not helping anyone. You are damaging your own credibility, undermining your Building Department, and exposing your municipality to risk.
Caring about your constituents is good. But caring enough to stay informed, respect the law, and support your professionals is what makes you a true leader.
This article is my opinion based on actual experience and is written for members of the Building Code Forum because they can relate. It is also an educational article for those considering running for local office. The stories listed are true and accurate with no names given to protect the guilty.
This type of interference does not just create confusion. It erodes trust, invites liability, and drives out the very professionals who are there to protect the public. I have seen it happen, I have lived it, and unfortunately, I still hear about it from others who are fighting the same battles.
Example 1: The Vaulted Ceiling That Could Not Stand
In Pennsylvania, a contractor submitted a set of plans for an addition with a vaulted ceiling. There was no architect involved, which was fine under state law. The problem was structural. The design had no ridge beam or any way to resist rafter thrust. It did not meet even the most basic prescriptive requirements of the building code.I rejected it, cited the exact code sections that were violated, and asked for a simple redesign to bring it into compliance. That is when the phone call came.
A township commissioner who happened to be the contractor’s friend and neighbor called to yell at me, demanding to know why I was “giving his friend a hard time.” When I explained the code issue, he asked, “Are you telling me he does not know what he is doing? He has been in business for 25 years.”
That is not the point. The code does not care how long someone has been in business. It is about safety, not friendship. My job was to enforce the minimum standard adopted by law, not to protect someone’s ego. But the commissioner did not want to hear it. He told me this could “affect the renewal of my contract.”
That is the reality for too many Building Officials in small municipalities. We are expected to follow the law until someone important complains. Then suddenly, enforcing the code becomes a problem.
Example 2: The Demolition That Happened Before the Permit
Another township. Another problem. An excavation contractor came in to pull a demolition permit for a commercial building. I asked if he had already notified the Pennsylvania Department of Environmental Protection, as required by state statute, at least ten days before demolition. He said no.I explained that I could not issue the permit until that was done. He said it was “too late” because the building was already down. When I asked why he even needed a permit, he said there was government money involved, and he needed to show proof of a permit to get paid.
I called PADEP to explain the situation. They confirmed it was a commercial structure and required notification. When I gave them the contractor’s name, the representative said, “He should know better. We just went through this with him last month.”
They gave me permission to issue the permit after the fact and said they would follow up with the contractor directly. I thought that was the end of it until two months later, when a township commissioner called my cell phone and screamed at me for 45 minutes for “turning in his friend.”
He never asked what happened. Never tried to understand the situation. Never realized I was protecting the township from state penalties. He only cared that his friend got in trouble. People like that should never hold elected office. They lack the judgment, professionalism, and respect for the law that public service demands.
When Politics Replaces Integrity
This type of behavior drives good people out. It creates toxic workplaces where inspectors, plan reviewers, and Building Officials have to choose between doing what is right and keeping their jobs. I have seen entire departments crumble because elected officials were more loyal to their friends than to their community’s safety.In one recent example out of Connecticut, a new Building Official took over for a predecessor who had become complacent and ineffective. When the new official began to enforce the codes properly, the complaints started rolling in from contractors and property owners who had grown used to having no oversight. Instead of supporting the new official, the town’s leadership caved to the pressure from their friends. Within a short time, the Building Official was forced to resign. The message was clear to everyone watching: do your job too well, and you will not last. That single failure of leadership drove out the good people who were trying to restore order and integrity.
I also heard about another department where the same thing happened. A Building Official was forced out by a town manager under pressure from commissioners whose friends did not like being held accountable. Within two years, every ethical and competent staff member resigned. That is what happens when politics replaces integrity.
Florida: A Model of Professional Separation
Today, I am fortunate to work in Florida, where state statutes make it crystal clear that elected officials cannot interfere in the lawful duties of a Building Official. The separation between politics and professional enforcement is well defined.The commission I work under is composed of experienced, educated, and reasonable individuals who understand that leadership means asking questions, not making threats. They value professionalism and facts over emotion and favoritism. They know that public safety is not negotiable.
This is not flattery. It is respect. Working for people who understand their role and trust you to do yours changes everything. It allows a Building Official to focus on the job: protecting life, safety, and property through consistent application of the code.
When I return to Pennsylvania to visit family, I still hear stories about the same problems repeating themselves. The same small-town politics, the same ignorance of the law, and the same misplaced loyalty to friends instead of principles. It is a cycle that will not end until elected officials start understanding that their job is to lead responsibly, not to manage based on gossip or personal ties.
A Message to Elected Officials
If you hold public office, understand this: your job is not to fix every complaint that reaches you. It is to ensure that your staff is following the law and protecting the public interest. If you have concerns, ask questions through the proper chain of command. Do not make assumptions. Do not make threats.When you interfere for political reasons, you are not helping anyone. You are damaging your own credibility, undermining your Building Department, and exposing your municipality to risk.
Caring about your constituents is good. But caring enough to stay informed, respect the law, and support your professionals is what makes you a true leader.
This article is my opinion based on actual experience and is written for members of the Building Code Forum because they can relate. It is also an educational article for those considering running for local office. The stories listed are true and accurate with no names given to protect the guilty.
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