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Who Will Take the Helm When the Building Officials Are Gone

Walk into almost any building department across the country, and you will notice something that should concern everyone in this industry. The people in charge are getting older. Many Building Officials, plans examiners, and inspectors are in their late fifties, sixties, or even seventies, still carrying the weight of decades of experience and responsibility. They are the ones keeping the system steady, guiding decisions, interpreting codes, and mentoring staff. But what happens when they retire? Who steps in to lead the next generation of code enforcement? That is the conversation we are not having, and it is one that cannot wait.

There is a growing crisis that is quietly unfolding in our profession. Skilled trades are already struggling to attract new people, but code enforcement is in even greater danger. The pipeline of future Building Officials is drying up, and few younger professionals are preparing to take the reins. When this current group of veterans leaves, they will take with them not only technical knowledge but also decades of judgment and local understanding that cannot be replaced by a certification class or an online course.

The path into this career has never been clear. Many Building Officials did not set out to become one. They worked in construction, inspection, or design, and one day found themselves managing a department. It was not part of a long-term plan, but a natural transition for people who understood the building process from the ground up. That background matters. It gives credibility, common sense, and perspective. A Building Official who has framed a wall, run conduit, or installed HVAC understands the intent behind the code better than someone who has only read about it. Contractors can tell right away if the person across the counter has ever been on a jobsite.

That kind of experience brings what many call “street credibility.” It earns respect because it comes from doing the work. When inspectors, plans examiners, and Building Officials speak the same language as the trades, enforcement becomes smoother, communication improves, and everyone on the job understands the goal is compliance, not conflict. The problem is that too few people with that experience are stepping into these positions. The next generation needs both the technical background and the interpersonal skills to lead effectively.

Part of the issue is awareness. Young people entering the construction field do not see code enforcement as a career option. They might hear about becoming a contractor, engineer, or architect, but not about becoming an inspector or Building Official. Even those in the trades rarely consider it until late in their careers. We need to start presenting this profession for what it really is: a path that combines technical skill, public service, and leadership.

Being a Building Official requires far more than reading code sections. It demands understanding the politics of local government, balancing public safety with practicality, and maintaining professionalism under pressure. It is one of the few positions in public service that touches every aspect of the built environment. The right person can make a town safer, stronger, and more resilient. The wrong person can erode public trust and damage relationships that take years to build.

The next generation of Building Officials must be adaptable, professional, and grounded in both construction knowledge and administrative skill. They need to understand how to manage staff, communicate with design professionals, and earn respect from contractors through competence and consistency. They also need mentors. Those who have spent decades in this profession have a duty to share what they know. That knowledge cannot disappear when they retire. Departments, associations, and organizations like ICC need to do more to encourage mentoring and to highlight the importance of succession planning.

If we fail to bring new people into these roles, communities will face a leadership vacuum in the very area that protects life and property. Codes will still exist, but enforcement will lose its human judgment. The Building Official’s role is not about control or authority; it is about responsibility. It requires technical understanding, administrative discipline, and the ability to stand firm when it matters most.

We need people who have walked the walk, who understand construction from the inside, and who can transition that experience into leadership. The next generation must carry forward the professionalism, balance, and integrity that define this job. It is not enough to know the code; they must understand the people it affects. The future of code enforcement depends on those willing to step up, learn from those who came before, and take the helm with the same sense of duty that built this profession in the first place.
 
I am retiring at the end of the month. I'm the only inspector that has all the certs for commercial inspections out of 6 inspectors in my office. They have no one to replace me and they have been trying to for a long time. Union electricians make a lot more than I do.
 
If you want young people, you gotta pay. And you gotta advertise online. And not just an obscure post on your website, you need to be on Indeed and Zip Recruiter. And the pay scale needs to be in the job description up front - otherwise it gives the impression that you are trying to skimp on pay.

The balance of power has shifted in the job market - employers need employees worse than employees need employers. Young people care about the money over "work environment" and "company culture" because they haven't gotten that far on the hierarchy of needs yet. They are starting families and getting a house, and that costs way more than it used to. They are playing for keeps because they have to. They absolutely do not care about your Christmas party etc.

I was told that after a job interview, the person applying for the job needs to follow up, because "they are the ones who want the job". That used to be true. It's not anymore. The employer has been desperately hunting for good help, and they will certainly follow up if they are interested.
 
Sadly, there isn't any pride in what is produced - I've seen the erosion happening steadily for far too long. Those of us who learned hand drafting, your drawings were your art, but today there isn't any "art" to drawings any more. Monotone lineweights, over-use of hatching/textures/poche, misspellings, Arial font for EVERYTHING - simply because the computer will allow you to do it. "The boss won't let me go out to a jobsite" excuse to never set foot on a site instead of wandering sites on your own time to observe and wonder "Why did they build it that way?"

We try to instill the values we learned so long ago to those coming up, and when you find those who are receptive to learning it gives you hope that not all is lost.

(off my soap box .. for now)
 
Walk into almost any building department across the country, and you will notice something that should concern everyone in this industry. The people in charge are getting older. Many Building Officials, plans examiners, and inspectors are in their late fifties, sixties, or even seventies, still carrying the weight of decades of experience and responsibility. They are the ones keeping the system steady, guiding decisions, interpreting codes, and mentoring staff. But what happens when they retire? Who steps in to lead the next generation of code enforcement? That is the conversation we are not having, and it is one that cannot wait.

There is a growing crisis that is quietly unfolding in our profession. Skilled trades are already struggling to attract new people, but code enforcement is in even greater danger. The pipeline of future Building Officials is drying up, and few younger professionals are preparing to take the reins. When this current group of veterans leaves, they will take with them not only technical knowledge but also decades of judgment and local understanding that cannot be replaced by a certification class or an online course.

The path into this career has never been clear. Many Building Officials did not set out to become one. They worked in construction, inspection, or design, and one day found themselves managing a department. It was not part of a long-term plan, but a natural transition for people who understood the building process from the ground up. That background matters. It gives credibility, common sense, and perspective. A Building Official who has framed a wall, run conduit, or installed HVAC understands the intent behind the code better than someone who has only read about it. Contractors can tell right away if the person across the counter has ever been on a jobsite.

That kind of experience brings what many call “street credibility.” It earns respect because it comes from doing the work. When inspectors, plans examiners, and Building Officials speak the same language as the trades, enforcement becomes smoother, communication improves, and everyone on the job understands the goal is compliance, not conflict. The problem is that too few people with that experience are stepping into these positions. The next generation needs both the technical background and the interpersonal skills to lead effectively.

Part of the issue is awareness. Young people entering the construction field do not see code enforcement as a career option. They might hear about becoming a contractor, engineer, or architect, but not about becoming an inspector or Building Official. Even those in the trades rarely consider it until late in their careers. We need to start presenting this profession for what it really is: a path that combines technical skill, public service, and leadership.

Being a Building Official requires far more than reading code sections. It demands understanding the politics of local government, balancing public safety with practicality, and maintaining professionalism under pressure. It is one of the few positions in public service that touches every aspect of the built environment. The right person can make a town safer, stronger, and more resilient. The wrong person can erode public trust and damage relationships that take years to build.

The next generation of Building Officials must be adaptable, professional, and grounded in both construction knowledge and administrative skill. They need to understand how to manage staff, communicate with design professionals, and earn respect from contractors through competence and consistency. They also need mentors. Those who have spent decades in this profession have a duty to share what they know. That knowledge cannot disappear when they retire. Departments, associations, and organizations like ICC need to do more to encourage mentoring and to highlight the importance of succession planning.

If we fail to bring new people into these roles, communities will face a leadership vacuum in the very area that protects life and property. Codes will still exist, but enforcement will lose its human judgment. The Building Official’s role is not about control or authority; it is about responsibility. It requires technical understanding, administrative discipline, and the ability to stand firm when it matters most.

We need people who have walked the walk, who understand construction from the inside, and who can transition that experience into leadership. The next generation must carry forward the professionalism, balance, and integrity that define this job. It is not enough to know the code; they must understand the people it affects. The future of code enforcement depends on those willing to step up, learn from those who came before, and take the helm with the same sense of duty that built this profession in the first place.
First, I want thank all the journeymen here who have been tolerant of my frustration. The problem in my area, is above the building departments. In that the Cities and County have been operating without oversight for so long. They actually teach other cities and departments that they are immune from the law.

Missouri and California Constitution first paragraphs talk about Government serving the citizens. And Missouri Constitution says government which does not protect "these rights" (to do business, efficiently and effectively), it fails in its chief design. So I think "THE LAW" compels inspectors to communicate what they expect with the contractors.

I understand and appreciate what you are saying above. I think it goes back further, when I was a kid, the dads, the uncles and neighbors were teaching kids how to use tools, think, do mechanical/construction projects. When was the last time parents handed the kids a hammer, nails and some pieces of wood to nail together? When did someone give the kid a junk lawnmower to tinker with?

Coming where I did, where project managers, lead engineers worked together to get it right the first time produced amazing results. And seeing a project in California where a six sigma expert proved what could be done on a near impossible freeway project (cal route 73 flyover to Interstate 5, I think 12 lanes in each direction) at unbelievable cost and time. Cooperation between Caltrans, unions, vendors coordinated by six sigma expert did the impossible in an impossible amount of time, with unbelievable lack of impact on motorists.

I have met some awesome inspectors, but due to oversight I have some unbelievable horror stories. I just came from a home I own on a lovely 1/2 acre lot, in the right part of town. I cannot fix the house because the city fails everything with my name on it (keeping thier promise of special inspections, a 14th amendment violation). I want to build my dream home there, 3500 square foot, 4 garages. But the city would dog my every step.

I envision a change in direction, where the City Inspectors see themselves as partners to help citizens (contractors and owners) get across the finish line. Where the local inspector groups levelset expectations on various local issues, and have onsight discussions before expensive work is done to insure both teams are on the same page. Thus creating a positive partnership/respect between the two groups.
This would allow competent contractors, who get "too old to do this thing" or get hurt to shift to "building inspection".

Robert Potet of St John Mo was the perfect example. I was restoring my first century home. He came in on the inspection. He was fair, he was just, and he told me what had to be done now. When I asked how he envisioned it, he carefully said he couldn't tell me but he told me the best/easiest and cheapest way to do it.
He also "let slide" some marginal issues, issues which should be redone but not an immediate threat. He advised me that the "next inspection, this will have to be done better". At this point he was comfortable making suggestions.
Then he thanked me. Turned out he grew up playing in this house, owned by his friends parents. That Ted Nugent would stand in the kitchen talking to the kid's dad when in town. That the house was headed to the bulldozer, when Robert noticed someone working on it. It warmed his heart, and he thanked me for saving the house.
But, by being kind, helpful and professional. He did his part to "Save that house" and others.
 
If you want young people, you gotta pay. And you gotta advertise online. And not just an obscure post on your website, you need to be on Indeed and Zip Recruiter. And the pay scale needs to be in the job description up front - otherwise it gives the impression that you are trying to skimp on pay.

The balance of power has shifted in the job market - employers need employees worse than employees need employers. Young people care about the money over "work environment" and "company culture" because they haven't gotten that far on the hierarchy of needs yet. They are starting families and getting a house, and that costs way more than it used to. They are playing for keeps because they have to. They absolutely do not care about your Christmas party etc.

I was told that after a job interview, the person applying for the job needs to follow up, because "they are the ones who want the job". That used to be true. It's not anymore. The employer has been desperately hunting for good help, and they will certainly follow up if they are interested.
and point out the benefits of working for government. 1. Lifelong paycheck 2. no mandatory overtime 3. 8am start time. 4. Your bosses are not afraid if you piss off a customer. 5. Likelihood of work injuries are very low if you are careful, especially back injuries. 6. if you dont like your boss, you can go down the street and get a job at another city. If you don't like your area, you can get jobs across the country.
 
Where I work, the problem is no one is hiring entry level position. Every position, every new hire at every jurisdiction or 3rd party agency around me needs multiple years of inspection or plan review experience. They're trying to attract people who have already been doing this for a while. I get the logic behind it - make sure the person you hire knows what they're doing, but if no one hires entry level you'll eventually run out of people.
 
Where I work, the problem is no one is hiring entry level position. Every position, every new hire at every jurisdiction or 3rd party agency around me needs multiple years of inspection or plan review experience. They're trying to attract people who have already been doing this for a while. I get the logic behind it - make sure the person you hire knows what they're doing, but if no one hires entry level you'll eventually run out of people.
Exactly what has happened here....Departments cut to the bone and no succession planning.
 
Missouri and California Constitution first paragraphs talk about Government serving the citizens. And Missouri Constitution says government which does not protect "these rights" (to do business, efficiently and effectively), it fails in its chief design. So I think "THE LAW" compels inspectors to communicate what they expect with the contractors.
The purpose of building departments is to ensure that whatever they're overseeing is built in a way that protects the health, safety, and welfare of the users and the public above all else. The right to do business is a separate issue.
I have met some awesome inspectors, but due to oversight I have some unbelievable horror stories. I just came from a home I own on a lovely 1/2 acre lot, in the right part of town. I cannot fix the house because the city fails everything with my name on it (keeping thier promise of special inspections, a 14th amendment violation). I want to build my dream home there, 3500 square foot, 4 garages. But the city would dog my every step.
What did you do to piss off the city? In my experience, no city would do this intentionally unless you are a repeat offender (so they go through everything you do with a fine-tooth comb) or if what you're trying to do is illegal (zoning, building, etc.).

Also, what's this about the 14th Amendment? Isn't that about citizenship?
 
The purpose of building departments is to ensure that whatever they're overseeing is built in a way that protects the health, safety, and welfare of the users and the public above all else. The right to do business is a separate issue.

What did you do to piss off the city? In my experience, no city would do this intentionally unless you are a repeat offender (so they go through everything you do with a fine-tooth comb) or if what you're trying to do is illegal (zoning, building, etc.).

Also, what's this about the 14th Amendment? Isn't that about citizenship?
Please don't encourage this person.
 
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