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.
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.
