We’ve heard a lot about the shortage of skilled trades workers. And about the lack of skilled workers to train the next generation.

But there’s another critical shortage building up alongside those: building inspectors.

As older inspectors and building officials retire, many cities and counties are finding it harder to replace them. And as the supply of inspectors is decreasing, the complexity of work is increasing. Construction, retrofits, electrification, energy upgrades and code requirements require inspection skills that can’t be learned overnight.

The result isn’t obvious to casual observers, who might say that a building looks “almost finished.” The truth could well be that the project is stuck in limbo, waiting for an inspector to arrive. Crews are tied up, but can’t do any work; cash flows are stretched—especially for smaller contractors—and annoyed customers assume that the contractor is to blame for the delays. 

The code enforcement workforce is aging out. 

The International Code Council (ICC) has been warning about this problem for years. Its research points to an aging workforce with too few younger people entering the field. To address the shortage, ICC sponsors Safety 2.0, an initiative designed to attract younger people. 

Despite ICC’s efforts, federal labor data shows that not enough new people are entering the field to ease the pressure. The U.S. Bureau of Labor Statistics (BLS) says employment of construction and building inspectors is projected to decline 1% from 2024 to 2034, even though it anticipates about 14,800 openings per year. Salary isn’t an issue; BLS reports that median annual pay was $72,120 in May 2024.

The result: even with thousands of openings each year, the pipeline isn’t strong enough to make local bottlenecks disappear.

Meanwhile, construction is becoming more complex.

Today’s buildings require more expertise than ever before. They feature more electrical load and more controls, with more technical coordination between systems. Structures need to be more energy-efficient and resistant to extreme weather. Retrofits pose a whole different dimension of difficulty. 

ICC notes this in their recent discussion of workforce development in the trades, particularly with plumbing, mechanical, and fuel-gas professionals. Increasing complexity slows down reviews, even when an inspection department is fully staffed—and many aren’t.

Permitting and inspections are already a pressure point.

Local governments are all too aware of this problem.

The National League of Cities has stated that efficient permitting and development review processes are essential, both  to support economic growth and maintain regulatory standards. And that a well-functioning review system depends on predictability, consistency, and timely approvals. 

The National Association of Home Builders (NAHB) makes a similar point. In its 2025 testimony to Congress, NAHB argued that permitting inefficiencies delay projects and raise costs. 

Inspection can be a time-consuming process in the best of circumstances. But when you drop inspector shortages on top of that, the time lost can be very expensive. 

Smaller trades businesses feel the pressure faster.

A large regional contractor may have someone whose job is to manage inspections, chase approvals, and keep departments moving. A smaller trades company probably doesn’t. 

The owner, project manager, dispatcher, or office manager has to pile those tasks on top of everything else. One failed inspection or one delayed signoff can push work into another day, disrupt a schedule that was already tight, and delay invoicing. Multiply that by several jobs over one month, and the consequences become even more costly.

A larger company can usually absorb at least some of those costs. A smaller company, with a tighter cash flow, will be pushed closer to the edge. 

Inspectors can’t be replaced overnight.

Inspection is a specialization that requires deep technical knowledge, extensive familiarity with building codes, sound judgment, and professional certification. Many inspectors come from the trades, which are already short of experienced people—which creates a dilemma. Contractors need skilled workers. So do inspection departments. Both sides are seeking help from a shrinking talent pool. 

How trades businesses must adjust.

For smaller trades businesses, permitting and inspections will be a larger planning risk over the next several years, even in markets where demand stays healthy.

To cope, those companies will need to change how jobs are scheduled and communicated. They’ll need to adopt cleaner documentation and prepare better for pre-inspection. They’ll have to develop stronger code knowledge, and build realistic inspection times into customer updates. 

It’s also important to cultivate and maintain good relationships with local inspection departments, and gain a clearer understanding of what each jurisdiction expects. Anything possible to prevent an expensive failed inspection. 

What cities and states need to do. 

Public agencies must create stronger pipelines into building safety careers, provide faster on-ramps for qualified candidates, and improve training support. It’s also critical to modernize review processes so inspectors can spend more time on technical work and less time on administrative clutter. 

ICC’s Safety 2.0 and career-path programs are a good start; however, the scale of the problem suggests many jurisdictions will need a more deliberate workforce strategy. For the near future, it appears that the next shortage may not be the person doing the install, but the person authorized to sign off on it.