Carolyn Francis-Royer, Chief Housing Administrator, City of Miramar

May 2026 — Carolyn Francis-Royer is the chief housing administrator for the city of Miramar. With more than 25 years of experience in housing and economic development across South Florida municipalities, she is focused on expanding access to safe, decent, and affordable homes in one of the state’s most competitive markets. In an interview with Invest:, she discussed how Miramar is leveraging limited public dollars, strengthening partnerships with the private sector and prioritizing vulnerable residents to close the housing gap. “Equity is the primary focus of the housing division,” Francis-Royer said.

What is your vision for Miramar’s housing strategy and operations in your role as chief housing administrator?

In my role as chief housing administrator for the city of Miramar, my vision is to make sure that everyone, regardless of income status, has access to housing that they can afford. That means not just upscale housing but also workforce and affordable housing options that allow people to live in Miramar, raise their families and thrive. I’ve worked in housing for more than 25 years with different municipalities and counties, so I understand how challenging affordability is across South Florida, and Miramar is no exception. My goal is for anyone who comes to the city to have the opportunity to find decent, safe, sanitary housing that fits their budget.

How are you approaching access to affordable and stable housing in a high-cost, high-demand market like Miramar?

Expanding access in a market like Miramar is a significant challenge because the average price of a single-family home here is over $500,000. Most of the federal and state funding we use to assist residents is income-restricted and targeted to the very needy, so our resources are limited and our grants are shrinking. That’s why partnerships are essential. We work to bring nonprofit and private-sector partners to the table in true public-private partnerships, or P3s.

The city may offer density bonuses or other concessions, and in return we negotiate for affordable units within new developments. A developer might be building luxury apartments, for example, but if the city is contributing something of value, we can ask that a percentage of those units be set aside as affordable or workforce housing. The goal is always to make these projects attractive and profitable for the private sector while still meeting our responsibility as local government to provide housing options that serve our residents.

What role do public-private partnerships play in overcoming financial constraints and delivering new housing options?

The core challenge is always financing. In government, we are constantly operating with limited funds, and grants are not always guaranteed at full funding. Public-private partnerships are the way we make limited dollars go further. We sit down with developers, nonprofits and other partners and look at what each party can bring to the table so the project can be a win-win.

A recent example is a 110-unit senior housing development in Miramar. It’s a classic P3: the city contributed land, Florida Housing provided tax credits and the private developer built the project. On top of that, the city committed to paying two months of rent for all 110 units. That level of support is significant, but it reflects our commitment to seniors on fixed incomes who need safe, decent, sanitary housing they can afford. It’s a powerful demonstration that even with financial constraints, we can deliver meaningful projects when we have the right partners.

What role does community outreach and education play in making sure residents know about and can access available housing support?

Community outreach and education are critical. Housing is part of the Economic Development Department, and one of our priorities is making sure the Miramar community knows what is available to them. Our elected officials are very engaged in this. When they host community events, they expect all the key departments to be present. We set up tables, distribute brochures and talk with residents about programs like purchase assistance, minor home repair and foreclosure prevention.

In addition, the Housing Division hosts its own events, such as first-time homebuyer workshops. We partner with lenders like Wells Fargo and are looking to partner with TD Bank so that while they provide the mortgages, we can provide down payment assistance. We also work with nonprofit partners like Housing Foundation of America, a HUD-certified counseling agency, which helps educate buyers and shares information about our programs. Our marketing department supports these efforts by promoting workshops and initiatives across the city’s communication channels. All of this outreach is about making sure residents not only hear about our programs but understand how to access them.

How are equity and inclusion integrated into Miramar’s housing strategy to ensure access across income levels and backgrounds?

Equity is the primary focus of the housing division. For our federal and state funding, regulations are very clear that these dollars are meant for vulnerable, low-income residents who would not otherwise have access to the resources they need. Our Local Housing Assistance Plan, which must be approved by the city commission in order for us to receive state funds, spells out strategies specifically for special-needs populations. That includes people who are developmentally disabled, youth aging out of foster care, residents who rely on Social Security and other groups who are particularly vulnerable.

Within that framework, we also prioritize seniors and very low-income households for certain types of assistance, though they are not the only groups we serve. We know that some residents may not have regular access to social media or other digital channels, so we work closely with the city’s Social Services Department and organizations like the Alliance for Aging to reach them where they are.

Often we share the same clients, and by coordinating we can make sure they know about our programs, understand how to apply and receive help navigating the process. Inclusion and diversity are central to how we distribute funds and how we design our outreach so that support is available and accessible to those who need it most.

How do you navigate the tension between high demand, limited resources and strict regulatory requirements?

Before we even approach potential partners, we focus on efficiency and financial stewardship. We manage federal and state funds that are highly regulated and audited, so we have to spend them exactly as intended. That means constantly thinking about compliance, efficiency and impact.

When we design programs and projects, we look at how to prioritize the most vulnerable populations while leveraging private dollars wherever possible. If we have $1 million in public funds and a project costs $2 million, we know from the start that we will need a partner to close that gap. We think through how our regulatory restrictions interact with a partner’s flexibility so we can stretch public dollars as far as possible while staying fully compliant. The aim is always to get the most bang for our buck and to ensure that limited funds are used in a way that is both responsible and impactful.

What are your top priorities for the housing division, and where do you see the greatest opportunity for impact?

Our priority now and in the coming years is to secure as much funding as possible so we can help as many people as possible. Every year we receive hundreds of applications for assistance, and there is never enough money to help everyone. Miramar is an entitlement jurisdiction, so we receive annual allocations from programs like the federal Community Development Block Grant and the state’s State Housing Initiatives Partnership program. The amounts vary from year to year, and sometimes they shrink, but we can count on receiving them.

To maintain or grow the level of assistance we provide, we have to be proactive in seeking additional grants and building new partnerships with nonprofits, for-profits, other government agencies and financial institutions. Banks, for example, often have Community Reinvestment Act funds that they target to focus areas, and Miramar is well positioned to benefit from those partnerships, especially for purchase assistance. Ultimately, my focus as a long-time “houser” is to keep both homeownership and rental housing at the center of our strategy. By strengthening relationships and continually expanding our funding base, we can increase our impact and ensure that more Miramar residents have access to safe, affordable, stable housing.