Community-First Development: How Alexander Goshen Is Addressing Florida’s Workforce Housing Shortage

Written by:

Steve Marcinuk

Date:

24 Mar 2026

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Florida’s workforce housing crisis has reached a critical point. Essential workers – teachers, firefighters, police officers, and others vital to daily life – are increasingly priced out of the communities they serve, facing long commutes or settling for inadequate housing. For Miles Alexander III, founder and principal of Alexander Goshen, this affordability gap prompted a fundamental change in how he approaches real estate development.

“People of means generally have what they need,” Alexander says. “What’s missing is housing for the workforce – the people who get up every day and provide essential services to the community.”

Community Integration

Today, about 90% of Alexander Goshen’s 1,500-unit development pipeline is dedicated to impact projects. Two of the company’s latest developments illustrate its community-first philosophy.

The Apartment Club in Tampa is a 67-unit mixed-use development, with 26 units set aside specifically for workforce housing. The project also incorporates 7,000 square feet of retail space designed to attract local businesses. Alexander emphasizes the importance of creating more than just housing: “We’re looking for coffee shops and other local inspirations to anchor this project,” he says, highlighting efforts to build genuine community hubs.

In St. Petersburg, the Tomlinson building project showcases the role of public-private partnerships. This 202-unit, 14-story development was created in collaboration with the Pinellas County School Board to provide dedicated housing for teachers and county staff. “Our main focus is providing a safe, sufficient environment for essential workers,” Alexander says. “We want to give them something they can come home to and be proud of.”

Navigating a Tougher Financing Environment

Financing workforce housing has grown more complicated in recent years. Alexander Goshen targets residents earning 80% or less of the area median income (AMI), relying on a mix of funding sources such as tax credits, Community Development Block Grants (CDBG), and disaster relief funds.

However, rising interest rates and construction costs have made deals harder to pencil out. “Interest rates are still higher than they were three or five years ago, even if they’ve come down a bit recently,” Alexander notes.

Material costs remain elevated, though the worst of the price spikes has passed. “It’s still a problem. It’s not as bad as last year, but there’s still difficulty getting materials at a reasonable cost,” he says.

Labor shortages add further strain, causing delays and overruns that threaten project feasibility. Despite these obstacles, some institutional partners have increased their support for workforce housing, recognizing the urgent need for solutions.

Federal Funding Uncertainty

The political environment has added new layers of uncertainty for developers. Changes in federal administration have affected funding streams that projects often depend on. “We don’t know which way the administration will go with capital at the federal level,” Alexander says. “We’ve seen some funding cut or taken away.”

Initiatives from the Department of Government Efficiency (DOGE) have led to stricter requirements and new processes for accessing federal capital, further complicating planning and execution. While Alexander views these changes as surmountable, they extend project timelines and increase risk.

“We need housing – affordable, workforce housing,” he says. “I believe it will work out, but the uncertainty makes planning more difficult.”

Overcoming Community Resistance

Securing financing is only part of the challenge. Social resistance, particularly the “Not In My Backyard” (NIMBY) mindset, remains a significant barrier. Many communities still associate affordable housing with negative stereotypes or declining property values.

Alexander stresses that affordable housing is not synonymous with low quality. “Affordable housing doesn’t mean trailer homes or trailer parks,” he says. “We provide quality housing and attach educational programs to help residents advance and become productive citizens.”

To address misconceptions, Alexander Goshen partners with nonprofits to deliver financial literacy classes, job training, and support services. The goal is to create pathways for economic mobility and integrate residents into the broader community, not just provide shelter.

Shifting Market Priorities

Recent shifts in consumer preferences have led Alexander Goshen to reevaluate its market segments. The company has scaled back its hospitality development efforts, a sector it once prioritized, due to changing traveler expectations.

“People want a different hospitality experience now,” Alexander says. “They’re looking for more outdoor activities and to engage with the communities they visit, rather than traditional hotel stays.”

This move reflects how pandemic-era changes in behavior – such as a preference for wellness-focused, experiential travel – have persisted, forcing developers to adapt.

Looking Ahead

Despite industry headwinds, Alexander is optimistic about the company’s outlook. Several new projects are set to break ground in 2026, and the pipeline continues to expand, driven by rising demand for workforce housing.

Success in this environment depends on staying responsive to community needs while navigating a complex mix of financing challenges, regulatory changes, and shifting market conditions. For Alexander Goshen, this means holding firm to its community-first mission and seeking out partnerships that align with its goals.

“Anyone who cares about the community and wants to deliver a quality product should talk to us about working together,” Alexander says, inviting collaboration with like-minded organizations.

Scaling Mission-Driven Development

As workforce housing needs grow in Florida and across the country, developers like Alexander Goshen are showing that mission-driven projects can be both financially sustainable and socially meaningful. The challenge is to scale these efforts to meet widespread demand without sacrificing quality or community focus.

Projects like The Apartment Club and the Tomlinson building offer practical models for others in the industry. They demonstrate that it is possible to deliver well-built, affordable homes for essential workers while fostering a sense of place and supporting upward mobility.

The next phase for workforce housing in Florida will require creative partnerships, flexible financing, and a willingness to challenge old assumptions about what affordable housing can be. As Alexander Goshen’s work shows, developers who prioritize community needs and long-term impact are best positioned to drive meaningful progress – even in a difficult market.