Feasibility study finds Irving needs emergency and short-term domestic-violence housing; council asks staff to seek operator and pursue next steps

A consultant team contracted through The Family Place presented a feasibility study to the Irving City Council recommending the city prioritize emergency and short‑term domestic‑violence housing and a one-stop services facility adjacent to the Family Advocacy Center.

Suzanne Smith of Social Impact Architects and staff summarized an eight‑month study that combined police, hospital and provider data, stakeholder interviews and survivor focus groups. The study estimated an addressable population of roughly 5,000 victims per year (based on 2023 data and unmet demand) and identified short‑term emergency stays (5–7 days) and 30–60‑day stays as the highest-need services.

The study presented conceptual sites and building sizes. Staff identified a city-owned site behind the criminal-justice center that could be suitable with mitigation; conceptual building options ranged in rough scale and cost. The consultants offered a typical mid-range illustrative capital estimate of about $20 million for a 40,000‑square‑foot facility; design and operator startup costs were discussed separately.

The study also estimated operating costs for a facility of the size studied at roughly $2.5–$2.6 million per year and noted that sustaining operations typically requires a mix of state and federal grants, reimbursement‑style funding and philanthropic support. Philip Sanders and City Manager Chris Hillman said the city currently has $5 million identified for a domestic‑violence facility ($2 million in HOME‑ARP funds with spending deadlines and $3 million from general fund allocations). The city has also sought a federal appropriation of $10.2 million; staff warned that federal budget timing could affect that pending appropriation.

Council discussion emphasized that an operator should be identified before final design work, that phased construction and co-location with existing services should be considered, and that public‑private fundraising would be required. Several councilmembers expressed concern about timeline and funding, noting the federal appropriation remains uncertain and that operation-of-service funding would be required beyond capital grants.

By consensus the council directed staff to try to secure a qualified operator, continue design and funding work, monitor federal budget developments for the pending appropriation, and return with updates. Several councilmembers asked staff to continue outreach to philanthropic partners, foundations and potential corporate donors.

Ending: Staff and the consultant recommended prioritizing emergency and short-term stays, retaining a trauma‑informed architect and seeking an operator before finalizing building design; councilors directed staff to proceed with those steps and to report back with progress and funding developments.