The design and project teams estimate a realistic timeline for completion in Fall 2027 based on expertise and experience. This means that the pool will likely not be open until Summer 2028. As the project progresses, it may be possible to share a more detailed timeline. This project is a priority for the City of Asheville and a Construction Manager at Risk (CMAR) project delivery method has been chosen to potentially save time and money.

From the project’s inception, City staff has worked to create the most efficient timeline to deliver a valuable community asset that can be enjoyed for generations to come. After successfully completing many similar projects, the design and construction teams assured City staff that this is the quickest and most realistic schedule possible.

Malvern Hills Park is uniquely located within the only area of the city that offers access to three other public swimming pools that can typically be reached by a 10-15 minute drive:

• Grant Southside Center on 285 Livingston Street
• Hominy Valley Pool on 25 Twin Lakes Road in Candler
• Erwin Pool on 58 Lees Creek Road in Asheville

We appreciate your patience as we work to bring a new pool to West Asheville.

Feedback from the community preference survey was shared with the design team to create renderings that also incorporate environmental compliance, building codes, cost estimation, and other requirements.

A community survey was open from March 31-April 28 to gather ideas, preferences, and potential uses for the new pool.  Additional feedback opportunities included a drop-in design open house on September 23, information booths at farmers markets on September 30 and October 1, and online comment period from September 23-October 5.

Your feedback will help the design team refine the final design that also incorporates available budget, environmental compliance, building codes, cost estimation, and other requirements. Final plans will be shared on the official project page. For more on construction project flow, check out this article.

CMAR is a project delivery method where the City of Asheville hires a construction manager early in the project lifecycle, often during the design phase. This manager acts as a consultant to City staff and the design team and then typically takes on the role of the general contractor during construction. Here are key aspects of what CMAR means:

• Early Involvement: The CMAR is brought into the project early, allowing them to provide valuable input on constructability, cost estimation, and scheduling during the design phase. This can help identify potential issues and optimize the design before construction begins, potentially saving time and money during the construction phase.

• Guaranteed Maximum Price (GMP): A defining feature of CMAR is the establishment of a Guaranteed Maximum Price. The Construction Manager commits to delivering the project within this price. If the actual construction costs exceed the GMP (for reasons other than owner-requested changes in scope), the Construction Manager is typically responsible for covering those overages. This shifts some of the financial risk from the City of Asheville to the Construction Manager.

• Collaboration: The CMAR method encourages collaboration between the City of Asheville, the designer (architect/engineer), and the Construction Manager from the outset. This teamwork can lead to better communication and a more efficient project delivery.

• Risk Management: By being involved early and committing to a GMP, the CMAR helps the owner manage risks associated with cost and schedule. Their expertise can be used to identify and mitigate potential problems proactively.

In essence, CMAR combines aspects of traditional design-bid-build and design-build methods, aiming to leverage the expertise of a construction professional early in the process to improve cost control, reduce risk, and potentially expedite the project timeline, while still maintaining separate contracts for design and construction. The "at Risk" component signifies the Construction Manager's responsibility to deliver the project within the agreed-upon maximum price.

Designing and building a new outdoor pool – even on the site of a previous pool – is complex and will take time. The project not only encompasses the pool shell and deck area, but also includes mechanical equipment, pipes and plumbing, the bathhouse, and modern code compliance. While not an exhaustive list, complexity, available resources, weather, material delays, unexpected discoveries, labor shortages, and the inherent nature of designing and building a pool are potential factors influencing the timeline.

Like public parks, municipal pools serve the entire community – not just the neighborhoods to which they are adjacent. Increasing access to modern aquatic opportunities for the most community members is an important tool to promote healthy lifestyles. The new pool will enhance city-wide opportunities by providing an accessible and safe facility. A Request for Qualifications (RFQ) has been issued to repair and rebuild parks and infrastructure in the Azalea area including Recreation Park.

The Recreate Asheville 10-year plan identifies an indoor swimming pool in the community’s highest priority needs with two outdoor swimming pools placing the city above the national average of residents per public pool.

The former pool’s operational maximum capacity was 200 users. As this design board illustrates, the new pool design has the same if not greater operational capacity of 200 users with a more functional layout for swimming and water activities by optimizing the usable space in the 3.5’ to 5’ depth, historically the most crowded section of the pool.

There are three ways to determine pool user capacity. Two are used for designing and developing a safe, code complaint pool and associated facilities. These ensure there is enough space per person for adequate water circulation and sanitation and determine the maximum number of people the pool’s filtration and chemical systems are designed to handle. 

The third way to determine maximum pool capacity is operational and this is what determines when the “one in, one out” rule is implemented. The operational user load is determined by aquatics professionals for safety reasons using operational experience. While the pool may technically be able to hold more people based on its size, limiting the number to 200 allows lifeguards to effectively monitor the pool and ensure everyone’s safety.