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Engineers tell Neosho council Shoal Creek plant 'functionally adequate' but in need of millions in repairs and phased upgrades
Summary
Martin & Associates told the council Shoal Creek Wastewater Treatment Plant has capacity for projected flows but aging equipment and component failures require high‑priority repairs estimated at about $7.3 million; fully replacing or consolidating with Crowder plant work could reach roughly $24.1 million.
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Martin & Associates engineer Bob Sell presented an evaluation of the Shoal Creek Wastewater Treatment Plant. Sell told council the plant’s current capacity appears adequate for current needs and for a 20‑year planning horizon, but many components are aged, parts are hard to obtain, and operators face maintenance challenges that cause prolonged downtime.
The report breaks work into low, medium and high priority improvements. Sell said high‑priority improvements for Shoal Creek alone — including construction plus associated engineering fees — were estimated in the report at about $7.3 million. He said pursuing those high priorities now could allow design and construction within roughly a 3–5 year timeline, though phasing is possible to spread costs. If the city later chooses to decommission the older Crowder plant and consolidate capacity at Shoal Creek, combined work could total approximately $24.1 million.
Council members asked for a simplified, high‑level timeline and a ballpark cost. One councilor offered a guesstimate of about $14 million for a multi‑year program; Sell clarified that the report’s segmented estimates show about $7.3 million for Shoal Creek high‑priority items, and larger figures if additional capacity or Crowder decommissioning is included. Staff noted potential funding sources discussed in the report (SRF, CDBG, rural development loans) and said any formal project would be paired with a rate‑study update and more detailed financing analysis.
Sell recommended addressing high‑priority items as soon as possible, but said the work can be phased. Council did not take immediate capital action at the meeting; staff and the consultant will likely return with prioritized scopes, cost refinement and funding options.
