2.1 Overall Planning Function within Agency
Standard:
The agency shall have planning functions with established responsibilities, including at least one staff member or consultant with planning capability.
Narrative :
The City of Shakopee’s planning functions are managed through the Planning and Development Department, as established in Shakopee City Code §32.19. The department is led by the Director of Planning and Development, who oversees a team of 15 full-time staff, including Senior Planners, Planners, Building Inspectors, an Economic Development Coordinator, a Permit Coordinator, and administrative support staff. Together, this team provides comprehensive planning, zoning, permitting, and development services that guide the City’s growth and ensure alignment with community goals.
The Director of Planning and Development possesses extensive professional training and experience in municipal planning and development and is responsible for ensuring that all city planning initiatives, including those related to parks and recreation, are consistent with adopted plans, codes, and policies.
In addition, the Planning Commission, established under Shakopee City Code §32.20, serves as an advisory body to the City Council. The Commission is composed of seven members appointed to staggered four-year terms. It is empowered to perform duties as prescribed by state statute and city ordinance, including reviewing and making recommendations on matters related to park planning, parkland dedication, and park development.
Together, the Planning and Development Department and the Planning Commission ensure that Shakopee maintains a coordinated, strategic approach to land use, community development, and park system planning, supporting the City’s long-term vision for sustainable growth and high-quality recreational amenities.
Supporting Evidence:
2.1a Shakopee City Code 32.19
2.1b Planning and Development Director
2.1c Senior Planner - Long Range and Parks Planner
2.1d Senior Planner
2.1e Shakopee City Code 32.20
2.1f Planning Commission Agenda
2.2 Involvement in Local Planning
Standard:
The agency shall be involved in local planning, e.g., comprehensive planning, strategic planning, and capital improvement planning by reviewing development proposals, monitoring the decisions of planning and zoning boards or commissions and participating on task forces and committees that will impact parks and recreation services within the jurisdiction.
Narrative:
Shakopee Parks and Recreation plays an active role in local planning efforts that guide the growth and development of the community. The department collaborates closely with multiple city divisions to ensure that parks, trails, and recreation services are thoughtfully integrated into citywide plans and development projects.
The Parks and Recreation Director served on the Envision Shakopee Technical Advisory Committee, a cross-departmental team that worked collaboratively to develop the City’s 2040 Comprehensive Plan – Envision Shakopee. This plan shapes long-term policies and land-use strategies that support sustainable growth, recreation access, and quality of life for residents.
Additionally, department staff participated in the Parks, Trails, and Recreation Master Plan creation through focus groups and meetings, contributing to the 10-year vision for community parks, facilities, and programming.
Shakopee Parks and Recreation also contributed to the development and implementation of the City’s 2020-2024 Strategic Plan, ensuring that parks and recreation was reflected in broader community goals related to quality of life, sustainability, and community engagement.
Cross-departmental coordination continues through the Parks Meeting, which includes representatives from Engineering, Planning and Development, Public Works, and Parks and Recreation. This group reviews current and future development proposals and discusses ongoing operations and maintenance needs to ensure cohesive project planning and implementation.
Through these collaborative efforts, the department maintains an active role in shaping development of the City of Shakopee, making it the place to live, work, and play!
Supporting Evidence:
2.2a Envision Shakopee Team
2.2b Parks, Trails and Recreation Master Plan Team
2.2c Strategic Plan Team
2.2d Parks Meeting Agenda and Minutes
2.3 – Planning with Regional, State, and Federal Agencies
Standard:
The agency shall have a working relationship with the regional, state, and federal agencies to ensure the coordination of planning efforts that affect the delivery of parks and recreation services within the jurisdiction.
Narrative:
Shakopee Parks and Recreation maintains active working relationships with state agencies to coordinate planning efforts that affect the delivery of parks, trails, and recreation services within the community. The department regularly collaborates with the Minnesota Department of Natural Resources on planning and operational matters related to the Minnesota Valley State Trail as it interfaces with city parks and facilities.
This coordination includes communication regarding trail alignment, park access points, former campground areas, snowmobile route use, and connections at Huber Park. Ongoing coordination with MN DNR staff ensures that state-managed trail uses are compatible with local park operations, public safety considerations, and recreational access.
In addition, the department works directly with the Minnesota Department of Transportation to coordinate planning and land use decisions affecting park-adjacent properties and transportation corridors. This collaboration includes the review, amendment, and execution of lease agreements to ensure alignment between state transportation infrastructure and local parks and recreation needs. Through documented communication and formal agreements with state agencies, Shakopee Parks and Recreation ensures coordinated planning, regulatory compliance, and the effective delivery of recreation services consistent with state and regional objectives.
Supporting Evidence:
2.3a Minnesota Valley State Trail Use Correspondence
2.3b Minnesota Valley State Trail - Snowmobile Use
2.3c MnDOT collaboration
2.3.1 Community Comprehensive Plan with Park and Recreation Component
Standard:
The jurisdiction with land use authority within which the agency operates shall have a comprehensive plan adopted by the governing authority that dictates public policy in terms of transportation, utilities, public facilities, land use, recreation, and housing. In some jurisdictions the comprehensive plan is called the general plan or the land use plan. Zoning for the jurisdiction is based upon the comprehensive plan. To meet this standard, the comprehensive plan shall have a park and/or recreation component that discusses how the jurisdiction intends to meet the needs for parkland and public recreation facilities in concert with other land use priorities.
Narrative:
The City of Shakopee operates under the guide of Envision Shakopee, the City’s Comprehensive Plan for 2040. Adopted by the City Council in November 2019, this plan guides public policy and decision-making related to land use, transportation, utilities, public facilities, recreation, and housing. It serves as the foundation for zoning and development regulations, ensuring that growth and infrastructure align with the City’s long-term vision for a sustainable and vibrant community.
Envision Shakopee includes a dedicated Parks, Trails, and Open Space chapter (pages 313-338) in Section IV: The Natural Environment, which establishes a clear framework for the development and maintenance of the City’s park and recreation system. This component reflects Shakopee’s commitment to meeting community needs for parkland and recreation facilities in coordination with other land use priorities.
The chapter outlines five key objectives that guide future planning efforts:
- Plan high-quality parks and facilities that serve diverse community needs.
- Provide passive parks and open spaces for leisure, reflection, and environmental stewardship.
- Support and strengthen trail systems to enhance connectivity and active recreation opportunities.
- Embrace the riverfront as a defining natural and recreational asset.
- Enrich programming to promote community engagement, health, and wellness.
Together, these objectives ensure that parks and recreation remain an integral part of Shakopee’s comprehensive approach to community development and quality of life.
Supporting Evidence:
2.3.1a Envision Shakopee
2.3.1b Envision Shakopee, Section IV, pages 313-338
2.4 Park and Recreation System Master Plan
Standard:
The agency shall have a comprehensive park and recreation system plan that provides recommendations for provision of facilities, programs, and services; parkland acquisition and development; maintenance and operations; and administration and management. The plan shall be officially adopted by the policy-making body, updated periodically, and linked with a capital improvement budget and a phased development program. The system master plan shall implement policies adopted in the comprehensive plan for the jurisdiction. Interested and 14 affected agencies, organizations, and groups shall be engaged in the planning process.
Narrative:
The City of Shakopee has developed and adopted the Park, Trails, and Recreation Master Plan that serves as a comprehensive guide for the provision of high-quality facilities, programs, and services. Officially adopted by the Shakopee City Council on August 20, 2019, the plan provides strategic direction for parkland acquisition and development, maintenance and operations, and overall administration and management of the parks and recreation system.
The Park, Trails, and Recreation Master Plan is closely aligned with Envision Shakopee, the City’s 2040 Comprehensive Plan. It translates the vision and goals established in the comprehensive plan into actionable strategies, ensuring that future park and recreation development complements broader community priorities related to land use, housing, and transportation.
The plan includes key elements required to guide long-term system development and service delivery, including:
- Agency Mission and Objectives - page 96
- Recreation and Leisure Trends Analysis - pages 42-56
- Needs Assessment - Chapter 2, pages 31-90
- Community Inventory - pages 130-158
- Level of Service Standards - pages 85-87
Implementation is supported through the City’s Capital Improvement Program (CIP), which links long-term park development and rehabilitation projects with available funding, ensuring a phased and fiscally responsible approach to system improvement.
Supporting Evidence:
2.4a Parks, Trails, and Recreation Masterplan
2.4B City Council Adoption of PTR Master Plan
2.5 Strategic Plan
Standard:
An agency shall have a strategic plan, approved by the approving authority, stating how the agency will achieve its mission, goals, and objectives over an extended period, typically three to five years. The strategic plan shall be reviewed annually. The goals and objectives of the plan shall be measurable to demonstrate progress and results. The strategic plan shall support the priorities and initiatives of the whole organization. The strategic plan is a tool to implement the Parks and Recreation System Master Plan.
Narrative:
The City of Shakopee adopted the 2020–2024 Strategic Plan adopted in February 2020, outlining the City’s strategic priorities of financial stability, enhancing community strengths, providing effective public services, and improving communication. The plan serves as a guiding framework for achieving the City’s mission and aligns with the Parks and Recreation System Master Plan to ensure cohesive progress across departments.
The Strategic Plan is reviewed annually to assess accomplishments, update priorities, and measure progress toward established goals. The most recent review occurred in January 2025. Development of the next strategic plan will begin following the 2026 council and mayoral elections to reflect the updated leadership’s vision and community priorities.
Supporting Evidence:
2.5a 2020-2024 Strategic Plan
2.5b Council Minutes 2/4/2020
2.5c Strategic Plan Review 2025
2.6 Feasibility Studies
Standard:
Studies shall be conducted to determine the feasibility of proposed facilities.
Narrative:
The City conducts feasibility studies prior to advancing major park and recreation facility projects to ensure proposed facilities are financially, operationally, and site-appropriate. These studies evaluate factors such as site conditions, infrastructure needs, environmental considerations, market demand, operational impacts, and cost feasibility to inform decision-making by staff and elected officials.
Recent examples include a preliminary site analysis for a new ice arena that evaluated multiple locations, site constraints, utility impacts, parking, pedestrian access, environmental conditions, and comparative cost estimates to determine the most feasible option.
The City has also completed facility option and cost analyses for the Community Center and Ice Arena that assessed program needs, operational impacts, capital investment levels, and community benefit across multiple development scenarios, supported by public input.
In addition, the City has utilized professional consulting services to complete market-based and financial feasibility studies for recreation and athletic facilities. These studies included demographic and market analysis, program and operational modeling, revenue and expense projections, and long-term sustainability assessments to guide facility planning and investment decisions . Project-specific feasibility efforts, such as park and facility renovation studies, further evaluate site layout, access, programming potential, and phased improvement concepts prior to implementation.
Supporting Evidence:
2.6a Shakopee Community Center Feasibility Proposal 2014
2.6b Community Center Project Options
2.6c Ice Arena Site Analysis
2.6dSandVenture Aquatic Park Renovation Feasibility Study
2.7 Site Plans
Standard:
There shall be site plans to guide the use of existing and the development of future areas and facilities. A site plan is a depiction of a park site of that is drawn to scale and delineates features such as building and facility locations, roads, and trails, use areas and utility.
Narrative:
The City maintains scaled site plans for existing parks and recreation facilities to guide daily operations, future improvements, and long-range development. These plans depict the physical layout of each site, including building and facility locations, internal circulation, parking, access points, trails, utility infrastructure, and designated use areas. Site plans are used to support capital planning, operational efficiency, safety, and coordinated development over time.
Representative site plans include comprehensive architectural and site drawings for the Shakopee Ice Arena that illustrate building placement, internal circulation, pedestrian access, parking, utilities, and supporting infrastructure for both existing use and future improvements. The City also maintains detailed site and floor plans for the Shakopee Community Center that identify program spaces, access routes, utilities, and functional relationships between activity areas to guide facility operations and future modifications.
These site plans are developed by professional consultants, maintained as official records, and referenced during planning, design, and construction activities to ensure consistent and coordinated use and development of parks and recreation facilities.
Supporting Evidence:
2.7a Shakopee Ice Arena Plans
2.7b Community Center Plans
2.7c SCC & SIA Floor Plans
2.8 Historical and Cultural Resource Management Plans
Standard:
Historical and cultural plans include an inventory of historical, cultural resources and strategies for how they will be managed. These resources may be addressed as part of the jurisdiction’s comprehensive plan or the agency’s park and recreation system master plan.
Narrative:
The agency’s historical and cultural resources are documented and managed through a combination of formal cultural resource studies, property records, and coordination with cultural stewardship partners. These efforts provide a clear inventory of historically and culturally significant resources and outline strategies for their protection, preservation, and appropriate management. A few examples include:
- A comprehensive Cultural Resource Survey and Cemetery Authentication Data Collection was completed for areas within Murphy’s Landing and Memorial Park in coordination with the Minnesota Department of Natural Resources. This survey identifies Native American burial mounds, archaeological resources, and historically significant sites, and establishes management recommendations to avoid disturbance, guide development decisions, and ensure compliance with state and federal preservation requirements
- Memorial Park’s historical significance and intended public purpose are documented through official land records and establishing resolutions, which recognize the site’s cultural importance, veteran memorial function, and preservation intent. Ongoing management strategies include restricted access to sensitive areas, coordination with tribal partners, and protection of documented burial sites.
- The agency works directly with the Shakopee Mdewakanton Sioux Community (SMSC) to steward sacred sites within Memorial Park. Management responsibilities include prairie restoration, protection of burial mounds, maintenance practices that respect cultural significance, and intergovernmental coordination to preserve the integrity of these resources for future generations.
- Historically significant built resources are formally inventoried and managed through National Register documentation. The Herman Schroeder House and Livery are listed on the National Register of Historic Places, with detailed documentation of architectural significance, historical context, and integrity standards that guide preservation and future use decisions.
Collectively, these examples demonstrate that the agency maintains an inventory of historical and cultural resources and applies defined management strategies to protect, preserve, and responsibly integrate these resources into the park and recreation system in alignment with adopted plans and partner guidance.
Supporting Evidence:
2.8a Cultural Resource Survey and Cemetery Authentication Data Collection
2.8b Memorial Park Deed
2.8c SMSC Memo, Memorial Park
2.8d Schroeder House and Livery Nomination
2.8e Schroeder House and Livery Photos
2.9 Community Involvement
Standard:
The agency shall include community involvement in the planning process that includes ongoing and systematic outreach to include the entire community. It is critical that the diversity of individuals (i.e., all cultures, ages, and abilities) and local, regional, and national non-governmental community organizations, agencies, businesses, and service providers such as the Red Cross, Sierra Club, Trust for Public Land, YMCA/YWCA, Boys and Girls Club, and local foundations and employers are afforded opportunities for input.
Narrative:
The City of Shakopee integrates broad and ongoing community involvement into its parks and recreation planning processes, most notably through the development of the Parks, Recreation, and Trails (PRT) Master Plan. The planning effort for this 10-year document was guided by a comprehensive engagement strategy designed to reach a wide range of community members, reflect the city’s demographic diversity, and ensure that voices from all cultures, ages, and abilities were included. Throughout the engagement period, the consultant team conducted targeted outreach and facilitated structured opportunities for input from community groups, partner agencies, and local organizations.
A central component of the process included stakeholder meetings with 14 distinct user groups. These sessions were intentionally limited to small groups to promote open discussion. The purpose of these meetings was to share information, gather feedback, and build long-term relationships with park and recreation user groups. Additionally, City staff met regularly with local associations and partners, including athletic associations, Shakopee Public Schools, and numerous other community organizations engaged throughout the planning process.
The planning team also placed specific emphasis on engaging underserved and culturally diverse populations. Focus groups were conducted with members of the Somali, Russian, South Asian, Latino, low-income, and disability communities, ensuring that historically underrepresented voices were intentionally included. Additional engagement efforts included collaboration with community churches, and school district liaisons.
Outside of the PRT Master Plan, the City has expanded its ongoing outreach through digital means using the Parks & Trails Improvement Projects webpage (shakopeemn.gov) . This tool offers opportunities for residents to review draft concepts, complete surveys, provide comments, and follow project updates for each park project. The accessibility of the page allows individuals who may not attend in-person meetings to still participate meaningfully and interact with city projects.
Supporting Evidence:
2.9a Parks, Trails, and Recreation Master Plan, pages 57-83
2.9b Engagement Report
2.9c Quarry Lake Park Design Feedback
2.9d Valley Crest Park Survey
2.9e Scenic Heights Park Design Feedback
2.9f Windemere Community Park Survey
2.9g Windemere Feedback
2.9h Concept Plan Review Handout
2.9i Open House Feedback and Themes
2.9j Parks & Trails Improvement Projects
2.10 ADA Transition Plan
Standard:
The agency shall develop and adopt a phased plan for the removal of barriers at existing recreation facilities, parks, and amenities owned or operated by the agency, pursuant to the requirements of the US Department of Justice Title II regulation issued September 14, 2010, and effective March 15, 2011.
Narrative:
The City of Shakopee maintains an ADA Transition Plan that identifies existing physical barriers at recreation facilities and establishes a phased approach for their removal in accordance with the U.S. Department of Justice Title II regulations. In 2025, the City worked with Julee Quarve-Peterson, Inc., an accessibility consulting firm, to conduct comprehensive accessibility evaluations of the Community Center and Ice Arena. These assessments documented current conditions, identified architectural barriers, and provided code-based recommendations for corrective action, including cost estimates.
The resulting transition plan includes all required components: a complete inventory of barriers, recommended modifications, priority rankings, and a phased timeline for implementation. Barriers are categorized into four priority levels, with Priority 1 issues scheduled for correction within two years, Priority 2 within two to five years, Priority 3 within six to ten years, and Priority 4 improvements incorporated into future renovations or maintenance projects. Each corrective item is assigned to the ADA Coordinator for implementation, with support from department leadership and the City Administrator.
The plan also outlines Shakopee’s responsibility to maintain program accessibility, recognizing that accessibility may be achieved through facility modifications or through relocation of programs when appropriate. Detailed facility reports, including photographs, itemized recommendations, and associated costs, are maintained as working documents to track progress and document completed improvements.
ADA Report for the Shakopee Community Center and Ice Arena was formally adopted by Shakopee City Council on December 16, 2025.
Supporting Evidence:
2.10a ADA Report - Introduction
2.10b ADA Report - Executive Summary
2.10c ADA Report - Ice Arena
2.10d ADA Report - Community Center
2.10e ADA Report - Exterior
2.10f ADA Report Council Adoption 12/16/2025