4.1 Personnel Policies and Procedures Manual
Standard:
There shall be established policies that are reviewed periodically and govern the administration of personnel procedures for both professional and nonprofessional employees. The personnel policies and procedures manual shall be available to each employee, as appropriate to the position.
Narrative:
The City of Shakopee maintains a comprehensive personnel handbook that is reviewed annually by the Human Resources Department. Any amendments identified as necessary through this review are implemented to ensure the handbook remains current and aligned with organizational needs and best practices.
As part of the new employee orientation process, every employee receives a copy of the personnel handbook and is required to sign an acknowledgment of receipt and understanding. In addition, a digital copy of the personnel handbook is located on the city's intranet website, CityNet, that all employees have access to.
The personnel handbook includes detailed sections covering:
- Selection, hiring, and dismissal (pages 27-29, 66-68)
- Salary schedule (pages 30-33)
- Benefits information, including eligibility, retirement, insurance, and various leave policies (pages 34-41, 44-49)
In addition, the City of Shakopee offers employees:
- A free membership to the Shakopee Community Center (page 41)
- A continuing education and tuition reimbursement program (page 36)
Supporting Evidence:
4.1a Shakopee Personnel Handbook
4.1b Shakopee Salary Schedule
4.1.1 Code of Ethics
Standard:
There must be an established statement of ethical principles for agency personnel that provide a clear understanding of ethical responsibility involving issues as related to the park and recreation system, business dealings with other entities, interrelationships with other organizations and agencies, and interactions with participants.
Narrative:
The City of Shakopee has established clear ethical principles for all employees through both Municipal Code and City Employee Handbook, ensuring that staff at every level understand and uphold their ethical responsibilities. These standards guide conduct in areas related to the park and recreation system, business dealings with external entities, interrelationships with other organizations and agencies, and interactions with participants.
The City of Shakopee’s Code of Ethics is outlined in the Municipal Code 30.06, Ordinance 438, passed January 18, 1996.
Additionally, Chapter IV of the Employee Conduct section outlines the City’s expectations for ethical behavior. Section H: Conflicts of Interest (pages 14-15), ensures employees avoid situations that could compromise their professional judgment or create the appearance of personal gain at the expense of the City or its residents. Section I: Acceptance of Gifts (page 15-16) establishes clear limitations on accepting gifts, services, or favors from individuals or organizations that may influence, or appear to influence, decision-making.
The City Administrator also works under the International City/County Managers Association (ICMA) Code of Ethics and meets with every new employee on the issues of ethics and public service.
Together, these documents form the foundation of the City’s ethics, providing a transparent and enforceable framework for guiding staff behavior. By maintaining these ethical standards, the City of Shakopee protects the integrity of its operations, supports fair and professional relationships with external partners, and fosters public trust in the Parks and Recreation Department’s services and programs.
Supporting Evidence:
4.1.1a Shakopee Ordinance 438
4.1.1b Handbook Chapter IV, Section H "Conflicts of Interest" - Page 14-15
4.1.1c Handbook Chapter IV, Section I "Acceptance of Gifts" - Page 15-16
4.1.1.1 Staff Acceptance of Gifts and Gratuities
Standard:
The agency shall have an established policy for the acceptance of gifts and gratuities by staff members.
Narrative:
The City of Shakopee maintains a clear and enforceable policy on the acceptance of gifts and gratuities, outlined in Chapter IV, Section I of the Employee Handbook (page 15-16). In accordance with Minnesota Statute 471.895, employees are prohibited from requesting, soliciting, or accepting gifts from individuals, associations, or organizations with a direct financial interest in City decisions. Staff are instructed to courteously decline all offers of gifts or gratuities, and in cases of uncertainty, to immediately consult their supervisor for guidance.
The city does allow acceptance of gifts to the city as a whole including the Parks and Recreation Department. All such gifts must be approved by the City Council in open session.
This policy ensures that staff maintain impartiality, avoid conflicts of interest, and preserve public trust by upholding high ethical standards in all interactions with external individuals and organizations.
Supporting Evidence:
4.1.1.1a Handbook Chapter IV, Section I "Acceptance of Gifts" - Page 15-16
4.1.2 Recruitment Process
Standard:
There shall be a comprehensive recruitment process to attract qualified personnel that is based upon established recruitment procedures with specific recruitment objectives that are reviewed periodically. It is understood that in certain cases an agency is required to handle its personnel through a state or local civil service merit system, and is, therefore, linked to that system in the recruitment of its park and recreation personnel. Agencies are obligated to comply with all applicable statutes and policy statements.
Narrative:
The City of Shakopee has a comprehensive recruitment and selection process designed to attract, evaluate, and retain highly qualified personnel in compliance with state law and City policies. Recruitment procedures are outlined in the City of Shakopee Employee Handbook, Chapter IV, Employee Recruitment and Selection (pages 27-29). The City follows a merit-based approach, with all hires made according to qualifications, abilities, experience, and the needs of the City. The City Administrator is the final authority in the hiring process for all positions, apart from the City Council who provides final approval for department head hires and positions with salaries above the midpoint of the established compensation schedule. All new positions and position descriptions must be approved by the City Council.
The recruitment process includes several key elements:
- Selection process: A cooperative effort between the City Administrator and the hiring supervisor, with authority to interview any, all, or none of the applicants.
- Application procedures: All applicants must complete an online application, with disqualification for false or misleading information.
- Background checks and screenings: Pre-employment background checks, medical exams, and functional capacity evaluations are conducted as required by law and position type.
- Probationary period: New hires serve a 12 month probationary period (or 6 months for promotions, transfers, or demotions), providing an intensive review of performance.
- Promotions and internal opportunities: Positions may be filled by internal promotion when appropriate, with fair and transparent procedures.
- Temporary and acting appointments: Vacancies may be filled temporarily, with approval for limited pay adjustments when warranted.
- Employment of relatives: Restrictions are in place to prevent conflicts of interest where direct supervision is involved.
To ensure broad visibility and access to job opportunities, the City advertises open positions across multiple online platforms, in addition to posting internally. Supervisors are supported with recruitment guidance on the City’s internal SharePoint site, CityNet, which includes how-to guides, requisition lifecycle details, and a step-by-step overview of the recruitment process from department request through conditional job offer.
These recruitment policies and procedures are reviewed annually to ensure compliance with applicable statutes, alignment with organizational objectives, and the continued attraction of highly qualified candidates to the City of Shakopee Parks and Recreation Department and the organization as a whole.
Supporting Evidence:
4.1.2a Handbook Chapter V, Section A-J, Page 27-29
4.1.2b Shakopee Recruitment Post
4.1.2c CityNet Recruitment Guide
4.1.3 Equal Opportunity Employment and Workforce Diversity
Standard:
There shall be an established policy regarding diversity with evidence of implementation that assures equal opportunities for employment, promotion, and equity in employment working conditions and that complies with the American Disabilities Act.
Narrative:
The City of Shakopee is committed to fostering a diverse, equitable, and inclusive workforce and has an established Equal Opportunity and Workforce Diversity Policy, outlined in the Employee Handbook (Chapter II, Section C). This policy ensures that all employment practices are conducted in a manner that provides equal opportunity to all individuals.
The City emphasizes its commitment to diversity and equity in multiple ways. Internally, the policy is shared and reinforced through the City’s employee SharePoint site, CityNet, which provides staff and supervisors with resources and guidance on implementing these values in daily operations. Externally, the policy is highlighted on the City’s website, demonstrating transparency and a strong public commitment to equal opportunity.
Evidence of implementation can be seen in the City’s recruitment and hiring practices, which seek to attract diverse applicant pools through broad job postings, adherence to non-discrimination standards, and consistent application of objective, merit-based selection processes. Additionally, promotions, workplace policies, and employee development programs are administered with equity in mind, ensuring fair treatment and access to opportunities for all employees.
Through these policies and practices, the City of Shakopee Parks and Recreation Department upholds the organization’s broader values of inclusivity, fairness, and respect while meeting all legal requirements under state and federal law.
Supporting Evidence:
4.1.3a Chapter II, Section C, Pages 6-7
4.1.3b CityNet Mission, Vision, and Values
4.1.3c Shakopeemn.gov - Human Resources
4.1.4 Selection Process
Standard:
There shall be comprehensive procedures for hiring personnel. The agency shall also have a role in determination of skills and the personal attributes required for positions.
Narrative:
The City of Shakopee maintains comprehensive hiring procedures, as outlined in Section V: Recruitment and Selection of the Personnel Handbook. Hiring is based on merit and fitness, with the City Administrator or designee overseeing recruitment and selection in collaboration with the hiring supervisor, and with City Council approval required for certain positions.
The selection process includes standardized online applications, structured interviews, background checks, pre-employment medical and psychological exams, and functional capacity evaluations where required. These procedures ensure that candidates possess the necessary skills and personal attributes to perform essential job functions. Internal promotions are posted to ensure fairness and equal opportunity, while nepotism policies prevent conflicts of interest.
All new hires complete a probationary period, during which performance and adjustment to the role are evaluated. Temporary and acting appointments are administered under clear guidelines, with fair compensation adjustments when applicable. Together, these practices demonstrate a consistent, equitable, and legally compliant hiring process that ensures the City attracts and retains qualified personnel.
Supporting Evidence:
4.1.4a Handbook, Chapter 5, Section A-J pages 27-39
4.1.4b Interview Instructions for Supervisor
4.1.4c Sample Interview Plan
4.1.5 Background Investigation
Standard:
The agency process for hiring personnel shall include procedures for a national background investigation prior to appointment, including verification of a candidate's qualifying credentials, review of a candidate's civil and criminal record, particular attention to drug and child/adult-abuse records, and driving record for employees assigned to operate motor vehicles.
Narrative:
The City of Shakopee requires a comprehensive background investigation for all personnel hires over the age of 18, as outlined in the City Code and the City of Shakopee Personnel Handbook: Section V, Chapter D. This process is a standard practice for all hires within the agency to ensure a safe and qualified workforce.
The background investigation includes verification of the candidate’s qualifying credentials, a review of civil and criminal records, and checks specific to drug and child/adult-abuse records. For positions requiring operation of a motor vehicle, a review of the candidate’s driving record is also completed.
These procedures are consistently applied to all new hires to safeguard participants, staff, and the community, and provide assurance that employees meet the highest standards of safety and professionalism.
Supporting Evidence:
4.1.5a Shakopee City Code 30.08
4.1.5b Handbook Chapter V, Section D, Page 27
4.1.5c Sample Background Check (redacted)
4.1.6 Employee Benefits
Standard:
There shall be an established employee benefits plan. Each of the benefits provided to employees shall be described in terms of what is provided, under what conditions, and the extent of the benefit. Types of benefits often include administrative leave, holiday leave, sick leave, vacation leave, retirement program, health insurance program, disability and death benefits program, liability protection program, provision of clothing and equipment used by employees in performing park and recreation functions, employee education benefits, if any, and personnel support services to employees.
Narrative:
The City of Shakopee provides a comprehensive employee benefits plan that supports the health, financial security, and overall well-being of its workforce. Benefits are clearly defined in the City of Shakopee Personnel Handbook, Chapter VII: Benefits and the Benefits Guide, Chapter VIII: Holidays, and Chapter IX: Leaves. The Employee Benefits Guide also outlines all the options, what is provided, under what conditions, and the extent of each benefit.
The benefits plan includes medical, dental, and vision insurance; leave and disability insurance; health savings account options; a retirement program; vacation and holiday leave; and continuing education opportunities. Employees also have access to wellness programs and complimentary membership to the Shakopee Community Center.
Supporting Evidence:
4.1.6a Handbook Chapter VII, Section A-K, Page 34-61
4.1.6b Shakopee 2025 Benefits Guide
4.1.7 Supervision
Standard:
There shall be constructive and effective supervision of all personnel to help them grow professionally and improve programs and services. Supervision is an on-going and systematic process that is helpful for the well-being of the individual and agency. Important characteristics of effective supervision are the ability to communicate expectations, delegate authority commensurate with the assigned tasks, provide feedback, and motivate. There should be supervisory processes, procedures, or tools that highlight staff orientation, staff coaching, mentoring, and training, performance review, and human resource policies affecting supervision of staff such as those dealing with harassment and discipline.
Narrative:
City of Shakopee ensures constructive and effective supervision of all personnel through clearly defined supervisory structures, formal evaluation processes, and ongoing communication practices that support professional growth and service quality. Supervisory expectations, authority, and accountability are established through documented organizational role definitions, which outline reporting relationships and supervisory responsibilities across all position levels.
Employee performance and development are formally supported through an annual evaluation process that includes both supervisor and self-evaluations. This process provides structured feedback, goal setting, and performance documentation to support continuous improvement and professional growth.
Supervision is further guided by the department’s Approval Guide, which clarifies decision-making authority and distinguishes between policies, directives, procedures, and operational actions. This tool ensures appropriate delegation of authority and consistent supervisory oversight across the department.
In addition to formal tools, supervisors provide ongoing coaching and feedback through regular day-to-day interactions, team meetings where goals and expectations are communicated, one-on-one meetings, quarterly recreation retreats, and program and service delivery review meetings. Together, these processes ensure supervision is systematic, supportive, and aligned with human resource policies and organizational objectives.
Supporting Evidence:
4.1.7a Parks and Recreation Organizational Roles
4.1.7b Sample Regular Evaluation
4.1.7c Department Approval Guide
4.1.7d Handbook, Chapter IV, Section P, pages 20-26
4.1.8 Compensation Plan
Standard:
There shall be an established compensation plan that establishes equity of compensation among units within the agency that is reviewed periodically. The compensation plan for an agency shall take into account agency employment standards, agency skill needs, and compensation levels offered by other local employers.
Narrative:
The City of Shakopee maintains a comprehensive compensation plan that establishes equity of pay among all positions within the agency. Each position is evaluated through a formal grading process that considers job duties, required skills, and position requirements. Based on this evaluation, each role is placed appropriately within the city’s compensation structure to ensure internal equity and consistency across departments.
To remain competitive and fair in the marketplace, the City of Shakopee conducts a comparable compensation study every 3-4 years. These studies examine pay data from comparable cities to assess whether positions require regrading and to determine appropriate cost-of-living adjustments. Recent studies were conducted in 2018, 2022, and 2025. This process ensures that the compensation plan is periodically reviewed and updated to reflect both agency needs and regional employment standards, while also aligning with compensation levels offered by other local employers.
Supporting Evidence:
4.1.8a Shakopee 2025 Compensation Plan
4.1.8b CityNet Pay Plan Inventory
4.1.8c Compensation Study Communication
4.1.9 Performance Evaluation
Standard:
There shall be a fair and systematic procedure for annual or periodic appraisal of job performance. Personnel evaluation shall be utilized for the development and improved quality of the individual's performance on the job, as well as a basis for promotion, monetary increments, and dismissal. Although evaluation is a day-by-day process, there shall be periodic specific reviews with the employee. An employee's personnel file shall include a written annual evaluation.
Narrative:
The City of Shakopee has an established and systematic procedure for annual performance evaluations for all full-time staff as established in the City of Shakopee Personnel Handbook, Chapter IV, Section Q: Performance Evaluations.
Performance evaluations are completed once per year and recorded in NeoGov. The evaluation process is designed not only to document performance but also to support employee growth, guide professional development, and provide a fair basis for promotions, salary adjustments, and disciplinary decisions when necessary.
The evaluation framework is competency-based, with categories tailored to the employee’s role. Competency categories include City Values, Core Competency, Decision Making, Information Technology Competency, Leadership, and Management. Each category is rated according to established criteria, ensuring consistent and equitable evaluation across the organization.
Supervisors conduct these evaluations in collaboration with employees, providing constructive feedback, making goals with deadlines, and identifying opportunities for continued growth and success.
Supporting Evidence:
4.1.9a Handbook Chapter IV, Section Q, page 26
4.1.9b Performance Framework
4.1.9c Employee Evaluation Competency List
4.1.10 Promotion
Standard:
There shall be an established policy and procedures available to all employees defining the promotion process and the agency's role. The park and recreation agency may rely upon a state or local civil service commission, or other public or private external organization to administer one or more elements of the process in accordance with legal, professional, and administrative requirements.
Narrative:
The City of Shakopee has an established policy and procedures defining the promotion process, as outlined in the Personnel Handbook, Chapter V, Section I: Promotions. The policy ensures fair and transparent promotional opportunities while allowing flexibility for organizational needs.
Recognizing the benefit of promoting staff in the system, the city has included a two week vacation incentive for those promoted within a department.
Promotions may occur through several pathways:
- Abolition of Position: The City Administrator or City Council may abolish a position and promote an employee into a similar or more responsible role within the same or related department, without following the full external hiring process.
- Internal Promotion: Department Heads may recommend internal promotion within their department, with opportunities posted internally for a minimum of three days. All qualified applicants are interviewed prior to a hiring recommendation being made to the City Administrator.
- Cross-Department Opportunities: Current employees seeking opportunities in other departments must apply through the external posting process.
These procedures are accessible to all employees through the Personnel Handbook and internal communication channels, like email and CityNet, ensuring staff are aware of the City’s promotional opportunities.
Supporting Evidence:
4.1.10a Handbook Chapter VI, Section I, page 29
4.1.11 Disciplinary System
Standard:
There shall be an established disciplinary system based on the code of conduct and performance. The system shall specify the conduct expected of employees. Prohibitions should be specific, whereas approved behavior may be stated in general terms (e.g., courtesy, punctuality).
Narrative:
The City of Shakopee maintains an established disciplinary system, outlined in the Personnel Handbook Chapter IV: Employee Conduct and Chapter X: Discipline & Grievance.
These two chapters define specific expectations of conduct and identify just cause for disciplinary action, including failure to perform job responsibilities, insubordination, inappropriate conduct, violation of equal opportunity standards, falsification of documents, unauthorized release of private information, abuse of authority, and entering into unauthorized contracts on behalf of the City. Standards also address professional appearance, use of alcohol or drugs, acceptance of gratuities or bribes, and proper care of City equipment.
The disciplinary process incorporates progressive discipline whenever possible, with steps including oral reprimand, written reprimand, suspension (with or without pay), demotion, transfer, denial of salary increases, decrease in salary, or discharge. The City reserves the right to waive progressive discipline in cases of severe misconduct. Employees subject to significant disciplinary action, such as suspension or termination, are provided notice and have the right to appeal decisions to the City Council, with additional appeal rights under state law.
Policies and procedures regarding discipline are communicated to all employees through the City of Shakopee Personnel Handbook, which is accessible to staff and regularly reviewed. This system ensures clear expectations of employee behavior, provides fair processes for addressing violations, and supports the City’s commitment to maintaining a high standard of professionalism and service.
Supporting Evidence:
4.1.11a Handbook Chapter IV, Section A-Q, page 11-26
4.1.11b Handbook Chapter X, Section A, page 62-65
4.1.12 Grievance Procedures
Standard:
There shall be an established grievance procedure, available to all employees. The procedure shall identify matters that are grievable; establish time limitations for filing or presenting the grievance; establish steps and time limitations at each step in the grievance procedure; and establish criteria for employee representation. Formal grievance procedures shall be written in clear, concise terms.
Narrative:
The City of Shakopee has an established grievance procedure, outlined in the Personnel Handbook, Chapter X, Section B: Grievances, that ensures employees have a clear and fair process for addressing workplace concerns. The policy emphasizes prevention of grievances where possible and provides a systematic approach for resolving them when they occur.
Employees may file a formal grievance when they believe City personnel policies have not been fairly or accurately applied, unless the matter is covered by a collective bargaining agreement or pertains to sexual harassment, which follows a separate process. Grievances must be submitted in writing to the employee’s supervisor within 10 days of the incident. If the grievance involves the supervisor, the complaint may be submitted directly to the City Administrator.
The procedure provides for timely investigation and resolution. Supervisors are responsible for reviewing the grievance, investigating the circumstances, and issuing a written resolution, including notice of the employee’s right to appeal. Employees may appeal in writing to the City Administrator within five days of receiving the supervisor’s decision. The City Administrator’s decision is final. Employees also have the option of having a third-party witness present during investigatory interviews.
Supporting Evidence:
4.1.12a Handbook Chapter X, Section B, page 64
4.1.13 Termination and End of Employment
Standard:
There shall be established policies and procedures for termination and end of employment.
Narrative:
The City of Shakopee has established clear policies and procedures governing termination and end of employment, as outlined in the City of Shakopee Personnel Handbook, Chapter XI: Separation. These policies cover resignation, retirement, disciplinary discharge, layoff, and involuntary separation due to position elimination. They also specify requirements for written notice, use of paid leave during resignation, and the process for payout of accrued sick leave, vacation, and compensatory time.
Severance and separation benefits are detailed based on years of service and separation type, with additional protections for long-term employees impacted by involuntary separation, including severance pay and outplacement assistance. All employees receive the Personnel Handbook during onboarding, and it is available through SharePoint, CityNet.
Supporting Evidence:
4.1.13a Handbook Chapter XI, Pages 66-69
4.1.13b Department Offboarding Checklist
4.1.14 Social Media Policies Regarding Staff Use
Standard:
There shall be established policies and procedures regarding the use of social media by staff.
Narrative:
The City of Shakopee has an established Social Media Policy, adopted in 2019, which provides clear guidance on both official and personal use of social media by staff. The policy defines social media as a communication strategy for the City and outlines procedures related to responsibility, branding, account creation, authorized users, and compliance with public records and data practices laws.
The policy also addresses personal use of social media to ensure that employee conduct aligns with the City’s policies and standards of conduct. Specifically, employees are prohibited from speaking on behalf of the City using a personal account, including a City brand or logo on personal accounts, connecting City email addresses to personal accounts, or posting non-public or sensitive information.
The Social Media Policy is reviewed and updated annually to ensure compliance with evolving communication practices, branding standards, and state and federal regulations. Employees are made aware of the policy during onboarding and available to reference in CityNet. Authorized social media users meet monthly and discuss relevant topics, including social media use, best practices, and compliance with this policy
Supporting Evidence:
4.1.14a Shakopee Social Media Policy
4.2 Staff Qualifications
Standard:
The agency shall employ staff qualified to develop and operate programs and services in furtherance of goals and objectives. Staff shall be qualified for the positions as provided in the job descriptions and possess specified licenses and certificates. Park and recreation personnel shall have certification and/or educational training appropriate to the position.
Narrative:
The City of Shakopee employs staff who meet the qualifications outlined in each job descriptions, including required education, years of experience, licenses, and certifications. A competitive recruitment process, consisting of application screening, interviews, and verification of credentials, ensures that only qualified candidates are hired.
Supporting Evidence:
4.2a Aquatics Manager Job Description
4.2b Aquatics Manager Resume
4.2c Community Center and Outreach Manager Job Description
4.2d Community Center and Outreach Manager Resume
4.2e Recreation Program Manager Job Description
4.2f Recreation Program Manager Resume
4.2g Director of Parks and Recreation Job Description
4.2h Director of Parks and Recreation Resume
4.2i Assistant Director of Recreation Job Description
4.2j Assistant Director of Recreation Resume
4.2k Ice Facilities Manager Job Description
4.2l Ice Facilities Manager Resume
4.3 Job Analyses for Job Descriptions
Standard:
Established job descriptions for all positions shall be based on the job analysis and reviewed periodically.
Narrative:
The City of Shakopee maintains established job descriptions for all positions across the Recreation Department, including full-time, part-time, and internship roles. The department does not currently employ seasonal or temporary employees.
Job descriptions are developed through a collaborative process between the Department Head, City Administrator, and Human Resources Department to ensure consistency, clarity, and alignment with organizational goals.
When new positions are created, or existing positions are vacated, job descriptions are reviewed and adjusted as necessary prior to posting. This review includes a job analysis to verify that the listed duties, responsibilities, and tasks accurately reflect the needs of the position and the department. Each job description is then scored and assigned a salary grade by Human Resources and Finance, ensuring internal equity and compliance with the City’s compensation structure.
Supporting Evidence:
4.3a Full Time Job Description Example
4.3b Part Time Job Description Example
4.3c Temporary (seasonal) Job Description Example
4.3d Intern Job Description Example
4.4 Chief Administrator
Standard:
The agency shall have a chief administrator responsible to the approving authority for the management, direction, and control of the operations and administration of the agency and with authority to perform such responsibilities. The chief administrator shall be employed full-time, year-round, and be qualified by experience, education, certification, and/or training in park, recreation, leisure services, tourism, or related disciplines. These qualifications shall be verified and demonstrated specifically as to how it is related to park and/or recreation management.
Narrative:
The chief administrator for the Shakopee Parks and Recreation Department is the Director of Parks and Recreation.
Supporting Evidence:
4.4a Director of Parks and Recreation Job Description
4.4b Director of Parks and Recreation Resume
4.4.1 Leadership Succession Procedure
Standard:
The agency shall have an established procedure to ensure that leadership is available when the agency's chief administrator is incapacitated, off duty, out of town, or otherwise unable to act.
Narrative:
The Shakopee Parks and Recreation Department maintains a Leadership Succession Plan to ensure continuity of operations when key department positions are vacant or staff are absent. The plan addresses both short-term absences (less than 14 days) and long-term absences (15 or more days) by identifying coverage for each situation. Key positions are determined using criteria outlined in the plan. This framework supports organizational stability, minimizes service disruptions, and preserves institutional knowledge.
Supporting Evidence:
4.4.1a Shakopee Parks and Recreation Succession Plan
4.5 Workforce Health and Wellness Program
Standard:
The agency shall have an employee health and wellness program showing periodic evaluation of the program status.
Narrative:
The City of Shakopee provides a robust employee health and wellness program designed to promote overall well-being, work-life balance, and employee engagement. The program is maintained and evaluated by the City’s Wellness Committee. The committee’s mission is to promote and support organizational and individual wellness and engagement through education, prevention, detection, and access to comprehensive physical and mental health resources.
The program includes several core components:
- My Health Rewards (Medica): Employees can earn up to $75 per month in their Health Savings Account by completing three monthly wellness challenges.
- Employee Assistance Program (EAP): A free and confidential resource available to staff, offering support, counseling, and referrals for personal and professional challenges.
- Wellness Committee Activities: The employee-led Wellness Committee meets monthly to plan and implement weekly and monthly “on the clock” activities like pickleball, fitness classes, “lunch and learns,” and potlucks.
- Trade Time for Fitness & Wellness (TTFF&W): Benefits-eligible employees may convert a portion of their accrued sick leave to be reimbursed for wellness-related expenses.
- Race Reimbursement Program: The Wellness Committee reimburses up to $150 annually for participation in community fitness events such as walks, runs, triathlons, or bike races.
- Community Center Membership: All benefits-eligible employees receive a free individual membership to the Shakopee Community Center, encouraging regular access to fitness and wellness opportunities.
The City conducts periodic evaluations of these offerings through the Wellness Committee, participation tracking, and employee feedback. These evaluations allow the program to evolve and remain responsive to employee needs, ensuring the program continues to contribute positively to the health and wellness of staff.
Supporting Evidence:
4.5a Shakopee Benefits Guide, page 14
4.5b CityNet Employee Health and Wellness Benefits
4.5c Wellness Committee
4.6 Orientation Program
Standard:
There shall be an orientation program for all personnel employed by the agency.
Narrative:
The City of Shakopee provides a structured orientation program for all new employees to introduce them to the agency’s philosophy, goals, and objectives; while ensuring they understand job duties, policies, and safety requirements.
Each new hire receives an onboarding packet that includes the history and development of Shakopee, community demographics, and a map to overview of the facilities and community they will serve. Employees are introduced to internal communication tools such as CityNet, Shakopee Snapshot, City Scoop, and the Hometown Messenger, which keep staff informed and connected.
Orientation also reviews job specifics like program and park policies, procedures manuals, staff expectations, and job-specific duties. Supervisors reference onboarding guides provided by the Human Resources Department to ensure all staff receive consistent onboarding information. All new employees also meet with the City Administrator in a one-on-one meeting to discuss topics including ethics and customer service.
This program ensures that all personnel begin their employment with the knowledge, resources, and context needed to successfully represent and support the City of Shakopee’s mission.
Supporting Evidence:
4.6a Shakopee Orientation Binder
4.6b Benefits Enrollment Form
4.6c Human Resources Onboarding Checklist
4.6d Department Onboarding Checklist
4.6e Sample New Hire Training
4.6.1 Employee Training and Development Program
Standard:
Professional staff shall be active members of their professional organization(s) and pursue professional certifications within their respective disciplines. "Active" means more than holding membership, including attendance at meetings, making presentations, participating in committee work, holding elected and appointed positions, and participation in educational opportunities.
Narrative:
The City of Shakopee supports the growth and development of all employees to ensure both individual success and the continued effectiveness of the organization. Supervisors are responsible for maintaining logs of required staff certifications and ensuring employees meet mandatory training standards.
Employee development opportunities are provided through several avenues. The City offers a Continuing Education and Tuition Reimbursement Program, covering the first $1,000 of tuition costs and 50% of additional costs up to $3,000 per employee, per calendar year, for approved coursework. Employees may also attend conferences and seminars that enhance their skills, as approved by supervisors. Membership in professional organizations such as MRPA, NRPA, and MIAMA is encouraged and supported, providing staff with access to industry best practices and networking opportunities.
In-service training is integrated into departmental operations. For example, Aquatics staff complete six hours of monthly training focused on skill development, physical fitness, scenarios, and job-specific performance improvements. These structured trainings ensure continuous improvement and readiness for real-life situations.
The employee development program is reviewed periodically by the Department Head to align with individual employee needs and organizational priorities. Succession planning is also incorporated to prepare employees for future roles, ensuring consistent service delivery and organizational stability.
Supporting Evidence:
4.6.1a Handbook Chapter VII, Section G, pages 36-38
4.6.1b Aquatics Pre Summer Skills Session
4.6.1c Aquatics Inservice Attendance
4.6.1d Shakopee Parks and Recreation Succession Plan
4.6.2 Professional Certification and Organizational Membership
Standard:
Professional staff shall be active members of their professional organization(s) and pursue professional certifications within their respective disciplines. "Active" means more than holding membership, including attendance at meetings, making presentations, participating in committee work, holding elected and appointed positions, and participation in educational opportunities.
Narrative:
The City of Shakopee actively encourages professional staff to participate in national, state, and regional organizations and to obtain certifications relevant to their disciplines. Staff are supported in pursuing credentials such as the Certified Park and Recreation Professional (CPRP), Certified Pool Operator (CPO) and Lifeguard Instructor Trainer (LGIT).
Supporting Evidence:
4.6.2a Professional Memberships and Certifications
4.7 Volunteer Management
Standard:
There shall be an on-going function within the agency for the recruitment, selection, orientation, training and retention of volunteers, including procedures on background screening. Background investigations shall be made for all volunteers who work routinely with vulnerable populations, especially youth, senior adults, and persons with disabilities.
Narrative:
The City of Shakopee Parks and Recreation Department maintains an active and structured volunteer program The mission of the program is to engage residents in meaningful opportunities that enhance the city’s ability to serve its community, while fostering a sense of ownership and pride. Volunteers contribute energy, enthusiasm, and unique skills that help expand the reach of the department’s programs, events, and services.
The agency utilizes a Volunteer Program Manual as the guiding document for all volunteer functions. This manual provides clear procedures on recruitment, selection, orientation, and training. It defines the types of volunteer positions that are acceptable within the department and outlines expectations for volunteer conduct. To ensure volunteer engagement remains strong, the program also includes structured retention practices, such as ongoing communication, recognition efforts, and personalized thank-you notes to express appreciation.
Supporting Evidence:
4.7a Shakopee Volunteer Program Manual
4.7b Shakopee Volunteer Guide
4.7.1- Use of Volunteers
Standard:
Volunteers shall be used by the agency in a variety of positions.
Narrative:
The City of Shakopee Parks and Recreation Department engages volunteers in a wide range of positions that support events, programs, parks, and facilities. These opportunities provide flexibility for one-time or ongoing service. Position specific information is shared during volunteer orientation.
- Special Event Volunteers – Assist staff during one-time community events. Responsibilities may include coordinating activities, assisting with setup and takedown of equipment and supplies, providing directions and information to participants, crowd control, and managing participant check-ins.
- Adopt-a-Park Volunteers – Take on an ongoing role in keeping Shakopee’s parks clean, safe, and enjoyable. This program requires a two-year commitment for one or more designated parks. Volunteers agree to conduct trash pick-up at least once per month from May through October and report their service hours to the Volunteer Coordinator. Families, businesses, civic groups, and organizations are encouraged to participate.
- Park Clean-Up Volunteers – Provide one-time service to improve the cleanliness and appearance of Shakopee parks. This flexible opportunity is ideal for groups or businesses looking to give back. Projects can include trash collection, spreading woodchips, trimming small branches, or other light grounds maintenance as needed.
- Program Volunteers – Provide ongoing support to Shakopee recreation programs that run for multiple weeks. Volunteers must meet with the program supervisor before the program begins and commit to attending all sessions. Duties may include assisting staff with activities, helping manage small groups of children, setting up program materials, and encouraging participant engagement. Programs may include preschool camps like Camp Little O’s, youth T-ball, or summer camp.
- Facility Volunteers – Support day-to-day operations at Shakopee recreation facilities including the Community Center, SandVenture Aquatic Park, and the Ice Arena. Tasks may include light cleaning, assisting with equipment organization, greeting visitors, supervising the senior lounge, making coffee, or helping with member services.
Supporting Evidence:
4.7.1a Volunteer Sign up example
4.7.1b Volunteer Sign up example
4.7.1c Volunteer opportunities email
4.7.2 Volunteer Recruitment, Selection, Orientation, Training, and Retention
Standard:
There shall be an on-going function within the agency for the recruitment, selection, orientation, training and retention of volunteers, including procedures on background screening. Background investigations shall be made for all volunteers who work routinely with vulnerable populations, especially youth, senior adults, and persons with disabilities.
Narrative:
The City of Shakopee Parks and Recreation Department maintains an ongoing and structured process for the recruitment, selection, orientation, training, and retention of volunteers. The program is overseen by the Community Outreach Coordinator, who serves as the main point of contact for volunteer engagement.
Prospective volunteers complete an online interest form available on the City of Shakopee website, where they indicate their availability, interests, and preferred service areas. Volunteers may then register for specific opportunities through LOME, the city’s volunteer management software, which ensures efficient scheduling and communication.
All volunteers are required to complete a waiver before beginning service. Background checks are conducted for all individuals age 18 and older. Once a volunteer is cleared, they are connected with the appropriate program, event, or facility supervisor for orientation and training. This training covers program expectations, safety procedures, and role responsibilities.
The department fosters volunteer retention through appreciation initiatives, feedback surveys, and consistent communication. Volunteers are recognized for their contributions and encouraged to share input to improve the program. Volunteers also have the option to remove themselves from the city’s volunteer database at any time, ensuring the program remains flexible and accessible.
Supporting Evidence:
4.7.2a Shakopee Volunteer Guide (external)
4.7.2b Shakopee Volunteer Guide (Internal)
4.7.2c Volunteer Sign Up (LOME)
4.7.2d Volunteer Interest Form
4.7.2e Volunteer Waiver
4.7.2f Volunteer Webpage
4.7.3 Supervision and Evaluation of Volunteers
Standard:
Agency volunteers shall be monitored, shall receive supervisory visits, and be evaluated regarding performance. Supervision and evaluation of volunteers is important to ensure adequate training is provided and to verify satisfactory conduct and performance. The degree to which the agency supervises and evaluates volunteers may vary depending on the role of the volunteers.
Narrative:
The City of Shakopee Parks and Recreation Department provides clear processes for supervising, monitoring, and evaluating volunteers, as outlined in both the Volunteer Guide (external) and the Volunteer Manual (internal). These practices ensure volunteers are supported, their performance is tracked, and their contributions are recognized.
Supervision: Volunteers are overseen by program/event supervisors or the Volunteer Coordinator. Orientation is provided prior to service, covering department policies, safety procedures, and role expectations. Upon arrival, volunteers check in at a designated location, receive assignments and supplies, and are encouraged to ask questions. Supervisors check in throughout shifts, provide feedback, and ensure volunteers receive breaks consistent with paid staff.
Reporting: Volunteer hours are tracked annually to measure organizational impact. Each hour is valued at the nationally recognized rate ($34.79 in 2024), which is updated annually. This tracking allows the department to quantify the value of volunteer contributions and evaluate where volunteer engagement is most impactful.
Evaluation and Feedback: Evaluation is conducted both informally and formally. Informal evaluations occur through day-to-day interaction, coaching, and recognition. Formal evaluations are reserved for ongoing or long-term volunteer positions. In these cases, staff inform volunteers at the time of placement that their role includes performance evaluation, and specific criteria are shared in advance. Criteria vary depending on the nature of the assignment. Staff also reflect on the effectiveness of volunteer support for programs and events, ensuring that volunteer efforts are scheduled strategically and contribute to desired outcomes.
Supporting Evidence:
4.7.3a Shakopee Volunteer Guide
4.7.3b Shakopee Volunteer Manual
4.7.3c Volunteer Evaluation
4.7.4 Recognition of Volunteers
Standard:
There agency shall recognize volunteers for their contributions. Recognition may take many forms, depending on the nature of volunteer roles.
Narrative:
The City of Shakopee Parks and Recreation Department actively recognizes and celebrates the contributions of its volunteers. Recognition is offered in a variety of ways to reflect the value of volunteer service and to ensure individuals feel appreciated for their time and impact.
Volunteers are acknowledged publicly through social media posts on the City’s Facebook page, highlighting both individual and group efforts. Personalized recognition may also be provided through a thank-you letter from the Mayor or direct emails from staff expressing appreciation. In addition, the department has hosted volunteer appreciation events, depending on the number of participants and the nature of service in a given year.
These efforts ensure that volunteers are thanked both personally and publicly, fostering positive relationships and encouraging continued engagement with the City’s programs and services.
Supporting Evidence:
4.7.4a Volunteer Thank you Post
4.7.4b Volunteer Thank you Post
4.7.4c Volunteer thank you letter
4.7.5 Liability Coverage for Volunteers
Standard:
Agency volunteers shall be covered for negligence liability.
Narrative:
The City of Shakopee ensures that all volunteers serving within the Parks and Recreation Department are covered for negligence liability. The City carries insurance through the League of Minnesota Cities Insurance Trust (LMCIT), which provides liability coverage for both employees and volunteers. This coverage is specifically addressed in Chapter 17 of the LCMIT Handbook, ensuring that volunteers are protected while performing duties in an official capacity for the department.
Supporting Evidence:
4.7.5a LMCIT Liability Overview
4.7.5b LMCIT Handbook, Chapter 17
4.8 Consultants and Contract Employees
Standard:
The agency shall have policies and procedures regarding the use of consultants and contract employees.
Narrative:
The City of Shakopee utilizes consultants and contract employees when specialized expertise or additional capacity is needed to support City services. The scope of work for consultants or contract employees is determined through formal agreements that clearly define responsibilities, deliverables, and expectations. These agreements are adopted by the City Council, ensuring oversight and accountability.
The City’s Purchasing Policy Section I.6 governs the procurement and management of consultants and contract employees. This policy provides a consistent and transparent process for securing services, while ensuring compliance with all applicable laws and City requirements. Through the combination of formal agreements and adherence to the purchasing policy, the City of Shakopee ensures that consultants and contract employees are engaged and managed in a fair, equitable, and legally compliant manner.
Supporting Evidence:
4.8a City Purchasing Policy
4.8b Sample Agreement