The goal of this study was to develop an instrument to assist public park and recreation agencies in successfully repositioning their offerings in order to garner increased allocations of tax dollars. To achieve this, an agency must be perceived as providing public benefits, those that accrue to all members of its constituency. The scale sought to identify the importance of various community issues and perceptions of the agency's performance in contributing to those issues. A valid and reliable 36-item instrument was developed that encompasses nine distinct dimensions: Preventing Youth Crime, Environmental Stewardship, Enhancing Real Estate Values, Attracting and Retaining Businesses, Attracting and Retaining Retirees, Improving Community Health, Stimulating Urban Rejuvenation, Attracting Tourists, and Addressing the Needs of People who are Underemployed. These dimensions represent community issues that a park and recreation agency can contribute towards, and can therefore use as a basis for its repositioning efforts. Using a screening process by expert judges, a pretest sample of undergraduate students, and a sample of municipal residents, each of the importance and performance dimensions in the scale was judged to possess content validity, internal consistency, construct validity, and split-half reliability. A shortened version of the instrument was also demonstrated to possess internal consistency and construct validity. In a practical application, the scale proved useful in identifying repositioning options for the park and recreation department, both in isolation and relative to a public agency'competitor'. Limitations of the study and suggestions for future research are offered.

Millennials, who by 2024 will make up approximately 34% of the U.S. workforce, will play a critical role in organizational strategies and productivity, as will the supervisors who manage them. The purpose of this multiple case study was to explore the intergenerational communication strategies that Generation X supervisors used to motivate and engage high performing millennials in the workplace. The framework for this study was Mannheim's generation theory and the 2-factor theory of motivation by Herzberg, Mausner, and Snyderman. Data were collected from parks and recreation employees in the southeastern region of the United States, including 4 Generation X supervisors who completed semistructured interviews and 2 millennial cohort focus groups. Data were transcribed, coded, and validated through member checking and methodological triangulation. The 4 themes identified were culture and socialization, relationship building and intergenerational connectedness, employee growth and development, and rewards and recognition. The findings of this research may benefit millennials, frontline supervisors, parks and recreation agencies, and leaders in other organizations by providing an understanding of generational needs. The data presented in this study may support positive social change by showing that supervisors and millennial employees can build high quality relationships within their organizations, enabling those organizations to support the communities they serve.