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In most libraries, the Circulation Desk and the Reference Desk have a complicated relationship. Their physical proximity to each other can affect where patrons go to get assistance and what kinds of questions they ask. Murphy Library at the University of Wisconsin—La Crosse has had the Reference Desk in three different locations in the last five years. In this article an analysis is provided that examines how the different locations have affected the nature and number of questions asked at the Circulation Desk. [ABSTRACT FROM AUTHOR]

In fall 2019 the Access Services and User Engagement librarians at the Woodbury University Library undertook to identify campus library marginal and nonusers among faculty and students. We administered an online survey and conducted follow-up, one-on-one interviews in an effort to understand: (1) Why some Woodbury community members visit the library and/or use its physical and/or digital resources infrequently or not at all; (2) Whether and how these marginal and nonusers secure the resources necessary to teach or learn successfully at Woodbury; (3) Whether and how these marginal and nonusers acquire the research competencies necessary to teach or learn successfully. We additionally utilized data from past responses to the library's annual user survey in order to define and contrast marginal and nonuse with regular library use. Investigations into the behaviors of library marginal and nonusers are rare and have generally focused on how libraries might better market their collections, services, and spaces. We expanded our focus to include identification of services and resources available to University community members outside of the library with a view toward understanding what other entities might be better suited to provide and, thus, how we in the library might re-formulate our unique value proposition. [ABSTRACT FROM AUTHOR]

The COVID-19 pandemic, which hit academic libraries in the United States during the spring semester of 2020, forced librarians and staff to redouble their efforts to reach out to users in light of newly enforced safety measures such as building closures, quarantine periods, enforced social distancing, etc. This article describes three services—one adapted, one newly developed, and one a collaboration across several units on campus—to allow users to continue receiving the assistance and the materials they needed despite the obstacles inherent to the pandemic. Unexpectedly, these changes also helped streamline processes in a post-pandemic academic library environment. [ABSTRACT FROM AUTHOR]

Noise in academic libraries has been a consistent concern of library staff and library users. This concern has intensified as libraries have emphasized their role in supporting student learning, including learning that occurs in a busy, collaborative environment. Studies of acceptable library noise levels have traditionally been conducted in areas where quiet was expected. This study adds to the literature by studying ideal noise levels for a busy, collaborative study space: the library learning commons. [ABSTRACT FROM AUTHOR]

A multiple methods study was conducted over three academic terms during the 2015 fiscal year at Santa Clara University Library to assess the impact and value of overnight library hours. A survey was conducted after midnight during times the Library was open 24 hours, five days a week (24/5), the last two weeks of the quarter. The survey was further informed by patron counts conducted hourly by library floor and type of activity. Survey questions were based on Sowell and Nutefall's study (2014); activity counts used categories similar to Johnson and McCallister's overnight study (2015). This SCU research queried service needs in overnight hours, finding, as others studies have, that late-night users are primarily seeking a quiet space with comfortable amenities conducive to concentrated study. This conclusion was supported by patron count data that documented user activity between midnight and 7 a.m. showing patrons overwhelmingly working on personal laptops (53%) or library PCs (14%). Over 90% of respondents strongly agreed (66%) or agreed (27%) with the statement that “having the ability to use the Learning Commons/Library during the overnight hours (midnight-7 a.m.) has made a positive difference for me academically.” [ABSTRACT FROM AUTHOR]

This article will describe how merging service points in an academic library is an opportunity to improve customer service and utilize staffing resources more efficiently. Combining service points provides libraries with the ability to create a more positive library experience for patrons by minimizing the ping-pong effect for assistance. The Access Services Department at the University of North Texas Libraries was charged with management of the circulation and reference services offered at the service desk. Streamlined planning and modernized management of the desk and its impact on customer service in a changing library environment will be discussed. [ABSTRACT FROM AUTHOR]

In the summer of 2010, to provide a “one-stop shop” service point to Woodruff Library patrons, the Circulation, Reference, and Learning Commons (LC) desks merged into the unified Library Service Desk (LSD) under Access Services. Last year, due to organizational changes in the library and IT, and anticipated support needs of the new LC spaces and technologies, Student Digital Life opened a separate LC Technical Support desk. The lessons of the year of the two desks, funding considerations, and the persistent goal to streamline the experience of our patrons resulted in transitioning the functions of the LC desk to LSD, thus evolving it to new organizational and operational levels. [ABSTRACT FROM AUTHOR]

This article discusses a public service review and redesign that resulted in a blended service desk combining reference and circulation functions, staffed by nonlibrarians. The redesign implements a number of organizational structures that encourage service excellence, as found in the business literature and in examples of nonlibrary organizations that excel in customer service. The article identifies key organizational structures that have been shown to support or hinder good service and discusses the process of implementing these structures in practice and the results of an assessment process designed around determining success. [ABSTRACT FROM AUTHOR]

The academic library, given its often privileged position on campus, is the information source that can include directional as well as general campus facts among the myriad of print and e-resources for reference. Also, an academic library's audiences can be quite varied and include prospective students or parents seeking more general knowledge of the building and the campus. Many times this need for information drives patrons to the library service desks. Sometimes, especially during the high-demand seasons of new student orientation and beginning of the fall semesters, the desk is so busy that many patrons will leave because they don't have the time to wait. To address this immediate need for information, Texas Tech University Libraries developed an interactive kiosk to provide general information for frequently asked questions in a more efficient, creative, and interactive way. The kiosk provides a fun method of satisfying a patron's information needs without the requirement of a staff member or the need to wait in line for help. The kiosk is available as long as the Library is open and provides a variety of useful answers to general questions, as well as facts about the Library. [ABSTRACT FROM PUBLISHER]

During the Fall 2013 semester East Carolina University's main library piloted 24/5 hours of operation by opening on Sunday morning and not closing until Friday night. This article details the planning and execution of the pilot program, as well the findings from the data collected during the overnight period by people-counting cameras and a university identification card reader. The data reveal library usage during specific days and hours of the overnight period, usage during specific periods of the semester, and the demographic information of overnight undergraduate and graduate student users. [ABSTRACT FROM AUTHOR]

Research shows that academic libraries can be difficult to navigate and that students are often frustrated with not being able to find the right materials. This current study attempts to identify access barriers in FSU's Strozier Library by assessing the effectiveness of signs and directories, as well as wayfinding patterns of both undergraduate and graduate students. Two different assessments are implemented: a directory survey and a tally of the directional questions received at multiple help desks. Results show that the majority of students prefer to speak with a human being when attempting to locate something in the library; however, the directories are seen as helpful. The results have immediate implications on staffing practices and directory design. Future research is discussed as FSU continues to assess access and wayfinding and the cognitive process of students as they navigate the library building. [ABSTRACT FROM AUTHOR]

Generating, collecting, and analyzing building usage statistics can greatly increase the ability of an access services unit to meet the changing dynamic of patron needs in an academic library. By analyzing three different data points, the Access Services Unit in Malpass Library at Western Illinois University was able to determine the most effective and efficient way to deploy the student workforce to meet the demonstrated needs of the patron population throughout the day. This article will examine those data points and how they were analyzed in order to improve the services provided by the Access Services Unit. [ABSTRACT FROM AUTHOR]

The University of Denver's Penrose Library saw a substantial increase in use as a result of several new and enhanced services over a six-year period. In turn, longer operating hours and increased staffing for a 24-hours-a-day, five-days-a-week (24 × 5) operating schedule was funded. This case study analyzes student need for longer library hours and the key factors used to justify additional staffing and enhanced hours of operation. [ABSTRACT FROM PUBLISHER]

Too frequently, and often too late, academic librarians learn of patron experiences involving problem patrons, misdemeanor criminal activity, or poorly secured areas. Regrettably, these experiences can irrevocably diminish perceptions of access to the vibrant learning spaces and services offered by our institutions. This article assesses the current state of security personnel staffing and patron security issues at 25 public, four-year universities in two southeastern states. [ABSTRACT FROM PUBLISHER]

The literature is filled with potential uses for Quick Response (QR) Codes in the library setting, but few library QR Code projects have publicized usage statistics. A pilot project carried out in the Eda Kuhn Loeb Music Library of the Harvard College Library sought to determine whether library patrons actually understand and use QR Codes. Results and analysis of the pilot project are provided, attempting to answer the question as to whether QR Codes are worth the effort for libraries. [ABSTRACT FROM PUBLISHER]

This article updates a previous article published in 1992 that described the role of the access services manager in policy formation. Since that time, the access services department and mission has matured and evolved to a prominent position within the library organization. Technological changes and innovation in the marketplace of wired and wireless electronic products that provide access to the Internet pushed libraries to respond to higher user expectations. The role of the access services manager expanded to encompass management of many of these technology-driven services. This article discusses the multiple roles of the access services manager in the virtual environment. [ABSTRACT FROM AUTHOR]

This article defines the elements of Access Services, explains the importance of those aspects in the library, and proposes a course centered on Access Services for library schools. The areas of circulation, interlibrary loan, course reserves, collection maintenance, and public relations are core components of Access Services. Each of those segments is a key aspect of a library's effectiveness and has a direct effect on a patron's perception of the library. Based on analysis of ALA-accredited Library and Information Science programs and their course catalogs, Access Services has not received the same attention as other areas of librarianship such as reference, cataloging, or archives. A course centered on Access Services would focus on each aspect of an Access Services librarian's job, using real-life experiences, scholarly publications, and new technologies to prepare students for success in the workplace. [ABSTRACT FROM AUTHOR]

Special-subject libraries can be particularly intimidating for casual and seasoned patrons alike. Music libraries, with their variety of materials, formats, and vocabularies, can present particular challenges for the user. With this proposal for a model of service delivery, as well as many tips gained through experience working the front-of-house in a large academic music library, music library Public Services staff can significantly enrich the patron experience, which, in turn, will pay tangible dividends and enhance the stature of the music library on campus. [ABSTRACT FROM AUTHOR]

While offering duplication services from within an Access Services department can present unique challenges, it can also make for a successful enterprise that not only provides essential goods and services to the campus, but also serves as a way to attract more patrons to the library and promote the other excellent services and resources contained therein. However, lacking a thoughtful approach a copy center can be a drain on the library organization. Therefore, it is imperative that administration approach a concern such as this with a flexible, committed, and contemplative methodology in order to succeed. [ABSTRACT FROM AUTHOR]