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When exploring the overall impact of the academic library on the undergraduate experience library student workers are a unique group to consider. As both direct users and providers of library services to their peers, student workers enable libraries to gain an understanding of the general undergraduate population. The objective of this article is to present the findings of a study of undergraduate students employed at a university research library. A questionnaire distributed to 350 student workers gathered information about who they are and how they engage with their communities. This article will look at the value working in an academic library brings to undergraduates' lives. It will consider whether working in the library promotes student success, builds community, and provides them with valuable opportunities to engage in peer networking. [ABSTRACT FROM PUBLISHER]

The case study in this chapter describes the planning and implementation of a single service desk or "one desk" model, merging the circulation and reference desks at a large academic library. The transition to a single service desk model was proposed as a way to utilize library staff more efficiently and effectively. The project included a literature review, interviews with libraries that had recently moved to a one-desk model, and a recommendation that included a method as well as timeline for implementation. As a result of the recommendation, three committees were formed to lead the transition, each with representation from both the circulation and reference departments. One committee oversaw the physical implementation and assessment, while the second committee created training program for all staff teaching core competencies for both reference and circulation. The third committee recruited student peer research leaders as part of a pilot program for student assistants. Through the implementation process, the chairs of the three committees concluded that implementing a single service desk involved much more than just moving furniture and relocating equipment. Combining two departments with distinct organizational cultures was the key to making the transition successful. The details of the implementation can be used as a model for other libraries of any type contemplating a similar transition. [ABSTRACT FROM AUTHOR]