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This chapter describes how a strategic change in the mission of the library led to the collaborative development of library services to meet the needs for innovation and creative spaces in a large urban public university. Several years ago, the Oviatt Library at California State University, Northridge, adopted a new vision that included supporting and encouraging creativity and innovation on campus. In this chapter, the authors will describe three ways in which this new strategic perspective has changed the nature of our library (and libraries in general). First, the authors will share the results of a survey of business librarians, which reveals the changing attitudes of librarians toward entrepreneurship and innovation in libraries. Second, the authors will describe the Creative Media Studio, housed in the Oviatt Library’s Learning Commons, which was created in 2014 as a space to create music, use high-end video editing tools, and fabricate three-dimensional objects with 3D printers. Third, the authors will discuss a recent campus-wide task force, chaired by the Library Dean, which recommends the construction of a large makerspace in the heart of the Oviatt Library, collaborating not only with the College of Business but also with the College of Engineering, the College of Arts, Media and Communication, and the new University Incubator. This chapter will outline how library personnel have partnered with faculty, staff, and administration to bridge gaps in curriculum and provide instruction in multimedia creation, including licensing and copyright, for students involved in innovative activities and entrepreneurial ventures. The chapter will also describe the library’s role in the evolution of the Creative Media Studio, the development of the new campus makerspace, and the ways in which librarians are evolving from traditional roles to more entrepreneurial responsibilities. Finally, the authors will discuss best practices in developing partnerships for new innovative and creative spaces and services by illustrating the challenges and successes in sustaining partnerships with internal and external stakeholders.

The purpose of this paper is to highlight the need for a pedagogical shift from “problems” to “possibilities”, which will help ease the transition of students into higher education (as well as the transitions between levels of study and employment), especially those coming from under-represented and under-privileged backgrounds, known in the UK as the widening-participation category.

GSM London is the first higher education provider in the UK to implement a strengths-based approach to staff and student development. This study looks at the delivery plan for strengths-based education, especially how it can inform and reshape information literacy instruction in the library and other academic skills modules.

Higher education is an important environment to help learners develop their talents into strengths, which can be defined as “the ability to provide consistent and near-perfect performance in a given activity” (Buckingham and Clifton, 2005, p. 20). There is a perception that widening-participation students have more significant gaps or weaknesses upon entering university education. This case study confirms that not remediation but a strengths-based approach has the strongest potential to enable students to better manage their weaknesses and become independent learners.

Further research is required, as not enough empirical data could be collected after only one semester of strengths-based learning implementation at GSM.

The author attempts to re-conceptualise information literacy instruction and propose a mapping exercise, in which library instruction is aligned to the principles of strengths-based education and the language of 34 themes in the popular strengths assessment tool from the Gallup organisation. The expectation is to build fluid transitions between levels of study and academic matters and extracurricular activities that students take part in. This approach can also assist learners far beyond the library and long after they leave university, equipping students with a skillset that enables a more meaningful participation in society.