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Although a great deal has been written about the challenges and opportunities for collaboration between librarians and professors in higher education, most recommendations for faculty–library collaboration are written by librarians, published in librarian-oriented venues, and rely on second-hand accounts of professorial perceptions and experiences. Dialogue between librarians and professors is missing. In this chapter, the authors present a duoethnographic inquiry into a librarian–professor collaboration: the authors collaboratively examine their four years working together on the senior seminar course “Small Business Management” at Acadia University, Canada. In considering the evolution of their course and their collaboration, the authors reflect on six dimensions of their experiences: the way their collaboration has shaped the course learning outcomes, the value the authors have derived from collaboratively reflexive teaching, the workload tensions the authors have navigated, the challenge of “fitting in,” and the role of library champion. The authors then conclude with four insights from their professorial–librarian collaboration that might be transferable to other contexts of higher education: the importance of openness, collegiality, time for collaboration, and attention to the cultural gaps between professorship and librarianship.

This chapter explores specializations within academic librarian practices, focusing on librarian research and collaboration. Academic librarian roles are transitioning from service providers to specialists, researchers, and collaborators. Roles have shifted to incorporate interdisciplinary research and collaboration; embedded librarianship; research data management expertise; information literacy instruction; and core curriculum development. In order to understand this shift in roles, a mixed methods research project undertaken with a Purdue University researcher and Purdue Libraries faculty that prompted the development of a research diagrammatic metaphor modeling the components of librarian-faculty collaboration. The model demonstrates the dynamics and roles in academic collaboration and interdisciplinary research. A generalization of the model applied to two librarian-faculty collaboration scenarios exemplifies how these components facilitate engagement and project management. Potentially the model could be operationalized to understand disciplinary differences and provide a framework of accountability for both faculty and librarians engaged in research projects.

Scholarly communication in the U.S. has been closely examined in the past two decades by librarians because of the acceleration in costs of serial, scholarly communication. Specific disciplines of research have increased at unprecedented rates, namely the areas of scientific, technical, and medical (STM) publishing.

In a Dilbert cartoon the pointy haired boss introduces his son to Dilbert, explaining that the young man has been hired to manage the technology development group because he has gone to college. When Dilbert asks him what college he attended, the youth replies that he actually spent four years hiding in the attic. What does a college education accomplish? Will it get you the job of your dreams? What can a person really learn? How does higher education distinguish one from others in the workforce or next door for that matter?

In the spring of 2016, the University of Kansas Libraries piloted Research Sprints: One Week, One Project, a program aimed at cultivating relationships with faculty through deep project-based engagement.

Three faculty members, matched with a team of library experts, worked intensively to complete a research or pedagogic project for one week in May. Critical to the program’s success was the use of project management methodologies and tools. These tools were essential to identifying task dependencies, developing workflows, and documenting work processes.

The overall success of the Sprints demonstrated to faculty that library staff can be more than one-shot consultants; faculty collaborators learned first hand that the library can be a true partner throughout the scholarly process. As an approach to user engagement, Sprints pose some considerations for library management, including the need for robust staff training in project management and teambuilding, internal resistance to utilizing project management tools, difficulty finding staff time and resources to commit for a short but high-concentrated period, and the need to align projects with staff expertise and availability.

This chapter provides an assessment of the Sprints pilot, addressing some of the implications, potential benefits, and challenges of adopting and adapting Research Sprints to support library work. It will be of interest to project managers and library staff who are considering integrating project management methods into their outreach and services, and provides examples of how project management can inform library efforts to more deeply collaborate in advancing the scholarly work of local research and teaching communities.

Purpose – Academic librarians are well positioned to take on the role of the informed learning developer, working with teachers to design coursework in which students learn to use information as they engage with course context. This chapter aims to provide insights to academic librarians of how they may approach integrating information literacy into courses using an informed learning approach by identifying key aspects of this collaborative work.

Methods The literature on educational development, specifically outlining the core responsibilities, activities, skills, and models used by educational developers is reviewed and key aspects are identified and applied to describe the role of a developer working with teachers to foster learning through engagement with information in higher education.

Findings – Four key aspects of the work of educational developers are identified: collaborative, scholarly, contextual, and reflective. When adapted to describe the efforts of a developer focused on creating informed learning experiences for students, the four aspects include:

partnering with teachers to develop informed learning experiences by leveraging the expertise of the teacher and the librarian;

applying an informed learning pedagogic approach, and drawing from and sharing information literacy scholarship illuminating how information is used in the learning process;

creating informed learning experiences that are responsive to institutional and disciplinary perspectives; and

encouraging teachers to reflect on their intentions for content-focused learning and how learning outcomes may be shaped through interactions with information.

Implications – Drawing upon their expertise in how learners use information, academic librarians can use the findings to concentrate their consultative efforts to effectively partner with teachers to transform student learning experiences in higher education.

This chapter explores the challenges and opportunities that teaching and learning in a synchronous online environment pose by examining information literacy (IL) provision at the Open University (OU), which will serve as a case study.

The OU provides distance education. While its flexibility offers more individuals an opportunity to start a course, it can be more challenging to ensure students develop their skills and knowledge and calls for innovative and engaging teaching methods.

The OU Library’s Live Engagement Team runs a program of digital information literacy (DIL) sessions. The team’s online pedagogy is built on retention and success and involves the careful planning, designing and delivering of DIL sessions, creating numerous interactive moments to increase teaching effectiveness.

The virtual enquiry desk allows students to consult library staff synchronously via the library helpdesk’s webchat service, which is delivered 24 hours a day. One of the advantages of this service is that students interact directly by having a dialogue with library staff in which they can ask further questions.

Both services carry out continuous reviews of the ways they operate, innovate and intervene. The chapter provides first-hand experiences of what has worked well in information literacy teaching in synchronous online spaces.

Undergraduate information commons have become pervasive in the academic library landscape. In recent years, librarians and administrators have come to identify the need for comparable commons’ spaces and services for graduate students. This chapter serves as a review of recently developed models of graduate commons—in this discussion referred to as Scholars’ Commons—as defined by an integration of physical learning spaces, personnel, and a dynamic availability of research support services that support assist graduate students throughout their academic life cycle. These provisions serve as the foundation for the development of enhanced library-supported graduate student success.

Still a rare commodity, existing models from selected institutional web sites were examined using a framework for analysis consisting of several criteria: new use of space; segmented services; partnerships; and new organizational structures. Through a synthesis of the commonalities prevalent in these systems, this chapter aims to provide recommendations for prospective Scholars’ Commons models and proposals for their development. Library organizations contemplating the development of a Scholars’ Commons need to consider the needs of their target population, potential new or reallocated spaces, feasibility of providing support and research technologies, and possible staffing models. As well, the authors consider the importance of library-based graduate student support that bolsters cross-divisional collaborative partnerships across the academy.