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Merging library traffic from dispersed service points into a combined services desk is not new, and many reasons prompt this move. George Mason University, Virginia’s largest public research institution, combined a total of 10 service desks located in four libraries on three distributed campuses. To consolidate services and reduce costs, the Mason Libraries established a “one-stop” service point in each library. With the goal of “one-stop” service point in each facility, the Mason Libraries recrafted physical spaces, reviewed policies, procedures, and workflows as well as revised staff roles and responsibilities.

This chapter explores why institutions embark on redesigning the traditional library service desk; discusses how changing service needs impact desk space; and addresses the effect on public services personnel. Observations are based on highlights from the evolution of George Mason University Libraries’ goal of a “one-stop” service point in each library to provide more efficient and consistent user-focused interactions and services.

As a manager of one of the facilities, the author provides insights on achieving a “one-stop” service point.

This chapter considers library staff needs, in concert with internal effort to not only refine user services influencing changes, but also revisit policies, procedures, and workflows to align staff roles and responsibilities. Mason Libraries is one of a few university library systems trying to implement single service points in all libraries.

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.

The purpose of this article is to encourage public librarians to consider replacing two service desks with one.

The author interacts with his experience of providing library services from a two‐story Carnegie library and a multi‐desk one‐story library to make an argument for a single service desk.

Providing one service point creates a seamless experience for patrons and necessitates teamwork from all service staff – professional and non‐professional.

Offers a “common‐sense” perspective on providing reference and circulation services.

The purpose of this article is to revisit Kimbel Library’s peer reference program three years later and provide further information on the challenges and benefits of growing a successful peer reference service model.

This article examines the ongoing development of a peer reference model in an academic library setting and assesses the impact, value and continuing evolution of this model.

Communication and collaboration among library public service departments is the key to managing rapid program growth and expansion of services.

This article offers suggestions based on the experiences of one library for others interested in establishing or reexamining a peer reference service model.

Employing undergraduate students at the reference desk is a relatively new practice that warrants further analysis, as it becomes more widespread. This article returns to examine a newly established peer reference program three years after its beginning.

This article shares an academic library's transition from traditional reference services to a peer support model during a campus reopening post-COVID-19 closure. It examines the conception, implementation and implications of the Peer Mentor program amidst shifts in campus priorities, Library research and reference paradigms and the Library workforce, from the perspectives of library faculty and staff, alongside feedback from student workers.

The article uses a case study approach to detail the Library's Peer Mentor Program by authors involved in various stages of the program's lifespan and discusses the beginnings, implementations and challenges of the program and introduces the unique curriculum used to train student Peer Mentors.

The authors chronicle their own experience after two semesters of the Peer Mentor program alongside qualitative feedback from the first cohort of Peer Mentors. The Peer Mentor feedback points to positive impacts in other academic pursuits and in gaining a greater understanding of the information landscape and the library field.

The case study presented is a valuable example for academic librarians considering beginning peer-to-peer learning models within their own research and reference services units, especially those who may be creating these peer learning networks in the wake of library service disruption or restructure (such as due to the COVID-19 pandemic).

This paper aims to examine whether relocating the reference desk closer to the main entrance has factored into increased reference activity at Regent University Library.

Statistics from 1992/1993 through 2007/2008 were examined to see whether gate counts and questions asked went up, down or remained steady.

Technology changes and user expectations have affected reference service at Regent University Library. Even though the number of patrons coming to the library has declined, the number of questions being asked through e‐mail and the telephone has risen slightly. Librarians have also seen an increase in students making appointments for extended assistance.

This case study examines the decline in gate counts and reference activity at one academic library during a period of enrollment growth. Changes to the layout and location of the reference desk resulted in an increase of in‐person reference transactions.

Evaluation of usage statistics documents the strong correlation between library visits and reference transactions. Both of these figures have dropped significantly during the past decade, and only recently have shown increases. Following the relocation of the reference desk, the library recorded increases in total reference questions and in‐person questions. There has been an increase in the proportion of questions received in‐person at the new location.

A case study covers the changing role of the reference desk at one academic library from a separate, free standing desk to a consolidated information commons model. Each stage in the development is discussed, with analysis of the impact on reference question activity and the effect of close proximity to the front door of the library.

To develop a method of systematically analyzing reference and instruction programmes at academic libraries so managers of such services can identify potential areas of change and make more confident recommendations.

The paper reviews the library literature and then introduces a template for programme analysis. A case study is used to help illustrate the need for programme analysis, and also to clarify the template.

The reference and instruction literature on assessment and new service models indicates that academic librarians are struggling to update programming in order to meet the needs of current library patrons. There is no how‐to manual for managers of reference and instruction departments to analyze their services comprehensively and to decide what changes to make. This paper introduces a template that academic librarians could use to systematically analyze their reference and instruction programming with regard to the history of the programmes, internal and external environmental factors that affect the provision of service, and how the current service model compares with others.

The use of this template will allow academic librarians at any size library to investigate the historical and environmental factors that affect their services, so they can more confidently identify potential areas of change and make documented and supported recommendations to library administration.

This paper fulfils a gap in the literature and offers a guide to programme analysis for managers of reference and instruction departments.

The purpose this paper is to outline how the University of South Australia Library transformed its enquiry services by replacing fixed service desks with a blend of virtual and on demand services.

Outlines the drivers for change, implementation approach and partnerships developed in order to change practices and use technology to deliver proactive services.

The new model enables staffing and workflow efficiencies allowing the service to be delivered sustainably. It is anticipated that it will increase the Library’s visibility and accessibility in the physical and virtual environments and position the Library as an innovator in service delivery.

The project involved significant change to traditional practices and challenged long held beliefs about library services. It required library staff to be supported and trained to develop new skills and adapt to new practices.

Provides strategies and lessons learnt for other libraries considering similar changes to service delivery.

Reviews the general literature of management relevant to the information and library profession, and that of the management of information and library services, published in 2001. Themes emerging at major conferences are noted. Issues of growing concern are identified together with those that appear to be becoming of lesser interest.