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In this 21st century, effective collaboration is no longer an option for libraries but certainly a necessity. The world around libraries is changing rapidly (Pinfield, Cox, & Rutter, 2017) Nowadays, universities are facing financial cutbacks, pressures for accountability, and changing nature of the library users which always lead to increasing client expectations particularly around the student experience (Hickman, 2017). Rapidly changing technologies, in areas such as social media and mobile technologies, are impacting on how, where, and when students and faculty access library services. More fundamentally, the services university libraries have traditionally provided can be seen as under threat. As such, libraries must join hands to connect together to provide all the necessary information for their users as postulated by Rangathan. Collaboration by libraries can help to avoid duplication of effort and provide efficiency savings, streamline work processes and free up time for more value added activities. It can also increase the profile, visibility, credibility, and influence of the library and library staff internally and externally. On occasions, library staff learn new skills and behaviors during collaboration work and these can subsequently be applied to the individual’s work in his/her own department or institution. From a user perspective, internal collaboration by the library can help to provide a more joined up service delivery, with a single user interface to different services or a reduction in the number of times data input is required. Involvement by users in the collaborative process can help to identify new and enhanced services that are relevant to users’ needs and more user friendly, with university staff and students often becoming more familiar with library services through involvement in the process. External collaboration in particular can help to provide a wider range of services than the partners could provide individually. Library collaboration can accomplish one or more of the below mutually beneficial objectives1. Cooperate in the exchange of information relating to the activities in the current trend of librarianship;2. Library Users of each Institution can visit the other to participate in Library Tour, Excursions and other activities to promote international friendship and cooperation between the two parties.3. Provide Reference Services through email, online chat, or telephone and if possibleanswer within 24 hours of receipt.4. Exchange of scholarly published articles from printed and electronic materials.5. Collaborate in organizing local or international conference6. Invitation to attend any conferences hosted by either institution.7. Conduct cultural projects, a mutually agreed in writing between the parties prior to commencement of the activity Challenges of Collaboration Atkinson (2018) in his own classical thinking enumerated some challenges which he noted that for a collaboration to be successful there will be a number of barriers and constraints to overcome. There can be significant differences in culture and working practice between the participants. Achieving the necessary cultural change can take time. Some staff may be resistant to change and not see the benefits of collaboration, there can be a real or perceived loss of professional or institutional identity, and staff may be uncomfortable or uncertain working outside their normal professional boundaries and comfort zones and feel isolated from their normal working colleagues. Staff involved in the collaboration may not have sufficient autonomy in allocating their time and effort, and, if they retain some of their normal responsibilities, there may be competing priorities. He further identified that, at a department or institution level, there may be difficulties associated with participants having different strategic goals, structures and priorities, with consequent difficulties in establishing a common approach or specification acceptable to all. It can be difficult to maintain the balance between protecting the policies and priorities of the participants while leveraging the opportunities that come from shared approaches. For example, there may be a need to give up local control of systems and services. Without this, there may be limits to the opportunities for effective collaboration and implementation of new initiatives. In Skyline University Nigeria, we believed that no any library can stand on its own. As such, we strived to link up with all the academic libraries in our midst and beyond so as to create a viable library collaboration. Sequel to this, Skyline University Nigeria Library has signed an MOU with Yusuf Maitama Sule University Library, Kano, Federal University Dutse Library, Jigawa State and recently Sule Lamido University Library, Kafin Hausa, Jigawa State. The purpose of the MOU is to establish friendship, cooperation in research, culture and to support quality library services for both the two parties. References Atkinson, J. (Ed.) (2018). Collaboration and the academic library: Internal and external, local and regional, national and international. Oxford: Chandos Publishing [CrossRef]Hickman, B. (2017). University libraries need to start putting the student first. Guardian Retrieved from: https://www.theguardian.com/higher-education-network/2017/aug/03/university-libraries-need-to-start-putting-the-student-firstParsons, R. (2016). SCONUL shared services: A toolkit for library collaboration. London: SCONUL Retrieved from: https://www.sconul.ac.uk/sites/default/files/documents/1611%20Toolkit_for_Library_Collaboration.pdfPinfield, S., Cox, A. M., & Rutter, S. (2017). Mapping the future of academic libraries: A report for SCONUL. London: SCONUL Retrieved from: https://sconul.ac.uk/sites/default/files/documents/SCONUL%20Report%20Mapping%20the%20Future%20of%20Academic%20Libraries.pdfSkyline University Nigeria (2018) MOU Draft of Skyline University Nigeria Library.Universities UK (2015). Efficiency, effectiveness and value for money. London: Universities UK [CrossRef] Retrieved from: https://www.universitiesuk.ac.uk/policy-and-analysis/reports/Documents/2015/efficiency-effectiveness-value-for-money.pdf Mr. Musa Mohammed, is the Assistant Librarian, Skyline University Nigeria. He has his MSc Information Management from Leeddeckett University, UK.  You can join the conversation on facebook @SkylineUniversityNG and on twitter @SkylineUNigeria

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Across the globe, in the post-pandemic scenario, there is a growing interest among academicians and government agencies to promote social entrepreneurship as a remedy for many social menaces. It could be sustainability, hunger issues, empowering the deprived sections in society, protection of the environment, etc. The research also meant that universities and higher educational institutions (HEI) can, must and should play a significant role in fostering or nurturing empathy by evoking social entrepreneurial intent in the young generation through curriculum, co-curricular activities and involving students in community services during their academic tenure in a university/HEI (Mavuri.S, 2019). Research also proved that such efforts of educational institutions will go a long way in instilling human values and kindness in the young generation as their way of life. This, in turn, will help to build a compassionate society with a business of having a social entrepreneurial mindset and the emergence of social entrepreneurs from every sphere of an economy. Social Entrepreneurs are encouraged and promoted as they might offer solutions to environmental and social problems countries face and generate social value by offering sustainable solutions over a period of time. In recent times, the pandemic has created avenues for the emergence of new business opportunities which needs the attention of the businesses to address social problems, to name a few like online education, food safety, emergency management, online medical care, healthy living, telemedicine, the reworking of supply chains, remote communication, and better waste management. All these are such business ideas which are not just private This may create opportunities and ideas for the development of social entrepreneurship projects. Let us look at some of the variables which foster social entrepreneurial intent explained in an academic research model developed by Hockerts (2017). Prior experience Prior experience is the exposure and involvement in several social entrepreneurship activities, which may inculcate the desire to work with and find solutions to critical social issues. Prior experience with social issues gives confidence and makes people believe that they can make a difference in society. Involvement in social activities, social organizations, and social volunteer activities are linked with a positive attitude toward social entrepreneurship and result in greater self-efficacy. Empathy Empathy is the ability to understand the emotions, thoughts, and motivations of another and to resonate with them. Empathy can be of two types – Cognitive and Affective. Cognitive empathy is an ability to recognize and understand the pain of another person, whether or not you are resonating with them. Affective Empathy is not just understanding their pain but feeling the pain of others and helping them. Empathy and Compassion drive attitude towards the behaviour. According to Ajzen and other researchers attitude towards behaviour is one’s assessment towards performing or not performing certain behaviour which has a positive impact on social entrepreneurial intent. Empathy is an antecedent to social intent. It can also act as a trigger for the social entrepreneurial process. Moral obligation According to past literature personal moral values and standards are important traits a social entrepreneur possesses. Human decision-making is influenced by values and morals and there is evidence of the role of values in attitude formation and behaviour. One of the determinants of behaviour is perceived moral beliefs and adherence to societal moral standards. The study uses the perception that societal norms imply a moral obligation to help people excluded by society. Social entrepreneurial self-efficacy Self-efficacy is the belief in the abilities of oneself and to exhibit behaviour to produce a given level of achievement. It is confidence in one’s competence to successfully perform tasks related to a new venture. According to some research studies, individuals with high social entrepreneurial self-efficacy will tend to create more social value. Past research contradicts the relationship between self-efficacy and social entrepreneurial intent. Some studies conclude that there is a positive relationship between self-efficacy and social entrepreneurial intent. The effect may be direct on intent or indirect in the form of perceived feasibility. There are some studies which did not find any relationship between self-efficacy and social entrepreneurial intent in their research. Self-efficacy is a variable in every social entrepreneurship model which makes a person believe in himself and results in the perception that the creation of a social venture is feasible. Perceived social support Social Support is the support in the form of trust and cooperation from the government, banks, family and friends. Social support plays an important role to foster the intent of young people and helps in enabling the social entrepreneurial process. It is a known fact that entrepreneurial networks and networking affect the entrepreneurial process. Family and friends share bonding and trust which play a key role in shaping the intention towards becoming social entrepreneurs. The perceived social support to a great extent influences the perceived feasibility and in turn the intent. The degree of social acceptability and social support in terms of providing resources is one of the predictors of entrepreneurial intention.  Social entrepreneurial intent Social entrepreneurial intent is to add value to the existing social enterprise or create a new one. The intent measures how serious a person is about a social issue and the time and effort one invests in a social cause and makes it a reality (Ajzen, 1991). Individuals’ personal characteristics to a great extent influence entrepreneurial intentions. Social Intent on implementation manifests into a social enterprise. Prieto defined social entrepreneurial intention as the innovative purpose that a person exhibits in starting a social company to create social value. The studies on social entrepreneurial intention have exhibited the involvement in social enterprises and environmental support toward social entrepreneur intention (Hockerts, 2017). According to the study by Chavali, et.al (2021), some of the important activities universities/HEIs can plan for students to promote their social entrepreneurial intent in them are – exposure to students in the volunteer field with organizations that work for a social cause, workshops by government bodies, emotional, social and ethical skill training, networking with alumni, working with sustainable development projects, mentoring, nurture new ideas of students,