The Cumberland County Library System Foundation's mission is to support the Cumberland County (PA) Library System and its member libraries:
Amelia S. Givin Free Library (Mt. Holly Springs, PA)
Bosler Memorial Library (Carlisle, PA)
Cleve J. Fredricksen Library (Camp Hill, PA)
East Pennsboro Branch Library (Enola, PA)
John Graham Public Library (Newville, PA)
Joseph T. Simpson Public Library (Mechanicsburg, PA)
New Cumberland Public Library
Shippensburg Public Library
Cumberland County Library System (Carlisle, PA)
Mrs. Carolyn Blatchley
1601 Ritner Highway Suite 100
Carlisle, PA 17013 USA
public library, library, reading, computers, children, teens, older adults, literacy, books, elderly, technology, youth, education, jobs
IRS Filing Requirement
This organization is required to file an IRS Form 990-N.
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What are the organization's current programs, how do they measure success, and who do the programs serve?
SOURCE: Self-reported by organization
Summer Reading Program
The Cumberland County Library System’s annual summer reading program extends the public school year for preschool through grade 12 students into the summer months by providing a wide range of free advanced academic activities designed to foster a love of reading and strengthen students’ reading, writing, speaking, listening and learning skills.
The summer reading program, which features reading for pleasure as its primary activity, addresses the Pennsylvania Department of Education’s academic standards for reading, writing, speaking and listening (2006). Thus, the program supplements our school districts’ instructional programs quite well.
Each year, the Cumberland County Library System’s summer reading program provides a wide range of materials, instructors and instruction that are not typically provided by K-12 public schools during the summer. These advanced academic activities for children and teens include book discussion groups, author visits, book-related craft and entertainment programs, book buddy/reading mentors, story-tellers, special activities and more.
STAR Services for Homebound Elderly Readers
STAR — Service to Adult Readers — is a free program that brings the Cumberland County Library System and its materials to homebound individuals and nursing homes through trained volunteers.
Any adult Cumberland County resident who is unable to visit the library regularly due to age, illness or disability is eligible for STAR. One staff member serves as STAR Coordinator. The coordinator recruits and trains volunteers, interviews new homebound, coordinates with other agencies and purchases materials for the STAR collection.
STAR volunteers have ranged in age from a 14-year-old home schooler and his mother to an 85-year-old man who has made monthly deliveries to an adult day-care program for 20 years.
Homebound have ranged in age from a blind Gulf War veteran in his 20's, to a woman in her 40's who is bedridden by Parkinson’s disease, to a 104-year-old woman. One homebound has been with the program since its beginning and has read over 2000 books.
STAR's monthly library service delivery program benefits not only the homebound individual but also the volunteer, the community and county government.
STAR homebound benefit by having library materials regularly delivered and from having a volunteer actively interested in their lives.
STAR volunteers find rewards in selecting materials and discussing them with their elderly companion, often becoming personal friends.
Cumberland County benefits when its elderly residents stay mentally active and engaged through reading and regular human contact.
Finally, government benefits because STAR helps seniors maintain their independence, thus being less reliant on additional public services. STAR volunteers also serve as gateways for identifying other needed public services.
Library Collection Development
The foundation supports the development of high quality collections of library materials at each system-affiliated facility. This includes both fiction and non-fiction, plus a variety of formats — digital eBooks, digital audiobooks, print, large print, audio visual (DVD's, compact discs), three dimensional objects such as children's puppets, literacy-related toys, etc.
Blind and Vision Impaired
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SOURCE: Self-reported by organization
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What have and haven't they accomplished so far?
The Cumberland County Library System (CCLS) mission is to plan, develop, coordinate and provide comprehensive public library services for residents through a cooperative network of eight public libraries. Its primary focus is to meet the cultural, educational and informational needs of library users and community residents. Its most recently adopted strategic plan for 2013-2017 has the following goals:
1. Customer Services: Provide quality customer library service for Cumberland County residents.
2. Running the Business Efficiently: Embrace customer feedback and evaluation, cost-effective processes and effective public relations to provide customers with quality services.
3. Sound Financial Management: Maximize and expand available resources through collaborative financial planning and development of alternative revenue sources.
4. Learning, Technology & Innovation: Embrace learning opportunities, innovations and new technologies to better serve our customers.
1. Customer Services: Provide quality customer library service for Cumberland County residents by:
• Providing core library audiences –families with children, older adults and avid readers — with quality library services.
• Providing customers with innovative, effective online library services
• Exploring and evaluating new library service roles and initiatives
2. Running the Business Efficiently: Embrace customer feedback and evaluation, cost-effective processes and effective public relations to provide customers with quality services by:
• Obtaining and responding to customer feedback about library roles and services regularly
• Evaluating and adopting efficient, cost-effective library processes
• Promoting the value of library services strategically and effectively
3. Sound Financial Management: Maximize and expand available resources through collaborative financial planning and development of alternative revenue sources by:
• Obtaining adequate resources
• Managing resources effectively
• Allocating resources equitably
4. Learning, Technology & Innovation: Embrace learning opportunities, innovations and new technologies to better serve our customers by:
• Developing leadership among staff and board members
• Embracing new technologies
• Fostering innovation and partnerships
CCLS libraries are cornerstones of the communities they serve. Free access to the books, ideas, resources, and information in CCLS public libraries is an essential part of community residents' education, employment, enjoyment, and self-government. Community members are eligible for a library card — at no charge — to visit, borrow materials, attend programs, or to use online services from any Cumberland County public library or from their home or work computer.
The library system's service area has 244,731 people. This includes all of Cumberland County and three Franklin County municipalities located in the Shippensburg Area School District (Shippensburg, Orrstown and Southampton Township).
CCLS member libraries include Amelia Givin Library in Mt. Holly Springs (established 1889), Bosler Memorial Library in Carlisle (established 1900), Fredricksen Library in Camp Hill (established 1957), East Pennsboro Branch (established in 1985), John Graham Library in Newville (established 1960), Simpson Public Library in Mechanicsburg (established 1961), New Cumberland Public Library (established 1941) and Shippensburg Library (established 1933). The system headquarters in Carlisle provides technology services, purchasing, cataloging, training, and outreach services for the aged. A brief profile from each of its libraries is listed below.
Historically and now, Cumberland County's libraries are the most well-used and visible of all county wide services.
In 2012, more than 1.2 million people visited the CCLS physical facilities, plus there were more than 3.8 million virtual visits to the library system's web site (http://cumberlandcountylibraries.org) and its online catalog. We are proud that CCLS has the highest circulation rate per person – 10.82 – of any library system in the Commonwealth of Pennsylvania.
Key performance indicators include:
Library material check outs (circulation)
Library card holders
Library program attendance
Library system home page hits
Reference database searches
Reference database items examined
Online Library Catalog Search Sessions
Public internet computer use sessions
Number of new rush request items handled
Turnaround time for new rush (request) items
Number of new non-rush items handled
Turnaround time for new non-rush items
Number of staff trained
Number of staff learning hours
Number of trustees trained
STAR materials delivered to homebound individuals
Number of library system stories reported in news media outlets
Number of grant and funding applications
During the past five years, progress in these goal areas includes:
1. Increased services to core constituencies over the five-year period.
2. Received national recognition for STAR services from National Association of Counties.
3. Received statewide recognition by earning seven Best Practices in Early Learning awards from the Pennsylvania Library Association for outstanding children's programs.
1. Expanded the library system's public computer network 36% with the addition of 15 new public computers. This reduced waiting times for customers to use computer resources and contributed to increased usage (18%) over the five-year period.
2. Re-designed and re-built the library system's web site using customer-based design and testing. Web site use increased 27% over the five-year period. .
3. Obtained grant funds to install 5 self-service checkout stations.
1.Collaborated with Dauphin County library system to develop a shared eBook and eAudio collection. Also, reviewed and selected reference databases for joint purchase as a member of Capital Area District Electronic Resources Committee. This approach yielded cost savings, a wider array of choice and opportunities for joint marketing of services.
Staff Training and Development
1. Provided staff with training in technology, customer service, development software, web site software, and social media.
2. Supported the orientation and training of three new library directors and several new management staff members.
3. Focused on trends and new library service initiatives by 1) holding several 'Let's Talk about the Future' summits to discuss library trends; 2) visiting innovative library systems; and 3) developing a 'Future-oriented' Intranet web site for library staff.
1. Effectively communicated financial challenges to news media through news releases and the development of news media relationships. News media reports increased 85% over the five-year period
2. Re-designed and continuously developed library system web site to more effectively promote library services.
1. Fully funded a 90-day Contingency fund and established a Strategic Development Fund and several special project funds.
2. Obtained non-profit status for library system Foundation. Foundation secured new revenue sources; support increased from $1000 (2008) to about $24,000 (2011).
3. Total operating expenditures declined about 16% — from $7.3 million to $6.1 million.
4. State revenue cut 41%. County and locally raised revenue increased 6%. Local municipal funding increased 14%.
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The people, governance practices, and partners that make the organization tick.
as of 3/2/2018
Mr. Kevin Stoner
Term: 2011 - 2019
Amelia Givin Library
John Graham Library
C. Lu Conser
SOURCE: Self-reported by organization
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.SOURCE: Self-reported by organization
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Has the board conducted a formal, written assessment of the chief executive within the past year?
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Has the board conducted a formal, written self-assessment of its performance within the past three years?