Cumberland County Library System Foundation

The overarching goal of the Library Foundation is to support the programs, services, and innovative initiatives of the Cumberland County Library System and its member libraries.

Currently, the Library Foundation supports the Library System in achieving the goals listed below. Pending the completion of strategic planning, tentatively scheduled for February 2021, these may be updated.

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 just over 250,000 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 the Coy Public Library of Shippensburg (established 1933). The system headquarters in Mechanicsburg provides technology services, purchasing, cataloging, training, and outreach services for the aged.

During the past five years, progress in these goal areas includes:

Customer Service
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.

Technology
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 website using customer-based design and testing. Website use increased 27% over the five-year period. .
3. Obtained grant funds to install 5 self-service checkout stations.

Partnerships
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.

Public Relations
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.

Finance
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%.