Renovating Your Branch Does Not Mean You Have to Close

Branch renovation and rebranding can be an exciting and stressful time for credit unions. The process can be particularly challenging if you are fulfilling your commitment to members by staying open during the building process. Although this may sound difficult, or indeed chaotic, staying open can simplify the decision to take on a renovation or rebranding effort.

Over the last 15 years, for example, Philadelphia Federal Credit Union ($1.6 billion, Philadelphia, Pa.) has refreshed several of its branches to maintain a current and modern appearance while also taking into account design considerations that contribute to security, ease of access for members and positive work environments.

As an architect, it has been enlightening to observe how tradespeople execute their work in tandem around credit union employees and the people they serve. PFCU’s work has been particularly impressive since it kept branches open, including one location that served as a virtual center for other locations, wherein employees worked via video screen. By following these steps they were able to seamlessly update such an important location that served not only those who visited onsite, but hosted a team that conducted vital work for other locations without disruption.

When considering a renovation, organizations can take either a single-phase approach, which is the most cost effective for a contractor and work efficiency, or a multiple-phase approach, which helps maintain a steady workflow and effort over the long-term. This effort needs to be carefully managed to minimize cost increases due to worker inefficiency versus the added expense of contractors working longer while avoiding multiple mobilizations by the contractor.

To start, evaluation is the key to producing a comprehensive and cohesive plan for the work. Credit unions should collaborate with their architect to evaluate mechanical systems required for work and the distribution of materials that can be expanded across phases. This multiple-phase effort will influence the mechanical systems being assessed.

For example, in a single-phase effort, the use of one large mechanical unit could be the appropriate and cost-effective approach to serve the area. A multiple phase strategy may prohibit the use of a one large unit and smaller mechanical components may be better, with each smaller unit being installed as the subsequent phases become occupied. This cost analysis needs to be evaluated up front to result in the longest-lasting benefit at the location – a single unit with potential complex controls or multiple smaller units.

We can look to PFCU’s branch on Roosevelt Boulevard in Philadelphia to note how evaluation can lead to success. The process allowed for an open dialogue and created a path for the branch to stay completely open to members while contractors installed new ductwork, automatic temperature controls, building management systems and energy-conserving lighting fixtures.

These are intensive components to a construction project, and as you can imagine may ordinarily be obtrusive, which demonstrates just how impressive it is that the branch was able to stay open while the renovation was underway. This success was due to extensive planning, an open dialogue with the credit union and contractor, and collaboration through the construction phase.

With these discussions underway, the next point of consideration is to evaluate the need and available space for temporary workstations and conveniences for credit union employees. These steps create clear spaces for both your employees and contractors to understand where each group will be working throughout each phase. We have found that involving branch management and staff in the process has been a useful resource in maintaining employee engagement – which brings us to a third step for credit unions to follow.

Clear communication between tradespeople and individuals outside of the design and construction process – in this case your employees at the branch – is instrumental to maintaining public safety, managing expectations and minimizing surprises. This can extend to the production and use of graphics and signs to help visitors get to the services they need.  Employees may be given a phasing diagram and orientations at the appropriate time, especially if their break room is going to move between phases.

When considering an architecture studio, many individuals may not realize that in addition to drawing up plans and collaborating with contractors, architects have expanded their services to include branding and interior design. Leveraging today’s virtual capabilities will also provide the chance for the credit union to visualize the space and brand visibility before the space is built.

Maintain a dialogue with your architect, who can offer a variety of resources to support and enhance the design process. These can go beyond traditional renderings and samples and can even include the use of virtual reality.

Using PFCU’s Chestnut Street branch as a design example, the new branch displays a mix of old and new. By collaborating with our architectural team, PFCU was able to showcase the existing brick of a 100-year-old building and complement it with a frameless storefront system, die-cut metal signage, and a back-lit acrylic and stone greeter desk. This helped capture the history of the existing structure while providing the modern feel expected of a modern institution.

During the design process, BLTa created a bold organizational ceiling element that ties the exterior signage to the interior teller area, which also serves as a clear path for wayfinding. To maintain a brand appearance that is consistent with PFCU’s external vision, the ceiling proudly displays both custom corporate colors: A warm grey and deep orange. Wayfinding from the ceiling is further reinforced with the rotated patterning mirrored in the porcelain tile floor. This creates a clear visual path that is welcoming to the eye immediately upon entry.

By openly communicating with all levels of your team, from tellers to executives, your chances for onsite success, efficiency and overall safety are maximized. What’s more, by working with an architect who openly hears your thoughts and provides professional expertise, you’ll be able to develop a process that can ease the burden on your budget, while offering peace of mind and the ability to keep your doors open to members.

Kyle Kernozek, AIA LEED AP, is an associate principal at BLT Architects (BLTa) – A Perkins Eastman Studio in Philadelphia.