In the call to bring out your dead, don't be so quick to tossbranches on top of the heap of abandoned projects.

“If you look purely at the number of credit union branches inoperation, there has been a steady decline that is likely tocontinue into the future. This is being driven by an increasein the number of banking channels to which members have access,including online banking, mobile banking and peer-to-peer lending,”said Michael Downs, vice president of marketing at Momentum, adesign firm based in Seattle and Pittsburgh. “However, the branchis far from dead.”

Rather than going away, Downs said branches are evolving in howthey're used by credit unions to deliver services. There arenumerous surveys that demonstrate that members prefer to use abranch for certain types of interactions, and in fact, would changeinstitutions if their branches went away, he added.

The $1.8 billion Madison, Wis.-based Summit Credit Union hascertainly explored re-imagining the branch with its Fitchburglocation. The facility has been transformed into an InspirationBranch, complete with full 3-D dreams and goals brought tolife.

“When we are young, we dream big dreams and sometimes, as weage, they fall by the wayside of our busy lives,” said Kim Sponem, CEO/president of Summit. “We have re-imaginedwhat's possible to support our members' financial wellness. In a dramatic, cost-effective and innovative way, we've broughtdreams to life in our new Inspiration Branch to remind people oftheir dreams and to energize and inspire action.”

Flowing from one true-to-life scenario to another, the settingsinside the branch range from a segment of a home that features abreakfast nook and girl's bedroom, the Leaning Tower of Pisa and abeach scene complete with beach chairs, umbrella and a realsailboat, to a section of a life-sized airliner, featuring realdoors and seats from a former working aircraft.

Sponem began brainstorming the ideation for the inspirationconcept more than two years ago with Becky Gerothanas, Summit senior vice president of operations, on how they couldmake the idea come to life. In addition to showcasingquintessential 3-D images of common dreams including homeownership, education and travel, the branch was designed with anopen and informal concept. There are no traditional teller lines asa way to further reinforce the feeling of creating a fun,innovative environment for members.

The inspiration façades have been designed by Strang Architects,and built by general contractor Findorff in collaboration with ateam of theatre professionals. The facades are completelyremovable, like a stage set, and do not affect the structure of thebranch. Sponem said it has been a cost-effective way to remindmembers of their dreams and inspire action. In the new setting, members have an option tomeet with Summit advisers in more casual, open areas, such as anEnglish pub setting, complete with chairs from a real pub inEngland, or inside the airliner replica, which, in addition to realairplane passenger seats, also includes captain's seats, headsetsand a flight simulator designed to occupy and entertain thechildren of members during more private meetings.

“As a member-owned cooperative, we believe we have an obligationto try new things to support our members' financial wellness,”Sponem said. “We know that visual reminders of goals andengaging environments support commitment and stimulate new thinkingand action. The inspiration branch helps to build cooperative valuefor all our members as they envision and realize their dreams.”

Downs added that increasingly, credit unions are evaluatingtheir branch networks in a more holistic way.

“When it comes to main operations facilities, credit unions arestarting to look beyond the basic performance of the buildingitself, and are seeking measurement around the potentialimprovements in productivity, communication, employee satisfaction,employee recruitment and training,” Downs said.

Credit unions are starting to pay attention to the growing bodyof research on workplace design and its impact on an organization'sability to perform at higher levels, Downs noted. This istranslating to investment decisions that are more evidence-based,with specific focus on improvements to the quality of memberservice, employee satisfaction, and overall financial performance,he added. As a result, branches are no longer an all or nothingproposition.

“The branch is now one of several banking options and creditunions should consider how it supports all of its delivery channelsand brand identity beyond that one specific location,” Downssaid.

The emphasis is going away from a place to conduct routinetransactions, which are moving to online and mobile channels, andmore on places to provide a higher level of engagement withmembers.”

Downs said this higher level of engagement includes things asbusiness services, investment services, and disputeresolution. While Apple and Starbucks are popular retailicons, in reality, those retail models fit the personality, cultureand mission of very few credit unions, he suggested.

“Instead, we see credit unions incorporating certain pieces ofthe Apple of Starbucks experience into something that is moreauthentic their brand,” Downs said. “In the end, the biggest driverof branching in the future will be credit unions' operatingstrategy.”

According to Downs, operations facilities have become centers ofcommunication, training, and community outreach, and can also serveas an effective tool to recruit local talent into the creditunion.