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Cover Story

The Next Stage

Donald Sanders, executive artistic director of MIFA Victory Theatre

Donald Sanders, executive artistic director of MIFA Victory Theatre

When asked how many tours he’s given of the Victory Theatre in Holyoke, the landmark that went dark in 1979, Donald Sanders gave a hearty laugh — something he does often — and just shook his head. That was his way of saying ‘more than I could count.’

Those tours have been given to elected officials, economic-development leaders, city department heads, arts groups, members of the media … you name it. They’ve all been in for a look at this piece of history that a city, and a region, have been desperate to renovate and make a part of the future, not merely the past.

And while the tours given today are essentially the same as those given years or even decades ago — they go everywhere from the front lobby to the mezzanine to the stage area — there is a new sense of urgency, optimism, and, yes, momentum — with these visits, said Sanders, executive artistic director of MIFA Victory Theatre, which has been at the forefront of efforts to restore the theater for the past 20 years.

Indeed, over the past several months, there has been a new tone to the discussions about restoring the 1,600-seat facility back to a Broadway-style theater. Specifically, there is a growing sense, after more than 40 years of talk, that this project is real.

“It’s more than just arts and culture; it’s really about impact to community and the secondary impact it offers.”

“I’ve always been optimistic that this could happen, but now, there is greater reason for optimism,” said Sanders, noting that MIFA (the Massachusetts International Festival of the Arts) acquired the Victory Theatre from the city in 2009 and has been committed to its revival since because it region’s best option for bringing large Broadway shows back to the Pioneer Valley. “There is a greater sense of momentum now than perhaps ever before.”

Several factors have contributed to this momentum — everything from a visit to the theater by gubernatorial candidate Maura Healey back in late June to a recent bus trip to Schenectady, N.Y. to take in the restoration of the Proctors arts complex, a project that is similar in many ways to the Victory initiative, to progress with the closing of a persistent funding gap thanks to federal ARPA money.

renovated Victory Theatre.

An architect’s rendering of a renovated Victory Theatre.

Some of that money has been aside for “transformative projects” in communities, said Sanders, adding that he and others have long been making the case that a restored Victory Theatre hosting Broadway shows and other large events can and will have a transformative effect on the local economy.

But there are other factors as well, said Susan Palmer, a principal with the Palmer Westport Group, which focuses on strengthening and developing fundraising and leadership capacity of theaters across the country.

She has consulted on a number of projects aimed at bringing formerly dark theaters back to useful life, and she credits the leadership in Holyoke, and especially Joshua Garcia, the city’s first Puerto Rican mayor, with injecting some needed energy and confidence in the Victory Theatre project.

“He has been fearless; he has been relentless,” said Palmer, who was a theater producer at Barrington Stage in Pittsfield and also worked at Jacob’s Pillow, the Colonial Theater, and the Berkshire Theatre Festival before launching her consulting firm in 2005. “He has a three-legged stool of priorities for the city; he wants to increase and improve the housing stock, he wants to improve educational outcomes, and he wants Holyoke to be the center of economic revitalization in that area, and he feels putting the Victory Theatre back in service is a key to that.”

Garcia, who has put together a strike force (led by his wife, Stephanie) to keep the focus on the project and raise funds within the community for the efforts, said the theater project is, indeed, a key element in efforts to revitalize the city and its downtown and bring new businesses and vibrancy to the community.

The theater has been closed since before he was born, but its importance to the city, from a cultural, economic-development, and pride standpoint, is certainly not lost on him, and he believes the remaining hurdles to restoration of the Victory can be cleared.

“This project is in the ninth inning, as I like to say, and we have a short window to close the funding gap,” Garcia said. “The gap is $15 million to $20 million, but a very clear and doable path has been identified.”

He said the trip to Schenectady, during which participants got to take in a performance of Aladdin, showed not only what can be done to restore a landmark, but what doing so means for the community.

children watch a movie at the Victory Theatre in the ’70s

At top, children watch a movie at the Victory Theatre in the ’70s. Above, a view of Suffolk Street and the theater from 1955.

“It was such an eye-opening experience to know what Schenectady has been able to accomplish with their community,” he said. “It’s more than just arts and culture; it’s really about impact to community and the secondary impact it offers; their story felt very similar to ours.”

For this issue, BusinessWest takes an in-depth look at the Victory Theatre project and at how those involved believe that now, more than 40 years after the last movie was shown there, there is sufficient funding, and momentum, to get this initiative over the goal line.

 

Marquee Moments

Palmer told BusinessWest that she has been involved with several theater-restoration projects, including the Colonial Theatre in Pittsfield, a project credited with helping to revitalize a city that had been devastated by the loss of its largest employer, General Electric.

While all of these initiatives differed in some ways, there was a common denominator: time.

Indeed, almost all of these projects took several decades to complete, she said, adding this is an element that is often overlooked in some communities undertaking such initiatives, including Holyoke.

“They all take a long time,” she said. “But the people who are working in these individual communities are only working on their project; they don’t realize that they’re in a pool of companions who have experienced the same thing.

“I worked on one in Ohio, the Woodward Opera House, that took 33 years. So there are two generations of people who have been involved with that. I was brought in in the last three years, and I would talk to people who would say, ‘my parents were working on this back when I was in grade school.’”

“I worked on one in Ohio, the Woodward Opera House, that took 33 years,” she went on. “So there are two generations of people who have been involved with that. I was brought in in the last three years, and I would talk to people who would say, ‘my parents were working on this back when I was in grade school.’”

There are at least two generations of Holyoke residents who have been hearing about, and been part of, efforts to restore the Victory Theatre.

Time has mostly stood still for the landmark since its last showing of the Clint Eastwood comedy Every Way Which Way but Loose in 1979. As one enters the theater, there are some remnants from that final showing, including a few old popcorn tubs, still to be seen.

Movie showings were the last chapter for the Victory, which was commissioned by leading industrialists in the city, including silk-factory owner William Skinner, in 1918, said Sanders, adding that it was intended to be the largest, grandest theater in a thriving city that already boasted many of them.

Turning back the clock a century or so, Sanders said Holyoke had several theaters in its downtown area, as well as a 3,000-seat opera house that stood where a parking garage now exists across from City Hall. The theaters included the Strand, the Majestic, the Suffolk, and the Bijou.

The site selected for the Victory Theatre, a name chosen to commemorate the Allies’ victory in World War I, was adjacent to the Holyoke House, then the finest hotel in the city, said Sanders, adding that this was a pattern followed by many cities at that time.

The Victory Theatre closed in 1979

The Victory Theatre closed in 1979 and hasn’t seen much light since then.

The Victory was what’s known as a ‘legitimate house,’ said Sanders, meaning that it had the finest of accommodations and was the therefore the preferred theater of choice for many performers of that era.

“That terminology means it hosted the highest level of shows and was a theater that was the best-equipped, had the best dressing rooms, etc., etc.,” he said, adding that Holyoke didn’t have a ‘legit house,’ and its leaders were determined to build one.

Fast-forwarding through the history of the Victory, Sanders said its fortunes mirrored those of the city. As the paper and textile mills that enabled Holyoke to boast one of the highest per-capita income rates in the country a century ago began to move south and then eventually offshore, the theater and the area around it started to decline, and the Victory eventually became a movie house.

As the trend in movie theaters shifted to smaller facilities in large complexes with multiple screens, its fortunes faded further until it ultimately closed. After it was taken for non-payment of taxes in the early ’80s, there were various efforts to restore the landmark, said Sanders, adding that, in all cases, the money needed — $9 million maybe 30 years ago and then progressively higher figures as the scope of the work increased — could not be raised.

In 2005, an item came before the Holyoke City Council to raze the Victory Theatre, he said, adding that he lobbied that group to stay the execution, arguing that such a vital landmark — and potential economic-development engine — should not be lost to the past.

The council listened, he said, and the Victory lived to fight another day.

To the casual observer, meaning those who haven’t been in for a tour, the facility seems frozen in time and unchanged. But that’s not the case, said Sanders, noting that a number if improvements have been undertaken over the years to ready the theater for restoration.

Steps have included asbestos removal, installing a new roof, converting the gas utility to electric (a project still underway), restoration of historic murals located near the stage, replacing non-compliant window coverings with new polycarbonate clear coverings, and other initiatives that together total nearly $5 million.

Overall, the structure is very sound, noted Sanders, adding that no expense was spared in building it.

 

Victory Is in Sight

To bring a project like the Victory Theatre to a successful result, a number of elements have to come together, Palmer said. These include leadership, a commitment from the community, funding, of course, and sometimes a little luck.

In the case of the Victory, the luck, if one chooses to call it that, comes in the form of ARPA money in the wake of the pandemic, funds that are expected to close most, but not all, of a $5 million to $6 million gap between the $58 million needed for the project and what has been raised through various means, including historic tax credits and new market tax credits; private, individual, corporate, and foundation donations; and public grants.

“ARPA money is what helped this project turn the corner,” Palmer explained, adding that the federal government has released $350 billion in funds to individual cities and states, and those working on the Victory Theatre project are currently working with several lobbyists to position this initiative for a $12 million ARPA allocation.

“It hasn’t happened yet … it’s coming in dribs and drabs, pieces here, pieces there,” she said, adding that the ARPA funds will constitute roughly half of what still needs to be raised for the project.

The rest will be raised locally, she said, adding that $7.5 million has been pledged, and there are plans for a community effort with a goal of raising $2 million.

Local fundraising will include mostly smaller donations, Palmer said, but that grassroots effort, which will involve phone calls, knocking on doors, letter-writing campaigns, and fundraisers and friendraisers of all kinds, will bring area residents and businesses into the fight to restore the theater, and it will send a strong message to elected leaders about the importance of the initiative — to the city and region as a whole.

Mayor Garcia agreed, and noted again the importance of the project, not just from the standpoint of the arts, as significant as that is, but to the proverbial big picture in Holyoke and the region.

“The Victory Theatre checks off a lot of boxes,” he said. “When we think of what we’re trying to do in our city, in our downtown, in terms of tourism and economic development, this is just another piece of the greater economic system puzzle that we’re trying to solve here.”

Elaborating, he said the theater cannot exist in a vacuum, and there must be an infrastructure of supporting businesses — restaurants, bars, and other hospitality-related ventures — to make a revitalized Victory Theatre succeed.

Palmer concurred, and to explain, she did some math.

“When the theater opens, it’s going to be substantial — there are 1,600 seats in there,” she said. “The average occupancy, or utilization, rate of any nonprofit regional theater on any given night is 65%, so there will be 1,100 people bopping around that neighborhood several times a week. Right now, there aren’t many things to do, and certainly not enough to accommodate 1,100 people.

“So, there’s a parallel effort we’re working on to make sure, when the theater opens its doors, that the ancillary economic benefit will be ready to go,” she went on, adding that city officials and the strike force are working to help make sure that there is an infrastructure in place to support the theater.

Meanwhile, work continues to build on the current momentum and convince the public that there is a path to getting this done, said Aaron Vega, Holyoke’s Planning director, adding that more than 40 years of waiting for action on the property has created some stubborn skepticism that still must be overcome.

“It does take a long time for these projects to happen, and there has been work done,” he said. “Unfortunately, it’s not visible from the outside; people drive by and say, ‘it looks the same as it did 10 years ago or 20 years ago.’ Overall, we need to reinstill some energy and some trust that this project is real.”

The bus trip to Schenectady and the Proctors arts complex was part of this larger effort, said Vega, noting that Schenectady and Holyoke are very similar in that they were both devastated by the loss of large employers (in the former’s case, it was General Electric). And their respective restoration projects are similar as well in that they involved long periods of time and a deep commitment from the community.

“One of the reasons we took that trip is to have people be able to come back and tell the story of what a theater like this could do for Holyoke, obviously, but also the entire region,” he said, adding that these discussions are now being had, generating what he and others expect will be more momentum.

And momentum not just for theater, he said, but what can come because of such a facility.

“I’m hoping that people can see the spinoff,” he explained. “The new restaurants, the buildings that were unoccupied being reoccupied — that’s the thing we want to see, the spinoff and the ripple effect; that’s what is going to affect everyone, not just those who will go to the theater.”

 

Bottom Line

Returning to the subject of those tours he has given — and will continue to give — Sanders said they do more then enlighten. They also educate and inspire those who take them.

In most all ways, they are better than a marketing brochure, better than talking to someone about the history and importance of this landmark.

“It’s our biggest selling point; it’s much better than me saying, ‘we have the last Broadway house in the region,’” he noted. “People walk through the door, they see 800 seats and the stage … and they realize what a treasure this is.”

It’s been 43 years since this treasure was anything more than a piece of history, but if all goes well — and things are tending in that direction — it will soon be an important piece of the future.

 

George O’Brien can be reached at [email protected]

Commercial Real Estate Daily News News Real Estate Real Estate

SPRINGFIELD Colliers Capital Markets announced that it has been retained by MassDevelopment, to sell 1550 Main Street, the 128,900 square-foot office building in Springfield’s downtown corridor.

Colliers Executive Vice President Jeanne Pinado will lead marketing efforts of 1550 Main, with Vice President Rob Schlesinger providing additional support, and the firm will issue a call for offers in mid-July.

The five-story office building is 97% leased and underwent a complete $9 million renovation in 2010. Capital improvements included creating a high-quality building entrance with an open atrium with 70-foot ceilings, as well as building an outdoor plaza and improving landscaping, elevators, restrooms and more.

Formerly a federal courthouse, 1550 Main St. is home to tenants such as the administrative offices for Springfield Public Schools, the United States General Services Administration, and BayState Health. The building has a 103-space below grade garage and connects via a pedestrian skywalk to the 28-story Tower Square, an office, retail, hotel and parking complex. MassDevelopment purchased 1550 Main from the federal government in 2009 and revitalized the campus to position it as a Class A office building with an expansive public plaza as part of an economic development initiative.

Business of Aging

Room for Improvement

By Elizabeth Sears

 

Cooley Dickinson has a vintage 1973 Emergency Department — functioning well beyond its expected lifespan.

Even though this older facility has been a workhorse through the pandemic, helping support its community through what is now four waves of COVID-19, it has some obvious bottlenecks. Due to a constriction of space, those at Cooley Dickinson have found themselves getting creative, using hall beds in order to get by. However, an intriguing, $15.5 million solution is currently in the works for 2023.

The plan, “Transforming Emergency Care: Campaign for the Cooley Dickinson Emergency Department,” will include the renovation of 17,000 square feet, plus a 6,600-square-foot expansion. In 2019, Cooley Dickinson completed a master plan for facilities, and the Emergency Department was identified as an area greatly in need of expansion and and renovation.

“We looked at the entire institution, and the Emergency Department emerged as the number-one priority,” said Diane Dukette, chief Development officer at Cooley Dickinson. “Then came the pandemic, and that only further heightened that need we had to take over the endoscopy space to create a specialized respiratory Emergency Department.”

This project was delayed due to the COVID-19 pandemic; the initial plan was to start in 2020. However, this has allowed for plenty of time to plan, and those at Cooley Dickinson are feeling optimistic about the current timeline.

Diane Dukette

“We looked at the entire institution, and the Emergency Department emerged as the number-one priority.”

“The more planning you put into this, the better your construction phase is going to be, so we plan to really work with Consigli, our construction manager, to roll out a good phased-construction plan so it goes smoothly,” said Dr. Robert Redwood, an emergency-medicine specialist at the hospital.

Since this project is occurring in an endemic-COVID world, the plan is incorporating HVAC needs like filters and negative airflow throughout the Emergency Department. This will be essential for taking care of patients during an ongoing respiratory pandemic, Redwood said.

The ED expansion and renovation project continues to be the top priority of the organization. The Emergency Department is roughly 40% undersized right now for the population it serves, and that figure does not take into account the Pioneer Valley’s constantly growing population.

Due to the current space limitations in the existing ED, Cooley Dickinson’s staff strategically makes decisions every day about where to put patients. This is not ideal for anyone, but the staff is doing everything they can to ensure patient care, Dukette said.

“Our staff are spending more time doing workarounds and showing up and providing exceptional care in this space,” she told BusinessWest, adding that more space will allow them to do their jobs more efficiently.

Redwood spoke of the ‘triple aim’ in healthcare, which focuses on better outcomes, population health, and patient satisfaction. Now, there’s been considerable interest in a ‘quadruple aim.’ The Institute for Health Improvement has developed a four-part framework which includes care for the care team — something that has been key during this pandemic, he said. This factor will certainly be reflected in the upcoming project.

Dr. Robert Redwood

“We are sort of in the midst of a burnout epidemic as well during the COVID epidemic, and we want our facilities to be a place where staff feel proud to work and are able to take care of patients but also take care of themselves.”

“There’s going to be good lighting for the staff, staff respite areas and we’ll really try to take care of the people providing the care as well,” he said. “We are sort of in the midst of a burnout epidemic as well during the COVID epidemic, and we want our facilities to be a place where staff feel proud to work and are able to take care of patients but also take care of themselves.”

 

Space Exploration

It has been firmly established that crowding in emergency departments leads to poor outcomes, which is especially evident from the ED crowding that has been seen across the nation due to COVID-19. This has only emphasized the importance of streamlined processes where medical professionals can move their patient population through their space and get the emergencies diagnosed and stabilized in a rapid fashion, Redwood said.

“There are time-sensitive drugs,” he explained. “If you come to the emergency department with a stroke, my goal is to get you tPA — it’s called alteplase — within 60 minutes, and a key step there is getting this CT scan in a timely fashion, so the closer the CT is, when it’s co-located in the department, the quicker you can do those critical-care pathways.”

Another focus of this renovation project is creating a more geriatric-friendly facility. This includes features like large hallways, accessible bathrooms, nutrition stations, mobility aids, good acoustics, good signage, and bright lighting.

“These sound like no-brainers now, but they’re really not no-brainers,” Redwood explained. “You have to build it, you have to design it, elegantly. When patients come into the ED with dementia, they can easily have sensory overload, and then have behavioral changes due to sensory overload, so you want to have an environment that supports care for patients with dementia.”

Cooley Dickinson’s Emergency Department has received geriatric emergency department accreditation by the American College of Emergency Physicians, making it a pioneer within its larger healthcare system, Mass General Brigham. Indeed, it is the first hospital within the 13-hospital system to receive that accreditation. Other facilities in the system are going to follow suit, Redwood noted.

Another improvement to be included in this project is a larger behavioral-health pod, the need for which has only been exacerbated by two years of pandemic.

The phenomenon has been referred to as the “syndemic” — the COVID-19 pandemic plus a mental-health epidemic. Many of the support structures people have for their mental-health needs are lacking, Redwood explained, calling for improvements in behavioral-health resources.

“We’re going to have a dedicated behavioral health pod,” he said. “The current pod for behavioral health has four beds, and, for example, we have pediatric psych warding as a challenge in Massachusetts. We have two patients who have been there for well over a month in the pod, so those are beds that aren’t turning over, they aren’t readily usable. An expanded behavioral-health pod will be just really beneficial for the community.”

As noted, the price tag for the project is $15.5 million. Dr. Lynnette Watkins, president of Cooley Dickinson Health Care, recently announced a $1 million gift given by John and Elizabeth Armstrong of Amherst to contribute to the project. Additional fundraising efforts have been launched in these early stages of the project.

“What’s particularly exciting is that we had a group of individuals that came together to help us get this launched and gave us collectively a million-dollar challenge: to raise a million dollars by March 1, and then they’ll give us another million dollars,” Dukette said.

In regard to that $1 million goal, Cooley Dickinson has $117,000 left to raise over the next two weeks before it can garner the matching $1 million. Toward the end of the year, the hospital anticipates reaching out to the community for fundraising, which will coincide with when construction starts.

“This is a project that truly touches everyone in our community, and the club is honored to support the hospital,” said Steve Roberts, 2021-22 president of the Northampton Rotary Club, on the club’s recent $5,000 gift to the campaign.

 

Bottom Line

Redwood emphasized that, at the end of the day, what the Cooley Dickinson Emergency Department really needs is real estate.

“We need physical beds, and having an expanded footprint will allow us to really meet our community’s needs,” he said. “So we’re building an ED for 40,000 to 48,000 ED visits per year. Right now we’re around 32,000 to 34,000 visits per year, but the Valley is a popular place, it’s only growing, and we know we’re going to need that capacity.”

Both Redwood and Dukette enthusiastically stressed that this project is essential for the well-being of their community.

“We’re extremely proud of the fact that we are very inclusive, and we do everything we can to make whoever shows up in our emergency room feel welcomed and cared for,” Dukette said. “We’re a team.”

Building Permits

The following building permits were issued during the month of March 2019.

AMHERST

57 East Pleasant St., LLC
57 East Pleasant
$46,700 — Renovate existing meeting rooms

Central Amherst Realty Trust
51 East Pleasant St.
$6,000 — Remove wall, install sinks, move gas lines, resurface bar

Gillen Development Corp.
401 Main St.
$3,200 — Relocate two interior doors, install shower

The Green Tree Family, LP
85 North Whitney St.
$14,000 — Construct four offices within existing separation

Roula Kofides
363 Main St.
$2,000 — Replace damaged entry door

Mosaic Real Estate Amherst, LLC
169 Meadow St.
$125,000 — Renovate space for phase 2 of medical waiting and display room

One East Pleasant St.
1 East Pleasant St.
$145,00 — Restaurant buildout

CHICOPEE

4 Perkins, LLC
165 Front St.
$30,000 — Construct two Hollywood-type sets

Center Group, LLC
13 Center St.
$12,000 — Remove existing kitchen hood and install new hood and ductwork

Chicopee Boys Club Inc.
580 Meadow St.
$1,500 — Add non-bearing walls to create lobby space within existing larger lobby

Chicopee Tower Nominee Trust
481 Center St.
$25,000 — Install wireless communications equipment on existing tower and within existing equipment shelter

DEERFIELD

Angel Properties
3 Sugarloaf St.
$6,000 — Interior renovations

EASTHAMPTON

155 Northampton, Easthampton
155 Northampton St.
$1,283,250 — Interior renovations, renovate storefront enclosure

Eastworks, LLP
116 Pleasant St.
$10,000 — Oversee installation of new elevator equipment

EAST LONGMEADOW

American Tower Corp.
30 Benton Dr.
$25,000 — Cell site modification

99 Restaurant
390 Main St.
$12,000 — Repair automobile damage

LG Industries, LLC
194 Pleasant St.
$25,000 — Basement

Town of East Longmeadow
60 Center Square
$25,000 — Renovate bathroom and break room

GREENFIELD

Baystate Franklin Medical Center
164 High St.
$230,870 — Reconfigure interior of Emergency Department to install bathroom and shower for behavioral-health pod

One Arch Place Inc.
46 Wells St.
$10,000 — Construct interior walls, new bathroom

Town of Greenfield
298 Federal St.
$336,000 — Construct interior wall partitions, suspended ceiling

HADLEY

Parmar & Sons
24 Bay Road
Two directional signs and one wall sign at Homewood Suites

Sandri Development Inc.
457 Russell St.
$262,000 — Install new siding, windows, and doors; redo parking lot and sidewalks; and renovate interior to convert former gas station into retail facility

W/S Hadley Properties II, LLC
337 Russell St.
New wall sign and alter tenant panel in existing ground sign at Marshalls

LONGMEADOW

GPT Longmeadow, LLC
674 Bliss Road
$135,000 — Exterior renovations to former Bertucci’s restaurant

GPT Longmeadow, LLC
674 Bliss Road
$125,000 — Interior upgrades to dining area, bar area, and bathrooms at former Bertucci’s restaurant

Longmeadow Historic Preservation
734 Longmeadow St.
$1,014,000 — Construct office spaces in former single-family home

NORTHAMPTON

Billmar Corp.
330 North King St.
$16,906 — Install new electric door at entrance

City of Northampton
123 Haydenville Road
$2,000 — Replace three antennas and add ancillary equipment to telecommunications tower at Smith School

City of Northampton
125 Locust St.
$11,368 — Re-roof storage building for Department of Public Works

City of Northampton
300 North Main St.
$143,000 — Removate two bathrooms at Pines Theater in Look Memorial Park

City of Northampton
6 Water St.
$5,688 — Re-roof building for Water Department

Five College Realtors
92 Main St.
$2,800 — Illuminated wall sign (side)

Five College Realtors
92 Main St.
$2,800 — Illuminated wall sign (front)

P + Q, LLC
110 Main St.
$1,000 — Non-illuminated wall sign for Coldwell Banker

Saga Communication of New England Inc.
15 Hampton Ave.
$12,500 — Install new drop ceiling in conference room, install refrigerator in break room

Konstantinos Sierros
99 Main St.
$8,000 — Remove staircase, construct walk-in keg cooler for JJ’s Tavern

PALMER

JJC Materials, LLC
153 Breckenridge St.
$7,668,000 — Install ground-mount solar array

Yummy Asian
1033 Thorndike St.
$13,931.29 — Install new hibachi, including non-structural wall; hood, ductwork, and wet chemical fire suppression; and CO- and smoke-detection system

SPRINGFIELD

Blue Tarp Redevelopment, LLC
12 MGM Way
$2,000,000 — Alter existing gaming floor area at MGM Springfield for casino island bar

Colebrook Partners South, LLC
511 East Columbus Ave.
$993,000 — Alter tenant pharmacy space, Springfield CTC

Michele Hagan
1930 Wilbraham Road
$30,000 — Interior demolition for future buildout for New Valley Bank

SCP 2001 A-CSF-27, LLC
370 St. James Ave.
$124,700 — Interior renovations and lab upgrades at CVS

SCP 2001 A-CSF-27, LLC
970 St. James Ave.
$124,000 — Interior renovations and lab upgrades at CVS

Springfield MA Post Office Employees Credit Union
264 Brookdale Dr.
$224,360 — Alter interior space in basement and first floor for Pioneer Valley Credit Union

WEST SPRINGFIELD

Town of West Springfield
255 Interstate Dr.
$20,000 — Replace three existing antennas

WILBRAHAM

Town of Wilbraham
28 Springfield St.
$31,975 — Repair existing ramp at rear entrance

Building Permits

The following building permits were issued during the month of December 2018.

CHICOPEE

660 Broadway, LLC
670 Broadway
$16,000 — Convert building for use as Domino’s Pizza; lighting upgrade, separate front lobby from production area, reface exterior sign, new lobby tile and wall tile in production area

Chicopee Falls Polish Home
27 Grove St.
Roofing

Christy Real Estate, LLC
710 Fuller Road
$65,800 — Roofing and related work

EAST LONGMEADOW

Allied Floor
55 North Main St.
$2,850 — Two signs

Cartamundi
443 Shaker Road
$152,855 — Concrete slab

Chipotle
42 Center Square
Sprinkler system

Go Graphix
31 Benton Dr.
$53,325 — Roofing

St. Mark’s Church
1 Porter Road
$3,250 — Wood stove

EASTHAMPTON

F & G, LLC
34 Water Lane
$2,000 — Repair shed in rear yard

Norwich Properties
123-133 Union St.
$4,500 — Install fence along sidewalk

Terah Properties, LLP
81 East St.
$57,500 — Roofing

GREENFIELD

Rosenberg Property, LLC
311 Wells St.
$8,365 — Strip and replace shingles on addition, install new vinyl siding and trim over existing siding, install new ridge vent

Steven Schechterle
402 Federal St.
$10,000 — Install two windows, put up stone veneer and vinyl shakes on storefront

St. James Episcopal Church
8 Church St.
$10,000 — Install insulation on attic floor and basement rim

Syfeld Greenfield Associates
259 Mohawk Trail
Erect sign attached to building, erect sign on existing free-standing pylon

LONGMEADOW

Peter Cooney
Ely Road
$14,400 — Demolish accessory building (barn)

First Church of Christ
763 Longmeadow St.
$20,000 — Add fence

GPT Longmeadow, LLC
666 Bliss Road
$17,369 — Roofing

Town of Longmeadow
62 Wolf Swamp Road
$102,700 — Replace cast-iron sectional boiler

NORTHAMPTON

Andrew Adams and Joya Adams
185 Main St.
$1,050 — Non-illuminated sign for Tim’s Used Books

Blue Sky Real Estate, LLC
269-271 Main St.
$6,000 — Roofing

Castle Pines, LLC
344 King St.
$1,000 — Illuminated clearance sign for Burger King

Castle Pines, LLC
344 King St.
$1,000 — Illuminated order-station sign for Burger King

Castle Pines, LLC
344 King St.
$1,000 — Illuminated wall sign for Burger King

City of Northampton
240 Main St.
$9,000 — Erect two columns in basement for limited first-floor repairs

City of Northampton
170 Glendale Road
$9,900 — Roofing

Malvern Panalytical
45 Industrial Dr.
$3,500 — Install seven replacement windows

Northampton Terminal Assoc., LLP
1 Roundhouse Plaza, Suite 2
$7,000 — Office renovation; remove three walls and rebuild

Northwood Development, LLC
15 Atwood Dr.
$3,500 — Non-illuminated ground sign for Hampshire Probate and Family Court

Kevin Ovitt
55 Damon Road
$2,000 — Illuminated sign for Kevin’s Haircuts

Smith College
18 Henshaw Ave., Unit C
$12,000 — Roofing and rot repair

Smith College
21 Henshaw Ave., Unit A
$5,000 — Roofing and rot repair

D.A. Sullivan & Sons Inc.
84 North St.
$4,000 — Construct exercise room

SPRINGFIELD

Big Y Foods Inc.
2145 Roosevelt Ave.
$233,000 — Alter new employee entrance at Big Y distribution facility

Blue Tarp Redevelopment, LLC
12 MGM Way
$30,000 — Install three projection screens in Commonwealth Bar at MGM Springfield

Marcom Realty, LLC
155 Brookdale Dr.
$353,543 — Alter interior tenant space for Louis and Clark Pharmacy

Mason Wright Senior Living Inc.
73 Walnut St.
$64,845 — Alter former storage room into new daycare classroom

Mercy Medical Center
271 Carew St.
$38,160 — Alter office space for exam room in Oncology suite on first floor of Sister Caritas Cancer Center

Luis Moctezuma
1490 Allen St.
$5,000 — Commercial tenant space for restaurant

Roman Catholic Diocese of Springfield
577 Carew St.
$20,000 — Remove and replace three roof-mounted antennas and three remote radio units and install one hybrid fiber cable for T-Mobile at Our Lady of Hope Church

SAIA Motor Freight Line, LLC
345 Rocus St.
$320,000 — Alter interior office space

WEST SPRINGFIELD

AAA Pioneer Valley
150 Capital Dr.
$28,584 — Roofing

Agri-Mark Inc.
958 Riverdale St.
$45,000 — Foundation work for installation of a new silo

Mike Bertera
180 Westfield St.
$7,100 — Remove non-bearing wall, build two half-walls, remove cabinets and counter frame in old window and sheetrock

Camel, LLC
1452 Memorial Ave.
$35,000 — Remove and replace existing HVAC rooftop units

Bill Dellagiustina
414 Park St.
$7,820 — Deliver pre-built accessory structure

Bill Dellagiustina
414 Park St.
$3,135 — Deliver pre-built accessory structure

Town of West Springfield
255 Interstate Dr.
$20,000 — Remove three existing remote radio units and install three antennas on new mounts and three remote radio units

Westfield Bank
206 Park St.
$66,162 — Construct four offices, install new doors and wood trim

WILBRAHAM

Ampersand Collins Hydro, LLC
176 Cottage Ave.
$43,500 — Roofing

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