Historic Tax Credits

$16 Million Federal
$11.7 Million State

New Markets Tax Credits

$4 Million

Total Project Cost

$93.4 Million

Project Partner

Model Group

Impact

Affordable Housing, Economic Development, and more

At the Corner of Main and Fourth
History

At the Corner of Main and Fourth

The United Brethren Publishing House, now known as the Centre City Building, traces its origins to 1853, when the denomination established its publishing operations at the corner of Main and Fourth Streets. Over time, the site evolved into a prominent complex constructed in phases between 1903 and 1924, reflecting Dayton’s emergence as a center of business and progressive thought. Visionary publishing agent William Funk led plans for a modern office tower on the site, intended to generate revenue to support pensions for retired ministers while elevating the organization’s national profile. The building attracted notable tenants, including the Wright Brothers, and stood as a defining presence in the city’s downtown skyline. 

The adjacent Air City Garage was completed in 1960 to serve growing demand for downtown parking. Built in reinforced concrete in the brutalist style, it supported mid-century commercial activity before falling into significant disrepair.

Centre City Building Revived
Revitalization Efforts

Centre City Building Revived

The project will transform the long-vacant Centre City Building and the structurally compromised Air City Garage into an active mixed-use development anchored by housing, ground-floor retail, and structured parking. Within the Centre City Building, former office space is being converted into a mix of market-rate and affordable housing, bringing new residential activity to the upper floors while introducing street-level retail spaces that reestablish an active presence along Main Street. 

The adjacent garage will be fully rehabilitated to restore its structural integrity and continue serving as a central parking resource, supporting residents, the Greater Dayton Regional Transit Authority, retail tenants, and the surrounding downtown. Together, the improvements reposition two underutilized properties as connected assets that support daily activity, small business presence, and residential life in downtown Dayton. 

This work is part of a larger redevelopment effort on the block that will also introduce new affordable housing options and build on the success of the Dayton Arcade, located directly across Main Street. 

Community & Economic Impact

Reactivating a Dayton Icon

The Mainline project will reactivate a long-vacant, historically significant building in downtown Dayton, introducing new mixed-income residential opportunities and commercial and community-serving uses in a severely distressed census tract.  

The expansion of the Entrepreneurs’ Center programming at the project will i support 450+ small business entrepreneurs, by providing  access to mentorship, training, and resources needed to start and grow small businesses.

New commercial tenants, including a coffee shop and a fresh food

market, will provide increased access to everyday goods and services in a neighborhood that has historically lacked these options. Together, these uses are expected to serve more than 20,000 individuals annually, establishing new destinations that support daily activity and neighborhood connectivity. 

The reactivation of this long-vacant building within a targeted downtown corridor represents a catalytic step in ongoing revitalization efforts, reinforcing new patterns of use and encouraging continued investment in the surrounding area.

20,000

Market & Café Customers Served Annually

450

Entrepreneur Center Annual Capacity

332

Construction & Permanent FTE Jobs Created & Retained

410,000+ sq ft

of Historic Space Restored

NTCIC & Progress

Financing & Impact

NTCIC provided an equity investment in the $16 million Federal Historic Tax Credits, $11.6 million State Historic Tax Credits, and $14 million Ohio Transformational Mixed-Use Development credits generated by the preservation efforts, along with an additional $4 million New Markets Tax Credit investment supporting the project’s mixed-use components. 

NTCIC served in multiple roles across the capital stack, including as a Federal and State NMTC allocatee and asset manager, as well as the underwriter and closer for Federal and State Historic Tax Credit and

TMUD investments, and Federal HTC fund manager.

The project also utilized a layered financing structure that includes Ohio Transformational Mixed-Use Development (TMUD) Tax Credits, Ohio New Markets Tax Credits, and Ohio Opportunity Zone incentives, reflecting the complexity of the redevelopment. Notably, the project is part of a broader coordinated TMUD allocation that also supports the nearby Dayton Arcade, where multiple phases are linked and dependent on the completion of Mainline to realize the full credit benefit. 

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Historic Tax Credits

$8.5 Million Federal

New Markets Tax Credits

$1.5 Million

Total Development Cost

$50 Million

Project Partner

Center Stage Foundation

Impact

Arts Education, Support & Access

Richmond's Loew's Theater
History

Richmond's Loew's Theater

The Carpenter Theatre first opened its doors in 1928 as a Loew’s Theater for moving pictures. It was shuttered in 1979 due to competition from suburban multiplexes and changing demographics, and remained vacant until 1983. At that time, it was restored and reopened as the Carpenter Center for the Performing Arts. The Carpenter Center again closed in 2004 for a $50 million rehabilitation by the CenterStage Foundation, that up-dated its acoustics, lobby and amenities while expanding its stage size to draw major touring shows. This project also incorporated the Carpenter into a four-venue performing arts complex, Richmond CenterStage, that provides the community with a rich and varied arts experience in downtown Richmond.

Updating and Expanding the Theater
Revitalization Efforts

Updating and Expanding the Theater

The architect of the original Carpenter, John Eberson, was a leading New York architect of the 1920’s noted for his extravagant theater designs. The theater certainly bears his stamp. It is an elaborate interpretation of the Spanish Mission style, with a dark red brick exterior heavily ornamented with sculpted terra cotta and limestone.

The rehabilitation preserved this style while creating a larger stagehouse to accommodate Broadway shows, expanding the lobby, ticketing and concession areas and updating its acoustics, electrical systems, seating and ticketing technology to meet modern standards.

Community Impact

Supporting the Arts in Richmond

The theater has served as home for the Richmond Symphony, the Richmond Ballet and the Virginia Opera as well as smaller Broadway productions, special concerts and other performances. In its renovated state, the nearly doubled in size stage now draws more than 40 touring plays, musicals, family shows and popular entertainment events annually. A dozen or more community presentations round out the calendar for the year, helping the theatre to stay busy for an estimated 200 days a year. These expanded offerings brought new permanent jobs and helped increase foot traffic downtown, as well as generating roughly $2.5 million in state and local taxes and $28.2 million in household and business income.

NTCIC & Progress

Economic Impact

The rehabilitation of Carpenter Theatre was made possible, in part, by NTCIC through an equity investment in the $8.5 Million federal Historic Tax Credits generated by the project and a $1.5 Million New Markets Tax Credit allocation.

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NTCIC Financing

$10.4 Million in Federal HTCs and NMTCs

Total Development Cost

$16.9 Million

Project Partner

AS220

Washington Street
History

Washington Street

The Mercantile Block, located at 125-135 Washington St, dates back to 1901 and is composed of several buildings that were joined over time. It is owned by AS220, Providence’s leading nonprofit artist support organization, who renovated the abutting Dreyfus Hotel in 2006, which is home to artist live/work studios and a popular restaurant and bar. Both buildings are about a block away from the arts organization’s main space at Empire and Washington Streets.

Building the Block
Revitalization Efforts

Building the Block

The $16.9 million renovation project created retail and office space, a restaurant, and 22 artists’ live/work studios in a 50,000 square foot, four-story plus basement building. Tenants include a small-scale workshop offering digital fabrication called the Fab Lab, a silkscreen shop, and nonprofits such as College Visions, a program that helps disadvantaged youths apply to college and the Rhode Island Council on the Humanities (RICH). AS220’s vision is for the building to become a hub for the city’s thriving arts and business district.

Community Impact

Providence Arts and Entertainment District

The Mercantile Block project rehabilitated a nearly vacant building in a distressed, low-income census tract in downtown Providence. The completed building includes 22 live/work studios, 16 of which are affordably priced, and an entire floor of below-market office space and work studios for artists and arts-related business, including several nonprofit organizations. This project represented another step in the creation of the Providence Arts and Entertainment District and had a large impact on the area’s ongoing revitalization.

NTCIC & Progress

Economic Impact

Mercantile Block was made possible, in part, by NTCIC through a $10.4 Million investment generated by both federal Historic Tax Credits and New Markets Tax Credits.

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Historic Tax Credits

$11.3 Million Federal

Total Development Cost

$6.1 Million

Project Partner

HRI Properties and Woodward Interests

Hibernia Building
History

Hibernia Building

The Hibernia Building was completed in 1921. The 23-story, 335-foot tall building was the tallest in Louisiana until the State Capitol building in Baton Rouge surpassed it in 1932. The building was New Orleans’ first modern skyscraper and known for its cupola, which is it in various colors for holidays throughout the year and once served as a navigational beacon for ships along the Mississippi River. The building’s original occupant, Hibernia National Bank, was founded by Irish immigrants in 1870 and took its name from “Hibernia”, which was the Latin name for the island of Ireland. Hibernia National Bank was Louisiana’s largest bank until it was bought by Capital One Bank in 2005. Following the purchase, the building’s first floor bank lobby remained in use while the upper floors, comprising 93% of the net rentable area, became vacant.

Mixed-Use Highrise
Revitalization Efforts

Mixed-Use Highrise

The rehabilitation of the historic Hibernia Building converted an unoccupied office building into Hibernia Tower, a 175-unit residential complex accompanied by 41,500 square feet of retail and office space. The mixed-use development has 51% of its residential units dedicated to moderate income and workforce level renters while the remaining units are at market rate. 85% of the commercial and retail space is home to the teams of HRI Properties and Capital One Bank with the remaining space dedicated to market-rate tenants.

Community Impact

New Orleans' Central Business District

Hibernia Tower is located in the heart of New Orleans’ Central Business District where its rehabilitation has incentivized other property owners to improve buildings on adjacent blocks and has helped to catalyze the development of additional hotels, retail, and apartments in the nearby area. It is also a transient-oriented development serving its tenants and residents with walking-distance proximity to downtown hotels, numerous music venues, local landmarks, hundreds of shops and restaurants, City Hall, Tulane Hospital and major corporations like Shell Oil Company.

Upon opening, Hibernia Tower brought jobs and economic activity to

a census tract that at the time had a poverty rate of 43.4% and an unemployment rate of 12.4%. Hibernia Towerʻs rehabilitation created 461 construction jobs and now offers approximately 136 permanent jobs that provide health insurance, vacation/sick leave and advancement opportunities in addition to other benefits. Among the affordable residential units created, 36 are set aside for households earning 20%, 30%, and 60% of the AMI in the city.

Environmentally friend technologies were incorporated into its construction scope including low flow plumbing fixtures, efficient MEP design and Energy Star appliances.

461

Construction Jobs

136

Permanent Jobs

36

Affordable Housing Units

41,500 Square Feet

of Retail and Office Space

NTCIC & Progress

Economic Impact

The Hibernia Tower renovation was made possible, in part, by NTCIC through an investment in the $11.3 Million federal Historic Tax Credits generated by the project and a $6.1 Million New Markets Tax Credit allocation.

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Historic Tax Credits

$3.6 Million Federal

New Markets Tax Credits

$1.5 Million

Total Development Cost

$22 Million

Project Partner

Forest City

Navy Yard Annex
History

Navy Yard Annex

Constructed between 1917 and 1919 by the Department of Public Works as part of a larger industrial complex called the Navy Yard Annex, the Boilermaker Building was originally used to manufacture boilers for Navy ships.

The Yards Project
Revitalization Efforts

The Yards Project

The building was part of phase one of The Yards project, which blended adaptive re-use of a total of five historically protected, former industrial buildings that were originally part of the Washington Navy Yard. The completed renovation created a 46,000 square foot, 2-level mixed-use building.

Community Impact

Reviving an Industrial Neighborhood

The Boilermaker Building is located in an area that is undergoing a dynamic transition from a heavy industrial center into a major hub of mixed-use development. The completed project provides approximately 30,000 square feet of retail and restaurant space for the area’s growing residential population, which currently lacks adequate ground-floor retail options. In 2014, just two years after it opened, the Boilermaker Shop project had already generated more than 214 jobs, $9.4 million in household income, and $1.1 million in local taxes.

NTCIC & Progress

Economic Impact

The rehabilitation of the Boilermaker building was made possible, in part, by NTCIC through an investment in the $3.6 Million federal Historic Tax Credits generated by the project, and a $1.5 Million New Markets Tax Credit allocation.

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Historic Tax Credits

$1.9 Million Federal

Total Development Cost

$14 Million

Project Partner

Alliance for Collective Action

Impact

Sustainability

Warehouse Row
History

Warehouse Row

The Alliance Center, historically known as the Kennicott-Patterson Transfer and Storage Company Building and later as the Otero Building was constructed in 1908 to serve as a warehouse along Wynkoop Street’s “Warehouse Row.” For over half a century, the building served as a warehouse for various Colorado-based companies, including the Tattered Cover Bookstore, a Denver institution, as well as the first official offices of the Wynkoop Brewing Company, owned by Colorado Governor John Hickenlooper.

In 2004, the Alliance for Sustainable Colorado (now the Alliance for Collective Action) purchased the building and quickly began transforming it into an environmental nonprofit hub. The vision was to create a physical hub where local public interest groups could pool resources for projects. It would provide an incubator for collaboration, offering traditionally tight-budgeted nonprofits an opportunity to share ideas with like-minded advocacy groups and reduce expenses.

Working for a Greener Future
Revitalization Efforts

Working for a Greener Future

The second major renovation of the Alliance Center effectively gutted the building to replace an aging and inefficient heating and cooling system, enhance the aesthetics, provide a more cohesive and efficient space, and provide an ideal working environment that maximizes the principles of sustainability. Key parts of the rehabilitation include increasing natural light, improving mechanical systems and controls, incorporating urban wind turbines and photo voltaic arrays to generate energy, using only water-efficient bathroom features, installing a heat-island-reducing roof surface, and improving their Energy Star rating. Additionally, the construction efforts allowed the building to be powered solely via electricity.

Over the last two decades, The Alliance has built a network of government, academic, for-profit, nonprofit, media, and community organizations and leaders. The Alliance convenes and mobilizes this network to identify some of the largest problems Coloradans face and move thought into action through community-led solutions. To support their cohort of tenants, the Alliance Center provides over $400,000 in tenant savings via below-market rent and event costs.

The Alliance Center supports more than 160 organizations through tenancy and events each year. The convening groups support environmental-focused advocacy efforts throughout the year and have played roles in directing over $1 billion in state and national stimulus funds to green efforts.

Community Impact

Massive Environmental Impact

For the first year of The Alliance’s ownership, the building underwent significant construction to renovate and upgrade the space, prioritizing eco-friendly green building construction with high-tech concepts. In 2006, The Alliance Center became the second building in the world to earn two US Green Building Council LEED (Leadership in Energy and Environmental Design) certifications.

The Alliance Center has been carbon neutral since 2008 and, according to Energy Star, uses less energy than 92% of its peers. Through a thoughtful waste management approach, the building

diverts 85% of its waste from landfills, recycles over 4,500 pounds of hard-to-recycle materials annually through its “Hard to Recycle Station,” and has saved over 550 megawatts of energy through its renewable energy components.

The building achieved a LEED Gold recertification in 2011 and was the first building in Colorado to obtain Platinum certification in any of LEED’s newest and more stringent v4 categories. The Alliance Center has since achieved dozens of building certifications and awards, including the WELL-Health Safety Rating and seven LEED certifications.

85% of Waste

Diverted from Landfills

4,500 lbs Annually

Hard to Recycle Material Recycled

160+

Organizations Supported Annually

$1 Billion

Helped to Direct

NTCIC & Progress

Economic Impact

The second major renovation of the Alliance Center building was made possible, in part, by NTCIC through an investment in the $1.9 Million federal Historic Tax Credits generated by the project.

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Historic Tax Credits

$5.8 Million Federal

New Markets Tax Credits

$5 Million

Total Development Cost

$31.5 Million

Project Partner

Gerding Edlen

Impact

Education Access

Portland Post Office
History

Portland Post Office

The building that now houses the Pacific Northwest College of Art was constructed between 1916 and 1918 and opened in 1919 after being commissioned by the Secretary of the Treasury. The building was one of the last post offices built under the 1893 Tarsney Act and was individually listed on the National Register of Historic Places on April 18, 1979.

In 2013, the building housed the Department of Homeland Security offices for U.S. Citizenship and Immigration Services and U.S. Immigration and Customs Enforcement. During this time, the agency “modernized” the building, lowering the ground floor ceilings to accommodate central heating and obscuring many of its original elaborate features.

A Complete Renovation
Revitalization Efforts

A Complete Renovation

The Pacific Northwest College of Art (PNCA) completely renovated the space to support the growth and expansion of the school’s overall student enrollment and to consolidate their spaces. The $31.5 million LEED silver rehabilitation included instructional spaces, classrooms, studios, laboratories, and supporting administrative and faculty spaces. It also includes a black box theater for lecture, performance, and installation purposes.

Some of the more unusual features of the building include marble walls, an elaborate original ceiling in the lobby and carvings featuring mythical beasts such as griffins. The building also has several vaults from its time as a post office that have been converted to function as dark rooms for developing photographs and to contain student installations.

Community Impact

Expanding PCNA

Prior to the move to the new location, PNCA had enrolled over 600 students in 15 undergraduate and graduate programs and supported another 1,500 students through its continuing education programs. The new expanded facilities allowed the college to increase their admission potential.

At the start of the 2015 academic year, over 50 direct permanent jobs were created. It also has become a development bridge at Broadway between the Pearl District and Old Town/Chinatown and has activated

what would otherwise have become a vacant and deteriorating historic landmark.

The college has participated in a number of service projects to benefit the community, including the development of a library at a juvenile detention center and the ongoing project with Portland’s innovative Bud Clark Commons, a large center that serves people experiencing homelessness.

NTCIC & Progress

Economic Impact

The creation of the Pythian was made possible, in part, by NTCIC through an investment in the $5.8 Million federal Historic Tax Credits generated by the project and a $5 Million New Markets Tax Credit Allocation.

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Historic Tax Credits

$5.8 Million Federal

New Markets Tax Credits

$6 Million

Total Development Cost

$38.5 Million

Project Partner

Green Coast Enterprises LLC and Crescent City Community Land Trust

Impact

Affordable Housing, and more.

The Pythian Temple
History

The Pythian Temple

The Pythian building was originally built in 1908 by Smith W. Green, who was reputed to be the richest African American in New Orleans, and one of the wealthiest in the country. It was built for the Knights of Pythias, a late 19th early 20th-century fraternal order that grew out of a Civil War-era organization, and for almost 40 years operated as the organization’s headquarters.

Pythian Temple served for several decades as a hub of the African American community, with lodge rooms, a barbershop, a theater, a bank, an opera house, and an auditorium/dance hall. Tenants through the 1940s included many African American-owned businesses, such as the Industrial Life Insurance Company of Louisiana and the Peoples Benevolent Industrial Life Insurance Company of Louisiana.

In the 1940s, the Pythian became a wartime hiring office for Andrew Jackson Higgins, who built the Higgins boats that President Eisenhower famously said “won the war.” Higgins hired men and women of all races through a single personnel office, one of the first times this had occurred in the South. The Pythian’s top floor was a double-height ceiling dance hall where soldiers and sailors could dance and hear live music before shipping out to fight in WWII. Following its WWII use, the Pythian Building was primarily used as an office. In the late 1990s, the building began falling into disrepair space before ultimately becoming vacant after Hurricane Katrina in 2005.

A Place for the Community
Revitalization Efforts

A Place for the Community

The 10-story Pythian building hosts a variety of uses. The 4th through the 9th floor contains 69 mixed-income residential units. Of these units, 15 are affordable units restricted to households earning 80% or less of area median income at rents no more than 30% of household income.

The project intends these to be “permanently” affordable – meaning affordable for at least 99 years, significantly longer than most other affordable housing programs require. Another ten units are workforce targeted housing units leased to households earning no more than 120% of area median income. All units are heavily marketed toward healthcare workers.

The Pythian’s lower floors contain a mix of community and commercial uses. On the ground floor is the Pythian Market, an urban food collective celebrating New Orleans’ undeniable spirit and the Pythian Building’s remarkable history. It is a gathering space for everyone, featuring local food purveyors, a fast craft bar, and retail vendors. Pythian Market is a place for community, locally sourced fare, and art. It supports a variety of growing local businesses and entrepreneurs. Upper floors include both medical and health-related tenants, such as a Federally Qualified Health Center focused on providing primary care services to the underserved and a physical therapy clinic. Office space onsite is primarily leased to non-profits who otherwise are not able to afford downtown New Orleans rents.

Community Impact

Responding to New Orleans' Needs

The Pythian delivers an economic boost to downtown New Orleans while also responding to community needs. The rehabilitation of the building created over 50 construction jobs. The current tenants have created 80 new positions and have retained another 34 permanent jobs. The building itself is located in a federally deemed medically underserved area.

The 3,000 square feet Federal Qualified Health Center directly

addresses this shortage by providing primary care services, with 50% of people served as low-income persons. The Pythian is able to help the health center provide this level of service by offering it reduced rents. The affordable housing is a critical addition to the downtown housing stock, which has seen luxury developments pricing out low and moderate-income persons.

NTCIC & Progress

Economic Impact

The creation of the Pythian was made possible, in part, by NTCIC through an investment in the $5.8 Million federal Historic Tax Credits generated by the project and an $8 Million New Markets Tax Credit Allocation.

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Historic Tax Credits

$14.2 Million Federal

Total Development Cost

$50.6 Million

Project Partner

Sagamore Development, LLC

Impact

Economic Development, and more.

Fell's Point
History

Fell's Point

Located in the southeastern part of Baltimore, the unique harborside community of Fell’s Point was initially developed by landowner William Fell in the early 1760s. From there it evolved from a forested agricultural area into a bustling, seafaring hub where some of the U.S. Navy’s first ships were built. After the War of 1812, Fell’s Point became the country’s second largest point of entry, surpassed only by New York’s Ellis Island.

Built in 1914, Fell’s Point Recreation Pier originally stored port cargo. The building was later used as a community center and served as a television studio for “Homicide: Life on the Street” but closed after the show ended in 1999. The city approved a plan for a hotel there in 2004. In 2010, it sold the deteriorating waterfront parcel for $2 million to a development team. The Plank venture purchased the site four years later bringing in California-based Montage Hotels & Resorts to operate the hotel under its “new luxury” Pendry brand.

The Sagamore Pendry Hotel
Revitalization Efforts

The Sagamore Pendry Hotel

The adaptive reuse of the Recreation Pier is now the Sagamore Pendry Hotel. The Sagamore is part of a division of the ultra-luxury hotel and resort brand Montage, consisting of 128 rooms, a full-service American cuisine restaurant and bar, whiskey bar and lounge, 8,000 square feet of meeting space, a 230-seat ballroom, outdoor pool terrace overlooking the Inner Harbor.

The original headhouse is restored and serves as the hotel entrance containing the main lobby, restaurant and bar areas. The original ballroom is now restored and modernized to serve as the hotels banquet facility for an array of events including weddings and meetings. Three levels of guestrooms wrap around the existing pier with the majority of the rooms having unobstructed views of the harbor while the others look over an interior landscaped courtyard. The end of the pier has an infinity edge pool, cabanas and pool bar.

Community Impact

Investing in Baltimore

At the 2017 grand opening of the Sagamore Pendry Hotel, then Governor Larry Hogan spoke of the estimated 1,200 construction jobs that would be generated by the Hotel. The Sagamore employs roughly 204 people, of whom approximately 90% receive a living wage and approximately 71% are Baltimore City residents. The vast majority of the jobs are accessible to low-income people with or without high school degrees with career advancement opportunities.

Additionally, the development team purchased Baltimore’s Inner Harbor water taxi service, strategically adding a direct route from its headquarters across the harbor to the Sagamore Pendry Hotel. The development team’s investment in the Water Taxi has increased taxi stops, upgraded existing boats, added new boats, and lengthened service hours providing affordable transportation through the city.

NTCIC & Progress

Economic Impact

The development of the Sagamore Pendry Hotel was made possible, in part, by NTCIC through an equity investment in the $14.2 Million in federal Historic Tax Credits generated by the project.

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Historic Tax Credits

$1.3 Million Federal

Total Development Cost

$10.5 Million

Project Partner

Self-Help Credit Union

Impact

Education Access, and more.

William Gaston Pearson's Legacy
History

William Gaston Pearson's Legacy

Built in 1928, the main W. G. Pearson Elementary School building was named for William Gaston Pearson, a well-known African American businessman and educator. Born into slavery, his potential was recognized by a factory owner who financed his education at Shaw University in nearby Raleigh, NC. He began teaching at a small Durham grade school in 1886, where he later became principal. In 1922, W.G. Pearson became the first principal of Hillside Park High School, the first African American high school in the city, a position he remained in until his death in 1940 and for which he is best remembered. W.G.Pearson was also active in the city’s business and social life. Among other contributions, he was one of the original organizers of North Carolina Mutual Life Insurance Company; he helped found Mechanics and Farmers Bank on Durham’s “Black Wall Street”; and he served as a trustee for both North Carolina Central University and Kittrell College. Both North Carolina Mutual Life Insurance Company and Mechanics and Farmers Bank continue to operate today.

In the 1920s and 1930s, the growing black population in the Stokesdale district, as well as the philanthropy of both black and white businessmen, led to the construction of several new schools including W. G. Pearson Elementary in 1928. W. G. Pearson is the only school in the neighborhood to survive the late twentieth century intact. The school was most recently a magnet school for gifted and talented students in kindergarten through fifth grades.

Expanding Education Access
Revitalization Efforts

Expanding Education Access

The W.G. Pearson Building was renovated to create a long-term home for a non-profit college readiness program, Student U. The program had been utilizing space within the center for years, but through continued success and growth, needed to expand their services to the entire structure.

In addition to improving the existing instructional spaces, gymnasium, and cafeteria, the renovation created new spaces including arts and dance rooms; computer and technology labs; a multi-purpose auditorium; and office, training and convening spaces for Student U’s staff, Board, Learning Specialist, and Social Worker.

Community Impact

Empowering Students

The mission of Student U is to empower DPS students to own their education by developing the academic and personal skills necessary to succeed in college and beyond. Student U works exclusively with low-income children who would be the first in their families to attend college.

The 51,000 square foot facility now houses Student U’s 21st Century Community Learning Center (CCLC) Year-Round Program, which is an out-of-school enrichment program designed to create a safe environment for students to complete their homework, prepare for classes, receive tutoring, and participate in various workshops. Student U also takes the students on educational field trips and college trips and provides support for parents.

By providing direct services during out of school time in the summer and after-school, and advocating for students and families within

schools, Student U has produced impressive results for the low-income families that they have served. Student U welcomed its first class of 50 students and 16 teachers in the summer of 2007, as a result of the collaboration of DPS, Durham Academy (a K-12 private prep school), the University of North Carolina at Chapel Hill, North Carolina Central University, and Duke University.

The model has a measurable impact: In 2013-2014, Student U students consistently performed higher on End of Grade (EOG) and End of Class (EOC) tests when compared to their peers who qualify for free or reduced lunch in DPS. Additionally, 100% of Student U’s students have graduated from high school and 97% of Student U’s graduating high school seniors are enrolled in college. With the additional space provided by the W.G. Pearson building, Student U is now able to serve 439 low-income children in the Durham community.

100% of Students

Graduated from High School

97% of Students

Enrolled in College

51,000 Sqaure Feet

of Space in Facility

NTCIC & Progress

Economic Impact

The WG Pearson Building renovation was made possible, in part, by NTCIC through an equity investment in the $1.3 Million in federal Historic Tax Credits generated by the project.

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