Original Article from: The Baltimore Banner / Kyle Goon / Photos (KT Kanazawich for The Banner)
Key Takeaways
- The Sanctuary Collective operates a basketball and youth development facility inside a former Mount Vernon church in Baltimore, backed by Carmelo Anthony
- The nonprofit currently serves 200 to 270 kids per week through after-school partnerships with three Baltimore schools and individual registrations
- Founder Sam Brand, former Poly coach who produced 19 Division I scholarship players over four seasons, needs $3 million to renovate the basement into a comprehensive training facility
- The project aims to counter talent extraction by providing high-level local coaching and holistic programming to keep Baltimore players in the community
- Chief Operations Officer Tiffany Taylor-Watson joined the executive team in September to recruit healthcare partners and secure long-term financing
Facility Operations and Current Programming
The Sanctuary Collective operates inside a converted church in Baltimore’s Mount Vernon neighborhood, where a basketball court sits in the building’s former nave beneath a large organ. Sam Brand, the facility’s founder and CEO, runs the operation with backing from Basketball Hall of Fame member Carmelo Anthony.
The facility maintains after-school partnerships with the Baltimore Leadership School for Young Women, Mount Royal School, and Roland Park Elementary/Middle School. BLSYW also participates in in-school programming. Between partnership programs and individual registrations, The Sanctuary serves 200 to 270 children weekly, not all of whom participate in basketball.
Brand previously coached at Poly, where he produced 19 Division I scholarship players during his final four seasons. He also directs the Team Melo AAU program and has coaching experience with Nike and USA Basketball.
Renovation Plans and Funding Requirements
The Sanctuary needs approximately $3 million to complete basement renovations that would transform the facility into a comprehensive youth development campus. Planned additions include classrooms and tutoring spaces, training turf with squat racks, a renovated kitchen for nutrition programming, and hydrotherapy and recovery areas in the former baptismal tub location.
“I’ve seen more money invested in identifying the next one good high school player than it would cost to fix this building, which is going to produce a bunch of them,” Brand said.
Chief Operations Officer Tiffany Taylor-Watson joined the executive team in September to recruit healthcare partners and secure long-term financing. Whiting-Turner serves as the contracting partner for the renovation project. The facility also maintains a partnership with mental and behavioral health institute Leading By Example, which will support nutrition programming once the kitchen renovation is complete.
The Sanctuary provides scholarships to families who cannot afford to pay, adding complexity to the financing challenge. Taylor-Watson, a Morgan State graduate, points to major Baltimore development projects as evidence that investors respond to clear opportunities in the city.
Addressing Talent Migration Patterns
The facility positions itself as a response to what Brand describes as a talent extraction trend, where Baltimore’s top players leave for expensive basketball academies outside the city. Anthony transferred from Towson Catholic to Oak Hill Academy in Virginia for his senior year. Derik Queen, who played one season at Maryland before being drafted by the New Orleans Pelicans, spent three years at Montverde Academy in Florida after leaving St. Frances.
Brand attributes this pattern to the commercialization of youth basketball access. As director of Team Melo, he noticed fewer of his players lived in the city. He cited the closure of Oliver Rec Center in East Baltimore, where he played before attending Morgan State, as an example of declining local infrastructure.
“The corporate interests in the game and the interest in finding the next star was one of the things that created taking the next star out of their community as soon as possible,” Brand said.
The facility aims to provide comparable instruction and competition locally, with the added components of academic support and wellness programming. Anthony emphasized his direct involvement, noting he attends practices, games, and travels with the program.
Business Model and Expansion Plans
Despite needing renovation funding, The Sanctuary is exploring expansion opportunities and considering franchising the model to other locations. Brand acknowledged that securing major investment likely requires demonstrating the facility can develop elite players, not just serving community needs.
The operation combines elements of traditional city recreation centers with a holistic approach that includes mental health support, nutrition, and academic tutoring. Brand described this model as “the future” of community centers.
The facility’s strategy reflects broader youth sports economics, where Division I basketball players can earn over $1 million per season through name, image, and likeness deals and revenue-sharing income. Brand argues that $3 million represents a reasonable investment relative to typical spending in youth basketball development.
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