Lucilles 1913 Community Kitchen
Conscious Community Collective
Lucilles 1913 Community Kitchen
EIN: 85-2070701
as of September 2023
as of September 18, 2023
Mission
Lucille’s 1913 is building a vertically integrated ecosystem that will combat food insecurity and waste; creating training and employment opportunities in traditionally under-resourced neighborhoods; and empowering communities to discover a self sustainable livelihood through culinary and cultural arts.
Ruling year
2020
Executive Director
Christopher E Williams
Main address
12401 S Post Oak Rd Ste J
Houston, TX 77045 USA
EIN
85-2070701
Arts and culture
Environmental justice
Agricultural education
Community and economic development
Food aid
Population served
Children and youth
Older adults
Families
Parents
Non-adult children
NTEE code
Food Service, Free Food Distribution Programs (K30)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
What we aim to solve
Through our Collective, our recipients will benefit from the fresh products, while farms and vendors will benefit from a steady cash flow by working directly with us and minimizing waste. Our menus are custom built, born out of our partners’ needs which ensures our clients and food recipients receive fresh nutritious produce every day.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
FARMING AND GARDENS
In an effort to combat food insecurity and waste while creating sustainable community development, Lucille’s 1913 launched its farming initiative in 2022. The program’s hub is stationed in Kendleton, TX, a once historic farming community turned food desert that was originally inhabited by emancipated slaves following the Civil War. The farm’s function is to provide residents with produce access at whole sale prices; create employment opportunities for Kendleton residents; and power Lucille’s Hospitality Group’s vertically integrated ecosystem, providing freshly grown produce to its culinary and community concepts, providing sustainable program income for the organization.
There is a large garden at The Community Collective in Southwest Houston. The waste and excess from both properties also helps drive the non-profit’s sustainability initiatives, providing contents for its fermentation and composting both of which propel its ultimate goal of becoming a zero waste entity.
MEAL DISTRIBUTION
Born out of a need during the heart of the pandemic, Lucille’s 1913’s meal program fueled the non-profit’s inception, providing a consistent and holistic meal source for food insecure communities — from strained healthcare workers to under-resourced seniors. Crossing the threshold of 1,000,000 meals distributed, the program has now evolved to deepen its impact. We partner with community based organizations and funders to support meal programs in schools, older living and food insecure communities.
HOGAN BROWN GALLERY
The Hogan Brown Gallery seeks to provide community-centered education and commerce for burgeoning local artists. Operated by Lucille’s 1913 — the philanthropic arm of Lucille’s Hospitality Group — the gallery’s inception serves as an art-focused extension of the nonprofit's mission to empower communities to discover a self-sustainable livelihood through cultural and culinary arts. Hogan Brown’s name pays homage to the surnames of LHG Founder Chris Williams’s grandparents, who persevered during the segregation era by succeeding at the “art” of entrepreneurship. The gallery will channel that same spirit to empower working artists with a community-embedded gallery space to exhibit and sell their works, while also providing business-centered education and resources to further their artistic enterprise. The Hogan Brown Gallery and its exhibiting artists will also devote art-driven educational opportunities to Third Ward’s next generation of creative
THE ELDORADO BALLROOM
The reimagined Eldorado Ballroom channels the historic venue’s legacy as a visual and spiritual symbol of the Third Ward community. The Ballroom’s return serves as a living extension of the nonprofit's expanded mission to empower communities to discover a self-sustainable livelihood through cultural and culinary arts. The venue’s future will honor its past, continuing to serve as a home for both established and emerging musicians to share their talents via live concerts and music events as well as providing a community-centered space for the neighborhood to host, gather, and celebrate.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of farmer members of the Coop or suppliers of the SME/Enterprise that are producing crops/products and selling them to the SMEs/Coop/Enterprise
This metric is no longer tracked.Totals By Year
Population(s) Served
Age groups, Social and economic status, Farmers
Related Program
MEAL DISTRIBUTION
Type of Metric
Context - describing the issue we work on
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Lucille’s 1913 is building a vertically integrated ecosystem that will combat food insecurity and waste; create training and employment opportunities in traditionally under-resourced neighborhoods; and empower communities to discover a self sustainable livelihood through food.
What are the organization's key strategies for making this happen?
* Use Community Kitchens as a training and empowering tool
* Build gardens to combat food insecurity
* Create Full Circle Farming Models that take projects from seed to harvest, to plate, to fermentations, and composting.
* create training and employment opportunities;
* empower communities to discover a self-sustainable livelihood through the medium of food.
What are the organization's capabilities for doing this?
Our Executive Director has an extensive History in the Restaurant industry and our Director of Development has over 25 years of experience in the philanthropy and nonprofit industry.
What have they accomplished so far and what's next?
Since April, we have feed over 200k seniors and economically disadvantages individuals and have successfully started two garden projects.
Our goal is to create at least 5 new gardens yearly.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To strengthen relationships with the people we serve
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Revenue vs. expenses: breakdown
Liquidity in 2022 info
0.37
Months of cash in 2022 info
0.2
Fringe rate in 2022 info
8%
Funding sources info
Assets & liabilities info
Financial data
Lucilles 1913 Community Kitchen
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Lucilles 1913 Community Kitchen
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Lucilles 1913 Community Kitchen’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
| Profitability info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $160,282 | $555,779 | -$593,673 |
| As % of expenses | 103.4% | 38.2% | -34.9% |
| Unrestricted surplus (deficit) after depreciation | $160,282 | $555,294 | -$604,565 |
| As % of expenses | 103.4% | 38.2% | -35.3% |
| Revenue composition info | |||
|---|---|---|---|
| Total revenue (unrestricted & restricted) | $315,276 | $2,029,417 | $1,107,353 |
| Total revenue, % change over prior year | 0.0% | 543.7% | -45.4% |
| Program services revenue | 0.0% | 0.0% | 0.0% |
| Membership dues | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% |
| Government grants | 0.0% | 40.4% | 9.2% |
| All other grants and contributions | 100.0% | 59.6% | 53.2% |
| Other revenue | 0.0% | 0.0% | 37.5% |
| Expense composition info | |||
|---|---|---|---|
| Total expenses before depreciation | $154,994 | $1,454,169 | $1,701,026 |
| Total expenses, % change over prior year | 0.0% | 838.2% | 17.0% |
| Personnel | 39.1% | 41.1% | 47.3% |
| Professional fees | 0.3% | 0.9% | 6.0% |
| Occupancy | 6.1% | 3.3% | 0.0% |
| Interest | 0.0% | 0.0% | 0.1% |
| Pass-through | 0.0% | 0.0% | 0.0% |
| All other expenses | 54.4% | 54.6% | 46.6% |
| Full cost components (estimated) info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Total expenses (after depreciation) | $154,994 | $1,454,654 | $1,711,918 |
| One month of savings | $12,916 | $121,181 | $141,752 |
| Debt principal payment | $0 | $0 | $0 |
| Fixed asset additions | $0 | $58,256 | $101,317 |
| Total full costs (estimated) | $167,910 | $1,634,091 | $1,954,987 |
Capital structure indicators
| Liquidity info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Months of cash | 5.6 | 6.2 | 0.2 |
| Months of cash and investments | 5.6 | 6.2 | 0.2 |
| Months of estimated liquid unrestricted net assets | 12.4 | 5.4 | -0.3 |
| Balance sheet composition info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Cash | $72,632 | $750,361 | $31,376 |
| Investments | $0 | $0 | $0 |
| Receivables | $87,650 | $9,092 | $66,828 |
| Gross land, buildings, equipment (LBE) | $0 | $58,256 | $159,573 |
| Accumulated depreciation (as a % of LBE) | 0.0% | 0.8% | 7.1% |
| Liabilities (as a % of assets) | 0.0% | 12.4% | 70.4% |
| Unrestricted net assets | $160,282 | $715,576 | $111,011 |
| Temporarily restricted net assets | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $0 |
| Total net assets | $160,282 | $715,576 | $111,011 |
Key data checks
| Key data checks info | 2020 | 2021 | 2022 |
|---|---|---|---|
| Material data errors | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Christopher E Williams
Chris Williams was always destined to be a chef; he simply didn’t know it yet. Drawn to study food from a young age, he attended Le Cordon Blue in Austin, Texas and soon began traveling around the world, working in eateries in Lithuania, England, the U.S., and all points in between. His insatiable hunger to learn everything about world cuisine unexpectedly led him back to his own family tree. Chef Williams heard bits and pieces about his great-grandmother, Lucille Bishop Smith, but it wasn’t until Williams began developing his own restaurant concept that he discovered a family history steeped in mouthwatering Southern cuisine.
Number of employees
Source: IRS Form 990
Lucilles 1913 Community Kitchen
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Lucilles 1913 Community Kitchen
Board of directorsas of 08/30/2023
Board of directors data
Darryl Thomas
Strategic Franchise Consulting
Jennifer Williams
TrustMark
C. Brian Williams
Step Africa
Reginald "Reggie" Browne
Retired: Exxon
Khang Hoang
Lucille's Houston
Teeba Rose
University of Houston
Antoinette M. "Tony" Jackson
Banks Law Firm
Benjamin Williams
The Highway Distillery
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
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- Letter of Determination
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- Contractor and/or Paid Preparer data for 2022, 2021, 2020
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